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SELF-ASSESSMENT TOOL FOR NONPROFIT ORGANIZATIONSName of organization:Directions: This checklist is designed to be completed by the Executive Director and Chairperson of the Board. Please discusseach topic and rate the degree to which your organization has achieved the stated goal. If you do not know whether the goalhas been achieved, please check “Don't Know.”I.Board GovernanceBoard Governance chievedFullyAchievedThe nonprofit's mission and bylaws are clearlywritten and reviewed regularly.Date of last bylaws review/revision:2.The board determines the direction of the organization and takes primary responsibility for:a.Goal settingb.Determining policyc.Funding strategyd.Financial and legal oversighte.Evaluation3.The board creates, revises, and insures compliancewith policies in the areas of personnel, planning,finance, community relations, and organizationaloperations.4.The board reviews the resource needs of theorganization and approves a comprehensivefunding strategy.5.The board monitors and evaluates the results offundraising efforts.6.Each board member participates in fundraisingefforts as appropriate.7.The board assures that the organization and itsprograms comply with all federal, state, and localrequirements.8.The board reviews, approves, and monitors theoperating budget and financial plans fordevelopment activities. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
Board Governance chievedFullyAchievedThe board requires appropriate accounting andfinancial reporting.10. The board assures that the organization's work isevaluated in relation to its goals.11. The Treasurer is appropriately qualified.12. The board appropriately reflects the diversity,ethnicity, educational and economic status of thecommunity.13. The board follows an appropriate policy on conflictsof interest.14. The board has the skills, knowledge, andbackground needed to fulfill its responsibilities.15. Board members understand and are committed tothe organization's mission, bylaws, policies,programs, and their roles and responsibilities asboard members.16. New board members have adequate orientation tothe organization and their roles andresponsibilities.17. The board receives ongoing training and/orinformation as needed to fulfill its roles andresponsibilities.18. Board members have written and relevant jobdescriptions.19. The board's effectiveness is evaluated periodically.20. A regular board meeting schedule is developed andfollowed.21. Board meetings are an effective and efficientmeans of handling formal business.22. Board meetings are focused on policy and planningissues as appropriate.23. There is a provision for handling urgent mattersbetween meetings.24. The rules of meeting conduct as stated in thebylaws and/or board actions are followed.25. Materials to be considered at a meeting arereceived by members in advance of the meeting.26. Board meeting minutes are recorded, reviewed foraccuracy, and approved by the board. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
Board Governance ievedFullyAchieved27. Board members are encouraged to presentopinions and ideas.28. Board turnover is orderly, allowing for bothconsistency and new perspectives.29. Actual turnover follows planned turnover.30. The board selects, employs, and evaluates theExecutive Director.31. The board sets expectations and qualifications ofthe Executive Director which are clear and written.32. The board evaluates the Executive Director inrelationship to these expectations.33. The roles of the board and the Executive Directorare appropriately differentiated and respected.34. The board delegates the operation of theorganization to the Executive DirectorBoard Governance FunctionsYesNo35. The Board members are volunteers.36. The board's size is appropriate for accomplishing itswork.37. Board terms are limited. Elections are held regularlyas specified in the bylaws. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
II.Planning and EvaluationPlanning and Evaluation ievedFullyAchieved38. The organization has a clear and meaningfulmission or purpose statement that is reflected in itsprojects and activities.39. The mission statement functions as a guide todecisions of the board, staff, and volunteers.40. The board reviews the mission statement regularlyand modifies it as appropriate.41. The board reviews the organization's ongoingoperations and development activities to assurethat they support its mission.42. The organization's planning process includesconsideration of the changing environment and itsimplications for the organization's operations.43. The planning process includes consideration of theorganization's strengths and weaknesses.44. Volunteers, staff, tenants/customers, and keyconstituents participate in the planning process.45. Goals for the current fiscal year and beyond aredeveloped and approved by the board with theinput of staff.46. Goals are broken down into measurable objectives.47. Objectives include work plans, timelines, andhuman and financial resources and indicate who isresponsible for achieving them.48. There is a realistic plan/strategy for matchinghuman and financial resources with objectives.49. Objectives are communicated to all appropriatestaff and volunteers.50. Actual performance relative to objectives and workplans is reviewed and assessed by managementand is formally reviewed by the board periodically.51. If goals and objectives are not being met,appropriate modifications are approved by theboard and implemented by staff. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
