QUALITY DIAGNOSIS

Self-diagnosis questionnaire of the quality of your organization.

You will be able to estimate, in an autonomous and non-directed way, where your organisation’s management system stands according to a quality management system benchmark such as the NGO Quality Standard.

If you have any questions, feel free to contact us.

Time to complete the tool

Between 15 and 25 minutes, depending on the availability of the information.

Important information

This questionnaire is for information purposes only and does not imply the opening of a certification dossier.

Final result

Report with the general status of the entity with respect to the quality standard.

Identification

Self-Diagnosis Questionnaire will allow you to:

Independently assess your organisation’s management system alignment with quality standards (e.g., NGO Quality Standard).
Identify areas for improvement and those already meeting certification requirements.

You will received a Detailed Report with:

Your responses.
Warnings.
Recommendations for future reference.

How To:

At least two team members should complete the questionnaire.
One participant should have a thorough understanding of the organisation’s management.

Support Available: Contact us for any questions or assistance.

Quality Diagnosis - Form

Name of person completing the form *

First

Last

Email *

Telephone number *

Name of your organisation *

Name of the federation your organisation belongs to

I agree to the processing of the data I am about to submit in order to generate a quality report on my NGO. The data will be kept by COQUALITY.*

Mission, vision and values

The organization acquires a public commitment to society by establishing a Mission, a Vision and defining values, and it is on this basis that it will develop a management system that will enable it to fulfill this commitment. The key is to establish a management system that is transversally coherent with the Mission, Vision and Values, and that contributes to their fulfillment.

1. Does the entity have a defined mission?

The mission must clearly and concisely express the founding objectives of the organization and the target group: its raison d'être. Consistency with the mission is one of the fundamental pillars of any quality management system.

2. Does the mission clearly identify the target group for your products or services?

The mission needs to specify to whom the organisation's work is addressed. This does not mean mentioning all the stakeholders with whom the organisation has some kind of commitment, but rather those who are its raison d'être.

3. Does the entity have its vision defined?

The vision should clarify in writing how the organisation wants to be seen by its stakeholders. It should answer the question: ‘what kind of organisation do we want to be? In principle, it should not contain information about the history of the organisation or information that is already contained in the mission statement.

4. Are the principles of the entity formulated?

It is important that the principles of the organisation are clearly formulated in accordance with the NGO Quality Standard.

Commitment to quality

NGO leaders are people who are responsible for ensuring the fulfilment of the Mission and for envisioning the organisation's long-term future, planning the challenges without distorting the nature of the Mission, allocating the necessary resources (material, time and people) and ensuring that the work and daily efforts are governed by the values and principles on which the organisation is based.

To this end, leaders must guarantee their commitment to quality through strategies that align and coordinate the management system and the Mission, Vision and Values so that there is coherence between the ideological and the operational.

5. Does the entity's management assume public commitments through the establishment of policies and objectives?

The management must lead by approving policies in those aspects that are a priority for the organisation: quality, equality, environment, etc. Likewise, it must define management systems and establish objectives that contribute to improving the exercise of rights and the quality of life of users.

6. Is management responsible for accepting commitments towards public administration, end customers, funders or society?

It is necessary to record the commitments made to the various stakeholders. Before adopting a new commitment, management must ensure its feasibility and check its consistency with the organisation's mission and principles.

7. Are the appropriate human, financial and material resources available to implement and maintain the quality management system?

The quality system must foresee the necessary resources for its implementation: time commitment by paid and voluntary staff, external support, financial investment, etc.

8. Has the management appointed a person from the management team to manage the quality system?

The person in charge of quality management shall:

- See to the functioning of the quality management system.

- Align the quality management system with the mission and objectives of the organisation.

- Ensure that the needs of users and other interested parties are met.

- Reporting to management on the performance of the quality management system.

9. Does management review and monitor the quality system on an annual basis?

Among other aspects, the review of the quality system should take into account the results of internal and external audits, indicators on stakeholder satisfaction, compliance with established objectives and corrective or preventive actions implemented.

Interested parties

Both the organisation's management system and the people who form it are there exclusively to work with and for the beneficiaries, and without them and without their participation, the organisation will not be effective in achieving its objectives and mission. Therefore, for the organisation to effectively comply with quality requirements, the system must revolve around the beneficiaries, their needs and their life project. It is therefore essential to know them, to systematically analyse their needs and expectations, to involve them and to make decisions in a non-paternalistic way, placing them at the centre of the organisation's strategy.

10. Does the organisation have a stakeholder map?

It is possible that different areas of the same organisation identify different stakeholders, so it is important that all areas are involved in the development of the map.

11. Are the needs and expectations of stakeholders collected on a regular basis through a standardised procedure?

Regular interaction with the various stakeholders is necessary to ensure that the services, projects or products offered are in line with their needs and expectations, taking into account any changes in their needs and expectations.

12. What method is used to collect stakeholders' needs and expectations?

It is necessary to ensure that the channel and language chosen are adapted to the reality of each stakeholder. Although it is not necessary to consult all people related to the organisation, it is advisable that all groups are represented.

