Category: Business Resources

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Arrange Peer Support: Here’s How to Start Your Own Study and Support Group

Group of people celebrating in a support group

Arrange Peer Support: Here’s How to Start Your Own Study and Support Group

This procedure also is in Microsoft Word format.

People rarely improve their learning and themselves merely by getting advice from articles and others. The likelihood of success is dramatically improved if they share ongoing inquiry, reflection, support and accountability (coaching) to actually apply that advice. Getting that kind of help is much easier than you might think. Here is how you can arrange that with even one or two other people.

A study or support group is a small group of people who are committed to help each other learn about a common topic or skill, or to improve some aspect of themselves. They help each other primarily by sharing thoughtful questions, advice and materials, as well as to share support and accountabilities to take actions between meetings.

Here is a handy procedure you could use to start your own group. The procedure has been used many times to create powerful learning experiences for every group member. The group could meet in-person or over the Internet.

Preparation

1. Complete a draft of the design of your group (guidelines are included below).

2. Select at least one additional person who might have a similar interest or need regarding a common topic or skill. For example, point them to a Library topic that you are interested in applying in your life or work.

3. Share this procedure along with the design, with them.

4. Ask them if they have any questions or suggestions about the design of the study or support group.

5. Share a sample Learning Journal with them.

6. Ask if they’d optionally like to form a personal Learning Plan.

7. Ask if they are committed to attending.

8. Share contact information for each member.

9. Hold your first meeting in which you:

a. Share introductions.

b. Pose any questions or changes about the procedure or Learning Journal.

c. Schedule your meetings.

Design Plan of Your Study or Support Group

Common overall topic or goal you are studying or getting coached on (pick a topic from the Library?): ___

Names of members of the group (choose 4-5 members at most): ___

Number of meetings (6 is typical): ___

Length of meetings (90 minutes is typical): ___

Frequency of Meetings (every two weeks?: ___

Means of communications (in-person or virtual): ___

Facilitator (to manage ground rules and agenda): ___

Preferred ground Rules:

a. Attend every meeting, unless excused.

b. Maintain confidentiality about members and meetings.

c. Come prepared for reach meeting.

d. Support each member’s learning.

e. All opinions are honored.

Method to capture learning (share the sample Learning Journal):

Meeting Agenda (At Most 90 Minutes Long)

1. Opening — Review agenda and ground rules, and name today’s topic (7 minutes).

2. Learning — In round-table approach, each member gets at least 15 minutes to:

a. Share the status of any actions that they took from the previous meeting, and what they learned from those actions.

b. Name the highlights and learning from the current topic’s readings (if readings were applicable).

c. Share any questions regarding the topic.

d. Ask for additional resources if needed.

e. Get help from other members in the form of thoughtful questions, advice and/or materials.

3. Closing — (8 minutes)

a. Evaluate this meeting from a score of 1 (very low) to 5 (very high), and what could be done to improve the meetings.

b. Verify date and timing of next meeting.

Additional Resources

About Study Groups

About Coaching Groups

About Managing Meetings

For the Category of Personal Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


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How to Start Your Private Peer Coaching Group

Young woman coaching a group of people

How to Start Your Private Peer Coaching Group

Introduction

Purpose of This Information

The following information and resources are focused on the most important guidelines and materials for you to develop a basic, practical and successful PCG. The information is intended for anyone, although it helps if you have at least some basic experience in working with groups.

All aspects of this offering are free, including guidelines and materials. The offering is sponsored by ActionLearningSource (ALS) as a free community service to citizens around the world. The founders of ALS have been providing long-lasting, and highly successful peer coaching groups (PCGs) since 1995.

The following basic information is adapted specifically from the peer coaching group format of Authenticity Consulting’s Authenticity Circles. Those wanting more advanced information and materials to customize peer coaching groups for specific applications and/or cultures should consider ALS’s advanced group coaching. The information on this page is provided in accordance with the terms of a creative common license.

What is a Peer Coaching Group (PCG)?

People have been solving complex problems and achieve challenging goals for 1,000s of years — by counting on each other. They form close communities of support in which each member gets help from the others.

Help can be in the form of ongoing advice and materials — and especially thoughtful and respectful questions (coaching). This is most useful when people also share support and accountabilities to actually apply the help that they get from others in the group.

Getting that kind of help is much easier than you might think. Here is how you can conveniently arrange that help, with even one or two other people — and it can done over the Internet. In your group, you all are equals — or peers — in coming together to support each others progress and learning.

Would You Benefit From a Private PCG?

