I. Key indicators for your BOARD OPERATIONS:

Incorporation and Legal Issues

Yes

No

Not Applicable

Needs Work

Board members are familiar with the benefits and limitations of their corporate status.

The organization operates in accordance with its bylaws.

The number of current board members is consistent with the number of members outlined in your bylaws.

The board reviews its bylaws on an annual basis and updates them as needed.

The role of the membership is understood and their involvement regularly obtained.

The board understands its legal responsibility for the organization.

The agency’s insurance package is regularly reviewed.

Functional policies and procedures are in place to deal with ethical issues such as conflict of interest and confidentiality.

Governance

Yes

No

Not Applicable

Needs Work

The roles and responsibilities of the board are clearly defined and communicated in role descriptions for all positions within the board. Each board member commits to their responsibilities by signing a copy of their role description.

Board members and employees are clear on the distinction between their roles.

Board members are aware of the variety of board structures and roles in use in the not-for-profit sector (policy, policy governance, administrative, and collective models of governance).

The board adequately understands and fulfills its responsibility to approve and monitor policy.

There are effective means of sharing responsibilities among board members and getting work done (e.g. committees, task forces).

Recruitment, Retention, and Renewal

Yes

No

Not Applicable

Needs Work

The Nominating Committee identifies individuals that have the characteristics that are lacking on the board and have developed a recruitment strategy for potential members.

The organization ensures that there is a formal succession planning process to review current board profiles and identify future needs of board members.

The board has a nominating process that ensures that the board remains appropriately diverse with respect to ethnicity, gender, culture, disabilities, age, skills and past board experience.

The board reflects the diversity of the community.

New board members are given a sufficient orientation to the organization and an orientation manual that includes information on the organization’s history, mission, bylaws, policies, practices, programs, governance structure and the roles and responsibilities of its staff and board.

Board members have a job description.

Board members feel appreciated and recognized for their volunteer contributions and accomplishments.

Potential board members are recruited from within the organization as well as outside the organization based on the needs of the organization.

Effective Meetings

Yes

No

Not Applicable

Needs Work

Meetings serve a useful purpose and are evaluated for efficiency and effectiveness on a regular basis.

Adequate time and energy is devoted to discussion and decision-making at meetings.

Board members are satisfied with the decision making process that is used.

Board members arrive prepared for meetings, having read the agenda, minutes and reports sent out earlier.

Board members leave meetings with a clear sense of what was decided upon and what their responsibilities are.

Board Operations totals

II. Key indicators for measuring the INTERNAL CLIMATE of your organization:

Internal Climate

Yes

No

Not Applicable

Needs Work

The organization is open to people with diverse views, opinions and experiences.

When conflicts arise, they are generally acknowledged and dealt with in an open, positive manner.

There is a protocol in which board members, staff, volunteers and service users are able to influence decision-making.

Relationships among board members, staff, volunteers and service users are characterized by openness, trust and mutual respect.

The whole organization continuously challenges itself to improve.

The organization is viable due to the contributions and leadership of many people rather than one or a few.

Internal Climate totals

III. Key indicators for measuring the PLANNING AND MARKETING of your organization:

Planning and Marketing

Yes

No

Not Applicable

Needs Work

The organization has a systematic planning process.

The agency determines its desired future/long-term vision.

The board appropriately balances its priorities between long-term vision and immediate needs.

The organization is flexible to respond to new opportunities and challenges.

The community understands and supports the organization’s purpose and/or mandate.

The organization’s vision, mission statement and values drive the choices you make.

Planning and Marketing totals

IV. Key indicators for measuring the EVALUATION of your organization:

Evaluation

Yes

No

Not Applicable

Needs Work

The organization’s services and activities are regularly evaluated.

A full range of stakeholders (e.g. clients, board members, staff, volunteers, agencies, funders) are asked to participate in the evaluation process.

The costs and benefits of your services are analyzed for the community and service users.

Recommendations from the evaluation are used for future planning and goal-setting purposes.

Evaluation totals

V. Key indicators for measuring the CHANGE MANAGEMENT of your organization:

Managing Change

Yes

No

Not Applicable

Needs Work

As a board or staff member of this organization, you are comfortable with changing established ways of doing business.

You understand your own change style, how you react and relate to others when change is presented.

The organization has incorporated change as part of its planning process.

The board has a defined process to identify major changes in structure, programs or resources.

The agency is flexible enough to change quickly.

The board and staff work as a team when change is planned or occurring.

Managing Change totals

VI. Key indicators for measuring the EXTERNAL CLIMATE of your organization:

External Climate

Yes

No

Not Applicable

Needs Work

Your organization is recognized as a leader in the community.

Your organization works with other similar organizations to make efficient use of resources and improve services to meet community needs.

You have approved policies or strategies for dealing with media, government or other major stakeholders when critical issues arise.

Where local, provincial or national affiliations/networks are in place, your organization plays an active role.

External Climate Totals

VII. Key indicators for measuring the RELATIONSHIP BETWEEN HUMAN RESOURCES AND THE BOARD of your organization:

Human Resources

Yes

No

Not Applicable

Needs Work

The board understands its responsibility as an employer.

Your organization has all the necessary tools in place to effectively manage its employees and its volunteers (e.g. human resource policies and procedures, job descriptions, salary ranges, performance evaluations, records).

The board fulfils its responsibility to supervise its senior staff member.

The board works with the senior staff to do her/his job within a mutually understood framework.

Fair advertising and screening procedures, based on written policies, are used to recruit employees and/or volunteers.

Your organization attracts and retains competent and motivated people.

Training and development opportunities for your staff and volunteers are included in your annual budget.

Staff and volunteers work together effectively.

You have a philosophy statement that speaks to the value of volunteers.

Human Resources totals

VIII. Key indicators for measuring the FINANCIAL MANAGEMENT AND RESOURCE DEVELOPMENT of your organization:

Financial Management and Resource Development

Yes

No

Not Applicable

Needs Work

The board has clear financial policies and procedures in place.

The board fulfils its responsibility to ensure there are sufficient financial resources for the agency as part of its strategic plan.

Fund-raising activities are well planned and then evaluated on a cost/benefit basis.

The board takes a leadership role in fundraising and financial management.

The board ensures that adequate financial tools are in place (e.g. financial policies, internal controls, regular audits, frequent financial reports).

The organization has an investment strategy.

Board members understand and contribute to the discussion of the organization’s financial status (annual budget, financial statements).

Board members approve the annual budget.

The board reviews monthly financial statements of expenditures and revenues against the approved budget.

The board has a mechanism to approve all adjustments/revisions to the budget dependent on their governance structure (policy, policy governance, administrative, and collective models of governance).

Financial Management and Resource Development totals

IX. Key indicators for measuring YOUR PERSONAL COMMITMENT to the organization:

Personal Commitment

Yes

No

Not Applicable

Needs Work

You have a strong belief in the mission and goals of your organization.

You are able to put aside personal positions when it is necessary to make a compromise.

You contribute your skills and perspectives to the work of the board and the organization.

You are willing to develop new skills to contribute to the effectiveness of the board and the organization.

You are willing to contribute more time and energy to the organization and the board when needed.

Personal Commitment Totals

List 2 or 3 reasons why your organization is successful.

Which areas need the most attention or work?