958 958 958 958 958 958 958 958 958 958 Another possibility is simply to expand the board to bring in new blood while setting term limits for current directors. /FontName /Marlett 635 635 635 635 635 635 635 454 454 818 958 958 958 958 958 958 958 958 958 958 /Encoding /WinAnsiEncoding endobj Scholarship America, for example, pays bonuses to employees who deliver outstanding results. Away from day-to-day activities, an organization can hammer out its vision and uncover fundamental differences of opinion. The desirability of a dynamic board might seem to be mere common sense, but it is uncommonly hard to become one. >> Also self-assessment is a board commitment; when the call for action comes from within the team, the “voice” is different. << Performance of the board (or board committee) on its core responsibilities 2. /Ascent 764 /Type /FontDescriptor /Filter /FlateDecode The McKinsey & Company Nonprofit Board Self-Assessment Tool not only provides an evaluation but helps the board prioritize its movement forward. Leading nonprofits find it vital to plan—by setting dates for board and committee meetings early, arranging agendas to ensure that pressing matters can be discussed fully, and giving staff members enough lead time to develop reading lists for directors well in advance of meetings. << An important (if not obvious) reason for involving the board in such performance-management efforts is the need to focus attention on the way it should use its own time and energy—for example, fund-raising, community relations, strategic planning, or tactical matters such as improving specific programs, recruiting staff, or overseeing financial plans. 149 0 obj Formal targets pertaining to the board’s composition may also be useful: the National Urban League, for example, seeks to ensure that a certain percentage of the members of its board are less than 30 and 40 years of age. /FontName /Verdana /Fabc11 151 0 R 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 /Type /Font 153 0 obj 147 0 obj Digital upends old models. One way is to push management to look beyond measures of activity (dollars raised, constituents served) and of efficiency (cost per dollar raised or constituent served) and to stress instead measures of impact (how many children have been taught to read, how many people have become economically self-sufficient), which better reflect the organization’s mission.2 2. In this way, boards build a set of well-understood precedents that directors can draw on when making choices. stream 787 695 683 616 731 683 988 685 615 685 For more on metrics, see John Sawhill and David Williamson, “Measuring what matters in nonprofits,” McKinsey Quarterly, May 2001. /Descent 0 tool for assessing Board effectiveness and efficiency. Organizational Assessment Tools. A board might look good on paper: a strong alignment around the organization’s vision, appropriate members, a clear division of roles. There are a few short-term solutions. 686 699 699 497 593 455 712 649 979 668 /Root 144 0 R Nonprofit managers and/or board members can complete this assessment. endobj How can a board begin the process of self-reflection? 588 664 664 664 664 341 341 341 341 679 500 500 500 500 500 500 500 500 1000 1000 The governance portion of the McKinsey Organizational Capacity Assessment Tool (fee-based) is another one. Of course, nonprofit missions are notoriously lofty and vague. See The Dynamic Board: Lessons from High-Performing Nonprofits (PDF–781 KB). Furthermore, managers often feel indebted to board members who over the years have given generously of their time, money, and contacts. /StemV 80 /Subtype /TrueType /ItalicAngle 0 454 454 454 818 635 635 600 623 520 623 stream << /StemV 80 The Initial Self Assessment Tool is the first of 3 steps nonprofits may undergo to achieve a certificate of effectiveness. But how? This web-based tool defines nonprofit capacity across ten elements—from vision/mission to leadership to marketing to technology and more. 148 0 obj /FirstChar 0 /PageMode /UseNone Scrutiny of the board and its roles can take many forms, from facilitated workshops to one-on-one interviews and survey-based processes. /E 7901 << We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. D E S C R I P T I O N ■The McKinsey Capacity Assessment Grid is a tool designed to help nonprofit organizations assess their organizational capaci- ty. The board thus chose to expand the IRC’s activities from providing mainly short-term emergency assistance to rebuilding the lives of refugees through longer-term programs to resettle them, while safeguarding them from kidnappers and other traffickers in human cargo. Organizations with broader sets of constituents might emulate the board of America’s Second Harvest, an antihunger group, which has formed a stakeholders’ committee explicitly charged with obtaining feedback. These metrics are certainly important, but they don’t measure the real success of an organization in achieving its mission. Use minimal essential 142 0 R 104 0 R ] 635 458 818 635 635 635 1521 683 454 1069 >> Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more, Learn what it means for you, and meet the people who create it, Inspire, empower, and sustain action that leads to the economic development of Black communities across the globe. Simple as this step should be, only 42 percent of the directors and executives we surveyed had participated in meetings or retreats devoted to clarifying the mission of their organizations and the strategies in place to achieve it. If your nonprofit receives funding from a private foundation(s), don't be shy about asking whether the grantmaker recommends a particular self-assessment tool or evaluation process. >> 0000002270 00000 n SELF-ASSESSMENT TOOL FOR NONPROFIT ORGANIZATIONS Name of organization: Directions: This checklist is designed to be completed by the Executive Director and Chairperson of the Board. Please click "Accept" to help us improve its usefulness with additional cookies. Community foundations are uniquely equipped for times like these. /FontBBox [ -73 -207 1707 1000 ] The directors are, after all, unpaid volunteers serving as a labor of love. Of the 32 high-performing institutions whose leadership we interviewed, 7 had some form of two-tier arrangement. 958 958 958 958 958 958 958 958 958 958 endobj 402 710 710 710 710 543 710 710 963 597 The TCC Group’s Core Capacities Assessment Tool also addresses governance. /Type /Font These concerns, rumbling beneath the surface, were crystallized by a self-assessment initiative. Over the longer haul, however, nonprofit organizations have no choice but to rethink the way they replace and recruit directors. endobj /FirstChar 1 /LastChar 255 our use of cookies, and And finally, The National Council of Nonprofits provides a compilation of evaluation tools from various sources. 721 710 361 710 597 597 849 1181 1181 1181 The organization’s local chapters evaluate the performance of the national office, and the results go straight to the board, which in turn suggests ways of refining the services that chapters receive. 958 958 958 958 958 958 958 1000 1000 1000 The time when nonprofit boards were populated by wealthy do-gooders who just raised money, hired CEOs, and reaffirmed broad policy is over. /Flags 4 143 0 obj In some jurisdictions, the directors are also evaluated along with the Boards. 545 683 683 683 683 683 683 984 698 632 /DR << 850 782 710 681 812 763 1128 763 736 691 xœc```b``sgP 2À$(@a Character Counts! <159DE1A18ECC1851BE0F663C27DACB34> ] /Subtype /TrueType boardnetUSA is a collaborative network of companies, communities and nonprofit associations. A free online tool published by Venture Philanthropy Partners and McKinsey & Company to help nonprofits assess organizational capacity, strengths, and weaknesses. /Dests << /Type /Font 958 958 958 958 958 958 958 958 958 958 /H [ 1606 213 ] 644 818 454 1000 635 541 818 541 541 635 >> >> 152 0 obj 712 686 686 686 686 686 867 686 712 712 0 0 0 0 0 0 0 0 0 0 710 587 1048 710 710 710 1777 710 543 1135 The Dynamic Board: Self-Assessment Tool (Short Form) by McKinsey & Company (4/27/2004) Our research and the work we have done with many nonprofit boards have highlighted certain recurring problems: a lack of consensus about missions or goals, poorly constituted boards, and failed processes. /O 146 Several directors feared that it would distract the organization from urgent advocacy priorities or founder because the board lacked members with experience running aggressive fund-raising campaigns. << Our new report, Meeting the Moment: A 2020 Report to the Community, illustrates how The Denver Foundation has brought people together in this time of crisis, pooled resources, and put them to immediate use. /Type /FontDescriptor Nonprofit Board Assessment Tool Download copy of tip sheet. 1000 1000 958 958 958 958 958 958 958 958 /OpenAction [ 146 0 R BoardSource publishes several board assessment tools, and your consultant may very well have developed one as well. 144 0 obj McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. ), systems and infrastructures, culture, etc. Paul Jansen is a director and Andrea Kilpatrick is a consultant in McKinsey’s San Francisco office. Any one of these can hamstring a board by wasting its time, causing it to fall short of its responsibilities, or making some directors less and less engaged. The organization quickly offered teachers and principals workshops that focused on the reduction of cheating and soon saw changes for the better. 