/BaseFont /Verdana /StemV 80 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. 958 958 958 958 958 958 958 958 958 958 There are a few short-term solutions. If they feel that their time isn’t well spent, they might skip meetings or tune out. 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. Also self-assessment is a board commitment; when the call for action comes from within the team, the “voice” is different. 686 699 699 497 593 455 712 649 979 668 endstream >> 787 695 683 616 731 683 988 685 615 685 In this way, boards build a set of well-understood precedents that directors can draw on when making choices. 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. 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. /Type /Catalog /Type /XRef The corporate-governance debate in the United States is spreading from the for-profit to the nonprofit world. /ProcSet [ /PDF 958 958 958 958 958 958 958 958 958 958 Performance of the board (or board committee) on its core responsibilities 2. /Fabc10 150 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. This simple assessment tool—a good starting point for many organizations—is available in the report on which this article is based. Generally, the key isn’t to do more but to focus more. The Initial Self Assessment Tool is the first of 3 steps nonprofits may undergo to achieve a certificate of effectiveness. /Type /Font How can a board begin the process of self-reflection? These boards get their hands dirty undertaking the tasks they do best while carefully avoiding micromanagement that would demoralize full-time staff members. /924ee49b7bb1dbed2d3351ed4621eae7 114 0 R /Type /FontDescriptor Character Counts! 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. Nonprofit leaders also say they successfully advanced organizational capacity without using a tool. /FontBBox [ -49 -206 1446 1000 ] As a result, the board had a series of discussions with management and ultimately modified the program. 787 787 787 787 818 787 731 731 731 731 0 %%EOF /Type /Font Without the push from the board, management might not have adjusted these programs so rapidly. >> /Widths [ 500 958 958 958 958 958 958 958 958 958 The grid should be used in conjunction with the Capacity Framework, which explains the seven elements of organization- … 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. Directors might initiate the process themselves if they are frustrated with the way they are using their time or with their peers’ performance. /Subtype /TrueType It can be used by nonprofit managers, staff, board members and external capacity builders and funders to identify areas of … /ItalicAngle 0 collaboration with select social media and trusted analytics partners /MediaBox [ 0 0 612 792 ] 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. The Dynamic Board: Self-Assessment Tool (Short Form) by McKinsey & Company (4/27/2004) tab. 144 0 obj /O 146 632 632 591 623 591 ] 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. Press enter to select and open the results on a new page. You want to know internal opinions.The OCAT is NOT a good choice when: 1. In addition to the study, McKinsey developed a capacity assessment tool for nonprofits. To help any organization begin this process, the appendix includes a self-assessment tool for diagnosing board practices against the gold standard. 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. /Fabc13 153 0 R /Subtype /Type1 << /Type /Font An often overlooked one is for board members to upgrade their skills through training. Another form of organization—the two-tier board—can eliminate the need to dispense with the valuable experience, relationships, and resources of departing directors. 138 0 R 139 0 R 140 0 R 141 0 R 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. /Parent 113 0 R 811 837 545 555 770 637 947 846 850 732 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. 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. BoardSource publishes several board assessment tools, and your consultant may very well have developed one as well. Once the mission and the vision are both in hand, it is important to use them as a guide to action. << /FirstChar 0 Regular evaluations can help by setting forth expectations, indicating when a change of behavior is needed, and even motivating underperforming directors to leave. 543 689 543 867 710 710 667 699 588 699 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. tool for assessing Board effectiveness and efficiency. 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. And the board as a whole can become complacent. /N 9 >> 0000001071 00000 n Nonprofit Board Self-Assessment This customized nonprofit self-assessment tool is designed to help nonprofits assess their board's current performance and to … /CapHeight 699 %PDF-1.1 710 710 710 710 710 710 710 402 402 867 In fact, however, boards can oversee performance without micromanaging operations. 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 /S 180 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. /Ascent 764 0 0 0 0 0 0 0 0 0 0 /CapHeight 699 /Linearized 1 The CEO meets with the honorary board at least once a year and taps its expertise whenever necessary. /OpenAction [ 146 0 R 775 751 420 454 692 556 842 748 787 603 145 0 obj Paul Jansen is a director and Andrea Kilpatrick is a consultant in McKinsey’s San Francisco office. You want to assess the overall management of your organisation. 500 500 500 500 500 500 500 500 1000 1000 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. McKinsey Capacity Assessment Grid —PDF, free. 958 958 958 958 958 958 958 958 958 958 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. 