How does a leader find a simple checklist to assess the health of their nonprofit? What kinds of questions are important for a board member to ask? 'Doing Bad at Doing Good' has four checklists organized by the Four Decisions made famous by Verne Harnish. The People decisions examine who is on the board and what is the best turnover rate? Another chapter has insights on fair and generous compensation for leaders. The People section keeps up the momentum to the end with a chapter on how to build a bad board! The Strategy decisions look at the 990 for information on whether a nonprofit is driving the car around the block or actually going somewhere meaningful in its mission. Necessary growth and avoid death cycles is reviewed. The dangers of over-reliance on government funding or on charitable funding are illustrated with examples. The final chapter on lazy assets contrasts the usefulness of assets to newer agencies and the lazy accumulation of assets that sometimes afflict older companies. The Execution decisions look at characteristics on nonprofits that rarely have a surplus. A proposal is made that senior leadership of an agency should be responsbile for one dollar of profit for each dollar of their compensation. The 990s of successful nonprofits reveal that they are tireless to create partnerships and wholly owned agencies that extend their mission.The Cash decisions reduce all of the 990 financials to seven easy numbers for a leader to understand and use to direct the agency. Some nonprofits are very good about increasing their working capital without fund-raising. Internal controls are reviewed for fraud prevention. Examples drawn from 60 New York nonprofits bring each decision set to light and there are some wonderful nonprofit models to serve as a template for a nonprofit thats need to change.