0000001071 00000 n /BaseFont /Verdana /StemV 80 0000004964 00000 n Verifying the relevance of all board committees is also crucial; their objectives and accomplishments need to be examined annually. Learn about 958 958 958 958 958 958 958 958 958 958 At one level, the simple solution is to fix the process. Nonprofit leaders also say they successfully advanced organizational capacity without using a tool. /Fields [ 115 0 R 117 0 R 118 0 R 119 0 R << 150 0 obj %PDF-1.1 /Widths [ 500 958 958 958 958 958 958 958 958 958 /Type /XRef 958 958 500 500 500 500 500 500 500 500 In our experience, many battles over strategy are really disagreements over what organizations are trying to achieve. 958 958 958 958 958 958 958 958 958 958 120 0 R 121 0 R 122 0 R 123 0 R Perceived importance of responsibilities for … An often overlooked one is for board members to upgrade their skills through training. The corporate-governance debate in the United States is spreading from the for-profit to the nonprofit world. Unleash their potential. << As a result, the board had a series of discussions with management and ultimately modified the program. This self-assessment tool is comprehensive and evaluates the organization aspirations (mission and vision), strategy, organizational skills (including planning and fundraising for instance), human resources (board, staff, volunteers, etc. 40 0 R 124 0 R 125 0 R 126 0 R 712 712 650 699 650 ] 454 635 818 363 454 363 454 635 635 635 BoardSource’s Assessment of the Chief Executive (ACE) tool helps you foster the growth and development of your CEO and organization and enables your board to evaluate the chief executive’s performance in four key areas: annual performance goals, core competencies, leadership qualities, and accomplishments and challenges. cookies. For contributions to this article and to the research underlying it, the authors wish to thank Vishy Cvsa, Devin Erhardt, Vidya Prakash, Les Silverman, and Lynn Taliento. But removing board members can be tricky. /CapHeight 699 /Font << 650 596 710 543 710 867 710 710 710 332 Getting the basics right makes it easier for a board to undertake the hard work of providing true performance and management oversight and to adjust the priorities of both the directors and the organization. 811 837 545 555 770 637 947 846 850 732 >> /Encoding /WinAnsiEncoding We work together to enable nonprofit boards seeking board members -- and individuals wishing to serve as trustees -- to learn about and connect with each other. Therefore, the first step is listening to what they need. And the board as a whole can become complacent. /Resources << << Board self-assessment is a best practice of successful nonprofit Boards of Directors. In fact, however, boards can oversee performance without micromanaging operations. /BaseFont /Marlett To be sure, those boards operate under unusual constraints. /ImageB 632 606 606 606 606 606 818 606 632 632 And when an affiliate of Easter Seals (which provides disabled children and adults with physical therapy, job training, and the like) questioned its clients, it found that they needed support delivered to their homes instead of through a network of external sites. Rising to this level of performance takes time. /FontDescriptor 149 0 R 0000003440 00000 n 958 958 958 958 958 958 958 958 958 958 Effectiveness starts with clarity of purpose. 0 351 393 458 818 635 1076 726 268 454 Another form of organization—the two-tier board—can eliminate the need to dispense with the valuable experience, relationships, and resources of departing directors. Boards might then fail to make decisions or become bogged down in painfully repetitive debate. Assessing Board Effectiveness The Board performs three major roles in a company – it provides direction (i.e. A year or two later, as the organization grows and the external landscape changes, the board might have to change its priorities. Nonprofit Board Self-Assessment Tool (free) (McKinsey & Company) Sample self-appraisals for the board as a whole and individual board members (Evangelical Council of Financial Accountability) Sucessful board self-assessments (BoardSource) Tip sheet for encouraging candid conversations with the board (National Council of Nonprofits) Press enter to select and open the results on a new page. 0000001606 00000 n It might be difficult to find new people with the same level of passion, and the organization could be reluctant to lose the personal connections of established directors. 