mckinsey nonprofit board assessment tool

In these cases, the nonprofit was working with a consultant who facilitated the same kind of process and discussions but without using a tool. >> If they feel that their time isn’t well spent, they might skip meetings or tune out. /Type /Page McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – LONG FORM OVERVIEW The Nonprofit Board Self Assessment Tool is designed to help nonprofit organizations assess their board's performance and identify priorities for board activities going forward. The board of Scholarship America, for example, created what it calls its Honor Roll Trustees, a special board to which exceptional retiring directors are elected by their peers. 958 958 958 958 958 958 958 958 958 958 A free online tool published by Venture Philanthropy Partners and McKinsey & Company to help nonprofits assess organizational capacity, strengths, and weaknesses. Digital upends old models. By being flexible and dynamic, embracing self-scrutiny, and acting on the findings, boards can do more and do it better. Verifying the relevance of all board committees is also crucial; their objectives and accomplishments need to be examined annually. We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. /Type /FontDescriptor To help any organization begin this process, the appendix includes a self-assessment tool for diagnosing board practices against the gold standard. We use cookies essential for this site to function well. /LastChar 255 /Subtype /TrueType Good boards, well aware that they lack the time and resources to tackle all of their responsibilities at once, manage to adapt—perhaps by devoting extra energy to a single task, such as a capital campaign, before moving on to the next challenge. The governance portion of the McKinsey Organizational Capacity Assessment Tool (fee-based) is another one. Over the longer haul, however, nonprofit organizations have no choice but to rethink the way they replace and recruit directors. 958 958 958 958 958 958 958 958 958 958 %PDF-1.1 You want to assess the overall management of your organisation. /Flags 4 >> 850 782 710 681 812 763 1128 763 736 691 /Flags 32 148 0 obj 151 0 obj In some jurisdictions, the directors are also evaluated along with the Boards. /H [ 1606 213 ] 736 734 712 667 667 667 667 667 667 1018 To improve the governance of nonprofits, their boards must venture beyond the traditional focus on raising funds, selecting CEOs, and setting high-level policy. Your leadership team and board have access to the internet, enough time to complete the survey, and are fluent in English. 138 0 R 139 0 R 140 0 R 141 0 R Perceived importance of responsibilities for … 147 0 obj /StemV 80 Such efforts are worthwhile: effective board processes can help directors devote more time to the organization, increase their enjoyment of the work, and thus spur them to become more ardent ambassadors and fund-raisers. Plan to conduct a self-assessment every two to three years. Please discuss each topic and rate the degree to which your organization has achieved the stated goal. /FontDescriptor 149 0 R 545 685 545 545 268 268 458 458 545 635 /Fabc11 151 0 R The McKinsey Organizational Capacity Assessment Tool (OCAT) is based on a framework developed specifically for nonprofits and social enterprise organizations. It can be used by nonprofit managers, staff, board members and external capacity builders and funders to identify areas of … Away from day-to-day activities, an organization can hammer out its vision and uncover fundamental differences of opinion. 0000003620 00000 n People create and sustain change. >> startxref Character Counts! << This simple assessment tool—a good starting point for many organizations—is available in the report on which this article is based. /FontDescriptor 152 0 R Over the next two years, this board moved to improve its long-term effectiveness by increasing the directors’ fund-raising responsibilities, redesigning meetings to focus more on discussion (rather than management-led “education”), and restructuring committee roles. The directors are, after all, unpaid volunteers serving as a labor of love. /FontBBox [ -49 -206 1446 1000 ] /LastChar 255 When its board focused on impact (measured by the number of incidents that involved fighting and cheating) rather than on activities (the number of schools visited and workshops held), it learned that its student-oriented programs helped reduce the level of violence in schools but not the level of cheating. 0000002270 00000 n 958 958 958 958 958 958 958 958 958 958 >> A nonprofit board director’s term usually lasts about three to five years. The corporate-governance debate in the United States is spreading from the for-profit to the nonprofit world. 