History and research have shown there there are many benefits of PCGs, including for personal, professional and organizational development. This webpage is especially about using them for the personal development of yourself and your group members. PCGs are useful for each group member to work on a current and important priority that each member selects themselves. For example, do you need help with:

  • Getting ongoing support to solve a problem or achieve a goal?
  • Responding to the coronavirus crisis?
  • Better managing your time and stress?
  • Achieving a personal or professional goal?
  • Improving a certain skill?
  • Applying guidelines from a favorite article?
  • Others?

The PCG framework has been used many times over many years to help members solve problems, achieve goals and cultivate confidential networks. As long as the members are caring and curious about each other, the results from the framework can be transformative.

PCGs are based on a powerful peer-based process called Action Learning that is used around the world in numerous types of organization. Other benefits of PCGs are listed at Results from Action Learning

First, Watch This Video to Orient You to PCGs

The very practical, 30-minute video An Overview of Action Learning: Peer Coaching Group Format teaches you all about a common format of a peer coaching group, including about:

  • The peer coaching group process
  • How to select a priority to get coached on in your group
  • Doing the coaching in the meetings
  • The types of useful follow-up after each meeting
  • Useful activities to do between meetings
  • How to know if you are “doing it right”
  • Where to learn more

The video refers to “Circles,” which is a common term for peer coaching groups. The video also refers to two key tools for conducting a successful peer coaching group meeting, including the Authenticity Circles Quick Reference and the Session Management Form that each member of a group gets. You might print out those tools to have available as the video references them. A PDF of the slides for the video can also be downloaded from An Overview of Action Learning: Peer Coaching Group Format.

Then, Draft the Initial Design of Your PCG

Key Considerations

  1. What is the common goal or challenge that each of you wants to address?
  2. How many members will you have (Four to five is typical, but no more.)
  3. How many group meetings will you have? (Six is typical.)
  4. How long will your meetings be? (Ninety minutes is typical. See the suggested agenda below.)
  5. How often will you meet? (Every two to four weeks is typical.)
  6. How will you communicate among yourselves (in-person or virtual)?
  7. Who will facilitate each meeting? The Circles Quick Reference includes the tasks of the facilitator.

Consider These Ground Rules

These ground rules have been used in many meetings. They are listed in the Circles Quick Reference that each member gets. They are mentioned at the beginning of each meeting.

  1. Start and end on time.
  2. Confidentiality is assured.
  3. Keep the session process highly focused.
  4. Manage your time slot; help the Circle to help you.
  5. All opinions are honored.
  6. One can disagree with other members and the facilitator.
  7. Contact the facilitator and other members if you cannot attend the next session.

Then, Organize and Train Your Group Members

  1. Select at least one additional person who might have a similar interest or need as you.
  2. Share this web page with them.
  3. Encourage them to see the video.
  4. Ask them if they have any questions or suggestions about the information on this page.
  5. Ask them if they would like to try forming your own peer coaching group. It doesn’t have to be perfect. You can improve it as you go along.
  6. You all could plan your progress in the group by each of you having a personal Learning Plan.
  7. Hold your first 90-minute meeting in which all of you:
    • Share your confidential contact information among each of you.
    • Share your impressions of the information in the video.
    • Share your introductions.
    • Schedule your next six 90-minute meetings.

Consider This Agenda for Each Group Meeting

The recommended step-by-step agenda is itemized in the section “Circle Session Agenda” in the Circles Quick Reference that each member gets. Notice that peer coaching groups are not trainings or discussion groups. Instead, they are structured meetings intended to meet the current needs of each member of the group.

Opening (7 minutes)

    1. Review values and ground rules in the Circles Quick Reference
    2. Each member selects a priority to get coached on.
    3. Do a brief check in from each member.
    4. Quickly share any materials suggested in the previous meeting.
    5. Review guidelines for coaching and coaching others (in the Circles Quick Reference).

Sharing Help (up to 75 minutes)

In round-table approach, each member gets 15 minutes to:

    1. Share the status of any actions that they took from the previous group meeting, and what they learned from those actions.
    2. Share a current priority that they’d like to get help with.
    3. Get help from other members in the form of advice, materials and especially thoughtful questions.
    4. Select at least one realistic action to take toward addressing their priority.

With four members instead of five, each member would get 18 minutes. Even though coaching sessions are 15-18 minutes, all members learn durig the entire meeting.

Closing (8 minutes)

  1. Each member documents learning and results from the meeting.
  2. Members optionally share out loud what they have learned.
  3. Each member shares out loud, a rating of the quality of that meeting from “1” (very low) to “5” (very high), and what could be done to improve future meetings.
  4. Verify date and timing of next meeting.

Consider These Actions for Members Between Meetings

Each group member conducts the action(s) that they selected when they were coached. They also might share questions, answers and suggestions to help members address their priorities and improve their meetings. They also update their Learning Journals. Here is a sample Learning Journal in which each member can document their own new learning from the meetings.

Frequently Asked Questions

How Do I Know What to Get Help With in a Meeting?