13. Is this procedure documented?

The channel, the time at which the consultation is carried out and the way in which each question is formulated influence the answers obtained. It is therefore necessary to make an effort to document a procedure that takes into account all these variables and allows reliable and comparable results to be obtained over time.

14. Once collected, are the needs and expectations of stakeholders recorded?

In order to be able to use the needs and expectations of different stakeholders in decision-making, it is necessary to have records that allow for the construction of reliable indicators. It is necessary to consider which needs and expectations are a priority for each stakeholder and to consider which stakeholders are addressed by the organisation's mission.

Recorded

Prioritised

Regularly updated

No record is kept

15. Does the organisation have a documented procedure for the involvement of paid and volunteer staff and clients?

The involvement of paid and volunteer staff at all levels of management needs to be documented. The participation of users must be taken into account in everything that affects them, especially with regard to the requirements of the projects, services or products offered to them.

16. Are the needs of the final clients taken into account in defining the requirements of the different services, projects or products?

In addition to maintaining consistency with the mission at all times, in order to work with quality it is necessary to ensure that the needs and expectations of the users are met.

Documentation

It is the foundation on which the quality management system is built. To facilitate transparency, accountability, communication, continuous improvement and evidence based decision-making, the organisation needs to organise its ways of working in an effective and efficient manner. In order for stakeholders to have effective access to the information held by the organisation, the organisation must be prepared to respond to their information needs and this requires a documentation management system.

17. Does the organisation have the necessary mechanisms to ensure that the applicable legal requirements are known and updated?

In addition to knowing the list of laws and regulations that affect the organisation at national, regional or municipal level, it is necessary to define a procedure to clearly understand the obligations that arise for the organisation and to detect any changes that may occur over time.

18. Does the entity have a defined and documented mechanism for classifying, reviewing and updating documents?

It is necessary to ensure that up-to-date versions of internal and external documentation are used and that information is protected against loss or damage. In addition, it is important that the various documents are easily accessible by the persons to whom they are addressed, ensuring the confidentiality of personal data or any other sensitive information.

Process management

The process approach helps to organise the organisation in a transversal and dynamic way, facilitates the assumption of responsibilities, clarifies the team's functions, allows objective analysis and directs the entity in a more customer-oriented way, promoting a more comprehensive response to the customer.

20. Has the entity defined its activity by processes?

A process is a sequence of interrelated activities or steps that transform inputs into outputs. Process management means conceiving each activity carried out in the organisation as part of a specific process. Under this approach, the division of activity by department becomes secondary, as different teams are often involved at different points in the same process.

21. Does the entity have a process map?

The process map should identify the main activities that the entity carries out by identifying the different interrelationships and interdependencies.

22. Does the process map distinguish between key processes and support processes?

Key processes are considered to be those directly linked to the fulfilment of the mission, especially those that develop services, projects and projects aimed at meeting the needs of users.

23. Are the key processes documented...?

Documentation of key processes should contain clear instructions with a level of detail and language adapted to the person to whom the document is addressed. Key processes should be oriented towards meeting the needs and expectations of the end customers, so when documenting them it is important to clarify the expected results of the process in question.

Specifying your objectives

Specifying quality requirements

Specifying requirements on human rights, safety at work, environment and current legislation.

Specifying procedures and work instructions

Specifying the use of specific tools

Specifying the participation and responsibility of different teams or stakeholders

Specifying the rights and duties of the recipients of the service or product

Not documented

Monitoring, evaluation and improvement

In order for an organisation to improve, it must have an evaluation system capable of accounting for the status and direction of its performance as an organisation. Far from falling into the error of measuring every activity or task performed, the organisation must try to identify the critical success factors of the processes, which are key because of their impact on the results or because their non-compliance may pose a risk to the entity.

In order to carry out the internal control of the organisation's global management system, it is essential to have a programme of planned, systematised and complete audits. Internal audits are very useful tools for guaranteeing the monitoring and evaluation of the entire system, where they can also serve as an incentive and stimulus to face another type of audit, external audits, in which people from outside the entity participate.

On the other hand, it is necessary to have a system for detecting non compliance with quality requirements. The treatment of non-conformities, corrective and preventive actions provides a simple and effective mechanism to identify, analyse the causes, deal with errors and transform them into opportunities for improvement.

24. Do the key processes have defined objectives based on performance indicators?

The definition of indicators to assess the achievement of objectives is one of the basic pillars of any quality system. The management of indicators is particularly relevant when implementing the principles of effectiveness and efficiency, continuous improvement, stakeholder orientation and mission-oriented management.

Key processes are considered to be those directly linked to the fulfilment of the mission, especially those that develop services, projects and projects aimed at satisfying the needs of users.

25. Are there indicators based on the perception of service recipients and other stakeholders?

Quality management should always aim at meeting the needs and expectations of the final customers, so it is necessary to take their general perception into account when assessing the organisation's performance.

