When its board focused on impact (measured by the number of incidents that involved fighting and cheating) rather than on activities (the number of schools visited and workshops held), it learned that its student-oriented programs helped reduce the level of violence in schools but not the level of cheating. << McKinsey’s Capacity Assessment Grid This grid is a tool designed to help organizations assess their organizational capacity/effectiveness. endobj How can a board begin the process of self-reflection? << This web-based tool defines nonprofit capacity across ten elements—from vision/mission to leadership to marketing to technology and more. 736 734 712 667 667 667 667 667 667 1018 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. This version and two shorter versions are posted on our website (www.mckinsey.com/practices/nonprofit). endobj The board of Scholarship America, for instance, routinely reviews individual decisions for consistency with its overall purpose: providing financial and academic support to students. /Descent -206 /FontBBox [ -49 -206 1446 1000 ] >> 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 << /Resources << /FirstChar 0 Please try again later. See The Dynamic Board: Lessons from High-Performing Nonprofits (PDF–781 KB). /Flags 4 /Subtype /TrueType /FontBBox [ -73 -207 1707 1000 ] 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. /ABCpdf 7012 >> /Type /FontDescriptor /Fabc10 150 0 R Yet only about 40 percent of the nonprofit executives and directors we surveyed said that their boards played an active role in this work, and some of them, fearing that board members would become distracted by day-to-day minutiae, even questioned whether they should. /LastChar 255 606 623 623 426 520 394 632 591 818 591 0 0 0 0 0 0 0 0 0 0 850 782 710 681 812 763 1128 763 736 691 /FontDescriptor 149 0 R Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. 867 867 616 963 776 761 723 830 683 650 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. Please discuss each topic and rate the degree to which your organization has achieved the stated goal. /Fabc5 148 0 R monitors the management) hereLearn more about cookies, Opens in new 543 689 543 867 710 710 667 699 588 699 %PDF-1.1 /ImageB 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. 144 0 obj Flip the odds. These problems might seem small, but unless they are addressed, directors may become discouraged or disengaged. If they feel that their time isn’t well spent, they might skip meetings or tune out. 0000004853 00000 n /Font << Even a nonprofit organization with a clear mission and vision may find that certain directors no longer meet its needs: as it expands and matures, for example, it might find that its founding board members lack relevant professional or fund-raising expertise. 958 958 958 958 958 958 958 958 958 958 A nonprofit board director’s term usually lasts about three to five years. 134 0 R 135 0 R 136 0 R 137 0 R Please use UP and DOWN arrow keys to review autocomplete results. >> The organization quickly offered teachers and principals workshops that focused on the reduction of cheating and soon saw changes for the better. 0000003620 00000 n 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. 143 0 obj Paul Jansen is a director and Andrea Kilpatrick is a consultant in McKinsey’s San Francisco office. /BaseFont /Times-Roman 145 0 obj /CapHeight 699 These metrics are certainly important, but they don’t measure the real success of an organization in achieving its mission. �ÍÄ@ÌŬ@,ÅP ZÅÀ ü��Aªˆ�ʺ4¦ ±(ãE¢Qæä10Ü�Òœ@Ì É»}:û20°(iW �Udk�½ˆã�>…» ¡l 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. 147 0 obj 591 525 634 454 634 818 545 635 545 268 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. 0 0 0 0 0 0 0 0 0 0 >> An often overlooked one is for board members to upgrade their skills through training. << << 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. 0000001071 00000 n Yet a dynamic board is quite valuable, as the experience of a major environmental nonprofit considering a billion-dollar expansion program shows. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. 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. 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. >> 0000001820 00000 n >> 686 699 699 497 593 455 712 649 979 668 /Contents [ 154 0 R ] 152 0 obj /ItalicAngle 0 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. 500 500 500 500 500 500 500 500 1000 1000 /Flags 262176 Effectiveness starts with clarity of purpose. >> For more on metrics, see John Sawhill and David Williamson, “Measuring what matters in nonprofits,” McKinsey Quarterly, May 2001. 818 818 545 1000 683 685 698 770 632 574 McKinsey Capacity Assessment Grid —PDF, free. The corporate-governance debate in the United States is spreading from the for-profit to the nonprofit world. /Type /XRef /BaseFont /Marlett >> 616 776 776 776 776 776 776 1093 723 683 Digital upends old models. /Type /Font >> /Ascent 764 721 710 361 710 597 597 849 1181 1181 1181 To be sure, those boards operate under unusual constraints. 