Our organization collects data about how well its programs/activities achieve their goals, and we’re confident that the data we collect is a good reflection of how well our programs are performing.

Our organization’s strategic plan includes measures, for which data is collected and compared.

Our organization spends time comparing data to strategic plans (ours and of the larger organization) and makes adjustments when the data is different from what we had planned.

Our organization regularly plans or discusses ways to increase value to stakeholders/customers.

Our organization uses information about our customers (and their organizations) needs and patterns to do annual planning on how to work with them.

Our leaders make decisions based on plans and organizational rules, and not on their personal preferences.

Our organization uses the data it collects as part of its decision-making process and makes changes when the data shows that our assumptions were wrong.

It is easy for me to get accurate information that helps me do my job and report on my work progress.

Our ways of collecting information about our programs/activities give us enough information to make decisions.

I get data that is good enough for me to interpret and analyze, and which allows me report it in a way that can help leaders notice problems and take action to fix them.

When we collect data, we have knowledgeable staff who understand it, and our decision makers use that analysis to inform decisions.

Our leadership uses data to determine what is most important to work on, and communicates the priorities to us well.

We have a process that identifies, and requires us to consider the scope and effort of projects/new activities, even small ones, throughout our organization.

Our organization plans ahead for things that might go wrong in a project or program, and we think ahead about what to do when things go wrong.

Our organization collects data that is a good reflection of how well our programs and activities achieve their goals and can adapt to unexpected changes.

Our organization uses feedback and data to measure how well projects and programs are being managed (on schedule, on budget, with correct results).

We are confident that our way of measuring program progress is a good prediction of how well a program will perform.

The reports and data we produce are meaningful to our leaders, and they can access it easily when they need it.

When something goes wrong, or changes unexpectedly, our organization responds in a way that fixes the problem and prevents the same problem from happening again.

Our staff is motivated and inspired by our mission: they believe that their personal goals are consistent with what the organization is trying to achieve.

In our organization team members usually are able to work out disputes on their own without leaders stepping in.

Our staff trust that leaders are making the right decisions and making those decisions for the right reasons.

Leaders in our organization are held accountable and are seen to be accountable to positive behaviors.

Our team knows their responsibilities, and we take time to make sure everyone understands their role in our mission.

Learning and sharing between team members is sufficiently robust, as a culture of helping each other or through defined processes or tools and automation.

My coworkers are honest and professional when we share information. We have established ways for sharing challenges in a helpful way and not a culture of gossip, hearsay and venting.

The work-related activities I perform are defined by and within scope of my defined role and others do not encroach on my role.