Organizational Needs Assessment Mreavoiceorg
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Summary
Organizational Needs AssessmentA needs assessment has been initiated to create a framework for the Organizational Assessment Task Force. Identified areas of focus forMREA policies, procedures, and best practices are based on auditor recommendations for IRS disclosure, gaps in alignment with currentMREA policies and by-laws, review of the Principles and Practices of Nonprofit Excellence (PPNE) developed by the Minnesota Council ofNonprofits, and other resources
FOCUS AREA ISSUE/BACKGROUND DESCRIPTION (# citations reference Focus REFERENCE TO CURRENT MREA BY - Area from PPNE) LAWS/POLICYGOVERNANCE 1. Board member job 13. Board Responsibilities: See Policies: descriptions Board members are responsible for fully Sec B2 Membership Criteria and Terms understanding their legal and fiduciary of Office Background responsibilities and carrying out their duties Sec G Recruitment And Retention Of in the following areas: Potential And Current MREA •Strategic planning Members •Policy approval and ongoing review Sec H Committees •Annual review of the executive director’s performance and compensation •Succession planning •Setting of compensation structure •Annual budget and revenue plans •Financial procedures •Risk management •Regulatory filings 2. Board officer job 13. Board Responsibilities: See Policies: descriptions (See above) Sec B2 Membership Criteria … Sec H1 Committees Sample See By-Laws: Art V 3. Board officer terms Consideration from March 2015 Board See Policies:07.14.15 meeting for possible expansion of officer Sec B3 Membership Criteria … positions to 2 years vs. 1 year Sec F Election Of Officers… See By-Laws: Art IV, Sec 2 4. Board member A Code of Ethics (also known as a Code of See Policies: expectations and Conduct) is establishes behavioral Sec A2 ethics policy expectations for the organization and the people who represent it: Sample • to define accepted/acceptable behaviors; • to promote high standards of practice; • to provide a benchmark for members to use for self evaluation; • to establish a framework for professional behavior and responsibilities; • as a vehicle for occupational identity; • as a mark of occupational maturity
5. Board conflict of 16. Board Responsibilities: See Policies: interest policy and Sec K, Conflict of Interest annual disclosure Nonprofit board members are responsible No annual statement statement to make decisions in the best interest of the organization and no other party, See By-Laws: Background including themselves. Each board should Art IV, Sec 6 have a conflict of interest policy that Art IV, Sec 7 Template includes a disclosure form, which is signed by board members annually, and Sample procedures for managing conflicts of interest and handling situations in which public and private interests intersect
6. Board Meeting Boards need to raise their discussion to the Used in practice, no policy defined consent agenda strategic and generative levels. Use consent agendas to create more space for substantive conversation about mission- based issues
07.14.15 7. Board annual 24. Board Operations: Not defined evaluation The board of directors, led by the board chair, should annually evaluate its own performance and review the results with an eye toward improving its practices
8. Board composition Policies still reference “Transition in 2011, See Policies: 2012, and 2013.” Sec A1 See By-Laws: Art II, Sec 1 9. Elections and Policies still reference “Election Time Lines See Policies: appointments in 2011-2012” Sec C1 See By-Laws: Art II, Sec 3 10. Definition of “voting” Used interchangeably in MREA by-laws and See Policies: vs “full” member policy, have different meanings Sec C1 See By-Laws: Sec 2.1 Sec 3 11. Voting rights and Board and voting eligibility for those in See Policies: zones metro area or out-of-state (primarily Sec C2 associate members) See By-Laws: Sec 3 12. Definition of ISD members are from non-metro counties Not defined geographic eligibility only. Does not seem to apply to individual and associate members
13. Determine voting Joined MREA FY14 after elections. Need to See Policies: ballots for MEDA determine voting rights. Sec C2Transparency and Accountability 14. Board decisions and 5. Accessibility and Public Input No disclosure on how/if minutes, by- decision-making laws, etc would be made available to Boards of directors should make constituents07.14.15 Background information available to the organization’s constituents that describes the board’s decisions and decision-making processes
15. Annual report 7. Public Information Pieces available on website (board roster, staff, etc)
A nonprofit should produce an annual Leg. accomplishments mailed to supts
report (either printed or electronic) that and website
contains information on its activities and No financial reporting
performance. The annual report should include: • an explanation of the organization’s mission, activities, results and impact; • information on how individuals can access its programs and services; • financial information, including income and expense statement, balance sheet and functional expense allocation; and • a list of board members, management, staff and contributors
16. Form 990 8. Public Information No disclosure Template Each nonprofit organization must make certain data available to the public, including: • IRS Form 990 for the previous three years, including clear statements of program service accomplishments in Part III; and • IRS Form 1023, Application for Recognition of Exemption
A nonprofit organization must openly communicate the annual reporting information contained in its IRS Form 990 for the previous three years to make available to those who request it. The07.14.15 organization should make this information available on its website
Financial Management 17. Internal controls 4. Functions See Policies: Nonprofit organizations should adopt Sec M Background written financial procedures and have appropriate financial management software to record revenues and govern major expenses and use of assets, including: • cash and in-kind contributions, • payroll, • leases, • expense reimbursements, • travel, • credit cards, • contracts, • consultants, • investments, • fixed assets, • use of debt 18. Risk assessment, 6. Functions Not defined review of insurance needs Nonprofits should periodically assess their See By-Laws: risks, take appropriate actions to minimize Art VII Background these risks and purchase appropriate types and levels of insurance to wisely manage their liabilities
