The form attempts to list the major aspects of any arts organization's operations in the
following categories:
Under each category is a laundry list of specific items that you may rank as either: "strong,"
"adequate," "weak" or "n.a." (not applicable). The checklist should be viewed as a flexible
template. Once you become familiar with it, add other headings or items as you see fit.
In Advancement, the checklist was used to engender a conversation among a representative
cross-section from an organization. Often it is not the ranking of an item that counts, but the
information gained from seeing that different parts of the organization (board and staff, for
instance) rank items quite differently, or are totally unaware of how to rank an item. In a large
group, votes can be made individually and then tallied later, or a show of hands can be taken for a
consensus on each item's ranking as you go along.
The self-assessment can be done in a number of ways and in various settings. The form can be
handed to individuals and filled out in private, but this would eliminate the chance for
information sharing and conversation. A powerful way to use this tool is to set aside a 3-hour
period of time and invite representative members of all factions of your organization to attend -
staff, board, artists, volunteers, etc. For shorter time-frames, you might edit the form down to
just a couple of categories, or reduce the number of items under each heading.
Once the form is complete, you will have a very good map of the strong and weak spots lurk in
your organization, as well as where there is a need for more communication or education. The
self-assessment form can provide you with fuel for your first retreat and for prioritizing the
major areas where goal setting, research and action items need to begin.
| ORGANIZATIONAL SELF-ASSESSMENT
CHECKLIST |
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S
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Q
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N
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ORGANIZATIONAL PURPOSE |
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1. Concise, written Mission Statement |
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2. Concise, written Artistic Philosophy Statement |
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3. Understanding of mission and philosophy by board |
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4. Understanding of mission and philosophy by staff |
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5. Understanding of mission and philosophy by constituencies/gen.
public |
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6. Understanding of mission and philosophy by prospective
funders |
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7. Mission statement and philosophy reviewed regularly |
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8. Concise, written history of the organization |
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PROGRAMS |
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1. Sense of vision and continuity provided by artistic
leadership |
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2. Annual program planning process |
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3. Written annual program plan |
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4. Formal communication of annual program plans to staff |
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5. Formal communication of annual program plans to
Board/volunteers |
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6. Method for review/evaluation of prior year's program |
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7. Method for determining whether programs meet constituent
needs |
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8. Written multiyear program plan |
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9. Adequacy of rehearsal/preparation time/equipment |
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10. System for costing-out program elements |
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11. Volunteer support of programs |
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12. Other artistic issues |
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GOVERNANCE |
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1. Understanding of the responsibilities of the board |
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2. Written board member job descriptions |
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3. By-laws: current, functional, used |
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4. Procedures for evaluating short-term/long-term
objectives |
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5. Procedures for recruiting new board members |
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6. Procedures for orientation of new board members |
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7. Procedure for evaluating board members and/or board
rotation |
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8. Structure of board committees |
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9. Frequency of board meetings |
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10. Attendance at Board meetings |
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11. Procedure for meeting notice and preparation |
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12. Effective use of time at Board meetings |
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13. Board attendance at performances/exhibits |
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14. Staff input into Board decision-making |
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15. Understandable financial reports presented to Board |
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16. Board's understanding of finances |
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17. Method of reviewing auditor's report |
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18. Board represents community served |
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19. Board's understanding of Board/staff relationships |
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20. Board's understanding of fundraising |
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21. Board members make sufficient cash donations annually |
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22. Board members give time/expertise |
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23. Board members advocate the organization in the
community |
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24. Board members review/approve long range plan |
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25. Board members recruitment of new audience members |
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26. Board members recruitment of new donors |
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27. Board members sense of involvement |
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28. Board members sense of accomplishment |
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29. Role of advisory committees |
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30. Other Governance issues |
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STAFF |
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1. Clarity of reporting relationships |
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2. Current and accurate written job descriptions |
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3. Administrative leadership |
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4. Communication among staff members |
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5. Communication between staff and board |
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6. Communication among staff, board and artists |
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7. Staff's understanding of the function and duties of the
board |
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8. Staff participation in planning |
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9. Appropriateness of staff size re: programming
challenge |
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10. Staff experience in relationship to the job
assignment |
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11. Time available to perform jobs satisfactorily |
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12. Opportunities for staff training and personal
development |
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13. Systems for recruiting/using/thanking staff &
volunteers |
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14. Written personnel manual and policies |
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15. System for annual performance reviews |
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16. Benefit package for staff |
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17. Benefit package for artists |
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18. Salary scale for staff |
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19. Pay scale for artists |
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20. Employment status of artists (employee or independent
contractor) |
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21. Staff use of consultants/contractors |
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22. Staff Morale |
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23. Office Equipment |
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24. Other personnel Issues |
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MARKETING |
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1. Understanding of who currently patronizes organization |
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(e.g. ticket sales, book sales, memberships, etc.) |
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2. Understanding of who organization wants as patrons (target
markets) |
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3. Understanding of competition and annual review of their
activities |
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4. Tracking of actual ticket sales/attendance by event & fiscal
year |
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5. Mechanism for regular market research and analysis |
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6. Annual written: marketing plan |
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subscription promotion plan |
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single ticket/membership promotion plan |
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other sales promotion plan |
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7. Organization's subscription renewal rate (repeat
customers) |
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8. Effective marketing/promotional materials |
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9. Marketing budget |
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10. Analysis of cost-per-unit to sell each product |
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11. Size of marketing staff in relation to task |
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12. Experience of marketing staff in relation to task |
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13. Staff use of marketing consultants |
