Organizational Needs Assessment Mreavoiceorg

Organizational needs assessment mreavoiceorg

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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 policies, procedures, and best practices are based on auditor recommendations for IRS disclosure, gaps in alignment with current
MREA policies and by-laws, review of the Principles and Practices of Nonprofit Excellence (PPNE) developed by the Minnesota Council of
Nonprofits, and other resources

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
See By-Laws:
Art V
3. Board officer terms Consideration from March 2015 Board See Policies:
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

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 C2
Transparency 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 constituents
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
• 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,
• 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. The
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

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 defined
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

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

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

28. Accurate designation 2.Employee Policies See Employee Internal Operating
of employees and Procedures:
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 in
a uniform and consistent way, and
nonprofits must follow applicable laws with
respect to background checks of prospective

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

Meet guidelines
Not applicable
Meet guidelines
Meet guidelines
Meet guidelines

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.