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  5. Integrating the new structure into FSV Horticultur
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Category 1: Leadership
 
 
 
Q1. My organisation has a clear organisational purpose, vision and goals for organisational success.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. My organisation’s structures are aligned to achieving its purpose, vision and goals.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. Shared values drive my organisation’s management systems.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. My organisation encourages innovation through creating a climate that supports listening, learning and sharing.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q5. My organisation actively works to influence its environment, including key stakeholders, to ensure its future viability.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q6. People at all levels in my organisation are enabled to exercise leadership.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q7. Decisions are made at the appropriate organisational level.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q8. There are policies and processes in place to minimise adverse impact on the community.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q9. My organisation is a good corporate citizen, contributing to the community beyond its core business.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Category 2: Strategy and Planning
 
 
 
Q1. My organisation seeks to understand the major political, economic, market, competitive and social influences which can impact on its performance.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. My organisation understands its core strengths and abilities.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. My organisation’s strategic plan considers business risks and likely success rate of the strategies.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. My organisation’s strategic plan provides the basis for its day-to-day activities.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q5. My organisation identifies its resources and assets (both physical and soft assets).
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q6. My organisation manages its assets in order to build the value of the organisation.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Category 3: Data, Information and Knowledge
 
 
 
Q1. My organisation has appropriate data available for control and improvement of core and support areas of the organisation.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. My organisation uses data that is accurate, timely, reliable, valid and that is appropriately summarised and analysed.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. Decisions made in all areas of my organisation incorporate information and data as appropriate.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. We consider new data in the context of patterns and trends in data already available to us.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q5. My organisation identifies all relevant sources of existing and potential knowledge that it needs to add value to the organisation.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q6. My organisation has processes for capturing and retaining knowledge relevant to the organisation.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Category 4: People
 
 
 
Q1. Employees at my organisation are enabled to be appropriately involved in the running of the organisation and in making decisions, regardless of their formal position.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. My organisation uses processes and mechanisms to communicate with, and listen to, its staff across a wide range of issues relevant to achieving the organisation’s goals.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. All people in my organisation know their roles.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. Employees at my organisation are provided with regular feedback on their performance.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q5. My organisation provides development opportunities for all staff that enable them to carry out their current role effectively and develop their potential for the future.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q6. My organisation has structures and processes in place to provide a safe and healthy work environment that supports people’s physical and psychological health.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q7. My organisation has policies and practices to prevent harassment and discrimination and to accommodate the individual needs of its people.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Category 5: Customer and Market Focus
 
 
 
Q1. My organisation has processes in place to determine its customers’ needs.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. My organisation seeks to identify the future needs and expectations of its customers.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. My organisation converts customer requirements into cost-effective outputs that customers value.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. Customers have easy access to appropriate staff for assistance.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q5. My organisation collects information concerning its customers’ perception of value.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q6. My organisation uses identified gaps between client expectation and perceived value to drive process and product improvement.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Category 6: Innovation, Quality and Improvement
 
 
 
Q1. My organisation supports the development and sharing of creative ideas.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. My organisation has a process for converting creative ideas into appropriate innovation, quality and improvement.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. My organisation has selection criteria for its suppliers and partners.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. My organisation communicates with its suppliers and partners to improve their products and services.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q5. My organisation has identified its core business processes.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q6. My organisation has standardised procedures to improve the predictability of outcomes of its business processes.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q7. My organisation uses appropriate quality indicators for its products and services.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Category 7: Success and Sustainability
 
 
 
Q1. My organisation has key measures for success that are aligned to the needs and expectations of key stakeholders.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q2. Progress against organisational performance indicators is regularly analysed.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q3. My organisation uses indicators to predict long-term viability.
 
Never
 
Sometimes
 
Often
 
Always
 
 
 
Q4. My organisation is responsive to unanticipated changes identified by these indicators.
 
Never
 
Sometimes
 
Often
 
Always
 
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