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14. Volunteer assistance with
marketing/subscription/sales |
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15. Ability of organization to accurately project earned income
goals |
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16. Ability of organization to consistently meet earned income
goals |
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17. Process for evaluating effectiveness of marketing
plan |
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18. In-house mailing list |
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computerized |
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procedures for updating/purging information |
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19. Other marketing issues |
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PUBLIC/COMMUNITY RELATIONS |
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1. Consistency and clarity of organizational image communicated to
public |
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2. Mechanism for handling of public queries, complaints,
etc. |
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3. Annual public relations plan |
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4. Effectiveness in representing the organization: to its
constituencies |
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to the general public |
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to the press |
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to critics |
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5. Mechanisms for receiving and evaluating feedback from various
sources |
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6. Organization's publications |
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7. Size of staff in relation to task |
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8. Experience of staff in relation to job assignment |
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9. Budget for public relations |
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10. Understanding of difference between marketing and public
relations |
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11. Other Public/Community Relations issues |
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FUNDRAISING |
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1. Process for setting annual fundraising goals |
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2. Mechanism for providing development staff input into fundraising
goals |
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3. Mechanism for providing Board input into fundraising
goals |
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4. Ability of organization to consistently meet fundraising
goals |
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5. Written development plan for annual operating support |
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6. Plan indicates secured, renewable and speculative contributed
income |
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7. Size of development staff in relation to task |
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8. Experience of staff in relation to job assignment |
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9. Grantwriting expertise |
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10. Individual donor research capacity |
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11. Corporate, foundation, govt. grants research capacity |
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12. Special events, consistently net at least 50% of income as
profit |
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13. Impact on organization of producing special events |
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14. Leadership of Board in special events |
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15. Involvement of Board in prospect identification |
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16. Involvement of Board in individual donor solicitation |
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17. Non-Board volunteer support of fundraising effort |
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18. Solicitor training |
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19. Earned income/contributed income mix |
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20. Organization's ability to attract: individual donations,
gifts |
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corporate and corporate foundation gifts |
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private foundation funding |
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21. Level of local government grants (arts &
non-arts) |
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22. Level of state government funding |
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23. Level of national government funding |
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24. Development materials |
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25. Computer support for fundraising |
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26. Gift recording system |
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27. Gift acknowledgment system |
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28. Systematized information about donors/prospects |
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29. Mechanism for systematic renewal of past/lapsed
donors |
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30. Systematic plan for expanding donor base |
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31. Budget for fundraising expenses |
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32. Other Fundraising Issues |
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FINANCIAL MANAGEMENT |
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1. Annual budgeting process |
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2. Computerized accounting/budgeting/reporting systems |
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3. Board mechanism for reviewing monthly statements |
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4. System for regular cash flow projections and
monitoring |
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5. Ability of organization to manage cash flow |
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6. Formalized cost controls |
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7. Ability of organization to pay accounts payable within 30
days |
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8. Annual financial audit (with management letter) by CPA |
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9., Board system for reviewing audit |
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10. System of internal controls |
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11. Payroll tax deposits made when due |
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12. Ability of org. to manage debt repayment of notes/loans
outstanding |
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13. Line of credit for the organization |
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14. Investment and endowment returns |
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15. Formal policy that maintains integrity of cash reserve or
endowment |
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16. System for segregating pre-payments in restricted
accounts |
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17. Size of staff in relation to tasks |
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18. Experience of staff in relation to job assignments |
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19. Staff's understanding of financial systems |
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20. Other Financial Management issues |
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FACILITIES |
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1. Space for productions/exhibits/activities at present
level |
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2. Space for expanded productions/exhibits/activities |
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3. Space for current administrative staff |
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4. Space for expanded administrative staff |
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5. Space for current production staff |
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6. Space for expanded production staff |
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7. Storage facilities |
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8. Image facility communicates to constituents |
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9. Ambience of space for staff and volunteers |
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10. Degree of organization's control of facility |
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11. Length of lease agreement |
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12. Other Facilities issues |
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PLANNING |
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1. Multi-year plan in place and in use |
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2. Plan reviewed and updated annually with board and
staff |
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3. Evaluation of previous year activities in relation to
plan |
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4. Other Planning issues |
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COMMUNICATION/DECISION MAKING |
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1. Communication within the organization is open, candid,
timely |
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2. Decision making process is well-informed, timely |
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3. Other Communication/Decision Making issues |
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EXTERNAL ENVIRONMENT |
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1. Understanding of local/regional: economic climate |
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giving to the arts |
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attendance of the arts |
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2. Organization's knowledge of/relationship to arts
community |
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3. Organization's knowledge of/relationship to non-arts
community |
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FINAL COMMENTS |
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LIST OF PARTICIPANTS IN SELF ASSESSMENT ON (date___________)
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1 |
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2 |
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3 |
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4 |
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5 |
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6 |
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v |
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8 |
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9 |
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10 |
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12 |
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