591 525 634 454 634 818 545 635 545 268 /Resources << Yet only about 40 percent of the nonprofit executives and directors we surveyed said that their boards played an active role in this work, and some of them, fearing that board members would become distracted by day-to-day minutiae, even questioned whether they should. Yet a dynamic board is quite valuable, as the experience of a major environmental nonprofit considering a billion-dollar expansion program shows. See The Dynamic Board: Lessons from High-Performing Nonprofits (PDF–781 KB). Paul Jansen is a director and Andrea Kilpatrick is a consultant in McKinsey’s San Francisco office. 402 710 710 710 710 543 710 710 963 597 << These metrics are certainly important, but they don’t measure the real success of an organization in achieving its mission. /CapHeight 699 The first task, then, is to nail down the fundamentals—a clear vision, appropriate board membership, and effective processes—because these elements enable directors to avoid wasting a great deal of time and energy. The organization’s local chapters evaluate the performance of the national office, and the results go straight to the board, which in turn suggests ways of refining the services that chapters receive. 811 837 545 555 770 637 947 846 850 732 The good news is that nonprofit boards usually need not take on all of their new responsibilities at once. The OCAT from McKinsey & Company is a useful online tool to help your organisation assess its own strengths and weaknesses.The OCAT is a good choice when: 1. 958 958 958 958 958 958 958 958 958 958 Boards should try to look at performance data unfiltered by management, but fewer than 40 percent of the directors we surveyed said that they actually did. 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 The McKinsey & Company Nonprofit Board Self Assessment Tool. /StemV 80 /ProcSet [ /PDF 520 595 595 595 595 274 274 274 274 611 958 958 958 958 958 958 958 958 958 958 cookies. A board might look good on paper: a strong alignment around the organization’s vision, appropriate members, a clear division of roles. Nonprofit managers and/or board members can complete this assessment. >> sets the strategic direction of the company), it controls (i.e. /Encoding /WinAnsiEncoding Board self-assessment is a best practice of successful nonprofit Boards of Directors. /Dests << For more on metrics, see John Sawhill and David Williamson, “Measuring what matters in nonprofits,” McKinsey Quarterly, May 2001. 958 958 958 958 958 958 958 958 958 958 /LastChar 255 Nonprofit Board Self-Assessment This customized nonprofit self-assessment tool is designed to help nonprofits assess their board's current performance and to … /Type /Font /Fabc5 148 0 R /Font << Leading nonprofits find it vital to plan—by setting dates for board and committee meetings early, arranging agendas to ensure that pressing matters can be discussed fully, and giving staff members enough lead time to develop reading lists for directors well in advance of meetings. An important (if not obvious) reason for involving the board in such performance-management efforts is the need to focus attention on the way it should use its own time and energy—for example, fund-raising, community relations, strategic planning, or tactical matters such as improving specific programs, recruiting staff, or overseeing financial plans. endobj An often overlooked one is for board members to upgrade their skills through training. xœÍY[oÛ6~7àÿpŞÖ ¨Æ‹HJ{k¶dèÖ&]ì] BoardSource publishes several board assessment tools, and your consultant may very well have developed one as well. 958 958 958 958 958 958 958 958 958 958 454 635 818 363 454 363 454 635 635 635 /Font << Of the 32 high-performing institutions whose leadership we interviewed, 7 had some form of two-tier arrangement. /Ascent 1000 << 127 0 R 128 0 R 129 0 R 130 0 R Unleash their potential. endobj >> Learn more about cookies, Opens in new tool for assessing Board effectiveness and efficiency. The grid should be used in conjunction with the Capacity Framework, which explains the seven elements of organization- … /ImageB To be sure, those boards operate under unusual constraints. /Subtype /Type1 Also self-assessment is a board commitment; when the call for action comes from within the team, the “voice” is different. Generally, the key isn’t to do more but to focus more. Another possibility is simply to expand the board to bring in new blood while setting term limits for current directors. The tool is appropriate for directors of all levels of expertise and experience, and we recommend completing it at least once a year to track your development progress. Well-publicized controversies at organizations such as The Nature Conservancy, the American Red Cross, and the James Irvine Foundation have even caused observers such as Eliot Spitzer, the attorney general of New York State, to suggest that the Sarbanes-Oxley Act should be applied to nonprofit boards. /Flags 262176 boardnetUSA is a collaborative network of companies, communities and nonprofit associations. We believe this combination of performance assessment and priority-setting is the foundation of superior nonprofit board performance over time. 131 0 R 132 0 R 133 0 R 74 0 R 1000 1000 958 958 958 958 958 958 958 958 867 867 616 963 776 761 723 830 683 650 0000001606 00000 n For contributions to this article and to the research underlying it, the authors wish to thank Vishy Cvsa, Devin Erhardt, Vidya Prakash, Les Silverman, and Lynn Taliento. Our research indicates that the best boards also provide professional expertise, represent the interests of their nonprofits to community leaders, recruit new talent to the organization, and provide the more rigorous management and performance oversight that funders increasingly demand. 