Choose whatever priority is most important to you now. You are the expert at what is most important to you. Do not worry about how small or large the priority is.

How Do I Help a Group Member (Who is Getting Help Now)?

You might ask the member who is getting help during the “Sharing Help” in the meeting, “What kind of help would be most useful to you now? Advice? Materials? Questions? Brainstorming?”

How Do I Know What Actions to Take Between Meetings?

The actions that you take (as a result of the help that you get from other group members) is up to you to select. However, it should be an action that is realistic to accomplish before the next meeting.

General Resources

Forming Your Own Study Groups

The above agenda for a support group could be slightly modified to form a study group, as well. During each member’s time in the meeting, he or she can get help, especially with understanding and applying the content from some source of expert knowledge about a topic, for example, a lecture from a class, a chapter from a book, or content from a podcast. Here is more information about forming study groups.

Forming Your Own Coaching Group

The above agenda could be modified to form a peer coaching group, as well. During each member’s time in the meeting, he or she can get help, especially in the form of thoughtful questions about the member’s perceptions, assumptions and conclusions.

For the Category of Personal Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


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How to Design Your Basic Learning Plan

Lady creating a learning plan

How to Design Your Basic Learning Plan

Copyright Carter McNamara, Authenticity Consulting, LLC

Sections of this Topics Include

What is a Learning Plan?

A learning plan is a description of how you intend to achieve your desired outcomes in learning. The plan can be very helpful in showing clarity and progress in your learning. It also can ensure that your activities learning activities will be very efficient and orderly.

Beforehand developing a plan, it helps to be specific about what learning actually means. Educators interpret learning to be new:

  1. Knowledge is information that will be useful somehow, for example, in solving a problem, achieving a goal or otherwise accomplishing something important in life.
  2. Skills are developed by applying the new knowledge over time.
  3. Abilities are intuitive capacities developed by applying the skills over time.

The design of learning plans ranges from very spontaneous and unfolding to very planful and orderly. However, for the sake of clarity when describing the typical contents of a learning plan, it might be helpful to reference one example of a format of a learning plan. Let’s use this example. In the example, the:

  1. Goals / Outcomes are the overall kinds of learning to be accomplished from having implemented the plan.
  2. Methods of Learning are the activities that will have accomplished the associated goals / outcomes, that is, the goals / outcomes that are on the same row of the methods of learning in the above example.
  3. Indicators of Learning are the tangible results that will provide the evidence of having accomplished the associated goals / outcomes.
  4. How to Monitor Ongoing Progress are the activities to ensure the ongoing monitoring, or status, of having done the methods and producing the indicators of learning.
  5. How to Capture Learning is the method to document the new knowledge, skills and abilities while having implemented the methods and achieved the associated goals / outcomes.

Designing Your Own Basic Learning Plan

There is no one perfect, standard format for a learning plan. Your plan should suit your own nature and needs. It need not be perfect. You can adjust it as you implement it. Here are a variety of different types of plans to help you understand some different formats.

You might start drafting your own learning plan by using this template to form a basic plan like the one in the above section “What is a Learning Plan?”.

However, if you want to see other examples, the following articles will be helpful.

Additional Resources About Personal Learning and Development

If you’d like more “advanced” information about developing an even more comprehensive plan, here are additional guidelines and resources.

If you’d like to learn more about learning and development, here is a vast range of free articles.

Also consider

For the Category of Personal Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


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Organizational Systems Checklist for Nonprofit Organizations

Group of people sharing business idea

Organizational Systems Checklist for Nonprofit Organizations

Originally provided by MAP for Nonprofits, St. Paul, MN, enhanced by Carter McNamara, MBA, PhD.

Applies to nonprofits unless otherwise noted.

(Also see Various Methods to Enhance Organizational Performance, listed at the end of this checklist.)

Related Library Topics

Description

The following comprehensive list of organizational systems and policies can be reviewed by governance and executive management to assess what systems and policies might need to be developed soon. Note that not all items are needed by all organizations. The suggested approach to using this checklist is:

  1. Place a check mark next to each item below that has been completed and is useful in your organization. You may add items next to “Other items:” below.
  2. From among those items that are not checked, mark each top priority item with a “1”, bottom priority items with a “3”, and consider remaining items to be “2”s.
  3. Record all items marked with “1”s onto a separate list of items to be completed by your Board and/or staff soon.
  4. Revisit this list each year to help identify top priority items to complete for that year.

