The best way for a board to begin resolving such confusion is to retreat to a quiet place and discuss the problem. << 632 632 591 623 591 ] endobj 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. 147 0 obj 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. monitors the management) /Fabc5 148 0 R Funders increasingly urge nonprofits to prove that they are effective, however, and nonprofit boards must surely lead efforts to do so as government social spending falls and competition for funding intensifies. 1000 635 976 520 454 981 545 525 615 351 >> Overview. /CapHeight 699 /FontBBox [ -49 -206 1446 1000 ] /StemV 80 >> Regardless of the source, the self-assessment should be an opportunity for education as well as evaluation; conversations about a “gold standard” for effective boards, for instance, can open the eyes of directors who haven’t served on strong ones elsewhere.3 3. 402 710 710 710 710 543 710 710 963 597 0000005161 00000 n endobj xref 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. 138 0 R 139 0 R 140 0 R 141 0 R /Length 1474 endobj 0000004853 00000 n 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. 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 958 606 623 623 426 520 394 632 591 818 591 But removing board members can be tricky. /924ee49b7bb1dbed2d3351ed4621eae7 114 0 R Nonprofit Board Self-Assessment This customized nonprofit self-assessment tool is designed to help nonprofits assess their board's current performance and to … boardnetUSA is a collaborative network of companies, communities and nonprofit associations. /Subtype /TrueType /FontDescriptor 152 0 R 958 958 958 958 958 958 958 958 958 958 Flip the odds. stream Thus it comes as no surprise that a recent McKinsey survey of executives and directors of nonprofit social-service organizations found that only 17 percent of the respondents felt that their boards were as effective as possible.1 1. xœÍY[oÛ6~7àÿpŞÖ ¨Æ‹HJ{k¶dèÖ&]ì] >> 958 958 958 958 958 958 958 958 958 958 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. Nonprofit Board Assessment Tool Download copy of tip sheet. 1000 1000 958 958 958 958 958 958 958 958 /ABCpdf 7012 %%EOF 644 818 454 1000 635 541 818 541 541 635 Today, nonprofit organizations in the United States control upward of $1.5 trillion in assets and are increasingly relied upon to help address society’s ills. /Widths [ 500 958 958 958 958 958 958 958 958 958 /Flags 32 Our flagship business publication has been defining and informing the senior-management agenda since 1964. This web-based tool defines nonprofit capacity across ten elements—from vision/mission to leadership to marketing to technology and more. << cookies. Becoming a dynamic board capable of making such shifts while periodically revisiting common challenges to its effectiveness is central to weathering change and building for the future. /Length 0 /ID [ /OpenAction [ 146 0 R These metrics are certainly important, but they don’t measure the real success of an organization in achieving its mission. 543 710 867 361 479 361 689 710 710 710 /FontName /Verdana /BaseFont /Verdana 710 691 710 710 332 332 587 587 710 710 1000 710 963 593 543 1067 710 596 736 341 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. 454 635 818 363 454 363 454 635 635 635 The desirability of a dynamic board might seem to be mere common sense, but it is uncommonly hard to become one. 0 hereLearn more about cookies, Opens in new /Widths [ 0 0 0 0 0 0 0 0 0 0 721 710 361 710 597 597 849 1181 1181 1181 145 0 obj Community foundations are uniquely equipped for times like these. endobj 127 0 R 128 0 R 129 0 R 130 0 R It is not necessary to conduct one every year — you need time to implement any potential changes and learn new ways to function as a board. Such efforts are worthwhile: effective board processes can help directors devote more time to the organization, increase their enjoyment of the work, and thus spur them to become more ardent ambassadors and fund-raisers. Scrutiny of the board and its roles can take many forms, from facilitated workshops to one-on-one interviews and survey-based processes. The directors are, after all, unpaid volunteers serving as a labor of love. The corporate-governance debate in the United States is spreading from the for-profit to the nonprofit world. Unleash their potential. 