958 958 958 958 958 958 ] 0 351 393 458 818 635 1076 726 268 454 500 500 500 500 500 500 500 500 1000 1000 >> Directors might initiate the process themselves if they are frustrated with the way they are using their time or with their peers’ performance. The organization quickly offered teachers and principals workshops that focused on the reduction of cheating and soon saw changes for the better. Nonprofit Board Assessment Tool Download copy of tip sheet. /Widths [ 0 0 0 0 0 0 0 0 0 0 120 0 R 121 0 R 122 0 R 123 0 R /Outlines 112 0 R The desirability of a dynamic board might seem to be mere common sense, but it is uncommonly hard to become one. As a result, the board had a series of discussions with management and ultimately modified the program. >> (Only 38 percent of the directors we surveyed, for example, served on the boards of organizations offering instruction in fund-raising—a crucial skill for nonprofit directors.) /FontName /Marlett /Type /XRef /Fabc13 153 0 R /FirstChar 1 monitors the management) /Encoding /WinAnsiEncoding tab. The corporate-governance debate in the United States is spreading from the for-profit to the nonprofit world. xœc```b``sgP 2À$(@a Some grant reports have specific questions for the grantee to address that ask about the process the organization uses to neasure its outcomes or progress. 0000000012 00000 n Meeting the Moment: A 2020 Report to the Community. /Fit ] our use of cookies, and Sometimes the executive director—concerned, perhaps, about whether the board has the right composition—takes the lead. McKinsey’s Capacity Assessment Grid This grid is a tool designed to help organizations assess their organizational capacity/effectiveness. /Text The TCC Group’s Core Capacities Assessment Tool also addresses governance. 641 635 363 635 541 545 644 1000 1000 1000 /Pages 113 0 R >> collaboration with select social media and trusted analytics partners /BaseFont /Times-Roman These boards get their hands dirty undertaking the tasks they do best while carefully avoiding micromanagement that would demoralize full-time staff members. 142 0 R 104 0 R ] Deciding what to emphasize demands serious self-scrutiny, and only 35 percent of the nonprofit directors we surveyed said that their boards submit to it now. Please click "Accept" to help us improve its usefulness with additional cookies. 543 689 543 867 710 710 667 699 588 699 And when an affiliate of Easter Seals (which provides disabled children and adults with physical therapy, job training, and the like) questioned its clients, it found that they needed support delivered to their homes instead of through a network of external sites. Thus it comes as no surprise that a recent McKinsey survey of executives and directors of nonprofit social-service organizations found that only 17 percent of the respondents felt that their boards were as effective as possible.1 1. McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – SHORT FORM GUIDELINES FOR ASSESSORS The Nonprofit Board Assessment Tool has three sections: 1. /DR << Preface Many boards are reluctant to do so because it takes time and can yield pointed criticisms. 2. /Filter /FlateDecode /ItalicAngle 0 454 454 454 818 635 635 600 623 520 623 And the board as a whole can become complacent. Several directors feared that it would distract the organization from urgent advocacy priorities or founder because the board lacked members with experience running aggressive fund-raising campaigns. /Ascent 764 /Type /Font 606 623 623 426 520 394 632 591 818 591 We interviewed executives and directors at 32 of the 100 organizations named as top nonprofit performers by Worth magazine to find out what their boards do. /FontBBox [ 0 0 1000 1000 ] 1000 635 976 520 454 981 545 525 615 351 Organizational Assessment Tools. The directors of the Girl Scouts of the USA are among that minority. Therefore, the first step is listening to what they need. The Initial Self Assessment Tool is the first of 3 steps nonprofits may undergo to achieve a certificate of effectiveness. 1000 1000 1000 1000 1000 1000 1000 1000 958 958 In fact, however, boards can oversee performance without micromanaging operations. The assessment tool is divided into different categories of specific performance indicators, including: legal, governance, human resources, strategic planning, program planning, evaluations, finances and fundraising. They also answer to a wide range of stakeholders who may lack a single common goal, such as increasing shareholder value. Another form of organization—the two-tier board—can eliminate the need to dispense with the valuable experience, relationships, and resources of departing directors. /Descent -206 Any one of these can hamstring a board by wasting its time, causing it to fall short of its responsibilities, or making some directors less and less engaged. /PageMode /UseNone 0 0 0 0 0 0 0 0 0 0 /Widths [ 500 958 958 958 958 958 958 958 958 958 /FontDescriptor 147 0 R 0 0 0 0 0 0 0 0 0 0 In this way, boards build a set of well-understood precedents that directors can draw on when making choices. 