BOARD OF DIRECTORS

____ Current mission / vision / values statements
____ Board member recruitment system
____ Board member orientation system
____ Board development and training strategies
____ Attendance policies
____ Membership and term limitation policies
____ Organizational chart
____ Chair and officer job descriptions
____ Committee charters
____ Board operations and policy manual
____ By-law review policies
____ Chief executive performance review process
____ Board self-evaluation process
____ Board calendar with meetings, events, activities and updates
____ (Other items:)

PLANNING

____ Current strategic plan
____ Diversity plan (for Board and staff)
____ Marketing plan
____ Fundraising / Development plan
____ Board and committee work plans (with objectives and timelines)
____ Yearly operations plan, including staff work plans
____ (Other items:)

PROGRAM AND OUTCOMES EVALUATION

____ Valid methods to assess client needs (focus groups, surveys,
etc.)
____ Established service outcomes to match client needs
____ Established target indicators for each outcome
____ Data collection methods for each target indicator
____ (Other items:)

INFORMATION MANAGEMENT

____ Client program records
____ Volunteer records
____ Personnel records
____ Financial records
____ Donor and contributor contract records
____ Mailing lists
____ Work flow descriptions for each major operational activity
____ Operations manual containing work flow descriptions
____ Inventory of computer hardware, software, peripherals, etc.
____ Procedures for each major function to maintain computer
systems
____ Regular backups of computer disks (one copy stored offsite)
____ Disaster recovery plan (one copy stored offsite)
____ (Other items:)

PERSONNEL

____ Board-adopted personnel policies
____ All personnel policies in a handbook to each staff member
____ Performance appraisal system
____ Professional development plans
____ Team development plans
____ Recruitment and orientation systems
____ Job descriptions
____ (Other items:)

VOLUNTEER MANAGEMENT

____ Recruitment system
____ Orientation system
____ Management and retention system
____ Recognition strategies
____ Record system
____ (Other items:)

FINANCES

____ Board-adopted fiscal policies
____ Board-approved fiscal year budget
____ Financial procedures / internal controls manual
____ Inventory system
____ Depreciation schedules
____ Cash flow analysis system
____ Partial or full accrual accounting system
____ Monthly financial statements with balance sheet
____ Yearly audit or outside review
____ Program analysis system
____ Tax and other reporting schedules
____ Payroll record system
____ (Other items:)

COMMUNICATIONS

____ Communications plan, including Web usage
____ Annual reports
____ Other regular communications strategies to stakeholders
____ Agency brochures / videos
____ Media relations strategies
____ (Other items:)

INSURANCE

____ Risk management policies
____ Office liability coverage
____ Volunteers covered in office liability
____ Workers compensation
____ Disability insurance
____ Assessment of need for professional liability coverage
____ Assessment of need for director and officer liability
____ Assessment of need for dishonesty bonding
____ Contingency plans for replacing key personnel
____ (Other items:)

LEGAL

____ Complete corporate records and retention policies
____ Updated By-laws
____ Incorporation and tax status documents
____ Currently reviewed personnel policies
____ Anti-discrimination practices
____ Flexible benefit plan updates
____ Membership rosters conforming to MN statutes
____ (Other items:)

FACILITIES

____ Fire and other emergency procedures
____ Accessibility for differently abled
____ Sufficient, safe and secure space
____ Appropriate signage
____ (Other items:)

Various Methods to Enhance Organizational Performance

The following can be organizational improvement programs, depending on how they’re used. These are included in a section referenced by the topic Broad Overview of Various Programs and Movements.

For the Category of Management:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


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Checklist for a Planning Assessment for Nonprofit Organizations

Coworkers sharing business ideas together

Checklist for a Planning Assessment for Nonprofit Organizations

Edited by Carter McNamara, MBA, PhD

(Be sure to read How to Use this Tool and Disclaimers before using information in this document.)

This document suggests indicators regarding the total organization, organization’s programs and general
approach to evaluation.

Also consider
Related Library Topics

Planning Regarding the Total Organization

Rating
*		 Indicator Met Needs
Work		 N/A

E

 1. The organization’s purpose and activities
meet community needs.

R

 2. The organization frequently evaluates, by
soliciting community input, whether its mission and activities
provide benefit to the community.

R

 3. The organization has a value statement that
is reflected in the agency’s activities and is communicated by
its constituents.

A

 4. The value statement includes standards of
ethical behavior and respect for other’s interests.

E

 5. The organization has a clear, meaningful written
mission statement which reflects its purpose, values and people
served.

R

 6. The board and staff periodically review the
mission statement and modify it to reflect changes in the environment.

E

 7. The board and staff developed and adopted
a written strategic plan to achieve its mission.

A

 8. Board, staff, service recipients, volunteers,
key constituents and general members of the community participate
in the planning process.

E

 9. The plan was developed by researching the
internal and external environment.

R

 10. The plan identifies the changing community
needs including the agency’s strengths, weaknesses, opportunities
and threats.

