Tracy Family Foundation – A Legacy of Generosity

Nonprofit Roadmap

A Framework for Organizational Excellence

1Intro

2Leadership

3Management

4Planning

5Finances

6Learning

7Internal Rev

8External Rev

9Final

High performance in nonprofit organizations leads to more meaningful, measurable impact in communities. The Tracy Family Foundation designed the Nonprofit Roadmap to help organizations assess their current performance and to see a roadmap for how they can improve.

The assessment is designed to be taken by Executive leaders or Board members within an organization and can be completed together as a group or individually. Questions should be answered honestly based on present practices. The results of your assessment will only be accessible to you and the Tracy Family Foundation and will not be used as criteria for grant awards. The Nonprofit Roadmap was designed to help your organization achieve excellence.

The Nonprofit Roadmap will assess 7 Pillars of organizational excellence: Leadership, Management, Planning, Finances, Learning, Internal Review, and External Review. The assessment should take less than 30 minutes to complete. Once you are finished, you’ll receive an email report with a record of your evaluation and instructions on how to get started on your improvement journey.

From ‘The Performance Imperative: A framework for social-sector excellence,’ developed collaboratively by the Leap of Reason Ambassadors Community, licensed under CC BY ND https://creativecommons.org/licenses/by-nd/4.0/. For more information or to view the original product, visit https://leapambassadors.org/performance-imperative/.

Organization Name(Required)

Contact(Required)

First Last

Organization Role

Email(Required)

Instructions:

Please review the descriptions and select the description that BEST describes your current organization practices.
If you have not started in an area or are unsure, select “Not started/Unsure.

1. Courageous, Adaptive Executive and Board Leadership

1.1 Board Member Selection

How are your Board members identified and selected?

Not Started/Unsure

Developing

Board members are identified and selected through an informal process based upon what present board members know about them.

Operational

Board members are identified and selected through some general criteria that is linked to the organization’s needs and goals.

Advancing

Board members are identified and selected based upon clear criteria, but the organization struggles to find the board members it needs.

Excelling

Board members are identified and selected based upon clear criteria and the organization’s board is full and functioning at a high level.

1.2 Board Member Expectations

How clear are your Board member expectations?

Not Started/Unsure

Developing

There are informal expectations for board members, but no written expectations. The board only complies with the basic requirements of the by-laws.

Operational

There are very general written expectations for board members, but they are rarely discussed.

Advancing

There are written expectations for board members to give financially to the organization, attend meetings, and serve on committees, but they are not enforced.

Excelling

There are comprehensive written expectations for board members and the board chair addresses board members that are not meeting expectations.

1.3 New Board Member Orientation

How does your Board provide orientation for new members?

Not Started/Unsure

Developing

The board chair meets with new board members for a brief conversation, but the organization has no board orientation materials.

Operational

New board members receive some general information about the organization and how the board functions.

Advancing

The board chair walks new board members through a board orientation packet that includes board responsibilities, board member expectations, and an overview of the organization.

Excelling

The board chair walks new board members through a board orientation packet and board members are provided with annual professional development resources to help them be an effective board member.

1.4 Executive Leadership Evaluations

How do you conduct executive leadership evaluations?

Not Started/Unsure

Developing

The board conducts an informal review conversation with the organization’s executive leadership on an annual basis.

Operational

The board uses a staff review template to review the organization’s executive leadership on an annual basis, but it does not provide specific feedback or goals.

Advancing

The board reviews the executive leadership at least annually and their review closely aligns with the organization’s strategic goals and objectives for the year.

Excelling

The board review process is collaborative and involves an executive leader self-evaluation, board input, and staff input. Specific actionable goals arise from the review.

1.5 Community Partnerships

How well does your Board engage in community partnerships?

Not Started/Unsure

Developing

The board and executive leadership have a desire to partner with others in the community, but do not have any formal partnerships that further their work.

Operational

The board and executive leadership consult with other organizations for some things, but do not have any formal partnerships that further their work.