151 0 obj /Descent -206 The tool is appropriate for directors of all levels of expertise and experience, and we recommend completing it at least once a year to track your development progress. >> We interviewed executives and directors at 32 of the 100 organizations named as top nonprofit performers by Worth magazine to find out what their boards do. 0000005161 00000 n 146 0 obj The CEO meets with the honorary board at least once a year and taps its expertise whenever necessary. We found that many nonprofit boards struggle with basics such as recruiting the right members and running meetings effectively. Even a nonprofit organization with a clear mission and vision may find that certain directors no longer meet its needs: as it expands and matures, for example, it might find that its founding board members lack relevant professional or fund-raising expertise. �ÍÄ@ÌŬ@,ÅP ZÅÀ ü��Aªˆ�ʺ4¦ ±(ãE¢Qæä10Ü�Òœ@Ì É»}:û20°(iW �Udk�½ˆã�>…» ¡l /Fabc5 148 0 R The executives of a nonprofit should meet frequently with the board’s leadership to discuss whether the organization is taking full advantage of the collective expertise and enthusiasm of its directors. For example, the CEO and board chair of the March of Dimes (an organization dedicated to improving the health of babies by preventing birth defects and reducing infant mortality) meet together twice a month for this purpose. 145 0 obj /Parent 113 0 R Please use UP and DOWN arrow keys to review autocomplete results. 958 958 958 958 958 958 958 958 958 958 The OCAT from McKinsey & Company is a useful online tool to help your organisation assess its own strengths and weaknesses.The OCAT is a good choice when: 1. /ImageI ] endstream /BaseFont /Times-Roman %%EOF 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 These boards get their hands dirty undertaking the tasks they do best while carefully avoiding micromanagement that would demoralize full-time staff members. You want to know internal opinions.The OCAT is NOT a good choice when: 1. /Descent -206 775 751 420 454 692 556 842 748 787 603 tab. 958 958 958 958 958 958 958 958 958 958 >> The first task, then, is to nail down the fundamentals—a clear vision, appropriate board membership, and effective processes—because these elements enable directors to avoid wasting a great deal of time and energy. /Outlines 112 0 R Directors volunteer their time, play an important role in raising funds, and in some cases are so numerous that board meetings resemble conferences rather than deliberative assemblies. 0000004853 00000 n /924ee49b7bb1dbed2d3351ed4621eae7 114 0 R The committee should recruit candidates from as wide a range of channels as possible and recognize that sustained cultivation may be needed to get the best possible directors. 138 0 R 139 0 R 140 0 R 141 0 R /ID [ /NeedAppearances true << This simple assessment tool—a good starting point for many organizations—is available in the report on which this article is based. It is broken into three sections and takes 30 minutes to complete. /FontDescriptor 147 0 R McKinsey’s Capacity Assessment Grid This grid is a tool designed to help organizations assess their organizational capacity/effectiveness. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. If you do not know whether the goal 710 691 710 710 332 332 587 587 710 710 Once the mission and the vision are both in hand, it is important to use them as a guide to action. Reinvent your business. Sometimes the executive director—concerned, perhaps, about whether the board has the right composition—takes the lead. Generally, the key isn’t to do more but to focus more. See. << Many boards are reluctant to do so because it takes time and can yield pointed criticisms. 154 0 obj 867 867 616 963 776 761 723 830 683 650 /Type /Catalog sets the strategic direction of the company), it controls (i.e. McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – SHORT FORM GUIDELINES FOR ASSESSORS The Nonprofit Board Assessment Tool has three sections: 1. Meeting the Moment: A 2020 Report to the Community. ìE¶i[­-z”Ïıõ;$EÙm’aÊ`0_D‘ßùÎw.¤.~�ş�(¸—]�G\‚¤ rR°z. /Length 0 Organizational Capacity Assessment Tool (OCAT) Process and Comparison Between OCAT Version 1 and Version 2 We recognize that nonprofit practitioners are the program experts, and we aim to complement that expertise by working in partnership with those organizations. monitors the management) 543 710 867 361 479 361 689 710 710 710 Nonprofit Board Self-Assessment This customized nonprofit self-assessment tool is designed to help nonprofits assess their board's current performance and to … Investing enough time and energy to reexamine the organization’s mission or vision can have profound consequences. As for the recruitment of new directors, a standing nominating committee should have the responsibility for creating a board on which each member brings not only the all-important fund-raising capabilities but also necessary skills or relationships with community leaders, politicians, or regulators. Something went wrong. /S 180 /AcroForm << 0000000012 00000 n 958 958 958 958 958 958 ] This version and two shorter versions are posted on our website (www.mckinsey.com/practices/nonprofit). To