19. Compensation 7. Functions Not defined philosophy and benchmarks A nonprofit’s board should use comparable market data to set compensation for the Background organization’s executive director and stay informed of compensation levels for other key personnel
07.14.15 20. Loan exclusion 8. Functions Not defined A nonprofit’s board should strictly prohibit financial loans to board members, the executive director and other key personnel
21. Audit oversight 13. Compliance Not defined Background [If a Minnesota nonprofit organization’s total revenues for the previous fiscal year exceed $750,000, it must have its financial statements audited, certified and prepared in accordance with general accepting accounting principles (GAAP).] The board should designate a board committee to hire the auditor, oversee the audit process, meet with the auditor to review the audit’s content and present the audit’s findings to the full board for its review and approval
22. Whistleblower policy 14. Compliance Not defined Background Nonprofit organizations should have systems in place, including a whistleblower Sample policy policy, to protect individuals who report financial misconduct from any negative repercussions for doing so
23. Form 990 15.Sustainability Not defined A nonprofit organization must openly communicate the annual reporting information contained in its IRS Form 990 for the previous three years to make available to those who request it. The organization should make this information available on its website
24. Conflict of interest 19.Sustainability Not defined07.14.15 policy A nonprofit organization has a responsibility Background to ensure that its assets are used solely for the benefit of the organization and not for Template personal or other gains. To carry out this duty, an organization should have a clear conflict of interest policy that is annually signed by board members and key staff and actively enforced by the officers of the board
Planning 25. Contingency plans 20. Contingency Plans No plans defined Nonprofit organizations should develop contingency plans for appropriate areas of the organization, weighing the likelihood, impact on resources, opportunity and ease of planning as they create these plans
26. Contingency plans 21. Contingency Plans No plan defined Nonprofit organizations should have a plan for how to communicate with key stakeholders in the event of unforeseen events
27. Insurance policies 22. Contingency Plans Policies are in effect, no board review Nonprofit organizations should purchase prior to effective date insurance policies appropriate to entities of their size and activities to cover property See By-Laws: and liability risks, directors and officers, Art VII employment practices and other specialized needs
HUMAN RESOURCES 28. Accurate designation 2.Employee Policies See Employee Internal Operating of employees and Procedures:07.14.15 contractors Nonprofits must comply with employment mandates, including: Executive Director and Director of •payroll taxes, Legislative Acton classified under •workers’ compensation, Employees •unemployment compensation, •accurate designation of employees and contractors, and •wage and hour laws
29. Conflict of interest 5.Employee Policies Not defined policy for employees Nonprofits should establish a clear conflict of interest policy for employees. It should include disclosure of relationships and interested party transactions
30. Grievance policy 6.Employee Policies Not defined Nonprofits should adopt procedures that allow employees the opportunity to rectify their grievances
31. Whistleblower policy 7.Employee Policies Not defined Nonprofits should adopt a whistleblower policy to protect personnel when they report violations of organizational policy or applicable laws
32. Background checks 9. Recruitment and Retention Not defined Nonprofits should conduct background checks on employees, particularly if their positions involve working with children or vulnerable adults, performing financial duties or serving in other sensitive areas
33. Background checks 10. Recruitment and Retention Not defined Background checks should be conducted in07.14.15 a uniform and consistent way, and nonprofits must follow applicable laws with respect to background checks of prospective employees
34. Compensation policy 12. Recruitment and Retention Not defined Nonprofit organizations should define their compensation philosophy, balancing internal equity with market-based and livable compensation for all employees
35. Leadership continuity 15. Recruitment and Retention Not defined Nonprofits should develop a plan for how vacancies in senior leadership positions will be filled, including in the event of voluntary and unexpected departures
36. Exit interviews 16. Recruitment and Retention Not defined When employees depart, nonprofit organizations should conduct exit interviews to learn from the employee’s employment experience
CIVIC ENGAGEMENT AND PUBLIC POLICY Meet guidelinesFUNDRAISING Not applicableEVALUATION Meet guidelinesVOLUNTEER MANAGEMENT Meet guidelinesLEADERSHIP AND ORGANIZATIONAL CULTURE Meet guidelines07.14.15
Organizational Needs Assessment . A needs assessment has been initiated to create a framework for the Organizational Assessment Task Force. Identified areas of focus for MREA …
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Frequently Asked Questions
What is organizational needs assessment?
The organizational needs assessment proposes a framework for conducting an analysis of skills in an organization. The article focuses on the essential steps of organizational needs assessment. Organizations and talent development professionals rely on needs assessments to measure the gaps between current situations and desired business outcomes.
How do i conduct a needs assessment?
Collect internal information Next, gather information and collect data on how to best solve the identified gaps. Remember that the goal of a needs assessment is to understand how to get from your current process to the desired outcome. Gather data from various departments and stakeholders who are closest to the process.
What are the three parts of organizational needs analysis?
Organizational needs analysis consists of three important parts: what the organization needs, who in the organization needs it, and how to make it available.
What are the four stages of needs assessment?
Smart companies are used to following four stages of needs assessment: needs identification, data collection & analysis, data application, and evaluation. At this stage, the company analyzes its current state and needs. It should also discover other undisclosed needs that may be hindering the organization from moving to the desired goals.