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Nonprofit Lifecycle Assessment

A detailed illustration showing various stages of nonprofit development, depicting elements like community engagement, leadership, programs, and financial stability in a vibrant and positive manner.

Nonprofit Lifecycle Assessment Quiz

Discover the health and effectiveness of your nonprofit organization with our Nonprofit Lifecycle Assessment Quiz. This comprehensive quiz evaluates various aspects of your organization, helping you identify strengths and areas for improvement.

Assess your organization's programs and services
Evaluate leadership and staffing dynamics
Understand financial and operational stability

9 Questions2 MinutesCreated by EngagingImpact457

Which of the following best describe the organization's programs and services?

Programs and services are extremely informal

Simple programs or a mix of diverse and non-integrated program activities

Programs begin to establish themselves in the market; demand is often greater than capacity

Core programs are established and recognized in the community; staff engage in long range program planning

Programs developed primarily to attract funding; Difficulty in delivering services and reaching goals; Inconsistent program quality

Programs no longer meeting market needs; decline in program quality; major reduction in referrals

Which of the following best describes the organization's culture?

Culture is defined by the executive director

Culture is action-oriented

Culture is results-oriented

Culture is well-defined and serves as a competitive advantage

Culture is defined by decreased transparency

Culture is defined by mistrust of leadership

Which of the following best describes the organization's leadership?

Entrepreneurial and visionary leadership

Single minded leader whose vision drives the organization and who has sole decision-making; little or no hierarchy

Beginning strategic division of labor; Executive Director still primary decision maker

Delegation of authority and clear accountability

Lack of clear direction within leadership; Change agent needed

Major conflict between ED and board; ED makes key decisions w/out board; ED is inaccessible and unable to meet deadlines

Which of the following best describes the organization's staffing?

All volunteer driven; No paid staff

Most work completed by volunteers; Sense of “family” and cooperation among staff; Small (if any), enthusiastic staff

Staff size increases – still join primarily for mission; Deepening organization chart, with more centralized management; No job descriptions & personnel policies

Even larger, and more culturally diverse and specialized staff; Professional managers are hired

Low staff morale; staff turnover; Focus is on individual programs, instead of organizational goals

Key staff depart and their positions are hard to fill; High conflict among staff; Staff grievances bypass ED to board

Which of the following best describes the organization's board and governance structure?

Not yet a real concern

Formal governance structure in place; Small, passionate, and homogenous board; Members tend to be volunteers or hand- chosen by ED;

New board members are added who are professionals with expertise; Less focus on operations, more on planning & oversight; More reactive than strategic in policies

Board size and diversity increases; Main function is policy and oversight; Fundraising becomes a more important role

No or very high board turnover; Sluggish and less involved; Bogged down in structure that may be outdated

Very low board attendance; No new board members; Key board members may leave; Eventually dissolves Itself

Which of the following best describes the organization's operations and administration?

Not yet a concern; no real "home office"

Few formal systems; Operations are agile and flexible; Informal management infrastructure; Few operational routines or systems in place; Frequent informal communication

Unsophisticated operating systems; Unstable operations; Permanent home office; Internal communication is challenging

Program and operational coordination through formal planning; Systems, policies & procedures in place; Standardized and efficient operations; better integration of technology; more data management; formal internal communications

Well-developed systems become “red-tape”; poor planning

Departure from systems to crisis management; Poor internal controls or too much red tape; Cannot provide accurate picture of financial situation

Which of the following best describes the organization's finances and fundraising?

Not yet a concern; All resources are in-kind

Limited financial resources; Small budget with limited to no financial/ accounting systems; Overly dependent on a few funding sources and in-kind donations of expertise; month-to-month

Established relations with key funders but still unpredictable funding resources; Efficient at in-kind and volunteer resources; Cash flow problems - organization is undercapitalized; Cost considerations are more important; Revenue generation options considered

Reliable and diverse funding streams; Significant cash reserves; Expanded major giving program; Additional fundraising staff support; Revenue generation in progress

Insufficient cash reserves; Falling behind on financial obligations; Loss of financial support; Not bringing in new funding sources

Unable to meet payroll & behind on payables; Relies on lines of credit for basic bills; Possible bankruptcy

Which of the following best describes the organization's marketing and community awareness?

Not yet a concern

Poor external communication; Word of mouth referrals and marketing; No formal public relations

First official promotional material; Word of mouth still primary marketing channel

Marketing plan developed; Professional image and promotional material; In-house Communication & Marketing expertise

Reactive to each crisis; Spending less on marketing; No real proactive marketing and community relation building

Negative rumors in the community and/or bad press; Key stakeholders cannot clearly define mission & purpose; No marketing

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