Reviewing an excellent NPC produced 70-page publication reinforced our belief in the importance of an annual stock-take before year’s end in preparation for a reopening with a full, well prepared programme. Delaying such a review can lead to an accumulation of competing priorities early in the new year. This gives you the opportunity to scrutinise past performance ensuring no delayed action for improvement by the governing board and executive team.

With this in mind we have prepared a check list to provide guidance and direction leading to better operational outcomes in the year ahead.  The whole process is aimed at identifying weaknesses and unchartered territory that can be improved on.

The checklist covers the four pillars of organisational competence and efficiency essential to good governance and stakeholder satisfaction under the following headings:

  1. Purpose
  • Does the organisation’s vision and mission answer a need?
  • Does it have a sound strategy for achieving its goals?
  • Do its activities reflect the strategy?
  • Do they achieve the expected results?
  1. Impact Practice
  • Does the organisation use information to learn and improve?
  • Does it know what it is achieving?
  • Does it have the right approach to evaluation?
  • It is open about its findings?
  1. People
  • Does the organisation have good leadership?
  • Does it recruit good people and manage them well?
  • How good is its governance?
  • Do people using its services help to shape its work?
  • Does it have a healthy organisational culture?
  1. Finance and Operations
  • Is the organisation financially secure?
  • Does it have good financial management?
  • Does it have good operational management?
  • Does it make efficient use of its resources?

Concurrent with this self-assessment should be a review of the constitution or trust deed and strategic plan to ensure that the association or trust is well prepared for the ensuing year.

NZARC welcomes enquiries from subscribers concerning any subject carried herein for further information and assistance in the implementation of any advice forming part of it, which can be directed to


One thought on “What makes a good charity (or association)?

  1. As usual, good stuff from this site.

    My only comment that may be of some value, and this applies equally to organisations/businesses other than not-for-profits, is to make sure the constitution or trust deed, and perhaps even more important the strategic plan, are written such that everyone easily understands them. Too often I find these documents full of legalize and similar language emanating from the other professions represented on Boards etc. Net result is that the Troops read a few sentences and pass it up to move on the doing the “real” stuff.

Comments are closed.