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This 36-question diagnostic tool is designed to affirm your work related to the governance and administration of God’s work and to show you areas for possible improvement. For the following questions, if you answer yes, we assume you need no assistance. If you click no or unsure for any question, we will suggest tools or practices that may help you.
1. The board and CEO follow an annual process for assuring legal filings for government compliance including annual conflicts of interest declarations and related documentation.
2. The institution complies with standards of a local peer accountability group (PAG) and maintains annual accreditation.
3. The board and CEO adopt a Board Policies Manual (BPM) that outlines governance and executive roles and responsibilities and revise it as needed at every meeting to maintain God-honoring operations.
4. The board, CEO, staff and volunteers sign an annual affirmation of their commitment to the Statement of Faith and the Purpose, Values, and Code of Conduct of the Organization.
5. The board, CEO, and senior staff commit to attending quarterly board meetings on-site or online (scheduled one year in advance) as well as committee meetings (as needed).
6. The board serves as "governors" and the CEO and staff will fulfill their duties as outlined in the Five Models of Board Governance Chart.
7. The board, CEO, and staff commit to the spiritual practices of confession, fasting, and prayer both individually and collectively.
8. The board, CEO, staff, and volunteers take time for scripture, silence, sharing, and supplication at every meeting.
9. As outlined in the BPM, the board will hold the board members and CEO accountable to exhibit Christlike behavior and the CEO will hold the staff accountable to exhibit Christlike behavior.
10. The board will block time for learning and development at each annual meeting.
11. The staff will outline plans for personal and professional development in their annual faithful activities (3D) document.
12. The volunteers will be developed through quarterly interaction aimed at their personal and professional development.
13. The board uses a board selection process and interview template to ensure the process is followed for appointing committed, Christlike, and competent members.
14. The board approves a spending plan (budget) that links to programs, reports quarterly, with independent financial review or audit annually.
15. The CEO implements appropriate financial controls suggested by the independent auditors and/or the PAG such as expense reports, whistleblower policy, and other related items.
16. The board uses a matrix to identify candidates with age, gender, and ethnic diversity and to ensure a wide range of abilities and expertise.
17. Each staff member or volunteer has a job description provided before their service begins that outlines reporting structure, required skills, and responsibilities.
18. Before interviewing new staff members, they must provide two character and two employee references and be interviewed by at least three board or staff members.
19. The board, CEO, and staff prioritize time for spiritual, solitude, social, and strategic activities at the annual meeting.
20. The CEO and staff block time for spiritual, solitude, social, and strategic activities at the annual staff retreat.
21. At each meeting, check-in and check-out will take place to ensure that the organization cares for people while remaining committed to the organizational purpose.
22. All quarterly board materials and monthly staff meetings have an agenda and supporting materials in advance of the meeting and minutes are taken and archived for each meeting.
23. The CEO and staff provide quarterly dashboard for the full board and reports for each committee.
24. The CEO and staff maintain a functioning website and provide an annual report that includes financial statements, program infographics, and impact information.
25. The CEO and staff discern faithful activities for accountability annually and will report them in an annual discerning direction document (3D) for each staff member.
26. The board will do an evaluation after each meeting, self-evaluate annually, and ensure staff receive annual performance evaluations.
27. The CEO will do intentional activities to set a specific culture in place (such as "with you" at GTP).
28. The board has a written succession plan (or includes this in BPM) in the event of any change in the CEO position.
29. The board manages risk by outlining potential risks and the process for addressing them on an annual basis (or includes this in the BPM).
30. The CEO has a plan in place for caring for board, staff, or volunteers engaged in ministry work and needing emergency assistance.
31. The board members will serve on board committees with staff representation.
32. The board governs by stewarding the organizational purpose and holding the CEO accountable for pursuing organizational goals and mapping institutional strategies.
33. The CEO discerns annual plans, reports quarterly progress, and oversees daily operations of staff and volunteers.
34. The board, CEO, staff, and volunteers give according to their ability to advance the mission.
35. The board, CEO, staff and volunteers understand their role and responsibility in rallying others to participate by giving and serving to advance the purpose of the organization.
36. The board, CEO, staff, and volunteers steward the information of partners with integrity and in accordance with privacy laws.
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