Trellis Mini-Assessment

Review the statements in each section and make a note of any statements that reveal any gaps or areas of needed improvement. Contact us if you have any questions, to review the assessment with one of our team members, or if you are interested in the full questionnaire.

    • Clearly articulated and documented mission and vision that the board, leaders, and staff know and have bought into.
    • Organizational values are documented and known.
    • Mission, vision, and values are regularly verbalized and used as a filter through which decisions are made.
    • A current 3-5 year strategic plan is in place.
    • Board members have clarity about the role and purpose of a board – guide and guard.
    • Board members can clearly articulate the organization’s mission, vision, and values.
    • Board members actively participate in strategic planning.
    • Board members encourage one another to have a growing relationship with Christ.
    • Board members have clearly defined and communicated expectations for the executive director/CEO.
    • Board members have an approved succession plan in place for the senior leader of the organization.
    • Board members clearly understand areas of organizational risk and conduct a risk assessment at least bi-annually.
    • Board members understand the financial picture for the organization.
    • The leader has a clear understanding of the expectations of the role.
    • The leader has a clear vision for the organization and can communicate it clearly and compellingly.
    • The leader is not driven by the calendar but instead has margin built into his or her schedule.
    • The leader delegates to the team (staff or volunteer) effectively.
    • The team operates from an action plan that was derived from the strategic plan.
    • The team operates from a board-approved budget with regular monitoring of actual versus budgeted financials.
    • The team has documented protocols for most activities.
    • Operational & program policies are in place and reviewed at least annually.
    • Systems are in place for managing programs efficiently and effectively. 
    • The organization has employee (paid and volunteer) policies in place that have been vetted and approved.
    • The organization has a hiring process in place that ensures new paid and volunteer employees are mission fit and job fit.
    • There are documented job descriptions for all roles.
    • There is a strategic development plan in place.
    • Anyone involved with development knows the plan and has clear action steps documented and measured.
    • There are fundraising policies in place.
    • There is a system in place for managing relationships, funds raised, volunteers, etc.
    • Donors are thanked often and in a timely manner.
    • There is a strategic communications plan in place.
    • Anyone involved with communications and marketing knows the plan and has clear action steps documented and tracked.
    • There is a system in place for managing communications channels, projects, and tasks.
    • There is a system in place for measuring the effectiveness of communications tactics.
    • There are predefined and documented protocols for crisis communications.
    • Programs being offered are relevant and in response to a need expressed in the community.
    • Program SOPs are clearly documented to ensure continuity.
    • Programs are known by the community.
    • Program outputs are regularly measured.
    • Program outcomes are regularly measured, and the outcomes solve the problem(s) that the organization is trying to solve.
    • Program impact stories are being gathered, and the stories confirm focus is on the big picture “Why”.