R

 11. The planning process identifies the critical
issues facing the organization.

R

 12. The plan sets goals and measurable objectives
that address these critical issues.

E

 13. The plan integrates all the organization’s
activities around a focused mission.

R

 14. The plan prioritizes the agency goals and
develops timelines for their accomplishments.

A

 15. The plan establishes an evaluation process
and performance indicators to measure the progress toward the
achievement of goals and objectives.

R

 16. Through work plans, human and financial resources
are allocated to insure the accomplishment of the goals in a
timely fashion.

A

 17. The plan is communicated to all stakeholders
of the agency — service recipients, board, staff, volunteers
and the general community.
Indicators ratings: E=essential; R=recommended;
A=additional to strengthen organizational activities

Planning Regarding the Organization’s Programs

Rating
*		 Indicator Met Needs
Work		 N/A

E

 1. Programs are congruent with the agency’s mission
and strategic plan.

A

 2. The organization actively informs the public
about its programs and services.

A

 3. Clients and potential clients have the opportunity
to participate in program development.

R

 4. Sufficient resources are allocated to ensure
each program can achieve the established goals and objectives.

R

 5. Staff has sufficient training and skill level
to produce the program.

A

 6. Programs within the organization are integrated
to provide more complete services to clients.

R

 7. Each program has performance indicators to
insure that the program meets its goals and objectives.

R

 8. Performance indicators are reviewed annually.

A

 9. The agency networks and/or collaborates with
other organizations to produce the most comprehensive and effective
services to clients.
Indicators ratings: E=essential; R=recommended;
A=additional to strengthen organizational activities

Planning Regarding the Organization’s
Evaluations

Rating
*		 Indicator Met Needs
Work		 N/A

R

 1. Every year, the organization evaluates its
activities to determine progress toward goal accomplishment.

A

 2. Stakeholders are involved in the evaluation
process.

R

 3. The evaluation includes a review of organizational
programs and systems to insure that they comply with the organization’s
mission, values and goals.

R

 4. The results of the evaluation are reflected
in the revised plan.

A

 5. Periodically, the organization conducts a
comprehensive evaluation of its programs. This evaluation measures
program outcomes.
Indicators ratings: E=essential; R=recommended;
A=additional to strengthen organizational activities

This information may be copied. Please cite credit to the Greater Twin Cities United Way.

For the Category of Organizational Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


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Checklist for an Assessment of Legal Activities in U.S. Nonprofit Organizations

Young lady checking a list

Checklist for an Assessment of Legal Activities
in U.S. Nonprofit Organizations

Edited by Carter McNamara, MBA, PhD

(Be sure to read How to Use this Tool and Disclaimers before using information in this document.)

Also consider
Related Library Topics

Rating
*		 Indicator Met Needs
Work		 N/A

E

 1. All relevant filings to the Secretary of State are current. These filings might include: Annual Registration, Articles of Incorporation with all amendments, Change of Corporate Name, Change of Corporate Address. (The particular state office that processes these filings depends on which state you live in.)

E

 2. The organization is registered with and has filed its annual report with the Attorney General’s Office. (The particular state office that processes these filings depends on which state you live in.)

E

 3. The organization has filed the IRS form 1023 (application for 501(c) status, if applicable) and has received a letter of determination. If the Form 1023 was either filed after 7/15/87 or was in the organization’s possession on this date, it is made available for public inspection. (This requirement applies to tax-exempt organizations.)

E

 4. IRS form 990 and 990T (unrelated business income) if required, have been filed and copies of the 990 are available to the public. (This requirement applies to tax-exempt organizations.)

E

 5. Federal and state payroll tax withholding payments are current. (This requirement applies organizations with employees.)

E

 6. Quarterly and annual payroll report filings are current. (This requirement applies organizations with employees.)

E

 7. The organization has filed with the Minnesota Department of Economic Security and complies with all filing requirements of the Minnesota Unemployment Fund. (This requirement varies among states. Readers are encouraged to contact their Attorney General’s or Secretary of State’s office for any filing requirements in their state.)

E

 8. If the organization has qualified employee health and welfare and retirement benefit plans, they meet with all the federal laws, including: COBRA; initial IRS registration; plan documents; annuals filings of the 5500 C/R with copies available to employees. (This requirement applies organizations with employees.)

E

 9. Organization acknowledges and discloses to their board and auditor any lawsuits or pending legislation which may have a significant impact on the organization’s finances and/or operating effectiveness.

E

 10. When the Board of Directors makes decisions, a quorum is present and minutes are maintained.

E

 11. If the organization is subject to sales tax, State and City filings and payments are current.

E

 12. Organizations that participate in grassroots or direct lobbying have complied with all filings and government regulations.