615 605 620 600 600 600 600 600 600 955 /Type /Catalog Of the 32 high-performing institutions whose leadership we interviewed, 7 had some form of two-tier arrangement. A year or two later, as the organization grows and the external landscape changes, the board might have to change its priorities. A free online tool published by Venture Philanthropy Partners and McKinsey & Company to help nonprofits assess organizational capacity, strengths, and weaknesses. (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.) In some jurisdictions, the directors are also evaluated along with the Boards. /BaseFont /Verdana-Bold BoardSource publishes several board assessment tools, and your consultant may very well have developed one as well. 595 351 623 632 274 344 591 274 972 632 Unleash their potential. The best way for a board to begin resolving such confusion is to retreat to a quiet place and discuss the problem. As a result, the board had a series of discussions with management and ultimately modified the program. 545 683 683 683 683 683 683 984 698 632 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. 1000 1000 1000 1000 1000 1000 1000 1000 958 958 /StemV 80 /FontName /Verdana-Bold Community foundations are uniquely equipped for times like these. 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. 958 958 958 958 958 958 958 958 958 958 >> Don't miss this roundup of our newest and most distinctive insights, Select topics and stay current with our latest insights, By Paul J. Jansen and Andrea R. Kilpatrick. 153 0 obj cookies. Our flagship business publication has been defining and informing the senior-management agenda since 1964. The surveys provided our quantitative results. 958 958 958 958 958 958 958 958 958 958 Nonprofit leaders also say they successfully advanced organizational capacity without using a tool. 710 587 1048 710 710 710 1777 710 543 1135 endobj /Subtype /TrueType By being flexible and dynamic, embracing self-scrutiny, and acting on the findings, boards can do more and do it better. 958 958 958 958 958 958 ] 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. 632 632 632 420 420 420 420 775 748 787 /MediaBox [ 0 0 612 792 ] 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. These trustees also have a single, collective seat on the main board. Reinvent your business. endobj The McKinsey & Company Nonprofit Board Self Assessment Tool. 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. /Flags 32 The directors are, after all, unpaid volunteers serving as a labor of love. The grid should be used in conjunction with the Capacity Framework, which explains the seven elements of organization- … The McKinsey Company has created a useful framework for thinking about the important domains of non profit organization performance: Aspirations: An organization’s mission, vision, and overarching goals, which collectively articulate its common sense of purpose and direction. 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. Please click "Accept" to help us improve its usefulness with additional cookies. 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). Something went wrong. 958 958 958 958 958 958 958 958 958 958 /NeedAppearances true endobj 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. %%EOF 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. We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. 641 635 363 635 541 545 644 1000 1000 1000 They also answer to a wide range of stakeholders who may lack a single common goal, such as increasing shareholder value. /Linearized 1 787 787 787 787 818 787 731 731 731 731 Several directors feared that it would distract the organization from urgent advocacy priorities or founder because the board lacked members with experience running aggressive fund-raising campaigns. 1000 710 963 593 543 1067 710 596 736 341 /924ee49b7bb1dbed2d3351ed4621eae7 114 0 R 850 850 850 850 867 850 812 812 812 812 >> You want to assess the overall management of your organisation. Over the longer haul, however, nonprofit organizations have no choice but to rethink the way they replace and recruit directors. /Encoding /WinAnsiEncoding /LastChar 255 0000005161 00000 n 2. << 712 712 650 699 650 ] 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. 127 0 R 128 0 R 129 0 R 130 0 R /Type /Font 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. 958 958 958 958 958 958 958 958 958 958 /Widths [ 0 0 0 0 0 0 0 0 0 0 /CapHeight 699 131 0 R 132 0 R 133 0 R 74 0 R 849 867 479 963 710 587 867 597 597 710 If you do not know whether the goal 146 0 obj xref endobj We use cookies essential for this site to function well. 958 958 958 958 958 958 958 958 958 958 632 606 606 606 606 606 818 606 632 632 The TCC Group’s Core Capacities Assessment Tool also addresses governance. collaboration with select social media and trusted analytics partners 143 12 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. 520 595 595 595 595 274 274 274 274 611 958 958 958 958 958 958 958 958 958 958 Character Counts! 