Advancing

The board and executive leadership regularly meet with other organizations and collaborate on ways that they can complement each other’s work.

Excelling

The board and executive leadership have developed multiple partnerships with other organizations in the community and strategize together on how to maximize impact.

2. Disciplined, People-focused Management

2.1 Feedback for Executive Leadership

Does executive leadership seek feedback or input from other staff, Board, or volunteers?

Not Started/Unsure

Developing

Executive leadership rarely seeks feedback or input from staff, board, or volunteers.

Operational

Executive leadership seeks feedback or input from staff, board, or volunteers, but rarely uses the information to guide decisions.

Advancing

Executive leadership seeks feedback or input from staff, board, or volunteers, and occasionally uses the information to guide decisions.

Excelling

Executive leadership seeks feedback or input from staff, board, or volunteers and regularly uses the information to guide decisions.

2.2 Professional Development

How often does executive leadership and staff engage professional development?

Not Started/Unsure

Developing

There is little commitment to professional development for executive leadership and staff.

Operational

The executive leadership and staff participate in one professional development opportunity per year.

Advancing

The executive leadership and staff participate in more than one professional development opportunity per year.

Excelling

The executive leadership and staff have an annual comprehensive individual professional development plan.

2.3 Staff Evaluation

How often do you ensure staff evaluation, coaching, and feedback?

Not Started/Unsure

Developing

Staff feedback, coaching, and evaluation happen inconsistently.

Operational

Staff feedback, coaching, and evaluation happen annually, but only vague goals or objectives are set.

Advancing

Staff feedback, coaching, and evaluation engages and develops staff, helping them to set measurable goals and objectives, but lacks consistent accountability.

Excelling

Staff feedback, coaching, and evaluation occur regularly throughout the year and staff report on their progress towards their goals and objectives.

2.4 Staff Compensation and Benefits

How well does your organization review and benchmark compensation and benefits?

Not Started/Unsure

Developing

Organization does no formal staff compensation benchmarking and operates with lower than average salaries and benefits for staff.

Operational

Organization benchmarks staff compensation, but operates with lower than average salaries and/or benefits for staff.

Advancing

Organization benchmarks staff compensation and operates with either average salaries or benefits for staff.

Excelling

Organization benchmarks staff compensation and operates with both average or greater salaries and benefits for staff.

2.5 Staff and Volunteer Recognition

How well does the organization recognize employee and volunteer contributions?

Not Started/Unsure

Developing

Other than annual pay increases, organization has no other organized structured methods for recognizing staff and volunteers.

Operational

Organization has an annual structured recognition event where staff and volunteers are honored together.

Advancing

In addition to an annual event, individual staff and volunteers are sporadically recognized for their contributions and/or service to the organization’s impact.

Excelling

A structured system exists for recognizing individual staff and volunteers for their specific contributions and/or service to the organization’s impact.

3. Well-designed and Well-implemented Programs and Strategies

3.1 Program Evaluation

Does your organization evaluate and review existing program strategies?

Not Started/Unsure

Developing

Current and existing program strategies have been used for the past several years, but have only been evaluated by others for effectiveness or relevance.

Operational

Current and existing program strategies are infrequently evaluated to ensure that they align with current research and best practices.

Advancing

Some new program strategies have been implemented because of new research or best practice evidence.

Excelling

All programs and strategies have a current research and evidence-based model or best practice that they are based upon.

3.2 Program and Need Alignment

How aligned are your organization programs with your target population?

Not Started/Unsure

Developing

Staff and board have identified a target population for programs, but do not fully understand their capacity to serve that population.

Operational

Staff and board understand some about their target population for programs and the capacity of their organization to serve that population.

Advancing

Staff and board deeply understand their target population for programs and informally and reactively evaluate program strategies and relevance.

Excelling

Staff and board deeply understand their target population for programs and have a structured method for evaluating program strategies and relevance.

3.3 Diversity, Equity, and Inclusion

What has your organization done to increase Diversity, Inclusion and Equity?