E

 13. Organizations that conduct charitable gambling have complied with government regulations.

E

 14. Organizations with employees represented by a union must have copies of the union contracts on file.

E

 15. Organizations that operate in a fiscal or host-organization relationship with another organization or social service group have a written agreement on file.
Indicators ratings: E=essential; R=recommended; A=additional to strengthen organizational activities

This information may be copied. Please cite credit to the Greater Twin Cities United Way.

For the Category of Organizational Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

Checklist of Nonprofit Organizational Indicators

Business man checking a list

Checklist of Nonprofit Organizational Indicators

Edited by Carter McNamara, MBA, PhD

(This organizational assessment tool can be completed online for free.)

Description

The following checklist is a resource developed by staff and volunteers of the United Way of Minneapolis Area for internal use by nonprofit organizations. Management can use the checklist to identify their organization’s administrative strengths and weaknesses. United Way staff and community volunteers intend this to strengthen their administrative capabilities. It is believed that widespread use of the checklist ultimately results in a more effective and efficient nonprofit community. The checklist is not intended to be used as a tool for external evaluation, or by grantmakers in making funding decisions. This tool will be used to assist nonprofit organizations to gain a better understanding of their management needs and/or make improvements to management operations.

This checklist includes the following sections:

Also consider
Related Library Topics

How to Use the Tool

The checklist indicators represent what is needed to have a healthy, well-managed organization. Since it is a self-assessment tool, organizations should evaluate themselves honestly against each issue and use the response to change or strengthen its administrative operations.

Ratings:

Each indicator is rated based on its importance to the operation and effectiveness of any nonprofit organization. The ratings are:

  • E: Indicators with an “E” are essential or basic requirements to the operations of all nonprofit
    organizations. Organizations which do not meet the requirements of these indicators could place their organizations in jeopardy.
  • R: An “R” rating signifies that these indicators are recommended as standard practice for effective
    nonprofit organizations.
  • A: Additional indicators which organizations can implement to enhance and strengthen their management operations and activities are rated with an “A”.

Checklist Responses:

Organizations can respond in one of three ways to each indicators used:

  1. Needs work – An indicator that is marked as “Needs Work” implies that work has been done towards achieving this goal. The organization is aware of the need for this indicator, and is working towards attaining it.
  2. Met – All indicators marked as “Met” demonstrate that the organization has fulfilled as essential management need. However, the organization should review these indicators in the future to be sure that their management remains healthy in view of the many internal and external changes which constantly occur in all organizations.
  3. N/A – Indicators marked as “N/A” can mean several things, including:
    • the indicator is not applicable to the management operations of this organization
    • the organization is not sure of the need to meet the requirements of this indicator
    • the organization has not met, nor is working on this indicator presently, but may address it in the future

All organizations should take note: All responses to indicators should be reviewed carefully to see if they could improve management operations. Indicators checked “N/A” due to uncertain applicability to the organization must be further reviewed to determine if they should become a part of “doing business.” If the assessors simply do not know what the indicator means, further information may be needed to accurately assess the feasibility of its application. Indicators marked “N/A” because they have not been met but that apply to the organization, may require immediate attention. Technical assistance, consulting,
or training may be required to implement these indicators.

The indicators in this checklist should be informative and thought provoking. The checklist can be used to achieve not only a beginning level of good management, but improve existing management to provide the organization with greater stability, reliability and success in the nonprofit community. It is also a useful too if an organization is experiencing management problems, to help pinpoint any weaknesses so action can be taken or assistance sought to improve the organization’s health. All organizations should use the checklist to re-assess themselves periodically to ensure compliance with established rules and regulations, and to continue improving administrative health through the indicator’s helpful suggestions.

Disclaimer

This checklist is designed to provide accurate and authoritative information regarding the topics covered. Legal requirements and non-legal administrative practice standards reflected herein are capable of change due to new legislation, regulatory and judicial pronouncements, and updated and evolving guidelines. All stated legal requirements are in effect as of September 1, 1995. The same are utilized with the understanding that the provision of this checklist does not constitute the rendering of legal, tax or other professional services.

If the organization requires professional assistance on these or other nonprofit tax, management, or accounting issues, please contact your own professional advisors.

This information may be copied. Please cite credit to the Greater Twin Cities United Way.

For the Category of Organizational Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

Checklist to Assess Fundraising Activities in Nonprofit Organizations

Young lady working in an office

Checklist to Assess Fundraising Activities
in Nonprofit Organizations

(certain sections of the following
may be specific to the U.S.)

Edited by Carter McNamara, MBA, PhD

(Be sure to read How to
Use this Tool and Disclaimers
before using information in this document.)

This document includes general fundraising and using
an outside professional fundraiser.

Also consider
Related Library Topics

General Fundraising

Rating
*		 Indicator Met Needs
Work		 N/A

E

 1. Funds are raised in an ethical manner for
activities consistent with the organization’s mission and plan.

E

 2. The Board of Directors and organization staff
are knowledgeable about the fundraising process and the roles
in the organization.