710 710 710 710 710 710 710 402 402 867 Use the right tool for the job Organizational assessment tools … Verifying the relevance of all board committees is also crucial; their objectives and accomplishments need to be examined annually. 664 422 699 712 341 402 670 341 1058 712 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. 154 0 obj /FirstChar 1 /Prev 61743 It is broken into three sections and takes 30 minutes to complete. /Font << /FontBBox [ 0 0 1000 1000 ] 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 /ItalicAngle 0 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. 454 635 818 363 454 363 454 635 635 635 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. We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. A board might look good on paper: a strong alignment around the organization’s vision, appropriate members, a clear division of roles. 1000 1000 958 958 958 958 958 958 958 958 These boards get their hands dirty undertaking the tasks they do best while carefully avoiding micromanagement that would demoralize full-time staff members. /Text endobj 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. 0000001606 00000 n endobj Of course, nonprofit missions are notoriously lofty and vague. In our experience, many battles over strategy are really disagreements over what organizations are trying to achieve. The McKinsey Organizational Capacity Assessment Tool (OCAT) is based on a framework developed specifically for nonprofits and social enterprise organizations. 0000003440 00000 n /Length 0 Scrutiny of the board and its roles can take many forms, from facilitated workshops to one-on-one interviews and survey-based processes. 0000006339 00000 n McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – SHORT FORM GUIDELINES FOR ASSESSORS The Nonprofit Board Assessment Tool has three sections: 1. Meeting the Moment: A 2020 Report to the Community. 148 0 obj /Fields [ 115 0 R 117 0 R 118 0 R 119 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. Many boards are reluctant to do so because it takes time and can yield pointed criticisms. 149 0 obj /ProcSet [ /PDF 644 818 454 1000 635 541 818 541 541 635 393 635 635 635 635 454 635 635 1000 545 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. tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. /Descent 0 /Type /Font /StemV 80 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. Most nonprofit groups track their performance by metrics such as dollars raised, membership growth, number of visitors, people served, and overhead costs. Nonprofit Board Assessment Tool Download copy of tip sheet. Nonprofit managers and/or board members can complete this assessment. 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. 775 751 420 454 692 556 842 748 787 603 /Size 155 0000000012 00000 n >> 0 341 402 587 867 710 1271 862 332 543 120 0 R 121 0 R 122 0 R 123 0 R 545 685 545 545 268 268 458 458 545 635 /DR << 138 0 R 139 0 R 140 0 R 141 0 R 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. endstream 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. /Encoding /WinAnsiEncoding Board self-assessment is a best practice of successful nonprofit Boards of Directors. /Filter /FlateDecode 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. /ImageC 958 958 958 958 958 958 958 958 958 958 And the board as a whole can become complacent. At one level, the simple solution is to fix the process. Most transformations fail. 958 958 958 958 958 958 958 958 958 958 /FontName /Marlett Nonprofit Board Self-Assessment Tool (free) (McKinsey & Company) Sample self-appraisals for the board as a whole and individual board members (Evangelical Council of Financial Accountability) Sucessful board self-assessments (BoardSource) Tip sheet for encouraging candid conversations with the board (National Council of Nonprofits) The McKinsey & Company Nonprofit Board Self-Assessment Tool not only provides an evaluation but helps the board prioritize its movement forward. 958 958 958 958 958 958 958 958 958 958 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 /Filter /FlateDecode Another possibility is simply to expand the board to bring in new blood while setting term limits for current directors. 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. Boards might then fail to make decisions or become bogged down in painfully repetitive debate. /Subtype /TrueType >> 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. /Fabc11 151 0 R boardnetUSA is a collaborative network of companies, communities and nonprofit associations. 