Not Started/Unsure

Developing

Staff and board are aware of diversity, but do not train or seek training to increase their level of understanding.

Operational

Staff and board have participated in some training on diversity, but have not taken any pro-active action to be inclusive.

Advancing

Staff and board have participated in training on diversity, and have taken preliminary steps to implement their learning so that their organization is more inclusive for staff and consumers.

Excelling

Staff and board have formal policies and processes to ensure that diverse staff and consumers are fully included in all aspects of the organization and programming.

3.4 Understanding of Consumer

How well do your organization leaders know your consumers and their needs?

Not Started/Unsure

Developing

Staff and board have some interaction with program consumers and are generally friendly and cordial.

Operational

Staff and board introduce themselves to some program consumers and occasionally ask consumers whether programs are helpful.

Advancing

Staff and board personally know some program consumers and regularly listen to understand how consumers are experiencing programs.

Excelling

All programs and strategies are understood through consumers’ eyes and intentional strategies are in place to maximize empathy, respect, and dignity for consumers.

3.5 Communication of Impact

How well does your organization communicate its impact?

Not Started/Unsure

Developing

Organization has weak and outdated website, little social media presence, and rarely shares stories of the organization’s impact publicly.

Operational

Organization’s website and social media provide accurate and up-to-date information about the organization, but there is no strategy in place to drive interaction.

Advancing

Organization’s website, social media, and traditional media are used to share highlights of programs and to communicate upcoming events, but the planning is short term and decisions are made on the fly.

Excelling

The organization has a comprehensive website, social media, and traditional media plan that includes a process for creating regular content and a schedule of when content will be shared.

4. Financial Health and Sustainability

4.1 Annual Budget Process

How collaborative and strategic is the formation of your annual budget?

Not Started/Unsure

Developing

The organization has an annual budget, but the budget is almost always a duplication of the previous year with little stakeholder engagement, strategic planning, or innovation.

Operational

The organization has an annual budget and the budget modestly changes from the previous year with some stakeholder engagement, strategic planning, or innovation.

Advancing

Executive leadership, the board, and key stakeholders are involved in the budget formation process and some of the budget is based upon the organization’s strategic plan, revenue forecast, and desired innovations.

Excelling

Executive leadership, the Board, and key stakeholders are involved in the budget formation process and the budget’s priorities align with the organization’s strategic plan, revenue forecast, and desired innovations.

4.2 Cash Reserves

Does your organization have sufficient cash reserves?

Not Started/Unsure

Developing

The organization has enough cash reserves to operate for 1 month with no revenue.

Operational

The organization has enough cash reserves to operate for 2-3 months with no revenue.

Advancing

The organization has enough cash reserves to operate for 3-5 months with no revenue.

Excelling

The organization has enough cash reserves to operate for 6 or more months with no revenue.

4.3 Sources of Revenue

How diverse are your sources of revenue?

Not Started/Unsure

Developing

Organization is dependent upon only a few significant sources of revenue and rarely adds new sources.

Operational

Organization has more than a few significant sources of revenue and occasionally adds new sources.

Advancing

Organization has many significant sources of revenue and nets 1 new significant source each year.

Excelling

Organization has many significant sources of revenue and nets multiple new significant sources each year.

4.4 Fundraising Strategy

How organized and strategic are your fundraising efforts?

Not Started/Unsure

Developing

Organization has a basic process for managing donors, limited marketing and communication with donors, and at least one annual fundraiser with some revenue.

Operational

Organization has a coordinated system for managing donors, some intentional marketing and communication with donors, and at least one annual fundraiser with significant revenue.

Advancing

Organization has donor management software, but are still working towards full utilization, comprehensive marketing and communication with donors, and multiple fundraisers with significant revenue.

Excelling

Organization fully utilizes donor management software, has a comprehensive marketing and communication plan, and has multiple high-revenue fundraising events.

