Ensuring that logic models are sound.
Every organization has a mission statement, a reason for existence that is justification for receiving 501c3, nonprofit status. When is the last time that someone reviewed the goals and objectives that will supposedly lead back to mission accomplishment? What activities are undertaken that are intended to achieve those goals and objectives? Who is capturing data on efforts? Are the measures valid and reliable? Are the measurements capturing what people are doing (efforts) or what the organization is accomplishing (outcomes)?
Devising efficiency measures as well as effectiveness (performance) measures.
Conducting a marketing and branding audit, as needed.
Is the organization aware of marketing circles? Is the organization’s brand image being molded by default? Is there an awareness of the difference between marketing the organization and fundraising?
Analyzing denied grant applications for areas of weakness that can be strengthened.
Facilitating an analysis of the internal and external environment of the organization.
Is the organization aware of its strengths and weaknesses? Is it scanning for opportunities upon which to capitalize and threats for which to prepare? To what degree is there awareness of what is happening within the organization itself? Is there awareness of the effects of the external environment?
Analyzing the institutional memory of the organization.
Turnover in the nonprofit sector is higher than other sectors. Is institutional memory tied to people or are procedures in place to document plans and actions?
Fostering donor trust and confidence by providing demonstrable evidence of effective and efficient mission accomplishment.