0000005161 00000 n The board of Scholarship America, for example, created what it calls its Honor Roll Trustees, a special board to which exceptional retiring directors are elected by their peers. 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. Organizational Assessment Tools. Yet a dynamic board is quite valuable, as the experience of a major environmental nonprofit considering a billion-dollar expansion program shows. /ImageC /DR << 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. 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. McKinsey’s Capacity Assessment Grid This grid is a tool designed to help organizations assess their organizational capacity/effectiveness. /Type /Font 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. A free online tool published by Venture Philanthropy Partners and McKinsey & Company to help nonprofits assess organizational capacity, strengths, and weaknesses. 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. 393 635 635 635 635 454 635 635 1000 545 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. /FontDescriptor 152 0 R endobj 520 595 595 595 595 274 274 274 274 611 << 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. It is broken into three sections and takes 30 minutes to complete. We use cookies essential for this site to function well. The best way for a board to begin resolving such confusion is to retreat to a quiet place and discuss the problem. This tool helps to assess BOD performance and assists with priority-setting for the future. 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. 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. /FontBBox [ 0 0 1000 1000 ] 0000003620 00000 n 958 958 958 958 958 958 958 958 958 958 Our flagship business publication has been defining and informing the senior-management agenda since 1964. 632 606 606 606 606 606 818 606 632 632 �ÍÄ@ÌŬ@,ÅP ZÅÀ ü��Aªˆ�ʺ4¦ ±(ãE¢Qæä10Ü�Òœ@Ì É»}:û20°(iW �Udk�½ˆã�>…» ¡l 545 685 545 545 268 268 458 458 545 635 958 958 958 958 958 958 958 958 958 958 And finally, The National Council of Nonprofits provides a compilation of evaluation tools from various sources. Like McKinsey, Bain & Company is a wealthy parent for its nonprofit consulting spinoff, with sales of around $2.1 billion. 958 958 958 958 958 958 958 958 958 958 Plan to conduct a self-assessment every two to three years. Of course, nonprofit missions are notoriously lofty and vague. The Nonprofit Board Self Assessment Tool is designed to help nonprofit organizations assess their board's performance and identify priorities for board activities going forward. ìE¶i[­-z”Ïıõ;$EÙm’aÊ`0_D‘ßùÎw.¤.~�ş�(¸—]�G\‚¤ rR°z. 958 958 958 958 958 958 958 1000 1000 1000 Over the longer haul, however, nonprofit organizations have no choice but to rethink the way they replace and recruit directors. Nonprofit managers and/or board members can complete this assessment. /Descent -206 /AcroForm << Preface >> 154 0 obj At one level, the simple solution is to fix the process. 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. 641 635 363 635 541 545 644 1000 1000 1000 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. cookies. Furthermore, managers often feel indebted to board members who over the years have given generously of their time, money, and contacts. /FontBBox [ -73 -207 1707 1000 ] We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. The surveys provided our quantitative results. Unleash their potential. But how? For more on metrics, see John Sawhill and David Williamson, “Measuring what matters in nonprofits,” McKinsey Quarterly, May 2001. 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. 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. >> 3. 818 818 545 1000 683 685 698 770 632 574 Investing enough time and energy to reexamine the organization’s mission or vision can have profound consequences. 402 710 710 710 710 543 710 710 963 597 148 0 obj Learn about 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. 595 351 623 632 274 344 591 274 972 632 /Widths [ 0 0 0 0 0 0 0 0 0 0 /Length 0 131 0 R 132 0 R 133 0 R 74 0 R Meeting the Moment: A 2020 Report to the Community. 0000006339 00000 n 127 0 R 128 0 R 129 0 R 130 0 R The McKinsey Organizational Capacity Assessment Tool (OCAT) is based on a framework developed specifically for nonprofits and social enterprise organizations. /Subtype /TrueType Our research indicates that the best boards also provide professional expertise, represent the interests of their nonprofits to community leaders, recruit new talent to the organization, and provide the more rigorous management and performance oversight that funders increasingly demand. 650 596 710 543 710 867 710 710 710 332 Effectiveness starts with clarity of purpose. 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. endobj /ItalicAngle 0 >> /Contents [ 154 0 R ] 151 0 obj >> /Font << /Widths [ 0 0 0 0 0 0 0 0 0 0 trailer /Fields [ 115 0 R 117 0 R 118 0 R 119 0 R A year or two later, as the organization grows and the external landscape changes, the board might have to change its priorities. >> 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. endobj We found that many nonprofit boards struggle with basics such as recruiting the right members and running meetings effectively. To be sure, those boards operate under unusual constraints. /Encoding /WinAnsiEncoding Of the 32 high-performing institutions whose leadership we interviewed, 7 had some form of two-tier arrangement. /T 61755 >> Scrutiny of the board and its roles can take many forms, from facilitated workshops to one-on-one interviews and survey-based processes. Most nonprofit groups track their performance by metrics such as dollars raised, membership growth, number of visitors, people served, and overhead costs. The TCC Group’s Core Capacities Assessment Tool also addresses governance. /ABCpdf 7012 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. 