The thinking behind the Compass review.
This Compass review is not a maturity index. It is a structured way of helping an organisation see itself the way an experienced consultant would - noticing patterns, asking careful questions and naming what may be getting in the way.
- 01Understand before recommending
- 02Diagnose before prescribing
- 03Recognise strengths before weaknesses
- 04Focus on root causes, not symptoms
- 05Adapt to each organisation's context
- 06Deliver practical recommendations
- 07Build confidence, not criticism
- 08Encourage learning
- 09Respect organisational diversity
- 10Protect privacy and confidentiality
A whole-system view of the organisation.
Each domain contains four carefully sequenced statements. Together they surface how strategy, delivery, evidence, funding and operations reinforce - or undermine - each other.
- Domain 01Strategy & Leadership
Clarity of purpose, governance and executive direction.
We begin with the foundations. A clear strategy - and the leadership to steward it - shapes every decision that follows.
- Domain 02Programme Design & Implementation
How programmes are conceived, planned and delivered on the ground.
Well-designed programmes translate strategy into practice. Here we look at how your interventions are shaped and delivered.
- Domain 03Monitoring, Evaluation & Learning
The systems that help you understand what is working and why.
Good MEL is less about reporting and more about learning. This section explores the honesty and usefulness of your evidence.
- Domain 04Funding & Sustainability
Financial resilience, donor mix and long-term viability.
Sustainability is rarely about one large grant. We look at diversification, resilience and the story you can credibly tell funders.
- Domain 05Operations, People & Systems
The internal engine - people, culture, finance, and infrastructure.
Ambitious programmes need capable organisations. This section considers the systems and people that make delivery possible.
A consulting brief, not a scorecard.
A plainly-worded summary of where your organisation sits and why it matters.
For each domain we name what appears to be working and where the most immediate room for growth sits.
Patterns across your answers that suggest likely underlying causes - the sort of observations a consultant would surface in a debrief.
Two or three focused actions you could take in the next quarter, sequenced so momentum builds across areas.