E

 3. The organization’s Board of Directors has
established a committee charged with developing, evaluating and
reviewing fundraising policies, practices and goals.

E

 4. The committee is actively involved in the
fundraising process and works to involve others in these activities.

R

 5. The Board of Directors, executive director
and committee supports and participates in the total fundraising
process, including project identification, cultivation, solicitation
and recognition.

R

 6.The fundraising program is staffed and funded
at a level consistent with fundraising expectations.

A

 7. There is direct communications and relationship
between information services or marketing, accounting and other
administration support functions to assist in the fundraising
needs and efforts.

E

 8. The organization is accountable to donors
and other key constituencies and demonstrates their stewardship
through annual reports.
Indicators ratings: E=essential; R=recommended;
A=additional to strengthen organizational activities

Using an Outside
Fundraiser

Rating
*

Indicator

 Met Needs
Work		 N/A

A

 9. The organization meets the nonprofit standards
of the state charities review council (if one exists in the state,
e.g., the Minnesota Charities Review Council provides standards
for Minnesota’s charitable nonprofits).

R

 10. If the organization chooses to use outside
professional fundraisers, several competitive bids are solicited.
Each prospective outside fundraiser’s background and references
are checked.

E

 11. The organization makes legal, mutual agreed
upon, signed statements with outside professional fundraisers,
outline each parties’ responsibilities and duties, specifying
how the contributed funds will be physically handled, and to
guarantee that the fees to be paid are reasonable and fair.

E

 12. The organization has verified that the contracted
fundraiser is registered as a professional fundraiser with the
Attorney General and all filings necessary have been made before
the work commences. (Registration requirements are dependent
on state requirements.)

E

 13. The fundraising committee or appropriate
representatives from the Board of Directors reviews all prospective
proposals with outside professional fundraiser and reviews and
accepts all agreements before they are signed.

R

 14. If the outside professional fundraiser plans
to contact potential donors directly, the organization must review
the fundraising materials (e.g., public service announcements,
print or broadcast advertisements, telemarketing scripts, pledge
statements, brochures, letters, etc.) to verify their accuracy
and to ensure that the public disclosure requirements have been
met.

E

 15. The organization properly reports all required
information regarding use of outside professional fundraisers,
amount of funds raised and the related fundraising expenses as
required by state and federal governments. The gross amount of
funds raised by the contracted fundraiser is reported on the
organization’s financial statement. The fees and costs of the
campaign must be reported on the statement of functional expenses.
Indicators ratings: E=essential; R=recommended;
A=additional to strengthen organizational activities

This information may be copied. Please cite credit to the
Greater Twin Cities United Way.

For the Category of Organizational Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books


Posted on

Checklist to Assess Financial Activities in Nonprofit Organizations

Financial graphs in a laptop screen

Checklist to Assess Financial Activities in Nonprofit Organizations

(certain sections of the following may be specific to the U.S.)

Edited by Carter McNamara, MBA, PhD

(Be sure to read How to Use this Tool and Disclaimers before using information in this document.)

Also consider
Related Library Topics

Rating
*		 Indicator Met Needs
Work		 N/A

E

 1. The organization follows accounting practices which conform to accepted standards.

E

 2. The organization has systems in place to provide the appropriate information needed by staff and board to make sound financial decisions and to fulfill Internal Revenue Service requirements.

R

 3. The organization prepares timely financial statements including the Balance Sheet [or statement of financial position) and Statement of Revenue and Expenses [or statement of financial activities!] which are clearly stated and useful for the board and staff.

R

 4. The organization prepares financial statements on a budget versus actual and/or comparative basis to achieve a better understanding of their finances.

E

 5. The organization develops an annual comprehensive operating budget which includes costs for all programs, management and fundraising and all sources of funding. This budget is reviewed and approved by the Board of Directors.

R

 6. The organization monitors unit costs of programs and services through the documentation of staff time and direct expenses and use of a process for allocation of management and general and fundraising expenses.

E

 7. The organization prepares cash flow projections.

R

 8. The organization periodically forecasts year-end revenues and expenses to assist in making sound management decisions during the year.

E

 9. The organization reconciles all cash accounts monthly.

E

 10. The organization has a review process to monitor that they are receiving appropriate and accurate financial information whether from a contracted service or internal processing.

E

 11. If the organization has billable contracts or other service income, procedures are established for the periodic billing, follow-up and collection of all accounts, and has the documentation that substantiates all billings.

E

 12. Government contracts, purchase of service agreements and grant agreements are in writing and are reviewed by a staff member of the organization to monitor compliance with all stated conditions.

