Summary of observations and conclusions of the
institutional (context) analysis
Practical Assignment
Name of Participant
Name Organisation
Type of organisation
Products/services and target groups
E.g.
 Inter-cultural awareness for community leaders
 Literacy or language skills for youth of a particular ethnic group
 Capacity building on planning, monitoring and evaluation for local
Community Based Organisations
Position in organisation
Basic Question = result Quick Scan (examples)
How can Org Z. develop a comprehensive and widely accepted strategic plan for the
organisation as a whole that provides strategic direction to the organisation for the
coming 3 to 5 years.
By MDF for TACSO
Other examples Basic Question:
• How can organisation X ascertain the delivery of relevant and effective
services that help empower local communities in province Y in gaining
more control over their own development plans and processes.
• What needs to be done to enable org. Y to decentralise its activities to
its regional offices whilst remaining effective and accountable in its
service delivery?
ref:612921478 ZU
Page 1 (7)
Summary of observations and conclusions of the
institutional (context) analysis
Environmental Scan` (example)
Policy / Regulatory Framework
Govt. regulations
NGOs
cumbersome
Greedy land
owners -
Supply
Appreciation
Difficult to get
Photogr.permits
Cultural sensitivity
/ censorship
Influence
Minimal independ.
Progr. funding
InflationaryFactors
=> overhead costs
up
Availability of
Good HR
Limited collective
Knowledge
acct+legal
Likelihood of
cuts
In art funding
Demand
Increas. Appetite
For images
Control
Limited appreciat.
photography
Limited / expensive
Production supplies
And services
Limited reference
concernin image
and discourse
Competition for
Limited art funds
Proj. collabor.
With other inst.
Good photograph.
Classes and
worksh.
Us / Them
Govt vs. Indep.
Collaboration / Coordination / Competition
Observations/conclusions (examples) :
-
By MDF for TACSO
-
Main weaknesses on the supply side (in particular future concerning financial resources is
unclear) with main threats:
o Inflation
o Dependence on external (foreign) financing
o Limited local funding
o Project-based funding
Increasing demands.
Cultural appreciation of art can be expanded
Collaboration with Government difficult because of mutual suspicion and competition for
foreign funding.
ref:612921478 ZU
Page 2 (7)
Summary of observations and conclusions of the institutional (context) analysis
NGOs tax
exempt
Politcal context
/ NGO
regulations
Sustainability
growth
Availability
competent /
affordable HR
Competition
for funds
Relevant
mission
Double tracked
mission => more
diversified TG
Context
justifies
existence
Unclarity about
nature services
2. Relevance in
context
Limited funding
for independ.
programmes
Publications
1.Sustainability
of resources
Expansion
resource centre
(collection room)
3. Integrated
approach
Dedicated
services
prof.photogr.
Integrated
programs =>
incl. basics
Breeding
new talent /
entrants.
6.
Increase autofinancing
potential
Significant
growth in
funding
Not all resources
fully utilised
Limited / expensive
prod supplies and
services
9. Expansion
resource centre
Broaden
visibility of
CIC (promo)
Effective in
bringing TGs
together
External
deadlines
Increasing
interest in
program
Client
satisfaction =>
trust in CIC
Exclusive
services
11. Quality of
services
Groundbreaking
events
5. Collaboration
with other serv.
providers
Expanding
network of
contacts
ref:612921478 ZU
8. Production of
publications
Visibility /
attractiveness
4 .Donor
conditions
Double standards
paym.scales
donors
Ambitious
mission
7. Clear /
realistic mission
Availability
adequate
facilities
Donor
context
changing
Double track
mission =>
unclear identity
/spread thinly
Potential for
collaboration
10. Appreciation
photography
Limited
appreciat.
photography
Page 3 (7)
Quality photo
class
Fun / inspiring /
participative
No benchmark for
image discousre
events
Summary conclusions of the organisational (internal) analysis
(examples)
Instrument
(main) Strengths
(main) Weaknesses
IOM Checklist
Organic / intimacy / family
culture
Coherence of program
Flexibility
Scheduling / work load
distribution over time
Accuracy / adequacy fin. Admin.
system
No institutional. Knowledge and
systems
Productive time lost on mundane
tasks
Assessment of
Staff Motivation
Clarity / dedication / trust of staf
Pleasant work environm. /
Team work
Unclarity role board vs. staff




clarity,
ability
enabling
organisation
willingness
Management
Style /
Leadership


Leadership style
(instructive,
persuasive,
participative,
delegative)
Orientation
(internal /
external,
performance /
person)
Time allocation
By MDF for TACSO