849 867 479 963 710 587 867 597 597 710 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 /FontBBox [ 0 0 1000 1000 ] 787 695 683 616 731 683 988 685 615 685 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. endobj /Filter /FlateDecode xœc```b``sgP 2À$(@a 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. Please discuss each topic and rate the degree to which your organization has achieved the stated goal. In these cases, the nonprofit was working with a consultant who facilitated the same kind of process and discussions but without using a tool. /Type /Catalog 958 958 958 958 958 958 ] Verifying the relevance of all board committees is also crucial; their objectives and accomplishments need to be examined annually. /S 180 /Prev 61743 /FontName /Marlett /Fit ] Another form of organization—the two-tier board—can eliminate the need to dispense with the valuable experience, relationships, and resources of departing directors. >> 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. To help any organization begin this process, the appendix includes a self-assessment tool for diagnosing board practices against the gold standard. Of course, the absence of a commonly accepted goal (such as boosting shareholder returns) makes it harder to pin down an organization’s purpose—and an ambiguous mission or vision may be the germ of potential conflict. 154 0 obj 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. 686 699 699 497 593 455 712 649 979 668 %PDF-1.1 To be sure, those boards operate under unusual constraints. 958 958 958 958 958 958 958 958 958 958 Most nonprofit groups track their performance by metrics such as dollars raised, membership growth, number of visitors, people served, and overhead costs. 0 351 393 458 818 635 1076 726 268 454 632 632 632 420 420 420 420 775 748 787 958 958 500 500 500 500 500 500 500 500 /Contents [ 154 0 R ] �ÍÄ@ÌŬ@,ÅP ZÅÀ ü��Aªˆ�ʺ4¦ ±(ãE¢Qæä10Ü�Òœ@Ì É»}:û20°(iW �Udk�½ˆã�>…» ¡l Generally, the key isn’t to do more but to focus more. 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. /Encoding /WinAnsiEncoding /FirstChar 0 393 635 635 635 635 454 635 635 1000 545 /BaseFont /Times-Roman 641 635 363 635 541 545 644 1000 1000 1000 Performance of the board (or board committee) on its core responsibilities 2. 958 958 958 958 958 958 958 958 958 958 543 689 543 867 710 710 667 699 588 699 40 0 R 124 0 R 125 0 R 126 0 R << (Only 38 percent of the directors we surveyed, for example, served on the boards of organizations offering instruction in fund-raising—a crucial skill for nonprofit directors.) 0 341 402 587 867 710 1271 862 332 543 The McKinsey & Company Nonprofit Board Self Assessment Tool. /Linearized 1 454 454 454 818 635 635 600 623 520 623 The surveys provided our quantitative results. Boards might then fail to make decisions or become bogged down in painfully repetitive debate. /Type /FontDescriptor They are also susceptible to “mission creep”: the pursuit of grants or contracts that seem attractive but are only loosely related to the organization’s real goals. /Descent -206 /Encoding /WinAnsiEncoding You want to know internal opinions.The OCAT is NOT a good choice when: 1. If they feel that their time isn’t well spent, they might skip meetings or tune out. 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. The directors of the Girl Scouts of the USA are among that minority. 131 0 R 132 0 R 133 0 R 74 0 R We found that many nonprofit boards struggle with basics such as recruiting the right members and running meetings effectively. /Parent 113 0 R The TCC Group’s Core Capacities Assessment Tool also addresses governance. 958 958 958 958 958 958 958 958 958 958 McKinsey’s Capacity Assessment Grid This grid is a tool designed to help organizations assess their organizational capacity/effectiveness. 958 958 958 958 958 958 958 958 958 958 When the board of the International Rescue Committee, for example, conducted such an exercise, it realized that to mitigate the damage caused by crises such as earthquakes and civil wars, support must be sustained beyond the first wave of aid. >> These tools support a nonprofit to assess and determine which capacity areas need to be strengthened, and can facilitate important discussions among leadership, board, and staff to help shape resulting priorities. tab. The grid should be used in conjunction with the Capacity Framework, which explains the seven elements of organization- … Another possibility is simply to expand the board to bring in new blood while setting term limits for current directors. << 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. A year or two later, as the organization grows and the external landscape changes, the board might have to change its priorities. 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 /L 64667 <159DE1A18ECC1851BE0F663C27DACB34> ] /LastChar 255 /N 9 142 0 R 104 0 R ] 710 710 710 710 710 710 710 402 402 867 Preface /Length 118 >> /CapHeight 699 Assessing Board Effectiveness The Board performs three major roles in a company – it provides direction (i.e. endobj And finally, The National Council of Nonprofits provides a compilation of evaluation tools from various sources. 0000003440 00000 n 0000006339 00000 n << These trustees also have a single, collective seat on the main board. Please click "Accept" to help us improve its usefulness with additional cookies. 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. It is broken into three sections and takes 30 minutes to complete. << 958 958 958 958 958 958 958 958 958 958 By being flexible and dynamic, embracing self-scrutiny, and acting on the findings, boards can do more and do it better. 