Nonprofit Organizational Assessment Tool â PDF - COCo

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FINANCIAL MANAGEMENT & OPERATIONS:INDICATOR1. Yearly auditsconducted, read andunderstood2. Quarterly financialstatements areprepared, using aconsistent format, andreviewed by the board.3. Senior staff and boardmembers can citesimple budget figures &answer basic financialquestions at amoment’s notice.4. Board members andstaff leaders are trainedon how to read,interpret and use theorganization’s financialstatement.5. Budget process followsan annual calendar;board approves annualbudget & plan6. Written financial controlpolicies exist, includingthe handling of cashand deposits, andapproval over spendingand disbursements.7. There are writtenguidelines on who canauthorize debt.8. The board reviews thatstatus of all debt on anongoing basis.9. The treasurer reportsthe number of days ofcash on hand at theend of each reportingperiod.10. Monthly cash flowstatements areprepared and reviewedby staff/board.11. Space/facilities needsare monitored; afacilities plan is in place12. The budget is used asa management tool.INGOODSHAPENEEDSWORKWHO WOULDREVIEW/OVERSEEIMPROVEMENT PROCESS?© 2003, Marcia K. Festen Associates & Marianne Philbin Consulting.Portions of this document created by Andrew Lewis, University of Wisconsin Extension.4
PLANNINGINDICATOR1. Strategic plan is inplace.2. An evaluation processand performanceindicators measure theorganization’s progresstoward its goals, per thestrategic plan.3. The strategic plan isreviewed annually by staffand board, and adjustedas necessary.4. The organizationnetworks and/orcollaborates with otherorganizations to producethe most comprehensiveand effective servicesand programs.5. Board, staff, volunteers,service recipients, keyconstituents and generalmembers of thecommunity are involvedwith the planningprocess.6. The plan identified thechanging communityneeds, including theagency’s strengths,weaknesses,opportunities, andthreats.7. The plan prioritizes theorganization’s goals andhas timelines for theiraccomplishment8. The plan identifies keyconstituents, their serviceexpectations, and howthe organization willrespond to them.9. The approach or methodfor attaining goals andresolving specific issueshas been developedbased on direct input,research, andunderstanding of “bestpractices.”INGOODSHAPENEEDSWORKWHO WOULDREVIEW/OVERSEEIMPROVEMENT PROCESS?© 2003, Marcia K. Festen Associates & Marianne Philbin Consulting.Portions of this document created by Andrew Lewis, University of Wisconsin Extension.5
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