Frankly Inspired

Free Diagnostic

Sustainability Strategy Score

12 questions on strategic clarity, risk management, impact/financial integration, and execution discipline, grounded in Harvard Kennedy School's Strategic Triangle, the COSO risk framework, the nonprofit sector's own "dual bottom line" research, and Harvard Business School's Balanced Scorecard. If you've completed the Revenue & Growth and Leadership scores, this tool ties all three together. Takes about 7 minutes. New here? The free Self-Assessment is a faster 7-minute starting point across all seven Health Index dimensions.

Section 1 of 4: Strategic Clarity & Public Value

How to answer: choose the level you could show evidence for
1 · Not in place
We don't do this.
2 · Talked about
Discussed or planned, but not started.
3 · Informal
It happens, but isn't written down or consistent.
4 · Documented
Written down and in regular use; you could show it.
5 · Verified
Routine and reviewed; it would hold up if a funder or board checked.

If you're between two levels, pick the lower one. An honest score is more useful than a flattering one. How scoring works.

1. Strategic Clarity & Public Value

Based on Mark Moore's Strategic Triangle (Harvard Kennedy School).

Our top two or three strategic priorities are written down and used consistently by staff, board, and leadership.
Our strategy clearly identifies who benefits from our work and what specific value we create for them.
We have written criteria for deciding whether a new opportunity or request fits our strategic priorities.

2. Risk Identification & Management

Based on the COSO Enterprise Risk Management Framework.

We maintain a written list of our top risks (financial, operational, reputational, and strategic), not just an informal sense of them.
Risk is reviewed on a regular, scheduled basis, not just when something goes wrong or during a funding application.
We have a written contingency plan for losing our largest funding source or a key leader suddenly.

3. Impact & Financial Sustainability Integration

Based on the Matrix Map / "dual bottom line" model (Bell, Masaoka & Zimmerman, "Nonprofit Sustainability").

We track, program by program, which programs are financially self-sustaining and which are subsidized by other revenue.
Decisions about which programs to grow, maintain, or sunset weigh both mission impact and financial contribution together.
Leadership and the board review, at least once a year, which mission-critical programs aren't financially sustainable on their own and how they'll be funded.

4. Roadmap & Implementation Discipline

Based on the Balanced Scorecard (Kaplan & Norton, Harvard Business School).

Our strategic priorities are translated into specific initiatives with owners and timelines, not just stated goals.
We track a small set of key metrics regularly (at least quarterly) that show whether we're actually executing the strategy.
Progress against our strategic plan is reviewed and adjusted at least once or twice a year, not filed away until the next planning cycle.