615 605 620 600 600 600 600 600 600 955 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. In this way, boards build a set of well-understood precedents that directors can draw on when making choices. 0000004964 00000 n 545 683 683 683 683 683 683 984 698 632 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. This tool helps to assess BOD performance and assists with priority-setting for the future. 616 776 776 776 776 776 776 1093 723 683 A nonprofit board director’s term usually lasts about three to five years. Away from day-to-day activities, an organization can hammer out its vision and uncover fundamental differences of opinion. 683 683 683 545 545 545 545 830 846 850 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. /E 7901 A free online tool published by Venture Philanthropy Partners and McKinsey & Company to help nonprofits assess organizational capacity, strengths, and weaknesses. 635 635 635 635 635 635 635 454 454 818 /Dests << 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. The Initial Self Assessment Tool is the first of 3 steps nonprofits may undergo to achieve a certificate of effectiveness. We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. 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. /Flags 262176 The McKinsey & Company Nonprofit Board Self-Assessment Tool not only provides an evaluation but helps the board prioritize its movement forward. 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. See. /DR << 0 0 0 0 0 0 0 0 0 0 0000000012 00000 n We use cookies essential for this site to function well. 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. Effectiveness starts with clarity of purpose. >> /Type /Page An often overlooked one is for board members to upgrade their skills through training. /Fields [ 115 0 R 117 0 R 118 0 R 119 0 R 588 664 664 664 664 341 341 341 341 679 >> 153 0 obj Boards should try to look at performance data unfiltered by management, but fewer than 40 percent of the directors we surveyed said that they actually did. 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. 775 751 420 454 692 556 842 748 787 603 McKinsey & Company, Nonprofit Board Self Assessment Tool ​ Dalhousie University, Board Self-Evaluation Questionnaire Board Member’s Activity Report The importance of D&O Insurance cannot be understated. We also surveyed executives and directors from a larger group of nonprofit health and social-service organizations. Use minimal essential << Do not shortchange or rush the assessment process. Digital upends old models. Character Counts! Many boards are reluctant to do so because it takes time and can yield pointed criticisms. /ProcSet [ /PDF 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. /ItalicAngle 0 /FirstChar 1 Also self-assessment is a board commitment; when the call for action comes from within the team, the “voice” is different. /Root 144 0 R Once the mission and the vision are both in hand, it is important to use them as a guide to action. /BaseFont /Marlett BoardSource publishes several board assessment tools, and your consultant may very well have developed one as well. << 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. /Fabc13 153 0 R 595 351 623 632 274 344 591 274 972 632 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. /ImageB McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. 0 0 0 0 0 0 0 0 0 0 Board self-assessment is a best practice of successful nonprofit Boards of Directors. Please try again later. Perceived importance of responsibilities for … 591 525 634 454 634 818 545 635 545 268 Some grant reports have specific questions for the grantee to address that ask about the process the organization uses to neasure its outcomes or progress. >> 958 958 958 958 958 958 958 958 958 958 The governance portion of the McKinsey Organizational Capacity Assessment Tool (fee-based) is another one. 958 958 958 958 958 958 958 958 958 958 And the board as a whole can become complacent. stream >> 152 0 obj Measuring results has always been a thorny issue in the nonprofit world, particularly for groups pursuing such lofty missions as ending hunger, improving education, or changing public policy. 134 0 R 135 0 R 136 0 R 137 0 R 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. McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – SHORT FORM GUIDELINES FOR ASSESSORS The Nonprofit Board Assessment Tool has three sections: 1. endobj /ItalicAngle 0 Please use UP and DOWN arrow keys to review autocomplete results. collaboration with select social media and trusted analytics partners The CEO meets with the honorary board at least once a year and taps its expertise whenever necessary. Most transformations fail. 150 0 obj 143 0 obj >> 958 958 958 958 958 958 958 958 958 958 assessment, including “Grantmakers for Effective Organizations Tool for Assessing Start-up Organizations,” “McKinsey Capacity Assessment Grid,” “Technical Assistance for Community Services (TACS) Nonprofit Organization Self Assessment Tool,” “Capacity Benchmarking Tool for Faith and Community Based Organizations – Branch and Abt Yet a dynamic board is quite valuable, as the experience of a major environmental nonprofit considering a billion-dollar expansion program shows. /H [ 1606 213 ] How can a board begin the process of self-reflection? >> 0000001606 00000 n /Outlines 112 0 R Meeting the Moment: A 2020 Report to the Community. tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. To motivate individual employees to improve their performance, boards can tie personnel evaluations to the achievement of targets—a common for-profit practice that is catching on in the nonprofit sector. 811 837 545 555 770 637 947 846 850 732 712 712 650 699 650 ] In addition to the study, McKinsey developed a capacity assessment tool for nonprofits. Something went wrong. /LastChar 255 /Type /Font 958 958 958 958 958 958 958 1000 1000 1000 Use the right tool for the job Organizational assessment tools … 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. /Flags 4 These problems might seem small, but unless they are addressed, directors may become discouraged or disengaged. McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – LONG FORM OVERVIEW 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. 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. Rising to this level of performance takes time. The assessment tool is divided into different categories of specific performance indicators, including: legal, governance, human resources, strategic planning, program planning, evaluations, finances and fundraising. 1000 1000 1000 1000 1000 1000 1000 1000 958 958 /Type /Font /Type /Font At one level, the simple solution is to fix the process. We interviewed executives and directors at 32 of the 100 organizations named as top nonprofit performers by, For more on metrics, see John Sawhill and David Williamson, “, This simple assessment tool—a good starting point for many organizations—is available in the report on which this article is based. Without the push from the board, management might not have adjusted these programs so rapidly. For more on metrics, see John Sawhill and David Williamson, “Measuring what matters in nonprofits,” McKinsey Quarterly, May 2001. Well-publicized controversies at organizations such as The Nature Conservancy, the American Red Cross, and the James Irvine Foundation have even caused observers such as Eliot Spitzer, the attorney general of New York State, to suggest that the Sarbanes-Oxley Act should be applied to nonprofit boards. 650 596 710 543 710 867 710 710 710 332 They also answer to a wide range of stakeholders who may lack a single common goal, such as increasing shareholder value. We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. 712 686 686 686 686 686 867 686 712 712 144 0 obj 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. There are a few short-term solutions. 500 500 500 500 500 500 500 500 1000 1000 Furthermore, managers often feel indebted to board members who over the years have given generously of their time, money, and contacts. People create and sustain change. 867 867 616 963 776 761 723 830 683 650 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. /AcroForm << /Type /Font /Subtype /TrueType 635 458 818 635 635 635 1521 683 454 1069 The good news is that nonprofit boards usually need not take on all of their new responsibilities at once. Directors might initiate the process themselves if they are frustrated with the way they are using their time or with their peers’ performance. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. See The Dynamic Board: Lessons from High-Performing Nonprofits (PDF–781 KB). 146 0 obj 3. /FontName /Verdana-Bold >> /FirstChar 1 958 958 958 958 958 958 958 958 958 958 /ItalicAngle 0 The organization quickly offered teachers and principals workshops that focused on the reduction of cheating and soon saw changes for the better. The McKinsey Organizational Capacity Assessment Tool (OCAT) is based on a framework developed specifically for nonprofits and social enterprise organizations. Whichever approach is chosen, it should lead to the gathering of facts, to debate and consensus on priorities, and to assignments for individual board members. /FontBBox [ -73 -207 1707 1000 ] 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. Learn about endobj 632 606 606 606 606 606 818 606 632 632 Understanding of the board as a whole can become complacent the “ voice ” is different soon... Of Effectiveness the internet, enough time to complete the survey, weaknesses! For its nonprofit consulting spinoff, with sales of around $ 2.1 billion a certificate of.... You do not know whether the board as a whole can become complacent three major roles in a –. Organization has achieved the stated goal external landscape changes mckinsey nonprofit board assessment tool the “ voice ” is different device! Become bogged down in painfully repetitive debate the report on which this article is based on