Balance internal & external
orient.
ref:612921478 ZU
Page 4 (7)
Integrated Organisational Model (IOM)
NGOs tax
exempt
Donor
context
changing
Competition
for funds
Availability
adequate
facilities
Sustainability
growth
Availability
competent /
affordable HR
Limited funding
for independ.
programmes
Increase autofinancing
potential
Double standards
Heterogenous
level of involv. /
interest board
Unclarity
role board
vs. staff
Broaden
Desciption
organisat. in
mission / plans
Publications
Relevant
mission
Expansion
resource centre
(collection room)
Staff have to do
things outside
expertise
No institutional.
Knowledge and
systems
Flexibility
Pleasant work
environm. /
Team work
Coherence
of program
Organic /
intimacy
Integrated
programs =>
incl. basics
Clarity /
dedication /
trust of staf
Exclusive
services
Breeding
new talent /
entrants.
Dedicated
services
prof.photogr.
Not all resources
fully utilised
Quality photo
class
Effective in
bringing TGs
together
CIC (promo)
Expanding
network of
contacts
Double tracked
mission => more
diversified TG
Accuracy /
adequacy fin.
Admin. system
Productive time
lost on
mundane tasks
Balance
internal &
external orient.
paym.scales
visibility of
Observations/conclusions:
donors
Ambitious
mission
Scheduling / work
load distribution
over time
Limited / expensive
prod supplies and
services
ref:612921478 ZU
Politcal context
/ NGO
regulations
External
deadlines
Fun / inspiring /
participative
Client
satisfaction =>
trust in CIC
Groundbreaking
events
Increasing
interest in
program
By MDF for TACSO
Significant
growth in
funding
Double track
mission =>
unclear identity
/spread thinly
Context
justifies
existence
Unclarity about
nature services
Page 5 (7)
Conversion of O / Ts into Strategic Options
(Clustered)
Opportunities / Threats
Strategic Options
(examples)
Relevance
Strategic
Option for BQ
(high / medium low)
Sustainability of resources
1. Securing the sustainability of
human, physical and financial
resource-base.
High
Visibility / attractiveness
2. Enhancing the visibility and
attractiveness to broader and
more diversified target groups.
Medium
Quality of services
3. Maintaining and building on the
existing quality of services.
High
Expansion resource centre
4. Expanding the resources and
facilities provided, including
publications.
Medium
Integrated approach
5. Introducing a more integrated
approach that includes conceptual
issues and creates a foundation
for the breeding of new talent and
the attraction of new entrants into
the image community.
High
Clear and understandable
mission
Relevance organisation in its
context
Production of publications
Donor conditions
By MDF for TACSO
Collaborations with other visual
arts service providers
ref:612921478 ZU
Page 6 (7)
ref:612921478 ZU
People do things
outside area of
expertise
Institutionalised
knowledge &
systems
8
6
4
6
2
26
3
2
10
2
4
6
27
-1
53
8
10
6
4
6
32
1
1
2
3
6
1
1
15
+17
47
8
5
6
5
7
31
6
5
7
5
3
6
7
40
-9
71
6
7
4
1
18
5
4
4
4
1
6
5
29
-11
47
4
5
1
6
3
19
3
1
1
3
8
+11
27
4
1
5
2
1
5
3
1
3
2
17
-12
22
38
34
17
25
18
20
13
29
15
13
21
24
Page 7 (7)
Total S+ W
Total S – W
Total Weakness
Productive time lost
on mundane activ.
Adequacy of
fin.admin system
Unclarity role board
vs. staff
Workload
distribution over
time
Total Strengths
Pleasant, intimate
team atmosph.
Coherence of
program
Heterogenous level
of involvement and
interest board
Total
Flexibility in
planning and
approach
Sustainability
of adequate
resources
secured
Attractiveness
Visibility
improved
Quality of
services
maintained
and enhanced
Expansion &
better use of
resource
centre
Integrated
approach that
encourages
new entrants /
talent
Production of
stand-alone
publications
Balance in internal
and external
orientation
Dedicated &
Trusted Staff clear
about duties
Example Strategic Orientation Matrix: