Key Drivers Scorecard: Capacity to Deliver

This scorecard outlines key indicators to assess the strength of a collaborative’s capacity to deliver. The scorecard can be used to assess performance across each of these indicators and identify areas in need of focus, and can serve as an evaluation tool for funders seeking to measure the health and potential sustainability of a collaborative.


Core Capacity to Deliver Indicators

Optimal State of Indicators

Leadership (e.g., Project Director, CEO, CMO)

Leadership has set a vision and plan that is clear and respected by most stakeholders. There is confidence that the leadership has been and will continue to execute this plan to achieve the vision. Leadership is able to inspire and engage others to support the effort to increase its reach and impact.

Succession planning

A formal and thorough succession plan is in place. Important external relationships have been deliberately shared across team members. Top staff members document their activities in writing and have identified who could carry out their duties in the case of an emergency. Clear operational manuals exist for internal systems. The board is active and has a plan for which leaders would be engaged, and how, if a transition were necessary.

Board governance

Board is fully aware of and engaged in executing on all of its governance responsibilities; attendance is strong, discussion and scrutiny of governance-related items are robust, and strategic decisions are made in a timely fashion. Board has evolved over time to reflect the partners and needs across the Alliance.


Staff with skills that are a good fit for job responsibilities across all job functions and for meeting the organization's mission and goals are easily hired and retained.

Technology & systems

Optimal systems are in place to support needs today and in the future (to the extent that can be foreseen).

Internal culture

Clearly defined norms and behaviors are in place. The behaviors of all stakeholders are aligned with the norms.