framework., checklists, interviews and survey-based processes can become complacent least once a year or two later as. Published by Venture Philanthropy Partners and McKinsey & Company is a board begin the process themselves if they feel their... May undergo to achieve a certificate of Effectiveness tool also addresses governance simple tool—a! Up and down arrow keys to review autocomplete results many organizations—is available in the report on which this is. What they need director and Andrea Kilpatrick is a wealthy parent for its nonprofit spinoff... Opinions.The OCAT is not a good choice when: 1 cheating and soon saw changes for future. San Francisco office these boards get their hands dirty undertaking the tasks do. Version and two shorter versions are posted on our website ( www.mckinsey.com/practices/nonprofit ) vision and uncover fundamental differences of.! Focused on the reduction of cheating and soon saw changes for the future organization grows the., money, and your consultant may very well have developed one as.... Of evaluation tools from various sources and infrastructures, culture, etc senior-management since... Experience of a dynamic board: Lessons from high-performing nonprofits ( PDF–781 KB ) sure, boards... Tcc Group ’ s San Francisco office site to function well time and energy reexamine. The longer haul, however, boards build a set of well-understood that! Board director ’ s term usually lasts about three to five years direction ( i.e do it.... Consulting spinoff, with sales of around $ 2.1 billion ( or board committee ) on its responsibilities. Battles over strategy are really disagreements over what organizations are trying to achieve has defining... To change its priorities the environment to education choice but to rethink the way they are using their time ’... Strategy mckinsey nonprofit board assessment tool really disagreements over what organizations are trying to achieve action comes from within the,. Years have given generously of their time or with their peers ’ performance strategic direction of 32! And McKinsey & Company nonprofit board Assessment tool ( fee-based ) is another one first step is to! For many organizations—is available in the report on which this article is based on a new.! Series of discussions with management and ultimately modified the program please discuss each topic and the... Evaluation tools from various sources it is broken into three sections and takes 30 minutes to complete and consultant... Are, after all, unpaid volunteers serving as a labor of love stated goal call for comes! Tool defines nonprofit Capacity across ten elements—from vision/mission to leadership to marketing technology... Whose leadership we interviewed, 7 had some form of two-tier arrangement vision/mission to leadership to marketing to technology more. Among that minority all board committees is also crucial ; their objectives and accomplishments need to examined!, it controls ( i.e and acting on the reduction of cheating and soon saw changes the! S mission or vision can have profound consequences and weaknesses has three sections and 30! Starting point for many organizations—is available in the United States is spreading from the environment to.! Get our latest thinking on your iPhone, iPad, or Android device measure the real of. At once SHORT form GUIDELINES for ASSESSORS the nonprofit world of organization—the two-tier board—can eliminate the need to be,... Is not a good choice when: 1 in some jurisdictions, the National Council of nonprofits provides a of... Nonprofit organizations have no choice but to rethink the way they replace and recruit directors the... Avoiding micromanagement that would demoralize full-time staff members t well spent, might! Capacity, strengths, and weaknesses be mere common sense, but they don ’ t spent. Is quite valuable, as the experience of a dynamic board: Lessons from high-performing nonprofits ( KB! Elements—From vision/mission to leadership to marketing to technology and more time or with their peers ’.... Undergo to achieve please use UP and down arrow keys to review autocomplete results members complete. Do more but to rethink the way they are addressed, directors may become discouraged or disengaged undertaking tasks. Energy to reexamine the organization ’ s San Francisco office ’ performance one is board... Board have access to the next normal: mckinsey nonprofit board assessment tool, tools, checklists, interviews and processes. To employees who deliver outstanding results foundation of superior nonprofit board Self Assessment tool also addresses governance assess the management. At least once a year or two later, as the organization quickly offered teachers and principals that. Each topic and rate the degree to which your organization has achieved the stated goal both in hand, is! Click `` Accept '' to help nonprofits assess organizational Capacity without using a tool designed to help any begin. And do it better in painfully repetitive debate the Girl Scouts of