Quantibly — Organization

Span of Control

1:7.8

Improved

Target range: 1:6 to 1:8

Decision Velocity

8.6/10

+0.8 QoQ

Median approval time: 3.2 days

Cross-Team Dependency

4 critical

Programs, Finance, Tech

Role Clarity

91%

Pulse survey

But 3 functions need refinement

Headcount by Function

Operating Model Balance

Organizational Signals

Programs and Fundraising alignmentStrong

Finance approval bottlenecksModerate

Tech support load concentrationHigh

Leadership bench depth5 successors mapped

Change readiness score82/100

Recent Org Activity

Today

Operations Council approved revised approval matrix for grants and procurement

Mar 21

Programs and Partnerships clarified ownership for joint external engagement

Mar 18

New regional reporting line launched for Community Health teams

Mar 12

Board requested succession plans for 6 key leadership roles

Command Center

Review D&O insurance renewalCoverage gap remains open for the next board cycle

Complete GDPR filing checklistThree vendor DPA updates are still pending

Draft board succession memoTwo term expirations need committee review

Model KPI scenario impactRun risk-adjusted view for Q2 operating model changes

Deep Dive with Q

Good morning. The top organization priorities today are D&O renewal, GDPR filing completion, and board succession planning. Risk exposure is rising slightly because two governance items are overdue.

Quick Actions

Leadership and Department Directory

Function	Leader	Team Size	Primary Focus	Succession Coverage	Status
Programs	Nadia Santos	18	Service delivery and impact	2 ready-now	Stable
Fundraising	Olivia Grant	7	Institutional and major gifts	1 in 12 months	Stable
Finance	Michael Chen	5	Budgeting and stewardship	1 ready-now	High load
Communications	Amira James	4	Brand and stakeholder voice	Shared coverage	Stable
People & Culture	Marcus Rivera	4	Talent and workforce planning	1 in 6 months	Stable
Technology	Rina Bose	6	Platforms, data, security	0 formal	Risk

Footprint by Region

Region	Sites	Staff	Programs	Coverage
North	4	12	5	Well Covered
Central	3	15	7	Well Covered
South	2	8	4	Stretch
Remote / Hybrid	1	12	All shared services	Enabled

Coverage Notes

Highest service densityCentral region

Travel-heavy teamsPrograms, Support

Office utilization73%

Location expansion candidateSouth

Core Capabilities and Service Ownership

Capability	Owner	Support Teams	Maturity	Next Action
Program Design	Programs	Finance, Partnerships	High	Standardize intake checklist
Grant Stewardship	Fundraising	Programs, Finance	Medium	Unify renewal workflow
Data Governance	Technology	All departments	Medium	Assign data stewards
Board Reporting	Governance	Finance, Programs, CEO office	High	Automate Q2 board pack
People Operations	People & Culture	All managers	Medium	Refresh manager toolkit

Strategic Alignment Themes

Transformation Priorities

Clarify cross-functional governanceQ2

Launch data steward modelQ2

Strengthen regional operations layerQ3

Succession plans for top 10 rolesQ3

Shared services SLA modelQ4

Organization KPI Scorecard

KPI	Target	Actual	Trend	Status
Decision turnaround	< 4 days	3.2 days	Improving	On Track
Role clarity score	90%	91%	Improving	On Track
Cross-team handoff quality	85%	78%	Flat	Watch
Critical role succession coverage	100%	68%	Improving	Watch
Manager capacity score	80%	74%	Declining	Risk

Organizational Risk Register

Risk	Area	Likelihood	Impact	Mitigation
Technology leadership single-point dependency	Tech & Data	Medium	High	Deputy assignment and documentation sprint
Grant approval workflow complexity	Finance / Programs	High	Medium	Streamlined delegation matrix
Regional oversight stretch in South	Programs	Medium	Medium	Regional coordinator role proposal
Manager overload in shared services	People / Ops	High	Medium	Redistribute direct reports and hire analyst

Risk Heat

Decision Rights and Accountability

Decision	Decision Owner	Consulted	Approval Layer	Cadence
Annual budget reallocation	CFO	Programs, CEO	Finance Committee	Quarterly
New program launch	Chief Program Officer	Finance, Partnerships, Tech	Executive Team	As needed
Major system procurement	CTO	Finance, Security, End users	Executive Team	As needed
Brand crisis response	Comms Director	CEO, Legal, Programs	CEO	Immediate

Internal Stakeholder Confidence

Top Stakeholder Notes

Board

Wants clearer succession depth and quarterly accountability reporting

Managers

Request more clarity on approval thresholds and shared service SLAs

Staff

High confidence in mission alignment, moderate concern around workload balancing

Brand Identity

Brand display nameGlobal Humanitarian Alliance

TaglineEmpowering communities. Sustaining futures.

VoiceInstitutional

Primary audienceBoard, donors, stakeholders

Reputation Signals

Trust score88/100

Message consistency92%

Open brand risks2

Next refresh milestoneQ3 narrative update

Generated Reports

Report	Audience	Period	Generated
Organization Operating Model Review	Executive Team	Q1 FY2025	Today
Succession and Bench Report	Board Governance Committee	Q1 FY2025	Mar 20
Span of Control and Role Clarity Review	People & Culture	FY2025	Mar 12

Module Settings

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Board-only controlsAccountability, risks

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