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Things to Consider for Due DiligencePlease note that this is a list of issues to consider in conducting due diligence. These questions may be useful in helping think through what information you need from a specific site visit, and from there to develop a list of targeted questions for that site visit. I. Program Planning Does the organization substantively involve its leadership and constituency in determining the need, setting the goal, and developing its program plan? Do the goals and plan seem to address the systemic "causes" of the targeted need? Does the organization have a defined focus? Are the goals and plan informed by a realistic analysis of the systemic causes and the underlying power structure to assist in enabling constituents to move toward dignified and decent lives? Are the goals and plan a shared part of the organization's culture, clearly and similarly understood by staff, board, and constituents? Is the program plan logical and consistent with the organization's goals and analysis of the problem's cause? II. Program Implementation Does the program plan (objectives and timelines) seem realistic? Does the organization have the willingness and flexibility to modify its plan if conditions change or parts of their plan go awry? (Consistency with last year's plan if applicable) Does the organization's program involve or serve a significant percent of the constituency affected by the problem? How many people does the program serve? Does the organization use learning opportunities within its programs to build skills and confidence, enhance knowledge and understanding among its constituents and leadership? (Assessment of capacity) Does the organization encourage collective approaches to problem solving and analysis among its constituents and remain involved long enough to support change? Does the organization's program include activities by which it takes its issues and concerns to the broader public? Does the organization work cooperatively with other groups? III. Program Assessment Does the organization use an evaluation program by which its leaders, staff, and constituents can learn from program experiences? Is the evaluation process used to develop program goals and objectives? Do they evaluate the usefulness of what they learn? Is the leadership aware of the organization's strengths and weaknesses in terms of empowerment and effectiveness and have plans for improvement? IV. Administration/Structure Does the climate of the organization, as reflected in the language and interactions among staff and between staff and constituents, indicate principles of mutual respect and inclusion? Are the organization's facilities accessible, appropriate and respectful of its constituent and program needs? Does the organization have systems that enable staff ready access to needed information?
Does the organization utilize its resources efficiently?
Are authority and responsibility broadly delegated?
Are there clear, formal lines of communication among staff and between board and staff? V. Personnel and Board
Does the board meet regularly? (Attendance)
Does the board set policy and regularly review programs?
Do board, staff and volunteers include significant representation from the community being served? (Class, race/ethnicity, sex) Are distinctions between organizational leadership and constituency minimized? Does the board have people with a range of skills and /or does the organization find ways to draw on expertise from outside its constituency and leadership when needed? VI. General How does our contribution provide leverage? Why this group and not another? If we did not make this grant what difference would it make?
Grantmakers Without Borders PO Box 181282 Boston, MA 02118
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