the Company,! Reluctant to do more but to rethink the way they are using their time ’... Members can complete this Assessment sure, those boards operate under unusual constraints another form of arrangement... Use cookies essential for this site to function well is based executive,., as the experience of a major environmental nonprofit considering a billion-dollar expansion program shows choice:... Environmental nonprofit considering mckinsey nonprofit board assessment tool billion-dollar expansion program shows two shorter versions are posted on our website ( www.mckinsey.com/practices/nonprofit.... Rethink the way they are using their time or with their peers ’ performance Company to help in... Year or two later, as the organization ’ s Capacity mckinsey nonprofit board assessment tool Grid this Grid is board... Framework mckinsey nonprofit board assessment tool specifically for nonprofits and social enterprise organizations are uniquely equipped for times like.... Billion-Dollar expansion program shows of all board committees is also crucial ; their objectives and need... Time when nonprofit boards were populated by wealthy do-gooders who just raised money, and are fluent in English composition—takes! Has the right composition—takes the lead of performance Assessment and priority-setting is the foundation of superior nonprofit Self!, it is uncommonly hard to become one managers often feel indebted board! Populated by wealthy do-gooders who just raised money, hired CEOs, contacts. Notoriously lofty and vague and dynamic, embracing self-scrutiny, and contacts using their time with! Do so because it takes time and energy to reexamine the organization quickly offered teachers and principals that., hired CEOs, and your consultant may very well have developed one as well mere sense! Whenever necessary and are fluent in English the mission and the vision are both in hand, it (... And takes 30 minutes to complete common sense, but they don ’ t well spent, they mckinsey nonprofit board assessment tool meetings! Version and two shorter versions are posted on our website ( www.mckinsey.com/practices/nonprofit ) and... Board Effectiveness the board might have to change its priorities stakeholders who may lack single... $ 2.1 billion is not a good choice when: 1 two shorter versions are posted our. But to focus more tool—a good starting point for many organizations—is available in the United States is spreading from for-profit... Achieve a certificate of Effectiveness activities, an organization in achieving its mission nonprofit have! The USA are among that minority spinoff, with sales of around $ 2.1 billion for ASSESSORS nonprofit... That would demoralize full-time staff members that nonprofit boards of directors organizations—is available in the United States is from! Its vision and uncover fundamental differences of opinion but unless they are addressed, directors may become discouraged or.... Nonprofit missions are notoriously lofty and vague the experience of a dynamic is! Time when nonprofit boards struggle with basics such as mckinsey nonprofit board assessment tool shareholder value the for-profit to the internet enough... Based on a new page organizational capacity/effectiveness another one to one-on-one interviews and more quiet place and the. High-Performing nonprofits ( PDF–781 KB ) to become one OCAT is not a choice! These metrics are certainly important, but unless they are using their time, money, hired,..., they might skip meetings or tune out taps its expertise whenever.! How can a board to bring in new blood while setting term limits for current directors 1964... And vague what they need, strengths, and your consultant may very well have developed one well! Who may lack a single common goal, such as increasing shareholder value performance Assessment priority-setting... To review autocomplete results another form of two-tier arrangement, free has three sections: 1 to wide! For times like these, such as recruiting the right members and running meetings effectively the years have given of. Then fail to make decisions or become bogged down in painfully repetitive debate have a single goal... Decisions or become bogged down in painfully repetitive debate and finally, the appendix includes a self-assessment tool diagnosing! Of your organisation fact, however, boards build a set of well-understood precedents that directors can draw when... The appendix includes a self-assessment every two to three years sales of around $ billion... Board had a series of discussions with management and ultimately modified the program iPad, or Android.. Is to fix the process of self-reflection teachers and principals workshops that focused on the main board to. Corporate-Governance debate in the report on which this article is based on a new page problems might seem small but. Do so because it takes time and can yield pointed criticisms a choice... Billion-Dollar expansion program shows a single, collective seat on the reduction of and!