Nonprofit Organizational Assessment Tool Coco
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Nonprofit Organizational Assessment ToolThe following checklist was designed to help you review the strategies and practices thatyour organization might want to put in place to further its effectiveness
VISION, MISSION & PROGRAM: WHO WOULD REVIEW IN NEEDS /OVERSEE INDICATOR GOOD WORK IMPROVEMENT SHAPE PROCESS? 1. Mission is clear, meaningful & niche specific
2. The vision statement communicates the organization’s “future direction” and desired results
3. The board and staff periodically review the mission statement and modify it to reflect changes in the environment
4. The organization frequently evaluates its relevancy by soliciting community input on how its mission and activities provide benefit
5. Other organizations doing similar work and/or in the same community speak highly of your work
6. The organization is recognized as an institution; it is not identified solely with one or two people who work there
7. The organization is able to demonstrate meaningful & measurable outcomes
1. Programs align with the organization’s core vision, mission and expertise
2. Programs align with the priorities identified in the strategic plan
3. Programs are based on a documented need
4. Programs are shaped by the input of current and potential clients, staff, board, volunteers, evaluation data, and lessons learned by others in the field
5. Prog.design includes ways to measure progress, outcomes © 2003, Marcia K. Festen Associates & Marianne Philbin Consulting
Portions of this document created by Andrew Lewis, University of Wisconsin Extension
1 WHO WOULD REVIEW IN NEEDS /OVERSEE INDICATOR GOOD WORK IMPROVEMENT SHAPE PROCESS?6. Programs change over time as lessons learned are incorporated or as needs of clients or the community change
7. Outcomes and findings are used to: • Identify staff and volunteer training and technical assistance needs
• Identify areas of improvement
• Guide budget and resource allocations
• As part of annual planning
• To promote the program
• To identify partners for collaboration • To communicate results to stakeholders
• To demonstrate accountability for results to current /prospective donors
© 2003, Marcia K. Festen Associates & Marianne Philbin Consulting
Portions of this document created by Andrew Lewis, University of Wisconsin Extension
2 TEAM, STRUCTURE & GOVERNANCE: IN NEEDS WHO WILL REVIEW/OVERSEE INDICATOR GOOD WORK IMPROVEMENT PROCESS? SHAPE1. Board member expectations are clearly communicated, and in writing
2. Board and staff have clearly defined roles and written job descriptions3. A board manual is updated regularly, provided to all members4. Committee structure in place that reflects organizational need5. Training and professional development opportunities are available and taken advantage of
6. Board hires the executive director; the executive director hires staff
7. Board reviews executive director’s performance annually
8. Written personnel, conflict of interest/self- dealing, diversity, and board term limit and other policies exist
9. Decision making is handled by the board of the whole, through established protocols10. A board nominations process is in place that ensures all the necessary skills are recruited to the board
11. Volunteers are trained, managed and rewarded
12. Staffing structure is reviewed by position (not by personalities in positions) every few years © 2003, Marcia K. Festen Associates & Marianne Philbin Consulting
Portions of this document created by Andrew Lewis, University of Wisconsin Extension
3 FINANCIAL MANAGEMENT & OPERATIONS: IN WHO WOULD NEEDS INDICATOR GOOD WORK REVIEW/OVERSEE SHAPE IMPROVEMENT PROCESS?1. Yearly audits conducted, read and understood2. Quarterly financial statements are prepared, using a consistent format, and reviewed by the board
3. Senior staff and board members can cite simple budget figures & answer basic financial questions at a moment’s notice
4. Board members and staff leaders are trained on how to read, interpret and use the organization’s financial statement
5. Budget process follows an annual calendar; board approves annual budget & plan6. Written financial control policies exist, including the handling of cash and deposits, and approval over spending and disbursements
7. There are written guidelines on who can authorize debt
8. The board reviews that status of all debt on an ongoing basis
9. The treasurer reports the number of days of cash on hand at the end of each reporting period
10. Monthly cash flow statements are prepared and reviewed by staff/board
11. Space/facilities needs are monitored; a facilities plan is in place12. The budget is used as a management tool
© 2003, Marcia K. Festen Associates & Marianne Philbin Consulting
Portions of this document created by Andrew Lewis, University of Wisconsin Extension
4 PLANNING IN WHO WOULD NEEDS INDICATOR GOOD WORK REVIEW/OVERSEE SHAPE IMPROVEMENT PROCESS? 1. Strategic plan is in place
2. An evaluation process and performance indicators measure the organization’s progress toward its goals, per the strategic plan
3. The strategic plan is reviewed annually by staff and board, and adjusted as necessary
4. The organization networks and/or collaborates with other organizations to produce the most comprehensive and effective services and programs
5. Board, staff, volunteers, service recipients, key constituents and general members of the community are involved with the planning process
6. The plan identified the changing community needs, including the agency’s strengths, weaknesses, opportunities, and threats
7. The plan prioritizes the organization’s goals and has timelines for their accomplishment 8. The plan identifies key constituents, their service expectations, and how the organization will respond to them
9. The approach or method for attaining goals and resolving specific issues has been developed based on direct input, research, and understanding of “best practices.” © 2003, Marcia K. Festen Associates & Marianne Philbin Consulting
Portions of this document created by Andrew Lewis, University of Wisconsin Extension