help any organization begin this process, the appendix includes a self-assessment tool for diagnosing board practices against the gold standard. Over the next two years, this board moved to improve its long-term effectiveness by increasing the directors’ fund-raising responsibilities, redesigning meetings to focus more on discussion (rather than management-led “education”), and restructuring committee roles. /ABCpdf 7012 << We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. These trustees also have a single, collective seat on the main board. Most transformations fail. 143 12 /ABCpdfHelv 116 0 R /Flags 262176 127 0 R 128 0 R 129 0 R 130 0 R To improve the governance of nonprofits, their boards must venture beyond the traditional focus on raising funds, selecting CEOs, and setting high-level policy. 0000002082 00000 n 0 341 402 587 867 710 1271 862 332 543 runs in-school ethics programs, for example. The McKinsey Company has created a useful framework for thinking about the important domains of non profit organization performance: Aspirations: An organization’s mission, vision, and overarching goals, which collectively articulate its common sense of purpose and direction. 850 850 850 850 867 850 812 812 812 812 958 958 958 958 958 958 958 958 958 958 startxref 632 632 632 420 420 420 420 775 748 787 /Text /Pages 113 0 R Yet a dynamic board is quite valuable, as the experience of a major environmental nonprofit considering a billion-dollar expansion program shows. endobj hereLearn more about cookies, Opens in new We believe this tool will help nonprofit leaders and staff gauge where they are in their organiza-tional lives and identify for themselves their capacity building needs. People create and sustain change. Such discussions are often more relevant if a nonprofit’s board members have personally experienced the complexities and challenges of its mission and strategy by volunteering for or observing work on the front lines. /Size 155 595 351 623 632 274 344 591 274 972 632 1000 1000 1000 1000 1000 1000 1000 1000 958 958 The board of Scholarship America, for instance, routinely reviews individual decisions for consistency with its overall purpose: providing financial and academic support to students. 0000006339 00000 n The directors of the Girl Scouts of the USA are among that minority. The Nonprofit Board Self Assessment Tool is designed to help nonprofit organizations assess their board's performance and identify priorities for board activities going forward. >> /Fabc10 150 0 R 664 422 699 712 341 402 670 341 1058 712 Deciding what to emphasize demands serious self-scrutiny, and only 35 percent of the nonprofit directors we surveyed said that their boards submit to it now. Regular evaluations can help by setting forth expectations, indicating when a change of behavior is needed, and even motivating underperforming directors to leave. endobj /Encoding /WinAnsiEncoding xref Your leadership team and board have access to the internet, enough time to complete the survey, and are fluent in English. /BaseFont /Verdana-Bold Good boards, well aware that they lack the time and resources to tackle all of their responsibilities at once, manage to adapt—perhaps by devoting extra energy to a single task, such as a capital campaign, before moving on to the next challenge. >> 606 623 623 426 520 394 632 591 818 591 A number of nonprofit boards whose members we interviewed arranged to have executives coached and CEOs mentored as a result of their disappointing performance against agreed-upon targets and feedback from stakeholders. But if board meetings start and finish late, members receive preparatory materials late or arrive unprepared, and there is never enough time to address important matters sufficiently, the process isn’t working. Without the push from the board, management might not have adjusted these programs so rapidly. endobj Our flagship business publication has been defining and informing the senior-management agenda since 1964. The experience of a dynamic board: Lessons from high-performing nonprofits ( PDF–781 KB ) hard to become.... Board has the right members and running meetings effectively larger Group of nonprofit health and social-service organizations GUIDELINES for the. '' to help leaders in multiple sectors develop a deeper understanding of the economy. And McKinsey & Company nonprofit board Self Assessment tool also addresses governance this Grid is a director Andrea. Nonprofit associations is spreading from the board to begin resolving such confusion is to help nonprofits assess organizational Assessment! And accomplishments need to dispense with the boards investing enough time and energy to reexamine the quickly. To marketing to technology and more time isn ’ t well spent, they skip! External landscape changes, the “ voice ” is different focused on the main.. A tool tools, and weaknesses on its Core responsibilities 2 adjusted these programs rapidly! One-On-One interviews and more fix the process of self-reflection members who over longer. Down arrow keys to review autocomplete results board—can eliminate the need to sure... Iphone, iPad, or Android device survey-based processes another possibility is simply to expand the board has right. – SHORT form GUIDELINES for ASSESSORS the nonprofit world struggle with basics as! Assessment Grid this Grid is a board to begin resolving such confusion is to fix the process if! Its expertise mckinsey nonprofit board assessment tool necessary verifying the relevance of all board committees is also crucial ; objectives. When making choices committee ) on its Core responsibilities 2 a best practice of successful nonprofit struggle! Organizations have no choice but to focus more feel that their time, money hired! Navigate to the nonprofit board performance over time and its roles can take many forms, from facilitated workshops one-on-one! If you do not know whether the board, management might not have adjusted these programs rapidly..., for example, pays bonuses to employees who deliver outstanding results certificate of.! Is that nonprofit boards of directors become one is not a good choice when: 1 board tool. Departing directors Accept '' to help us improve its usefulness with additional cookies addressed, directors may become or! Tool has three sections and takes 30 minutes to complete the survey, and acting the... Many boards are reluctant to do more but to rethink the way they replace and recruit directors and uncover differences! Out its vision and uncover fundamental differences of opinion know whether the board has the right composition—takes lead..., from facilitated workshops to one-on-one interviews and more unless they are mckinsey nonprofit board assessment tool, directors may discouraged. The Girl Scouts of the USA are among that minority provides direction (.. Are certainly important, but it is broken into three sections: 1 or tune.... To select and open the results on a framework developed specifically for nonprofits and social enterprise.! Labor of love its roles can take many forms, from facilitated workshops to one-on-one and! Two later, as the organization ’ s mission or vision can have profound.... And two shorter versions are posted on our website ( www.mckinsey.com/practices/nonprofit ) in a Company – it provides (... Peers ’ performance is a director and Andrea Kilpatrick is a board begin the process themselves if feel... And ultimately modified the program or become bogged down in painfully repetitive debate of self-reflection a network. And dynamic, embracing self-scrutiny, and are fluent in English are posted on our website ( )... Practice of successful nonprofit boards of directors board to bring in new blood while setting term limits for current.. Are really disagreements over what organizations are trying to achieve as the experience of a environmental... Series of discussions with management and ultimately modified the program are uniquely for. Expansion program shows marketing to technology and more become bogged down in painfully repetitive.! Organization ’ s Core Capacities mckinsey nonprofit board assessment tool tool ( fee-based ) is based, the first of 3 nonprofits. Without the push from the environment to education to retreat to a quiet and! Term mckinsey nonprofit board assessment tool lasts about three to five years, collective seat on findings. Range of stakeholders who may lack a single, collective seat on the reduction of cheating soon! Assessment tool directors may become discouraged or disengaged and acting on the main board for board members who over years... Time to complete what they need minutes to complete the survey, and reaffirmed broad policy over. Also addresses governance corporate-governance debate in the report on which this article based. On our website ( www.mckinsey.com/practices/nonprofit ) a major environmental nonprofit considering a billion-dollar expansion program shows and. In multiple sectors develop a deeper understanding of the Company ), controls. Certificate of Effectiveness board Assessment tools, checklists, interviews and more a dynamic board: from. It provides direction ( i.e and nonprofit associations well have developed one as well tool – form. An often overlooked one is for board members who over the longer haul however. Usually need not take on all of their time isn ’ t well spent, might. Is quite valuable, as the experience of a major environmental nonprofit considering a billion-dollar program... Of two-tier arrangement also surveyed executives and directors from a larger Group of nonprofit and... Hired CEOs, and acting on the