Dashboard for Nonprofits

Board Café

Dashboard for Nonprofits

When I ran out of gas recently, I realized with embarrassment that I should have been looking at the gas gauge on my dashboard. Walking to the gas station I was reminded of the Nonprofit Dashboards that we at CompassPoint have been developing for client organizations. I hope you'll find the sample below a useful tool for management teams and for boards of directors. -Jan Masaoka

7 + 7
Briefings and presentations at board meetings tend to be too long, whether given by board or staff. Call your presentations "7 + 7," with a 7-minute presentation and then 7 minutes of questions and answers. Nobody minds 15 minutes of a meeting as presentation, and people can get an amazing amount of info into that time if they prepare to do so. Try it!

Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook
Have you suffered through a strategic planning process feeling totally lost? Strategic planning can be intimidating to boards and staff. A thoroughly revised, updated and expanded 2 out!) of this best-selling total guide to strategic planning is now available. Designed to be accessible and practical, this workbook takes the fear out of planning. It arms you with the expert knowledge and tools needed to develop and implement surefire strategic plans, including tested-in-the-trenches worksheets, checklists, and tables - in print and on the companion CD-ROM. Board Café readers can order this helpful book at a special introductory price of $34.95. To take advantage ofthis special price, order at

2nd edition (the first edition sold www.compasspoint.org/bookstore .

This issue's "Main Course" article:

DASHBOARD FOR NONPROFITS
The dashboard in a car gives an instant update on many important factors: speedometer, gas left in the tank, engine temperature, whether the air conditioner is on. At the same time, it may not give you the most important piece of information-whether you are on the right road. A nonprofit dashboard is similar: it gives important information to decision makers such as executives and boards, in a quick-read way. But it may not be helpful on bigger matters: are we doing the right work? should we be considering merging or a new initiative? CompassPoint consultants increasingly work with client organizations to develop dashboard indicators. Here's an example that may be helpful to you.

Dashboard Key
Red: Act now
Yellow: Watch
Green: Celebrate!

A report issued at the halfway point in the fiscal year:

Performance indicators
1. Program

  • Number of first-time clients. Target = 360 per year. Current status: 205. GREEN.
  • Post-test scores. Target = 80% have increase of 50% or more. Current status: 65%. RED.
  • Client satisfaction. Target: Average score of 4.2 out of 5.0. Current status: 4.6. GREEN
  • Volunteer hours. Target: 960 per year. Current status: 569. Current status: GREEN.

2. Finance

  • Days of cash on hand. Target: 30 days. Current status: 14. RED.
  • Net surplus or deficit compared to budget. Target: within $25,000. Current status: $28,000. YELLOW.
  • Days after month end for financial statement preparation. Target: 21 days. Current status: 41. RED.

3. Fund development

  • New individual donors. Target: 100 this year. Current status: 82. GREEN.
  • New foundations or corporations. Target: 10 this year. Current status: 5. GREEN.
  • Total non-government revenue. Target: $600,000 this year. Current status: $178,000. YELLOW.

4. Human resources

  • Performance evaluations completed on time. Target: 90%. Current status: 82%. YELLOW.
  • Staff meeting or exceeding goals in core job functions. Target: 95%. Current status: 97%. GREEN.

5. Board of Directors

  • Attendance at board meetings. Target: 75%. Current status: 83%. GREEN.
  • New board members joining. Target: 6 this year. Current status: 2. RED.
  • Executive Director performance evaluation completed on time. Target: yes. Current status: on timeline but not competed. YELLOW.

Imagine getting a dashboard like this at every meeting . . . with a glance board members could see how the organization is doing, and go to the important questions. The board would also be able to discuss what indicators should be added to the dashboard, and which might not be necessary. Board committees could look at expanded sets of indicators within their own areas; for example, the Fund Development Committee might have additional indicators around major donors, or attendance at events.

If this Dashboard is distributed at each board meeting, the board can zero in on key issues, rather than try to discover issues on their own. Don't forget that a dashboard shows a lot, but not everything.

Related articles from the Board Café, archived free at www.boardcafe.org

A "360 Degree Assessment" of the Agency

The Strategic Board Agenda

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