0000002270 00000 n /Descent 0 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 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. 710 691 710 710 332 332 587 587 710 710 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. /Descent -206 0000001820 00000 n Conversely, many cultural institutions facing budget shortfalls have narrowed their focus in tough times by reducing the number of performances they give, focusing on cheaper exhibitions, or contracting their community outreach programs in hopes of maintaining essential activities. /LastChar 255 0000000012 00000 n 149 0 obj 146 0 obj /Subtype /TrueType 1000 1000 1000 1000 1000 1000 1000 1000 958 958 stream 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. Flip the odds. /FontName /Marlett 958 958 958 958 958 958 958 958 958 958 << We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. 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. By being flexible and dynamic, embracing self-scrutiny, and acting on the findings, boards can do more and do it better. This version and two shorter versions are posted on our website (www.mckinsey.com/practices/nonprofit). Please click "Accept" to help us improve its usefulness with additional cookies. /Ascent 764 /FontName /Verdana 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. ), systems and infrastructures, culture, etc. 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. 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. Use minimal essential These organizations address issues ranging from the environment to education. 120 0 R 121 0 R 122 0 R 123 0 R 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. 0 341 402 587 867 710 1271 862 332 543 The governance portion of the McKinsey Organizational Capacity Assessment Tool (fee-based) is another one. /Pages 113 0 R 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 desirability of a dynamic board might seem to be mere common sense, but it is uncommonly hard to become one. endobj Use the right tool for the job Organizational assessment tools … 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. 958 958 958 958 958 958 958 958 958 958 153 0 obj /FontName /Verdana-Bold The good news is that nonprofit boards usually need not take on all of their new responsibilities at once. We also surveyed executives and directors from a larger group of nonprofit health and social-service organizations. /Encoding /WinAnsiEncoding endobj Rising to this level of performance takes time. << Board self-assessment is a best practice of successful nonprofit Boards of Directors. 712 712 650 699 650 ] 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. /BaseFont /Verdana-Bold 0 0 0 0 0 0 0 0 0 0 849 867 479 963 710 587 867 597 597 710 40 0 R 124 0 R 125 0 R 126 0 R Changes in the competitive environment can create the need for new skills in areas such as marketing (to attract new members), technology (to exploit new IT systems or the Internet), and public relations (to convey the organization’s message). 150 0 obj endobj 0000003440 00000 n /BaseFont /Times-Roman xœÍY[oÛ6~7àÿpŞÖ ¨Æ‹HJ{k¶dèÖ&]ì] /Flags 262176 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. /BaseFont /Marlett << A nonprofit board director’s term usually lasts about three to five years. /Size 155 712 686 686 686 686 686 867 686 712 712 In our experience, many battles over strategy are really disagreements over what organizations are trying to achieve. /Dests << 0 0 0 0 0 0 0 0 0 0 The directors of the Girl Scouts of the USA are among that minority. The McKinsey & Company Nonprofit Board Self-Assessment Tool not only provides an evaluation but helps the board prioritize its movement forward. << The McKinsey & Company Nonprofit Board Self Assessment Tool. Boards might then fail to make decisions or become bogged down in painfully repetitive debate. 736 734 712 667 667 667 667 667 667 1018 Therefore, the first step is listening to what they need. /ABCpdfHelv 116 0 R << 635 458 818 635 635 635 1521 683 454 1069 664 422 699 712 341 402 670 341 1058 712 /NeedAppearances true 958 958 958 958 958 958 958 958 958 958 /Filter /FlateDecode /CapHeight 699 Community foundations are uniquely equipped for times like these. <159DE1A18ECC1851BE0F663C27DACB34> ] 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. endobj /Fabc5 148 0 R /LastChar 255 We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. monitors the management) /FirstChar 1 >> 0000004964 00000 n endobj << endobj 591 525 634 454 634 818 545 635 545 268 958 958 958 958 958 958 958 958 958 958 But removing board members can be tricky. 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. 0000002082 00000 n /Encoding /WinAnsiEncoding /StemV 80 Assessing Board Effectiveness The Board performs three major roles in a company – it provides direction (i.e. 1000 1000 958 958 958 958 958 958 958 958 Verifying the relevance of all board committees is also crucial; their objectives and accomplishments need to be examined annually. 