26. Does the entity have a documented procedure to periodically evaluate the different services or products it offers?

It is necessary to establish periodic evaluations to assess the different services or products offered according to previously defined quality indicators. Beyond scoring the different services, products or projects, the evaluation process should help to ensure that the objectives set are achieved, to capture the changes in performance that have occurred and to point to possible areas for improvement.

27. What aspects does the evaluation process take into account?

The evaluation process should be based on an analysis of reliable sources of information to support decision-making.

Satisfaction of end-customers

Evolution and trends of indicators

Compliance with the objectives of each process

Non-conformities from audits

Complaints and suggestions

Other

No evaluation is carried out

28. Does the entity conduct internal audits on a regular basis?

Internal audits should ensure compliance with existing legal requirements, assess the effectiveness of existing policies and procedures and identify areas for improvement in the entity's management.

29. Is the internal audit plan documented?

The internal audit plan should specify different aspects such as the methodology used, the evaluation criteria, the planning of audits and the qualification of auditors.

30. Is there a record of non-conformities?

It is necessary to keep a record of the detected non-conformities indicating the date they are detected.

31. Are there channels for collecting complaints and suggestions?

The complaints management system must be documented, accessible and appropriate to the characteristics of each stakeholder and ensure the confidentiality of the process at all times.

32. Is there a register of complaints and suggestions?

A register of complaints and suggestions is necessary to ensure that the needs expressed by the various stakeholders are addressed.

Like non-conformities resulting from internal audits, complaints and suggestions are necessary to identify areas for improvement and define preventive or corrective actions.

33. Does the entity have a defined procedure to establish preventive or corrective measures when areas for improvement are detected?

The causes of both non-conformities and potential problems must be analysed, assessing the suitability of the planned actions so that they do not recur. Corrective and preventive actions must be coherent and adjusted to the problems detected.

34. Is there a record of corrective or preventive actions implemented?

The record of actions should include information on the non-conformity or area for improvement detected, the result of the analysis of the causes and the actions taken to correct or prevent the situation.

35. Is the effectiveness of these actions measured?

Any corrective or preventive action must be evaluated by means of objective indicators that make it possible to know the extent to which the problem initially detected has been rectified.

36. Are there working groups for continuous improvement?

If the continuous improvement system has working groups for continuous improvement, the terms of their creation and operation should be defined.

In the improvement groups or teams, the participation of the staff involved and, if appropriate, representatives of other stakeholders should be encouraged.

Support processes

The management of people, suppliers, purchases, materials and infrastructures, economic management, internal and external communication.... are elements that structure and structure the organisation, whose management must be systematised for planning, evaluation and improvement. All these processes that support the entity's intervention are those that ensure compliance with the requirements of our clients and stakeholders. Therefore, it is essential to include them in the quality process, given that they have an impact on customers and decisions must be made regarding how to control or direct this impact.

37. Are the rights and responsibilities of volunteers documented?

The rights and duties of volunteer staff should be formulated in writing so that they can be communicated at the start of the relationship with any volunteer.

38. Is the profile required of each of the volunteers defined according to the tasks they carry out?

The requirements of volunteer staff should be defined under the same premises as those of paid staff: needs of the users and legal requirements, mainly.

39. Are job profiles defined?

Job descriptions should establish minimum requirements to be met in terms of qualifications, experience and technical, ethical and personal competencies, taking into account the needs of users and legal requirements.

40. Are career plans documented?

Career plans should be agreed with the persons concerned before they are approved.

41. Are staff training needs documented in a training plan?

The training plan should be developed in collaboration with the staff themselves, taking into account the functions of each position as well as the needs and expectations of the users.

42. Is there a procedure describing the selection and recruitment of staff?

The selection process should describe both the different steps in the process that are carried out and the criteria and evaluation systems that are taken into account when selecting staff.

43. Are there defined procedures for the selection of suppliers?

The selection procedure should consider legal requirements, economic criteria, user satisfaction and the impact on both the working environment and the environment.

44. Are quality standards associated with the purchase of materials and the subcontracting of services?

Procurement and subcontracting procedures must be carried out in such a way that the entity's quality standards are guaranteed at all times.

45. Does the organisation have a budget management and control system?

The organisation is expected to carry out a regular control of its financing channels as well as of the expenses or investments made and to estimate their expected evolution in the short and medium term. Proper financial management is necessary for accountability and to analyse the efficiency of the different processes carried out in the organisation.

46. Is there an internal communication planning document?

The internal communication plan must be carried out taking into account the needs of the different people who make up the organisation: management bodies, members, paid staff and volunteers. In order to generate dialogue, it is necessary to use a language adapted to each stakeholder and to choose channels that allow two-way communication.

47. Is there an external communication planning document?

External communication should be aligned with the organisation's mission and vision. For the communication plan to be effective, it must be oriented towards achieving measurable objectives, set a timetable and take into account the necessary resources.

48. Does the organisation publish an annual report?

The organisation must make periodical reports available to the public which, among other information, must contain the origin and destination of the available funds and the results of the financial year against the established objectives in economic, operational and satisfaction terms.

Si eres humano, deja este campo en blanco.