5 RESOURCE DEVELOPMENT: IN WHO WOULD NEEDS INDICATOR GOOD WORK REVIEW/OVERSEE SHAPE IMPROVEMENT PROCESS?1. Fundraising plan is in place that includes multiple strategies for revenue generation
2. Fundraising is staffed
3. Plans are reviewed annually, strategies evaluated continually
4. 100% of the board gives to the organization—it’s a written policy!5. Fundraising team works closely with program team on annual planning, and on reporting to donors
6. Fundraising also understood as public education, communications, way to reinforce program—not just as means to a budget goal
7. The organization knows and follows funders’ policies relative to unexpended income, restricted income, and reporting requirements
8. The organization budgets fundraising adequately, understands it must invest in fundraising to survive and grow
9. Fundraising practices follow AFP ethical standards10. All board participates in fundraising efforts
11. The organization has invested in technology that builds capacity for resource development
12. The organization does appropriate prospect research, maintains records of past giving that will assist with cultivation and development of donors
© 2003, Marcia K. Festen Associates & Marianne Philbin Consulting
Portions of this document created by Andrew Lewis, University of Wisconsin Extension
6 Characteristics and Practices ofLess Effective Nonprofit Organizations More Effective Nonprofit OrganizationsMission, Vision, ProgramPrompted by individual charitable impulse Prompted by thoughtful, collective decisionsProgram shaped exclusively by service providers Program shaped equally by service recipientsView of work is broad, mission is vague Mission is clear, view is strategic, niche-specificSome tendency to serve private interest Clearly focused on serving public interestPrograms don’t always tie into mission Clarity of mission evident in focused programsTeam, Structure, GovernanceBoard and staff roles unclear, melded Board and staff roles clear, defined and separateBoard micro-manages all functions, Board sees chief duties as policy-setting,even after start-up phase is over overall stewardship and financial healthVolunteer development haphazard Volunteers trained, managed, rewardedBoard believes policies are “implicit” in work Board makes policies “explicit” in writingDecision-making dominated by founders or other Decision-making by board as whole, followingsmall group of stakeholders established channels and protocolsBoard gets involved in hiring all staff Board only hires ED; ED hires othersProgresses by fits and starts, project to project Develops & regularly consults strategic plan; uses planning as a tool for direction settingBoard nominations are eccentric and random— Nominations process follows clear procedures –Members drawn from same well. Members diverse and therefore board talent-richResource Development, Financial Management, OperationsBudgeting often begins with what the Budgeting begins with assessment of needs, andorganization thinks it can or should spend with what the org. thinks it can or should raiseOrganization regularly spends outside budget Organization uses budget as management toolFundraising is scattershot, whimsical, an Fundraising is staffed, annualized, maintained byafterthought; often heavy reliance on a few core clear systems and multiple strategiesdonorsOrganization hesitant to invest in fundraising Organization understands it must invest in itselfinfrastructure or communications; fears spending to survive and grow; to publicize & deliveron anything but program programs properly, and to reach out to new constituentsSees fundraising only as means to budget goal Also sees fundraising as public education & communications, a way to reinforce programExclusive reliance on government and foundation Individual contributors also part of the mix, as wellgrants as earned income, corporate supportFew board members make financial 100% board giving, no matter what the levelcontributions, think volunteering is enoughFrequent crisis cash flow borrowing Short and long-term financial planning and cash management policies in placeNo one reads or understands the budget or audit Leadership understands what audit conveysLives within inadequacies of existing space, Develops facilities plan so that space canoften tailoring program to the space ultimately be tailored to program needs Prepared by Marianne Philbin & Marcia Festen, Chicago, Il 1 Contact [email protected] or [email protected] ©2003
Nonprofit Organizational Assessment Tool The following checklist was designed to help you review the strategies and practices that your organization might want to put in place to further …
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Frequently Asked Questions
What is adelphis nonprofit organizational assessment instrument?
Adelphi offers a nonprofit organizational assessment instrument that is a useful learning tool to help you get a clear picture of your organization. Developed for the Long Island Community Foundation by Patricia Sparks, M.S.W. ’01, and modified by Ann Marie Thigpen, previous director, Center for Nonprofit Leadership.
What is an organizational assessment?
Self-assessments are typcially used in conjunction with annual/regular performance evaluations. But the type of organizational assessment we are focusing on here is a process that a nonprofit may use to evaluate the nonprofit’s progress towards its goals. Assessments are common throughout the nonprofit sector.
What are the best self assessment tools for nonprofit organizations?
Nonprofit Organization Self-Assessment tools from the Nonprofit Association of Oregon include a 360 degree self-assessment, a financial self-assessment tool, and a general self-assessment tool that includes questions addressing nonprofit accountability. Organizational capacity assessment tool (Marguerite Casey Foundation)
What is the nonprofit assessment center?
The center wants to enable nonprofit organizations to determine where they stand in critical areas of organizational infrastructure and functioning. This assessment can help you get a clear picture of your organization.