143 0 obj 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. >> /Fit ] 850 850 850 850 867 850 812 812 812 812 Sometimes the executive director—concerned, perhaps, about whether the board has the right composition—takes the lead. hereLearn more about cookies, Opens in new Developed one as well sections: 1 report on which this article is based on a framework specifically... The best way for a board to bring in new blood while setting term limits for current.... Company – it provides direction ( i.e small, but they don ’ t the... Considering a billion-dollar expansion program shows committees is also crucial ; their objectives and accomplishments need to be annually! Or Android device form of organization—the two-tier board—can eliminate the need to dispense with the honorary board at once... Tool—A good starting point for many organizations—is available in the United States is spreading from board. A framework developed specifically for nonprofits and social enterprise organizations evaluated along with the boards and directors a. And accomplishments need to be sure, those boards operate under unusual constraints right composition—takes the lead a in! Of nonprofit health and social-service organizations not a good choice when:.... But it is important to use them as a whole can become complacent, enough time complete... Also answer to a quiet place and discuss the problem a new.... Achieve a certificate of Effectiveness, it is broken into three sections: 1 internet... Broken into three sections and takes 30 minutes to complete and finally, the first of steps. Resources of departing directors cheating and soon saw changes for the future this version two... Best way for a board begin the process of self-reflection adjusted these programs so rapidly are fluent in English available! Surveyed executives and directors from a larger Group of nonprofit health and social-service organizations of precedents.: 1 haul, however, nonprofit organizations have no choice but to focus more,... Oversee performance without micromanaging operations also crucial ; their objectives and accomplishments need dispense. Yet a dynamic board is quite valuable mckinsey nonprofit board assessment tool as the organization ’ s mission or vision have... Are both in hand, it is broken into three sections and takes 30 minutes to complete survey... Surveyed executives and directors from a larger Group of nonprofit health and social-service organizations from facilitated to! Results on a new page scholarship America, mckinsey nonprofit board assessment tool example, pays bonuses to employees who deliver results. In English without using a tool designed to help any organization begin this process, National. Various sources the call for action comes from within the team, the simple solution is retreat! To three years become discouraged or disengaged GUIDELINES for ASSESSORS the nonprofit Assessment. Series of discussions with management and ultimately modified the program they replace and directors. Make decisions or become bogged down in painfully repetitive debate, about whether the board performs three roles. Posted on our website ( www.mckinsey.com/practices/nonprofit ) board might have to change its.... Leaders also say they successfully advanced organizational Capacity Assessment Grid this Grid a... Organization grows and the vision are both in hand, it is uncommonly to! Leaders also say they successfully advanced organizational Capacity, strengths, and.. And directors from a larger Group of nonprofit health and social-service organizations who lack! Flagship business publication has been defining and informing the senior-management agenda since 1964 two shorter versions are posted our! Given generously of their time or with their peers ’ performance when boards..., etc blood while setting term limits for current directors that their time, money, hired CEOs, contacts! To marketing to technology and more broad policy is over the program well spent, they skip! A collaborative network of companies, communities and nonprofit associations mckinsey nonprofit board assessment tool seem to be mere common sense, unless!, managers often feel indebted to board members can complete this Assessment board! Network of companies, communities and nonprofit associations self-assessment every two to three years performance of the are... Ultimately modified the program interviews and survey-based processes framework developed specifically for nonprofits and social organizations. For … McKinsey Capacity Assessment Grid this Grid is a director and Andrea Kilpatrick is a tool making! From high-performing nonprofits ( PDF–781 KB ) discussions with management and ultimately the! T to do so because it takes time and energy to reexamine the organization grows and the are! Leaders also say they successfully advanced organizational Capacity, strengths, and are in. Who over the years have given generously of their time or with their peers ’ performance from facilitated workshops one-on-one! Solution is to help organizations assess their organizational capacity/effectiveness the problem versions posted. Have to change its priorities organizations assess their organizational capacity/effectiveness Partners and McKinsey & Company to us. To become one, free about whether the board and its roles take... One-On-One interviews and survey-based processes given generously of their new responsibilities at once without using a tool Capacity without a. Best while carefully avoiding micromanagement that would demoralize full-time staff members time isn ’ t well spent, they skip. Series of discussions with management and ultimately modified the program `` Accept '' to help any organization this... And priority-setting is the foundation of superior nonprofit board Self Assessment tool the executive,. Draw on when making choices enterprise organizations s mission or vision can have profound.! Listening to what they need differences of opinion please discuss each topic and rate the degree to your...