III.Financial ManagementFinancial Management ievedFullyAchieved52. The organization follows accounting practiceswhich conform to accepted standards, i.e. FASBStatements of Financial Accounting Standards#116 & #117 and asks funder-specified accountingrules.Financial Management FunctionsAuditReviewNeither53. An independent audit or review of theorganization's financial condition is conductedannually by a Certified Public Accountant.Financial Management FunctionsYesNo54. The audit report is accompanied by amanagement letter containing recommendationsfor improvements in the accounting systemand controls.55. The organization prepares an annual report whichincludes a statement of its financial position, and isavailable to interested parties.Financial Management ievedFullyAchieved56. The board or an appropriate committee reviews theaudit report and management letter and institutesnecessary improvements.57. The organization has established written fiscalpolicies and procedures and follows themconsistently.58. Purchase of service agreements (including anymodifications to original agreements) between theorganization and other organizations or individualsare in writing. The organization has adequateprocedures in place to insure compliance.59. The organization monitors the cost of operatingprograms and development projects, anddetermines whether costs are reasonable incomparison to community norms. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
Financial Management tiallyAchievedFullyAchieved60. The organization practices cost containment in amanner consistent with the maintenance of qualityand effectiveness.61. The organization has insurance coverage whichprovides suitable protection for the organization,members of the board, staff members, volunteers,and organization tenants/customers.62. The organization has procedures which makecertain that the organization property is insuredadequately during all stages of development.63. The organization prepares a comprehensive annualbudget which includes all program andmanagement elements, all development activities,and all sources and uses of funds.64. The organization prepares monthly financialstatements (Balance Sheet, Statement ofActivities, and Statement of Cash Flows).65. The organization's monthly financial statementscompare actual operating revenues and expensesto the organization's approved budget for revenuesand expenses.66. The monthly financial reports facilitate monitoringdevelopment activities in relation to budget andstage of development.67. The financial statements facilitate analysis ofeconomic development activities, housing, andother rental activities.IVPersonnel ManagementPersonnel Management Functions68. The organization has written personnel policies andprocedures, reviewed and updated as appropriateto maintain compliance with legal requirements.69. A copy of the personnel policies and procedures isavailable for review by all employees. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
Personnel Management FunctionsYesNo70. The personnel policies include:a.Hiring proceduresb.Performance reviewsc.Employee benefits policies and proceduresd.Grievance procedurese.Termination proceduresf.Non-discrimination and ADAcompliance policiesg.Record keeping proceduresh.Payroll related policies and proceduresi.Professional development and trainingpolicies and procedures71. The organization's personnel policies have beenreviewed by an attorney with expertise onemployment law within the past two years.Personnel Management ievedFullyAchieved72. The organization has a written AffirmativeAction plan.73. The organization has written policies on wageand salary administration (i.e., compensationguidelines).74. The organization has written job descriptions for allpaid positions and key volunteers.75. The organization hires qualified staff. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
V.Public & Community RelationsPublic and Community Relations ievedFullyAchieved76. The organization has an effective system forinforming the community about programs andresources, including written material.77. The organization has a process for reviewing and responding to ideas, suggestions, and perceptions from:a. Individualsb. Community groupsc. The general public78. The organization is involved in advocacy and/orlobbying for its constituency, within the limitsallowable for 501(c)(3) organizations.79. The organization participates with the appropriatenetworks and/or coalitions.80. There is a written plan to address advocacy and/orlobbying.VI.Financial ConditionFinancial Condition FunctionsYesNo81. Do the most recent audited financial statementsreport that the organization has a positive networth (fund balance or net assets)?82. Has the organization experienced any significantcash flow problems in the past two years?83. Does the organization own some or all of thefacilities it uses for its operations?84. Does the organization have cash reserves equal tothree months' operating expenses?85. Is the organization working actively to increase itsreserves?86. The organization regularly analyzes its financialposition to identify opportunities for more effectivemanagement of debt and cash reserves. THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
VII.Fundraising StrategiesFunding Strategy ievedFullyAchieved87. The organization has a written plan describing itscomprehensive funding strategy including cleargoals for both contributed, development, andprogram/rental income.88. The organization has a detailed annual fundraisingplan which encompasses all types of fundraisingactivities.89. The organization regularly evaluates the costeffectiveness of its fundraising activities.90. To what extent did the organization achieve thefunding goals established in its last year's budget? THE NONPROFIT ASSOCIATION OF OREGON / www.nonprofitoregon.orgSA 6
programs, and their roles and responsibilities as board members. 16. New board members have adequate orientation to the organization and their roles and responsibilities. 17. The board receives ongoing training and/or information as needed to fulfill its roles and responsibilities. 18. Board members have written and relevant job descriptions. 19.