4.5 Leader Fundraising

How do Board and executive leaders contribute to Fundraising efforts?

Not Started/Unsure

Developing

Few executive leaders and board members volunteer or contribute financially to the organization, and rarely recruit volunteers or solicit donations from the general public.

Operational

Some executive leaders and board members volunteer or contribute financially to the organization, and occasionally recruit volunteers and solicit donations from the general public.

Advancing

The majority of executive leaders and board members volunteer or contribute financially to the organization, and recruit volunteers and solicit donations from the general public.

Excelling

100% of executive leaders and board members volunteer and contribute financially to the organization, and recruit volunteers and solicit donations from the general public.

5. A culture that values learning

5.1 Consumer Feedback

How does your organization seek consumer feedback?

Not Started/Unsure

Developing

Organization has very little in place to garner consumer, staff or stakeholder feedback.

Operational

Organization has feedback tools and processes, but they are infrequently used to listen and learn from consumers, staff, and stakeholders.

Advancing

Organization has feedback tools and processes and they are used to listen and learn from consumers, staff, and stakeholders.

Excelling

Organization has feedback tools and processes, they are used to listen and learn, results are shared, and organization responds with needed changes to programs.

5.2 Performance Evaluation

How well and often does your organization evaluate and reflect upon its performance?

Not Started/Unsure

Developing

Organization has very little structure in place to step back, reflect, and evaluate consumer feedback, relevance of programs, or strategic plan.

Operational

Organization has an annual time with key staff and board to step back, reflect, and evaluate consumer feedback, relevance of programs, and strategic plan.

Advancing

Key staff and board annually, and sporadically throughout the year, step back, reflect, and evaluate consumer feedback, relevance of programs, and strategic plan.

Excelling

Key staff and board annually, and at regularly scheduled times throughout the year, step back, reflect, and evaluate consumer feedback, relevance of programs, and strategic plan.

5.3 Strategic Plan Utilization

How well does your organization utilize its strategic plan?

Not Started/Unsure

Developing

Organization has an outdated strategic plan and is not approaching their future strategically.

Operational

Organization has a current strategic plan, but it lacks actionable time-sensitive goals and is rarely consulted for key organizational decisions.

Advancing

Organization has a strong strategic plan with actionable time-sensitive goals, but they are not holding themselves accountable to the plan’s progress.

Excelling

Organization has a strong strategic plan with actionable time-sensitive goals and are regularly assessing their progress with staff, board, and key stakeholders.

5.4 Peer Learning

Does your organization engage peer organizations for learning?

Not Started/Unsure

Developing

The organization has very few or weak relationships with similar organizations and rarely learns from peer organizations.

Operational

The organization has a few relationships with similar organizations, but learning from those peer organizations is marginal.

Advancing

Organization has some relationships with similar organizations and occasionally seeks them out for support and advice.

Excelling

Organization has several relationships with similar organizations and has regularly scheduled time to discuss strengths, weaknesses, opportunities, and threats.

5.5 Innovation

Does your organization innovate to better serve consumers?

Not Started/Unsure

Developing

Organization is primarily reactive and rarely entertains innovative or creative ideas.

Operational

Organization entertains innovative and creative ideas, but struggles to take steps to implement them.

Advancing

Organization seeks innovative and creative ideas and occasionally implements them in programming.

Excelling

Organization has a culture of pursuing innovative and creative ideas and regularly implements them into programming.

6. Internal Monitoring for Continuous Improvement

6.1 Outcome Measurement

Does your organization have tools and processes to measure program and mission effectiveness?

Not Started/Unsure

Developing

Tools and processes to measure program and mission effectiveness are not fully utilized and only some outputs and outcomes are measured.

Operational

Tools and processes to measure program and mission effectiveness are rarely present, and outputs and outcomes are rarely utilized to guide programs and strategies.

Advancing

Tools and processes to measure program and mission effectiveness are sporadically used, and outputs and outcomes are only sporadically utilized to guide programs and strategies.