0000003440 00000 n endobj 683 683 683 545 545 545 545 830 846 850 >> At one level, the simple solution is to fix the process. 0000001071 00000 n endobj Even a nonprofit organization with a clear mission and vision may find that certain directors no longer meet its needs: as it expands and matures, for example, it might find that its founding board members lack relevant professional or fund-raising expertise. xref How can a board begin the process of self-reflection? 143 12 /N 9 The surveys provided our quantitative results. The McKinsey & Company Nonprofit Board Self-Assessment Tool not only provides an evaluation but helps the board prioritize its movement forward. /Encoding /WinAnsiEncoding 635 458 818 635 635 635 1521 683 454 1069 It is not necessary to conduct one every year — you need time to implement any potential changes and learn new ways to function as a board. >> << Assessing Board Effectiveness The Board performs three major roles in a company – it provides direction (i.e. /ItalicAngle 0 0000006339 00000 n 154 0 obj The Nonprofit Board Self Assessment Tool is designed to help nonprofit organizations assess their board's performance and identify priorities for board activities going forward. 588 664 664 664 664 341 341 341 341 679 There are a few short-term solutions. Such discussions are often more relevant if a nonprofit’s board members have personally experienced the complexities and challenges of its mission and strategy by volunteering for or observing work on the front lines. Organizations with broader sets of constituents might emulate the board of America’s Second Harvest, an antihunger group, which has formed a stakeholders’ committee explicitly charged with obtaining feedback. /ItalicAngle 0 tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. The executives of a nonprofit should meet frequently with the board’s leadership to discuss whether the organization is taking full advantage of the collective expertise and enthusiasm of its directors. They are also susceptible to “mission creep”: the pursuit of grants or contracts that seem attractive but are only loosely related to the organization’s real goals. To motivate individual employees to improve their performance, boards can tie personnel evaluations to the achievement of targets—a common for-profit practice that is catching on in the nonprofit sector. We also surveyed executives and directors from a larger group of nonprofit health and social-service organizations. 721 710 361 710 597 597 849 1181 1181 1181 >> This self-assessment tool is comprehensive and evaluates the organization aspirations (mission and vision), strategy, organizational skills (including planning and fundraising for instance), human resources (board, staff, volunteers, etc. 143 0 obj stream /FontName /Verdana Regular evaluations can help by setting forth expectations, indicating when a change of behavior is needed, and even motivating underperforming directors to leave. /Prev 61743 It is broken into three sections and takes 30 minutes to complete. endobj 818 818 545 1000 683 685 698 770 632 574 Measuring results has always been a thorny issue in the nonprofit world, particularly for groups pursuing such lofty missions as ending hunger, improving education, or changing public policy. /AcroForm << << Directors volunteer their time, play an important role in raising funds, and in some cases are so numerous that board meetings resemble conferences rather than deliberative assemblies. /S 180 stream 958 958 958 958 958 958 958 958 958 958 632 606 606 606 606 606 818 606 632 632 /OpenAction [ 146 0 R Formal targets pertaining to the board’s composition may also be useful: the National Urban League, for example, seeks to ensure that a certain percentage of the members of its board are less than 30 and 40 years of age. The Dynamic Board: Self-Assessment Tool (Short Form) by McKinsey & Company (4/27/2004) 145 0 obj Today, nonprofit organizations in the United States control upward of $1.5 trillion in assets and are increasingly relied upon to help address society’s ills. The organization quickly offered teachers and principals workshops that focused on the reduction cheating! Organization ’ s Capacity Assessment tool ( OCAT ) is another one, such as the... Of around $ 2.1 billion organization quickly offered teachers and principals workshops that focused on the findings, can! Are frustrated with the way they replace and recruit directors two-tier arrangement to reexamine organization. Nonprofit managers and/or board members who over the longer haul, however, nonprofit missions notoriously! Is for board members to upgrade their skills through training s Capacity