Organizational Factors Affecting Performance

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Party Performance Diagnostic Tool

Ateneo School of Government – Political Democracy and Reforms (PODER)

Form 2

Organizational Factors Affecting Performance

Identifying what are the gaps and weaknesses in the party’s organization that affect the performance of the party

Instructions:

1. Go through the indicators per organizational factor and mentally answer the questions raised. 2. In terms of your party’s capacity to achieve its identified success indicators, identify the strengths and assets of your party per organizational factor based on your answers to the indicators. 3. Identify the gaps and weaknesses. 4.

List down the top 3 biggest assets/ strengths. 5. List down the top 8 biggest gaps/ weaknesses in terms of the organizational capacity of your party to achieve its “success” indicators. (Note: The indicators are not exhaustive operationalization of the factors, so feel free to go beyond the indicators.)

Org Factors Indicators Strengths/ Assets Gaps/ Weaknesses

Membership

Leadership

 How easy is it to join your party?

 How strong is the party in terms of

 the number of members?

How active are the members?

Do members pay membership contribution?

 Do members openly identify with the party?

 Do members stick with the party?

(turn-over rate)

 Are there clear standards and qualifications for leadership and the process of electing/ selecting leaders and are these standards/ qualifications beneficial to the party?

 How representative/ inclusive is

1

Management and Finance the leadership of the party?

 Are women and youth represented in the party leadership?

 Does the leadership reflect and uphold the interests promoted by the party platform?

 Does the party have a permanent headquarters?

 Does the party have staff/ management team?

 Does the party have a stable source of funds?

 Is the party operational/ functional in between elections?

Does the party maintain offices/ paid staff at the local level?

 Does the party have regular activities and events?

 Does the party regularly inform its members of the updates on the party?

 Is there a deliberate and sustained effort to involve and activate as many members as possible?

Does the party have a clear organizational structure with welldelineated functions among its members?

 Do the right people hold management posts?

2

Party Performance Diagnostic Tool

Ateneo School of Government – Political Democracy and Reforms (PODER)

Decisionmaking processes

Political education and capabilitybuilding program

Platform development

 Is there a clear set of rules for the decision-making processes of the party?

 Are the processes followed?

 Are the decision-making processes open and inclusive?

 Are women and youth represented in the decision-making processes?

 Does the party have a political education program for its members?

 Does it have a political education program for its target audience?

 Does it provide leadership training to its members?

 Does it programmatically train new leaders?

 Is there a clear set of guidelines/ procedures for the development of the platform?

 Are there units/ staff and officers particularly responsible for platform

3

Party Performance Diagnostic Tool

Ateneo School of Government – Political Democracy and Reforms (PODER)

Campaign strategy development development?

 Are the support bases of the party consulted in the development of the platform?

 Is there a regular review and updating of the party platform?

 Are other critical stakeholders consulted in the development of the platform?

 Are studies and researches conducted in developing the party platform?

 Is the platform responsive to the major problems confronting the country?

 Are the right people involved in platform development?

 Are relevant agenda of the party based on its platform advanced/ advocated for by the party in between elections?

 Is the campaign strategy clear to all those concerned?

 Is the campaign strategy welldesigned?

 Is the campaign strategy effective in terms of winning votes?

 Is the campaign strategy effective in terms of performing the party’s functions in society?

4

Party Performance Diagnostic Tool

Ateneo School of Government – Political Democracy and Reforms (PODER)

Support Base and Public

Relations

Candidate selection

 Are the rights people responsible for campaign strategy development?

 Is there a clear connection between the campaign strategy and the platform of the party?

 How competent is the party in managing its coalitions or alliances?

 Is the party clear about its target support base.

 Does the party regularly coordinate with its target support base?

 Is there a mechanism to determine the satisfaction level/ get the feedback of the party’s support bases and stakeholders?

 Does the party regularly inform the public of its activities and events? accomplishments and advocacies?

 Can the public easily access information about the party?

 Is there a clear set of rules for candidate selection?

 Are the rules followed in selecting candidates for national posts?

Are the rules followed in selecting candidates for national posts?

 Are the qualifications and

5

Party Performance Diagnostic Tool

Ateneo School of Government – Political Democracy and Reforms (PODER)

Accountability and disciplinary processes standards for candidates selection beneficial to the party?

 Is there an extensive participation of membership in the selection of the official candidates of the parties?

 Is the candidate selection conducted with transparency?

 Are there internal mechanisms for checking and punishing violations of internal rules and statutes?

 Is the party performance periodically reviewed and assessed?

Does the party congress account for the performance of the party officials?

 Does the party congress account for the performance of the party candidates?

 Are there mechanisms to ensure that officials and candidates tow the party line?

6

Party Performance Diagnostic Tool

Ateneo School of Government – Political Democracy and Reforms (PODER)

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