The Multilateral Organisation Performance Assessment Network (MOPAN) is a group of 16 donor countries that have joined forces to assess the performance of the major multilateral organisations which they fund. In 2011, an evaluative report was disseminated by the International Monetary Fund (IMF) regarding its performance leading up to the global financial and economic crisis. The Center for Effective Philanthropy developed a conceptual framework for assessing the performance of foundations.
A number of models or frameworks for conducting an organisational performance assessment exist. One of the most comprehensive frameworks for Organisational Performance Assessment (OPA) is the Institutional and Organisational Assessment Model (IOA Model) elaborated by Universalia and the International Development Resource Centre (IDRC). Key resource: As highlighted above, the Reflect and Learn website presents a range of frameworks for conducting organisational performance assessments.
A key decision that an organisation needs to make when undertaking an organisational assessment is whether to self-assess its performance, to commission an external assessment, or to use a combination of both approaches. In fact it was Maslow who was the very first to use the term positive psychology" (Boniwell, 2006, p.

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This framework provides a way for a foundation to infer the social benefit created by its activities relative to the resources it invests, and aims to allow its leaders to understand the performance of their organisation over time and in relation to other foundations.
The choice of which framework (or combination of frameworks) to use depends on the nature of the organisation, on the purpose of the assessment, and on the context in which the assessed organisation operates. The site also introduces the process and management of OPAs and provides a database of concrete tools that organisations can use to carry out assessments. Department of Health and Human Services, the Public Health Service, the Centers for Disease Control and Prevention, or the authors' affiliated institutions. To better understand what they can or should change to improve their ability to perform, organisations can conduct organisational assessments.
The Reflect and Learn website presents details on the rationale and particularities of various frameworks. The framework also posits that organisational performance should be examined in relation to the organisation’s motivation, capacity and external environment.

However, drawbacks of the self-assessment approach are that external stakeholders may question the independence or validity of the findings and may fear that hard issues will not be tackled, due to potential sensitivities within the organisation.
As highlighted in a paper presented on the Impact Alliance website, it is important to note that different frameworks are underpinned by different philosophies and theories of organisational change; an organisation should choose a framework that is congruent with its own management beliefs and culture, to ensure that it fully engages in the process and truly benefits from the assessment. The book Organisational Assessment: A Framework for Improving Performance by Lusthaus et al. Meanwhile, Enhancing Organisational Performance: A Toolbox for Self-Assessment by Lusthaus et al.

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