The Organizational Effectiveness Survey
Effective nonprofit organizations are mission-directed, sustainable, customer focused, entrepreneurial, outcomes-oriented, and adaptable according to a report, "Profiles in Organizational Effectiveness for Nonprofits," by Jeanine Lee of the Ewing Marion Kauffman Foundation. The following survey helps you examine these areas in your organization.
If you provide your name and email address, your survey scores will be emailed to you on completion. Your personal information will not be used for any other purpose and you are welcome to take the survey without providing it.
Please check "yes" for each indicator below that fairly describes your organization and "no" for each indicator that does not describe your organization.
I. Mission-Directed Organization Indicators
1. The organization uses the mission statement as a criterion for determining success.
2. Mission and vision statements are communicated throughout the organization and prominently displayed.
3. Actions and programs of the organization reflect the mission and vision statements.
4. Procedures are in place for the review of the mission statements at appropriate intervals.
5. The organization can demonstrate that it reviews its mission and vision statements at regular intervals and makes necessary adaptations that support its strategic plan.
6. The organization can document how the strategic and/or business plans are aligned with the mission.
7. The organization is able to cite examples of cases in which decisions at all levels of the organization were guided by the mission and values of the organization.
8. A dynamic and engaged Board clearly understands governance and carries out its responsibility to the organization.
II. Sustainable Organization Indicators
1. The organization has diverse funding sources so it is not overly dependent on a single funding source.
2. There is mutual respect, knowledge and integrity between the organization and funders.
3. The organization communicates with its major funders on an ongoing basis to address fiscal issues or challenges.
4. The organization attracts, creates, and sustains sufficient new resources by continuously seeking potential funding sources.
5. Appropriate financial controls are established and followed within the organization.
6. Independent auditors conduct financial audits and reviews at regular intervals.
7. Financial crises are managed (unpredictable events that are the result of circumstances beyond the control of the management of the organization).
8. The organizationís leadership has, as a matter of written policy, established a reserve fund sufficient to cover the organizationís operating expenses for a planned period of time.
III. Customer-Focused Organization Indicators
1. Everyone connected to the organization treats customers with respect and courtesy.
2. Facilities provided for customers are safe and well maintained.
3. There are well-established, readily available and publicized channels through which the opinions and concerns of customers may be expressed.
4. Feedback from all customers is solicited and responded to on an ongoing basis.
5. Customer satisfaction is a primary concern.
6. The organization understands the needs of stakeholders and constituencies.
IV. Entrepreneurial Organization Indicators
1. The organization continually pursues opportunities that are aligned with its mission.
2. The organization has taken the lead in identifying unmet community needs and developing innovative solutions to address those needs.
3. The organization continually pursues new resources to apply to fulfill its mission.
4. The organization shows entrepreneurial spirit by taking responsible risks to develop or promote new programs without needed resources at hand.
5. The organization uses due diligence when approaching new challenges or opportunities.
6. The organization understands the importance of crossing boundaries, as appropriate, between the public, private, and nonprofit sectors.
7. The community it serves trusts the organization.
8. The organization communicates candidly with organization staff, customers, and the community.
9. The community, the organization staff, and the customers of the organization hold its leaders in high esteem.
10. The organization invests resources in professional development for management, staff, and volunteers.
11. Leaders are active in and hold leadership positions in other community or professional organizations at the local, state, and national levels.
V. Outcomes-Oriented Organization Indicators
1. The organization recognizes the importance of incremental achievement.
2. Procedures are in place to measure program and organizational outcomes.
3. The organization reviews the quality of services to generate improvements that will benefit clients.
4. A strategic plan guides the organization.
5. The organization evaluates outcomes in ways that are innovative and useful to guide decision-making by program leadership and funders.
6. The organization documents the connections between the mission and outcomes.
VI. Adaptable Organization Indicators
1. The organization can identify major changes it has made within the past several years to meet changing community needs.
2. The organization analyzes whether and how the changing environment can work to its advantage.
3. Continuous innovation and learning prevail throughout the organization.
4. Technology is current and appropriate to services provided.
5. Programs are reviewed on a regular basis to ensure that the current needs of customers are met.
6. The organization uses partnerships, strategic alliances and collaborations to leverage opportunities.
7. The organization plans for the future for its competitive advantage.
8. The organization acknowledges its links to the past, its responsibility to look toward the future, and changes it has made in response to community needs.
Click this Submit button for your Organizational Effectiveness Survey Score and Analysis. If you provided your name and email address above you will also automatically receive an email with your assessment scores.
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