AmeriCorps Program Applicant Performance Measurement Toolkit
The purposes of this Performance Measurement Toolkit are to introduce the concept of performance measurement, provide information on performance measurement as it applies to AmeriCorps programs, and in particular to help potential applicants for AmeriCorps funding satisfy the performance measurement requirements of the application process.
A Board Member Contract
One way to be sure that everyone on the board is clear on his or her responsibilities is to adopt a board member contract. The discussion on the board about what to put in its contract or agreement is valuable in itself. This sample may help get that discussion started.
A Board-Staff “Contract” for Financial Accountability
Financial matters span a broad range of topics, including personnel and internal controls as well as accounting and the budget. Not all board members need to be familiar with financial terms and concepts, but each organization needs to develop a clear and explicit agreement for how financial accountability will be ensured. The following is a starting point for a "contract" which the board and staff can make to ensure a partnership for accountability.
Audit Committee Charter Matrix
Purpose of This Tool. Preparing an audit committee charter is often referred to as a best practice and is required for many public companies. It is encouraged for most organizations and required by some states for not-for-profit organizations. However, the charter is often prepared and forgotten except for its annual review. This tool is designed to help audit committees make the charter a living document and use it to manage the agenda. This tool is meant as a sample of what might be considered to be a best practice.
Becoming a Better Supervisor: A Resource Guide for Community Service Supervisors
Becoming a Better Supervisor: A Resource Guide for Community Service Supervisors was developed to help front-line supervisors in all kinds of community service programs. The guide was drawn from three major sources of information: a comprehensive needs assessment; views of supervisors who participated in Supervisory Skills Workshops; and literature of specialists in the fields of supervision, management, and community participation.
Board Self-Assessment Tool
At a regular physical check-up, the doctor may begin by asking the patient, "How are you feeling?" The answer is important. Although some patients may feel well but have a hidden disease, the patient's own sense of well being is still an important indicator. In a similar way, when a board asks itself, "How do we feel about our board and our organization?" the answer is a useful indicator, if not an error-proof test. An annual poll of board members lets the board get a sense of how its members feel. There are many such surveys, but here's a short one you can try. Give board members a scale to choose from for each answer, such as 1 - 5, with 1 being Not Confident and 5 being Very Confident. You might also ask your executive director (and other staff who frequently work with the board) to fill out a similar survey, and then use the results of both to kick off a discussion where people reflect on the survey results and establish objectives for the year about board activities.
CAPLAW Information Technology Resources Policy
This policy sets forth Employer’s policies with regards to information technology (“IT”) resources (e.g., e-mail, electronic voice and video communication, facsimile, the Internet and future technologies), including Employer access to review or disclosure of electronic files, electronic mail and electronic voice and video communications through or stored on any part of the IT resources systems. This memorandum also sets forth the policies on the proper use of the IT resources systems. These policies do not constitute a contract.
Community Action Agency Board Member TOOLKIT
This Toolkit for CAA Board Members focuses on a few topics: community assessment, Results-Oriented Management and Accountability, planning, basic Choices for Board members, history and future of community action, organization and responsibilities of a board, program monitoring and evaluation, and quizzes to help solidify knowledge.
Community Status Reports and Targeted Community Interventions: Drawing a Distinction
Community status reports and targeted community interventions are two useful tools in community work. The two share commonalities, including a “larger-than-program-level” focus (for example, neighborhood or community focus); heavy use of data; and the use of indicators. Because they are similar, the two tools are often confused. This paper clarifies the differences and relationships between community status reports and targeted community interventions, including the purpose of each approach, key tasks and challenges, and how the two relate in the work of creating stronger, healthier communities.
Confused About Governance Models? You're not alone!
This article addresses the following questions: What difference do boards really make to nonprofit organizations? What is governance anyway? How can boards add value to organizations? How can we evaluate their performance? What do you think about the “policy governance” model? What are the alternatives?
Crafting a comprehensive approach to leadership development
Creating a leadership development program requires clarity on leadership values as well as competencies, clarity on the purpose for which a program is developing leaders, intentionality about reinforcing leadership development throughout all aspects of the program, and efforts to model and practice the leadership internally programs are seeking to develop among members. Public Allies offers this model in the resource Lessons on Leadership Development: Developing a Comprehensive Approach, shared at the AmeriCorps Best Practices Conferences in Nashville, Tennessee in April 2005.
Evaluation for Racial Equity
The Center for Assessment and Policy Development and MP Associates, Inc. launched a new website for those interested in evaluating their progress toward anti-racism and inclusion goals. Includes tips, tools, and links to additional information on all aspects of evaluation related to racial equity. Was created for Community Groups and Individuals who want to know more about how to do evaluation, are working on changing their communities, and want to be certain that their evaluations take into account issues of racism, power, privilege, and oppression in: (1) Ways they organize and carry out evaluation, (2) kinds of questions they ask and outcomes they measure, (3) thinking about and using results, (4) at every step along the way.
Key Steps in Outcome Management
This guide documents the key steps in establishing and maintaining an outcome-oriented measurement process and in using the data collected.
La Piana's Ten Commandments for Executive Directors
A common cause of board/management dysfunction is a lack of clarity about the executive's responsibilities toward the board and about how to structure the relationship. David La Piana has drawn on his 16 years of successful executive leadership of a nonprofit and his 10 years consulting with nonprofit executive directors throughout the country to develop the following "Ten Commandments for Executive Directors." He has used it as a basis for training and mentoring of nonprofit chief executives.
Measuring What Matters in Nonprofits
This research report discusses three types of performance metrics useful for evaluating nonprofit performance: success in mobilizing its resources, its staff's effectiveness on the job, and progress in fulfilling its mission. Note: A free log-in is required to view this report.
Strategy Formation: Beyond Strategic Planning
Our Publications Strategy Formation: Beyond Strategic Planning This briefing paper describes our Strategy Formation project and the preliminary findings of our research on ways nonprofits can form effective strategies using a process that is less time-and resource-consuming than the typical strategic planning process now prevalent in the sector.
Supporting Cross-Program Integration: Some Recommendations for Federal Policy and Practice
By Mark Greenberg and Jennifer L. Noyes. This brief is based on the paper Increasing State and Local Capacity for Cross-Systems Innovation. Drawing on the papers’ findings and consultation with a range of state and federal policymakers, the brief provides the authors’ recommendations for federal action on cross-program state and local service integration efforts. This brief was written as part of a collaborative effort between the National Governors Association Center for Best Practices, Hudson Institute, and CLASP.
Surveying Clients About Outcomes
This guide provides information on what nonprofits need to know and consider when client surveys are used to track performance.
The Roles of the Nonprofit Board of Directors by LaPiana Associates, Inc.
To be effective, a nonprofit organization needs a strong board of directors that understands its roles and pursues them with passion and a mission orientation. The following outline provides an overview of board roles and responsibilities to guide discussion between the Executive Director and board members seeking to define their place within the organization.
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