E

 13. Payroll is prepared following appropriate State and Federal regulations and organizational policy.

E

 14. Persons employed on a contract basis meet all Federal requirements for this form of employment. Disbursement records are kept so 1099’s can be issued at year end.

E

 15. Organizations that purchase and sell merchandise take periodic inventories to monitor the inventory against theft, to reconcile general ledger inventory information and to maintain an adequate inventory level.

R

 16. The organization has a written fiscal policy and procedures manual and follows it.

E

 17. The organization has documented a set of internal controls, including the handling of cash and deposits, approval over spending and disbursements.

E

 18. The organization has a policy identifying authorized check signers and the number of signatures required on checks in excess of specified dollar amounts.

E

 19. All expenses of the organization are approved by a designated person before payment is made.

R

 20. The organization has a written policy related to investments.

R

 21. Capital needs are reviewed at least annually and priorities established.

R

 22. The organization has established a plan identifying actions to take in the event of a reduction or loss in funding.

R

 23. The organization has established, or is actively trying to develop, a reserve of funds to cover at least three months of operating expenses.

E

 24. The organization has suitable insurance coverage which is periodically reviewed to ensure the appropriate levels and types of coverages are in place.

E

 25. Employees, board members and volunteers who handle cash and investments are bonded to help assure the safeguarding of assets.

E

 26. The organization files IRS form 990’s in a timely basis within prescribed time lines.

R

 27. The organization reviews income annually to determine and report unrelated business income to the IRS.

R

 28. The organization has an annual, independent audit of their financial statements, prepared by a certified public accountant.

R

 29. In addition to the audit, the CPA prepares a management letter containing recommendations for improvements in the financial operations of the organization.

R

 30. The Board of Directors ,or an appropriate committee, is responsible for soliciting bids, interviewing auditors and hiring an auditor for the organization.

R

 31. The Board of Directors, or an appropriate committee, reviews and approves the audit report and management letter and with staff input and support, institutes any necessary changes.

E

 32. The audit, or an organization prepared annual report which includes financial statements, is made available to service recipients, volunteers, contributors, funders and other interested parties.

A

 33. Training is made available for board and appropriate staff on relevant accounting topics and all appropriate persons are encouraged to participate in various training opportunities.
Indicators ratings: E=essential; R=recommended; A=additional to strengthen organizational activities

This information may be copied. Please cite credit to the Greater Twin Cities United Way.

For the Category of Organizational Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

Capacity Building (Nonprofit)

Business man presenting

Capacity Building (Nonprofit)

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC

Capacity building has fast become a major topic among nonprofits and management support organizations (funders, associations, training centers, consultants, etc.) that provide services to nonprofits.
There are a variety of definitions for capacity building. Perhaps the most fundamental definition is “actions that improve nonprofit effectiveness” (from Investing in Capacity Building by Barbara Blumenthal, published by The Foundation Center). Some other discussions about capacity building refer to the concept as actions that enhance a nonprofit’s ability to work towards its mission.

The concept of capacity building in nonprofits is similar to the concept of organizational development, organizational effectiveness and/or organizational performance management in for-profits. Capacity
building efforts can include a broad range of approaches, eg, granting operating funds, granting management development funds, providing training and development sessions, providing coaching,
supporting collaboration with other nonprofits, etc. Prominent methods of organizational performance management in for-profits are beginning to be mentioned in discussions about capacity building, as well, for example, the Balanced Scorecard, principles of organizational change, cultural change, organizational learning, etc.

Information in this topic of the Library will acquaint you with the concept of capacity building in nonprofits, including offering you a broad background from some suggested previous readings, numerous perspectives on capacity building from numerous articles, and then review of various common functions in nonprofits (eg, boards, role of CEO, programs, marketing, fundraising, finances, evaluation, etc.). The topic closes with review of major methods of organizational performance management.

Sections of This Topic Include

Also consider

Learn More in the Library’s Blogs Related to Nonprofit Capacity Building

In addition to the articles on this current page, also see the following blogs that have posts related to Nonprofit Capacity Building. Scan down the blog’s page to see various posts. Also, see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources. Get updated on nonprofit capacity building.

Suggested Previous Readings

Articles About Capacity Building

There are an increasing number of publications about the general topic of nonprofit capacity building. The following list will help you to get you started. Some items on the list are not available as online articles and need to be ordered from the publisher.

Common Functions in Nonprofits

The following links are to information about the major functions typically carried out in nonprofit organizations. An understanding of these functions is important to the success of capacity building efforts.

Organizational Change and Performance Management Approaches

The following approaches are some of the most common for enhancing the performance of an organization.

Shutting Down a Nonprofit

There seems to be an increasing number of people who believe that, once a nonprofit has addressed the social need that it was started to meet, then it should shut down — or “sunsetted.”





For the Category of Capacity Building (Nonprofit):

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.