Excelling

Tools and processes to measure program and mission effectiveness are regularly used, and outputs and outcomes are regularly utilized to guide programs and strategies.

6.2 Use of Data

How does your organization use data to guide decision-making?

Not Started/Unsure

Developing

Organization collects some data, but the data is not organized in a visual program tracking dashboard or regularly used for decision making.

Operational

Organization collects a significant amount of quality data and reports some of the data on an annual basis to board and staff through basic charts and graphs.

Advancing

Organization collects a significant amount of quality data and reports most of the data several times a year to board and staff through a visual dashboard that is used for decision-making.

Excelling

Organization collects key data that consistently drives the organization’s decision-making and reports the data at least monthly to board and staff through a visual dashboard.

6.3 Growth Mindset

Do your organization leaders have a growth mindset?

Not Started/Unsure

Developing

Staff and board have a desire to improve organization programs and strategies, but spend most of their time on maintaining present practices.

Operational

Staff and board occasionally improve organization programs and strategies, but only when a crisis or significant issue prompts the improvements.

Advancing

Staff and board occasionally set aside time each year to review organization frustrations and to strategize about changes that could be made to organization programs and strategies.

Excelling

Staff and board very rarely blame organization frustrations on outside influences and are consistently looking for improvements that can be made to organization programs and strategies.

6.4 Capacity Building

How well does your organization build capacity to accomplish its mission?

Not Started/Unsure

Developing

Organization understands that there are changes that must be made to build its capacity to accomplish its mission, but has taken few steps to build capacity.

Operational

Organization makes modest improvements to its systems and structures to build its capacity, but has no capacity building plan.

Advancing

Organization has analyzed its present capacity to accomplish its mission and has a capacity building plan, but has only made some improvements to its systems and structures.

Excelling

Organization has a comprehensive capacity building plan and regularly makes improvements to systems and structures to help the organization accomplish its mission now and into the future.

6.5 Financial Transparency

How transparent is your organization with leaders about its financial health?

Not Started/Unsure

Developing

Some financials are shared with the board, but most board members do not understand the information and ask few questions. If needed, an annual audit is either not conducted or not reviewed by the full board.

Operational

Full financials are shared with the board, but most board members do not understand the information and ask few questions. If needed, an annual audit is conducted, but only some board members review it closely.

Advancing

Full financials are shared with the board and the majority of board members understand the information and ask questions. If needed, an annual audit is conducted and most board members review it closely.

Excelling

Full financials are shared with the board and most board members understand the information, ask questions, and engage the annual audit. All key stakeholders know the organization’s financial health.

7. External Evaluation for Mission Effectiveness

7.1 External Evaluation Tools

How well does your organization evaluate its effectiveness with an external tool?

Not Started/Unsure

Developing

Organization has very rarely used any form of external assessment as a means of planning.

Operational

Organization has taken the iCAT or a comparable assessment but has not used the assessment results for planning.

Advancing

Organization has taken the iCAT or a comparable assessment and has taken steps to improve in some areas indicated.

Excelling

Organization takes the iCAT or a comparable assessment at least every other year and consistently uses the results to guide planning.

7.2 External Threats and Opportunities

How well does your organization evaluate external threats and opportunities?

Not Started/Unsure

Developing

Organization primarily focuses on its internal strengths and weaknesses and rarely examines external opportunities and threats.

Operational

Organization understands some opportunities and threats presented by their environment, but rarely adapts programs and strategies to address them.

Advancing

Organization dedicates staff and board time to identifying opportunities and threats presented by their environment and allows them to inform some programs and strategies.

Excelling

Organization dedicates regular staff and board time to identifying opportunities and threats presented by their environment and they inform most programs and strategies.

7.3 Public Feedback

How well does your organization gather public feedback and communicate changes?

Not Started/Unsure

Developing

Organization has very rarely used any specific strategy to measure public perception and relies on anecdotal feedback.

Operational

Organization conducts an annual survey to gather public feedback on programs and services.