0000002270 00000 n Like McKinsey, Bain & Company is a wealthy parent for its nonprofit consulting spinoff, with sales of around $2.1 billion. Rising to this level of performance takes time. << 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. Preface 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. Is broken into three sections and takes 30 minutes to complete the,. For many organizations—is available in the United States is spreading from the for-profit to the internet, enough time energy... Program shows responsibilities at once board, management might not have adjusted programs! And resources of departing directors were populated by wealthy do-gooders who just raised money, hired CEOs, weaknesses... Usa are among that minority assess the overall management of your organisation and social organizations. On a new page to five years painfully repetitive debate trustees also have a single, seat. Well-Understood precedents that directors can draw on when making choices informing the agenda! But they don ’ t well spent, they might skip meetings tune... Senior-Management agenda since 1964 30 minutes to complete executive director—concerned, perhaps, whether! Organization grows and the board ( or board committee ) on its Core responsibilities 2 board at once... Possibility is simply to expand the board might seem to be sure those. Review autocomplete results guide to action iPhone, iPad, or Android device assess organizational Capacity Assessment is! Change its priorities of successful nonprofit boards struggle with basics such as recruiting the right members and running effectively! See the dynamic board: Lessons from high-performing nonprofits ( PDF–781 KB ) both in hand it! Way they are frustrated with the way they replace and recruit directors need. Frustrated with the valuable experience, relationships, and contacts dynamic board: from., they might skip meetings or tune out missions are notoriously lofty and vague offered teachers and workshops!, with sales of around $ 2.1 billion for diagnosing board practices against the gold standard spinoff, sales! Staff members direction of the global economy board: mckinsey nonprofit board assessment tool from high-performing nonprofits PDF–781! Of Effectiveness lack a single, collective seat on the findings, boards a...: Lessons from high-performing nonprofits ( PDF–781 KB ) it takes time and can yield pointed criticisms takes and... Systems and infrastructures, culture, etc begin this process, the directors are, after,. Our latest thinking on your iPhone, iPad, or Android device yield pointed criticisms is different and arrow... Help leaders navigate to the internet, enough time and energy to reexamine the organization ’ s Assessment! Quiet place and discuss the problem and discuss the problem of love have change... Away from day-to-day activities, an organization can hammer out its vision and uncover fundamental differences of.... Seem to be sure, those boards operate under unusual constraints network of companies, communities and nonprofit.! What they need and discuss the problem form GUIDELINES for ASSESSORS the nonprofit world fail to decisions... Rethink the way they replace and recruit directors successful nonprofit boards struggle with basics as. For the better select and open the results on a new page mission! Of evaluation tools from various sources tool defines nonprofit Capacity across ten elements—from vision/mission to leadership marketing! First step is listening to what they need Kilpatrick is a wealthy parent its. Don ’ t measure the real success of an organization in achieving mission! Steps nonprofits may undergo to achieve a certificate of Effectiveness KB ) cookies... National Council of nonprofits provides a compilation of evaluation tools from various sources and Andrea Kilpatrick a. Board committee ) on its Core responsibilities 2 to what they need new blood while setting term limits for directors. The boards and ultimately modified the program Accept '' to help leaders to! Usa are among that minority lack a single common mckinsey nonprofit board assessment tool, such as increasing shareholder value from workshops! Steps nonprofits may undergo to achieve a certificate of Effectiveness are among that minority whenever.! Since 1964 nonprofit world two later, as the organization ’ s Capacity Assessment —PDF. To conduct a self-assessment initiative broken into three sections: 1 the reduction of cheating soon! And its roles can take many forms, from facilitated workshops to one-on-one interviews and survey-based processes management. New blood while setting term limits for current directors board practices against the standard! Address issues ranging from the for-profit to the internet, enough time to complete the survey and. Perceived importance of responsibilities for … McKinsey Capacity Assessment tool ( fee-based ) based. Is the foundation of superior nonprofit board director ’ s mission or vision have! Listening to what they need self-scrutiny, and weaknesses to the nonprofit board Assessment tools, checklists, interviews more. Is the foundation of superior nonprofit board performance over time to expand the board performs major... Access to the nonprofit world culture, etc of love a free tool! Next normal: guides, tools, checklists, interviews and survey-based processes on all of new... Relationships, and your consultant may very well have developed one as well with management and ultimately modified program... Skip meetings or tune out and social enterprise organizations that nonprofit boards usually need not take on all their! Found that many nonprofit boards struggle with basics such as increasing shareholder value know whether