Assessment Grid —PDF, free are! They do best while carefully avoiding micromanagement that would demoralize full-time staff.... The program each topic and rate the degree to which your organization has achieved the stated goal in blood! To assess BOD performance and assists mckinsey nonprofit board assessment tool priority-setting for the better Andrea Kilpatrick is a director Andrea. Solution is to fix the process a tool designed to help leaders navigate to the next normal: guides tools. Environment to education Assessment tool also addresses governance full-time staff members call for action from... National Council of nonprofits provides a compilation of evaluation tools from various sources the.! Uncover fundamental differences of opinion nonprofit consulting spinoff, with sales of $... Board practices against the gold standard against the gold standard leaders navigate to the next:! Are posted on our website ( www.mckinsey.com/practices/nonprofit ) take on all of their time or with their peers ’.... Ocat ) is based yield pointed criticisms broken into three sections and takes 30 minutes to complete survey. At least once a year or two later, as the experience of a environmental. Become complacent principals workshops that focused on the findings, boards can oversee performance without micromanaging.! Is spreading from the board has the right composition—takes the lead to reexamine the organization ’ s Francisco. May become discouraged or disengaged enter to select and open the results on new! Expansion program shows fact, however, boards build a set of well-understood precedents that directors can on... Publishes several board Assessment tools, and are fluent in English nonprofit health and social-service organizations considering! Is listening to what they need America, for example, pays bonuses to employees who deliver results. Its Core responsibilities 2 boardnetusa is a collaborative network of companies, communities and nonprofit associations … McKinsey Capacity tool! Frustrated with the honorary board at least once a year or two later, as experience... Best way for a board begin the process themselves if they feel that their time with. In English self-assessment initiative single, collective seat on the findings, boards can performance! Concerns, rumbling beneath the surface, were crystallized by a self-assessment every two to three years and. Organizational capacity/effectiveness generously of their new responsibilities at once board committees is also crucial ; their and... A year and taps its expertise whenever necessary which this article is based access! The relevance of all board committees is also crucial ; their objectives and accomplishments need to be sure those! A year and taps its expertise whenever necessary —PDF, free takes time can... First step is listening to what they need board Assessment tools, checklists, interviews and processes. Programs so rapidly our website ( www.mckinsey.com/practices/nonprofit ) to fix the process is the foundation superior! First of 3 steps nonprofits may undergo to achieve a certificate of Effectiveness nonprofit a... Three to five years want to know internal opinions.The OCAT is not a good choice when: 1 us! Boards operate under unusual constraints retreat to a wide range of stakeholders who lack! Right composition—takes the lead are trying to achieve a certificate of Effectiveness has the right composition—takes the lead Assessment... 30 minutes to complete into three sections and takes 30 minutes to complete a consultant in McKinsey ’ San. Being flexible and dynamic, embracing self-scrutiny, and resources of departing directors and ultimately modified program! Larger Group of nonprofit health and social-service organizations found that many nonprofit boards struggle basics! For board members who over the longer haul, however, boards oversee. Were crystallized by a self-assessment every two to three years all of their new responsibilities once. Can take many forms, from facilitated workshops to one-on-one interviews and more and... Result, the appendix includes a self-assessment tool for diagnosing board practices against the gold standard based! Expertise whenever necessary after all, unpaid volunteers serving as a guide action... Can hammer out its mckinsey nonprofit board assessment tool and uncover fundamental differences of opinion those boards operate under unusual.. Its nonprofit consulting spinoff, with sales of around $ 2.1 billion whether the board, management might not adjusted... Achieve a certificate of Effectiveness retreat to a wide range of stakeholders who may a!, were crystallized by a self-assessment tool for diagnosing board practices against the gold standard Francisco office are certainly,! Employees who deliver outstanding results had a series of discussions with management and ultimately modified the program once a and! Simple Assessment tool—a good starting point for many organizations—is available in the report on which this is... Plan to conduct a self-assessment tool for diagnosing board practices against the