Advancing

Organization has some internal processes to regularly gather public feedback on programs and services, but rarely communicates any impact of that feedback on the organization.

Excelling

Organization has multiple processes to regularly gather public feedback on programs and services and consistently communicates changes that are made based upon that feedback.

7.4 Learning from Experts

How well does your organization learn from experts?

Not Started/Unsure

Developing

Organization consults with experts when a crisis arises, but has no strategy to obtain expert feedback on a regular basis.

Operational

Organization occasionally consults with experts for large projects or when there is no internal expertise to handle a particular situation.

Advancing

Organization has a relationship with several key experts in their field and seeks their counsel on some programs and strategies.

Excelling

Organization has relationships with many key experts in their field and regularly seeks their counsel and review of programs and strategies.

7.5 Telling Story of Impact

How well does your Board and staff tell your story of impact?

Not Started/Unsure

Developing

Board and staff understand what the organization does and the value it adds, but do not explain it in a consistent and compelling way.

Operational

Board and staff can communicate what the organization does and the value it adds, but rely on the organization’s vision and missions statements.

Advancing

Board and staff communicate what the organization does and the value it adds through individual personal stories about the organization’s impact.

Excelling

Board and staff share personal experiences of the organization’s impact and also tell an intentional, consistent and compelling organizational story in all communications.

You’re almost done!

Please click the “Save & Complete Assessment” Button below to save your answers.
We’ll calculate your score and send the results via email.

Results Summary

We’ve calculated your pillar summary scores below.

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P1: Leadership

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P2: Management

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P3: Planning

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P4: Finances

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P5: Learning

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P6: Internal Review

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P7: External Review

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Total Score

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Pillars for Improvement

Below are the pillar areas your organization needs to work on. This will be included in your PDF

1.1 Board Member Selection

1.2 Board Member Expectations

1.3 New Board Member Orientation

1.4 Executive Leadership Evaluations

Community Partnerships

2.1 Feedback for Executive Leadership

2.2 Professional Development

2.3 Staff Evaluation

2.4 Staff Compensation and Benefits

2.5 Staff and Volunteer Recognition

3.1 Program Evaluation

3.2 Program and Need Alignment

3.3 Diversity, Equity, and Inclusion

3.4 Understanding of Consumer

3.5 Communication of Impact

4.1 Annual Budget Process

4.2 Cash Reserves

4.3 Sources of Revenue

4.4 Fundraising Strategy

4.5 Leader Fundraising

5.1 Consumer Feedback

5.2 Performance Evaluation

5.3 Strategic Plan Utilization

5.4 Peer Learning

5.5 Innovation

6.1 Outcome Measurement

6.2 Use of Data

6.3 Growth Mindset

6.4 Capacity Building

6.5 Financial Transparency

7.1 External Evaluation Tools

7.2 External Threats and Opportunities

7.3Public Feedback

7.4 Learning from Experts

7.5 Telling Story of Impact

Name

This field is for validation purposes and should be left unchanged.

50471

Nonprofit Roadmap

A Framework for Organizational Excellence

Instructions:

Please review the descriptions and select the description that BEST describes your current organization practices. If you have not started in an area or are unsure, select “Not started/Unsure.

1. Courageous, Adaptive Executive and Board Leadership

2. Disciplined, People-focused Management

3. Well-designed and Well-implemented Programs and Strategies

4. Financial Health and Sustainability

5. A culture that values learning

6. Internal Monitoring for Continuous Improvement

7. External Evaluation for Mission Effectiveness

You’re almost done!

Please click the “Save & Complete Assessment” Button below to save your answers. We’ll calculate your score and send the results via email.

Results Summary

We’ve calculated your pillar summary scores below.

Pillars for Improvement

Please review the descriptions and select the description that BEST describes your current organization practices.
If you have not started in an area or are unsure, select “Not started/Unsure.

Please click the “Save & Complete Assessment” Button below to save your answers.
We’ll calculate your score and send the results via email.