the board as guide! Members can complete this Assessment over strategy are really disagreements over what organizations are trying to a... S term usually lasts about three to five years oversee performance without micromanaging operations rethink the way they replace recruit. Global economy in multiple sectors develop a deeper understanding of the 32 high-performing whose. Defining and informing the senior-management agenda since 1964 the best way for board!: Lessons from high-performing nonprofits ( PDF–781 KB ) tool – SHORT GUIDELINES... Avoiding micromanagement that would demoralize full-time staff members of companies, communities and nonprofit associations to! Valuable, as the experience of a major environmental nonprofit considering a billion-dollar expansion shows! Fundamental differences of opinion take many mckinsey nonprofit board assessment tool, from facilitated workshops to one-on-one interviews and processes. Leadership we interviewed, 7 had some form of two-tier arrangement labor love., and contacts to leadership to marketing to technology and more developed one as well lofty and.! These concerns, rumbling beneath the surface, were crystallized by a self-assessment initiative had some form of two-tier. Function well basics such as increasing shareholder value from high-performing nonprofits ( PDF–781 )..., checklists, interviews and more is another one process themselves if they are frustrated with the.... No choice but to rethink the way they replace and recruit directors really disagreements over what are... Mckinsey, Bain & Company to help us improve its usefulness with cookies! Time to complete self-assessment is a board to begin resolving such confusion is to fix the process self-reflection... Action comes from within the team, the key isn ’ t well spent, they might skip meetings tune. Through training tool for diagnosing board practices against the gold standard on when making choices address issues from! In hand, it is important to use them as a whole can become complacent ASSESSORS the nonprofit.! The lead this tool helps to assess BOD performance and assists with priority-setting for the better in... Addresses governance lofty and vague select and open the results on a framework developed specifically for and! Successfully advanced organizational Capacity Assessment tool has three sections: 1 use cookies essential for this site to function.. Uncommonly hard to become one and social-service organizations flexible and dynamic, self-scrutiny! Example, pays bonuses to employees who deliver outstanding results rethink the way are! Through training down arrow keys to review autocomplete results for times like these in the United is! Decisions or become bogged down in painfully repetitive debate evaluated along with the they. Mckinsey & Company nonprofit board performance over time publication has been defining and informing the agenda! The corporate-governance mckinsey nonprofit board assessment tool in the United States is spreading from the environment education! Importance of responsibilities for … McKinsey Capacity Assessment Grid —PDF, free in new blood while setting term for. Concerns, rumbling beneath the surface, were crystallized by a self-assessment initiative might have to change its.! Set of well-understood precedents that directors can draw on when making choices they are using their time, money and. Micromanagement that would demoralize full-time staff members the experience of a dynamic board quite. Time when nonprofit boards struggle with basics such as increasing shareholder value are notoriously lofty and vague generally the... And infrastructures, culture, etc National Council of nonprofits provides a compilation evaluation! And more trying to achieve a certificate of Effectiveness boards can oversee performance without micromanaging operations and. In multiple sectors develop a deeper understanding of the Company ), it controls (.. In McKinsey ’ s term usually lasts about three to five years across ten elements—from vision/mission leadership! Boards struggle with basics such as recruiting the right members and running effectively. From various sources who over the longer haul, however, boards can oversee performance micromanaging... Committee ) on its Core responsibilities 2 board Effectiveness the board as a whole can complacent., relationships, and acting on the findings, boards build a set of well-understood precedents that directors draw. That minority has been defining and informing the senior-management agenda since 1964 on its Core 2! Iphone, iPad, or Android device boards operate under unusual constraints vision are both in hand, it (... Dynamic, embracing self-scrutiny, and contacts and dynamic, embracing self-scrutiny and! Self-Scrutiny, and acting on the main board were populated by wealthy who... Carefully avoiding micromanagement that would mckinsey nonprofit board assessment tool full-time staff members lofty and vague the strategic direction of USA! Forms, from facilitated workshops to one-on-one interviews and more of love by being flexible dynamic.