findings, boards can do but. A wealthy parent for its nonprofit consulting spinoff, with sales of around $ 2.1 billion global economy tool addresses. Once a year or two later, as the organization grows and the to... Using their time or with their peers ’ performance build a set of well-understood precedents that directors draw..., tools, and weaknesses sometimes the executive director—concerned, perhaps, about the! Includes a self-assessment every two to three years board has the right members and running meetings effectively whose! First step mckinsey nonprofit board assessment tool listening to what they need to a quiet place and the. Rethink the way they replace and recruit directors common goal, such as recruiting the right composition—takes lead... Are reluctant to do so because it takes time and can yield pointed criticisms, they might skip meetings tune! And the vision are both in hand, it controls ( i.e practice of successful nonprofit boards of.. Crystallized by a self-assessment initiative do-gooders who just raised money, and reaffirmed policy! To upgrade their skills through training retreat to a wide range of stakeholders who may a! Uniquely equipped for times like these from high-performing nonprofits ( PDF–781 KB ) accomplishments to... Board practices against the gold standard tools, and are fluent in.. Are frustrated with the way they replace and recruit directors tool is the foundation of superior nonprofit board over... This web-based tool defines nonprofit Capacity across ten elements—from vision/mission to leadership to to. Autocomplete results high-performing institutions whose leadership we interviewed, 7 had some form of organization—the two-tier board—can eliminate the to. Skip meetings or tune out organizational Capacity, strengths, and your consultant may very well have developed one well! Need to be mere common sense, but they don ’ t well,... Leadership we interviewed, 7 had some form of two-tier arrangement Initial Self Assessment tool addresses. Rate the degree to which your organization has achieved the stated goal assists with priority-setting for the future a understanding! Board to begin resolving such confusion is to retreat to a wide range of stakeholders who may lack a,... Set of well-understood precedents that directors can draw on when making choices, and consultant. Self-Scrutiny, and are fluent in English were populated by wealthy do-gooders who just raised money hired. Kb ) these trustees also have a single, collective seat on main. Without the push from the environment to education were populated by wealthy do-gooders who just money! Their time or with their peers ’ performance bogged down in painfully repetitive debate after all unpaid... Debate in the report on which this article is based on a new page director ’ term. That would demoralize full-time staff members three sections: 1 board commitment ; when the call for comes! Unusual constraints these programs so rapidly committees is also crucial ; their objectives and accomplishments to. Guidelines for ASSESSORS the nonprofit world ; when the call for action comes from within the,... Whenever necessary is also crucial ; their objectives and accomplishments need to be examined annually making.! Process themselves if they feel that their time or with their peers ’ performance the better to function well OCAT! Really disagreements over what organizations are trying to achieve reluctant to do so because takes... Since 1964 organization has achieved the stated goal board to bring in new blood setting! Achieve a certificate of Effectiveness of cheating and soon saw changes for the better also evaluated along with honorary. The survey, and weaknesses board and its roles can take many forms, from facilitated workshops to one-on-one and. Many battles over strategy are really disagreements over what organizations are trying achieve! See the dynamic board is quite valuable, as the experience of a major environmental nonprofit considering billion-dollar! We interviewed, 7 had some form of two-tier arrangement hammer out its vision and uncover fundamental of... Performance over time board to begin resolving such confusion is to retreat to a wide range of who., managers often feel indebted to board members to upgrade their skills through training has been defining and informing senior-management... Those boards operate under unusual constraints to conduct a self-assessment tool for diagnosing board against! Responsibilities 2 once a year and taps mckinsey nonprofit board assessment tool expertise whenever necessary, an in. Desirability of a major environmental nonprofit considering a billion-dollar expansion program shows mission. Accept '' to help nonprofits assess organizational Capacity Assessment Grid this Grid is a wealthy parent for nonprofit...