ASSESSING YOUR ORGANIZATION'S HEALTH
A Diagnostic Tool

Periodically an organization's leadership may find it helpful to give the organization a health checkup. Board and staff should be involved in this process. Here are some questions you might find useful to ask:

1. Are we clear about our mission? Our vision for the future?

2. Do we have a strategic plan that will help us achieve our vision? Has this strategic plan been translated into a short term operating plan with specific goals, tasks, assigned responsibilities and a timeline?

3. Are our programs and staffing patterns aligned with our strategic plan? If not, what programs can we eliminate or change? Do we need to reassign staff to increase alignment with our strategic direction? Do we need to hire staff members for new or different roles? Do we have a clear process for deciding what programs to add or change?

4. Is our infrastructure sufficient to support our organization's work? Specifically, do we have in place:

a. A good and accurate database that everyone knows how to use and actually uses
b. A timesheet process to track how staff are spending their time
c. An employee handbook that spells out the rules governing our organization
d. An adequate benefits and compensation plan that rewards employees and encourages them to stay committed to the organization
e. A performance appraisal system that helps employees develop their skills, meet their personal development goals and perform effectively
f. A clear filing system that allows us to find information that we need to run the organization?

5. Are our financial systems adequately developed? Do we have an annual budgeting process that is tied to our strategic direction? Do we use a computerized accounting system that is customized to our specific funding requirements and includes a monthly reporting and analysis process? Do we have adequate financial controls? Are tax filings and an audit done on a timely basis?

6. Is our board the right board for this organization? Do we have enough people on the board with the right skill sets? Are board members clear about what they are supposed to be doing and about expectations for attendance at board meeting, financial contributions, participation in organizational fund raising, etc.? Is our board diverse and representative of our constituency in terms of its demographics? Do we make good use of board committees? Do we have term limits for board members? Do we have a clear process for nominating and selecting new board members? Do we do a board self-evaluation on a regular basis?

7. Is our communication system transparent and sufficient? Do staff members receive the information they need to do their jobs? Do board members receive information in a timely manner so that board meetings can most used effectively? Do other constituents of the organization and the community receive regular communications about our work?

8. Do we have a process for marketing our organization and publicizing its accomplishments? Do we have marketing and PR plans that we actually follow?

9. What are we doing to develop and support our staff?

10. Do we made good use of volunteers? Do we have a process for recruiting and training volunteers? Is someone responsible for coordinating and managing volunteers?

11. Do we have a strategic development plan? Do we maintain good and regular communication with our funders? Are our funds sufficient to carry out our current programs? To accomplish our vision? What are we doing to increase the continuation of our funding? Is our funding mix diverse enough to weather changes in the funding climate? What will we do if our funding gets cut?

12. Have we given enough consideration to the issue of time management and work/family balance? Do staff members constantly feel overworked, or do they have an adequate balance between their work lives and lives outside the office? What do we do to ensure that staff do not burn out?

13. Have we thought about succession planning, and do we have a succession planning process in plan? Are we putting a small amount of money away every month to cover the costs of executive transition?