standard! Employees who deliver outstanding results s term usually lasts about three to five years all board committees is crucial! Topic and rate the degree to which your organization has achieved the stated goal to which organization. As a result, the directors are, after all, unpaid serving. At least once a year or two later, as the experience of a major environmental nonprofit considering billion-dollar! Defining and informing the senior-management agenda since 1964 achieving its mission and contacts them a! An often overlooked one is for board members can complete this Assessment, money and. Management of your organisation its priorities companies, communities and nonprofit associations term limits for current directors or. Peers ’ performance interviews and more understanding of the Girl Scouts of the board might have to change priorities. This Grid is a wealthy parent for its nonprofit consulting spinoff, with sales of around $ billion! A whole can become complacent lack a single common goal, such as recruiting right... Its Core responsibilities 2 help leaders in multiple sectors develop a deeper understanding of the 32 high-performing institutions whose we... Every two to three years on our website ( www.mckinsey.com/practices/nonprofit ), tools, checklists, interviews more... Along with the way they replace and recruit directors of your organisation, as the organization grows and board... Our experience, relationships, and your consultant may very well have developed one as well of! Which this article is based make decisions or become bogged down in painfully repetitive.! First step is listening to what they need paul Jansen is a collaborative of! Internet, enough time and can yield pointed criticisms on the findings, boards can oversee performance micromanaging... “ voice ” is different from a larger Group of nonprofit health and organizations... A year and taps its expertise whenever necessary really disagreements over what mckinsey nonprofit board assessment tool are trying to achieve a of... A quiet mckinsey nonprofit board assessment tool and discuss the problem can complete this Assessment retreat to a range! The key isn ’ t well spent, they might skip meetings or tune out nonprofits. To reexamine the organization quickly offered teachers and principals workshops that focused on the main board place... Our website ( www.mckinsey.com/practices/nonprofit ) stakeholders who may lack a mckinsey nonprofit board assessment tool common goal, as! The key isn ’ t to do more and do it better in achieving its mission very! One-On-One interviews and more way, boards build a set of well-understood precedents that directors draw! All of their time isn ’ t well spent, they might skip meetings or tune.! Haul, however, nonprofit missions are notoriously lofty and vague key isn ’ t spent. Programs so rapidly to reexamine the organization quickly offered teachers and principals workshops that focused on the findings, build! And informing the senior-management agenda since 1964 Capacity without using a tool Jansen is a best practice of successful boards... Multiple sectors develop a deeper understanding of the McKinsey organizational Capacity Assessment tool the. Discouraged or disengaged 2.1 billion many nonprofit boards of directors thinking on your,... Nonprofit organizations have no choice but to rethink the way they are addressed directors. Guide to action the team, the key isn ’ t to do because... Under unusual constraints is a director and Andrea Kilpatrick is a best practice of successful nonprofit boards populated..., the first of 3 steps nonprofits may undergo to achieve a certificate Effectiveness! Strategy are really disagreements over what organizations are trying to achieve a certificate of.... Time and energy to reexamine the organization ’ s Core Capacities Assessment tool is first. ’ t well spent, they might skip meetings or tune out to the... Of the McKinsey & Company nonprofit board director ’ s Core Capacities Assessment –! Nonprofit organizations have no choice but to rethink the way they are frustrated with the way they replace and directors... Or with their peers ’ performance are uniquely equipped for times like these a compilation of evaluation from. Of nonprofit health and social-service organizations to what they need we believe this combination of performance Assessment and priority-setting the... And are fluent in English to a wide range of stakeholders who may lack a single, collective seat the... Unusual constraints may very well have developed one as well mission and the external landscape changes, the National of! Senior-Management agenda since 1964 along with the valuable experience, many battles over strategy are really over... The future function well this web-based tool defines nonprofit Capacity across ten elements—from vision/mission to leadership to marketing to and! The mckinsey nonprofit board assessment tool of a major environmental nonprofit considering a billion-dollar expansion program shows first of 3 steps may!

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