RE: Board of Directors

DATE: January, 2006

RE: Board Assessment

BoardSource congratulates your board for taking the time to review its own board performance.  The results of how your board views itself will provide information to help support and strengthen commitment to your mission.

Of the 10 questionnaires distributed to your board, 8 were completed. The surveys addressed various member responsibilities with statements to measure the respondent's satisfaction with how well the board is discharging those duties from 1 (low level of satisfaction) to 4 (high level of satisfaction). It also included opportunities for written responses. The following table provides the average score for each responsibility:Insert text here



ResponsibilityAverage Score
Page 2 of 17: Determine the Organization's Mission and Purpose 3.20
Page 3 of 17: Engage in Strategic Thinking and Planning 2.90
Page 9 of 17: Understand the Relationship between Board and Staff 3.36
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Page 2 of 17: Determine the Organization's Mission and Purpose (Average Score: 3.20)

One of the board's fundamental responsibilities is to establish the mission of the organization. In addition, the board should review the mission periodically and revise it if necessary. The mission statement should be clear and concise, and each member of the board should understand and support it.






How satisfied are you that:
  Average Score Very Dissatisfied
1		 Dissatisfied 2 Satisfied 3 Very Satisfied
4		 Not Sure Not Applicable
1.1
all board members are familiar with the current mission statement?
 2.50 0% 50% 50% 0% 0% 0%
1.2
all board members support the current mission statement?
 3.50 0% 0% 50% 50% 0% 0%
1.3
the current mission statement is appropriate for the organization's role in the next two to four years?
 3.50 0% 0% 50% 50% 0% 0%
1.4
the board's policy decisions reflect the mission?
 3.00 0% 50% 0% 50% 0% 0%
1.5
the organization's programs and services reflect the mission?
 3.50 0% 0% 50% 50% 0% 0%



How can the board do better in this area? (Optional)
  • Overall the board is doing a good job in this area.
  • Everyone seems to be on the same page regarding mission and purpose.

© 2002 - 2013 BoardSource







Page 3 of 17: Engage in Strategic Thinking and Planning (Average Score: 2.90)

One of the major contributions that a board can make is to establish the organization's direction and major goals. At least every three to five years, the board should engage in a formal planning process. Changes in the environment may present new opportunities or challenges and may require changes in the way the organization works or in its mission. Changes in organizational leadership or other internal factors may also affect what the organization will seek to accomplish.






How satisfied are you that:
  Average Score Very Dissatisfied
1		 Dissatisfied 2 Satisfied 3 Very Satisfied
4		 Not Sure Not Applicable
2.1
the board has a clear understanding of the organization's market and whom it is serving?
 3.00 0% 0% 100% 0% 0% 0%
2.2
the board has an articulated vision of how the organization should be evolving over the next three to five years?
 3.00 0% 50% 0% 50% 0% 0%
2.3
the board periodically engages in a strategic thinking and planning process that helps it consider how the organization should meet new opportunities and challenges?
 3.50 0% 0% 50% 50% 0% 0%
2.4
the board has identified key indicators for tracking progress toward the organization's strategic goals?
 3.00 0% 0% 100% 0% 0% 0%
2.5
the board has budgeted enough to conduct an annual planning/leadership retreat?
 2.00 0% 50% 0% 0% 50% 0%



How can the board do better in this area? (Optional)
  • The board is doing well in this area and during the next year we will have time to focus on other strategic issues.
  • The board is quite successful in this area.

© 2002 - 2013 BoardSource







Page 9 of 17: Understand the Relationship between Board and Staff (Average Score: 3.36)

In order to serve the organization well, the board must have a clear understanding of the differences between its role and that of the staff. The board must also be aware that the respective responsibilities of the board and staff may change as the organization grows and changes. The old dictum that the board sets policy and the staff carries it out is oversimplified, since many important organizational issues require a partnership of board and staff if they are to be addressed effectively. The primary board-staff relationship is that between the board and the chief executive, and the quality of this relationship is of the utmost importance. When other staff members are assigned to work with board committees or task forces, their role should be clearly defined and approved by the chief executive.






How satisfied are you that:
  Average Score Very Dissatisfied
1		 Dissatisfied 2 Satisfied 3 Very Satisfied
4		 Not Sure Not Applicable
7.1
the respective roles of the board and chief executive are clearly defined and understood?
 3.00 0% 0% 100% 0% 0% 0%
7.2
a climate of mutual trust and respect exists between the board and chief executive?
 3.50 0% 0% 50% 50% 0% 0%
7.3
the board gives the chief executive enough authority and responsibility to lead the staff and manage the organization successfully?
 3.00 0% 50% 0% 50% 0% 0%
7.4
the respective roles of the board and staff are clearly defined and understood?
 3.50 0% 0% 50% 50% 0% 0%
7.5
mutual responsibilities of board committees and staff assigned to assist each committee are clearly understood?
 3.00 0% 0% 100% 0% 0% 0%
7.6
board members refrain from attempting to direct the work of staff members?
 4.00 0% 0% 0% 100% 0% 0%
7.7
the board has adopted adequate and up-to-date human resource policies?
 3.50 0% 0% 50% 50% 0% 0%



How can the board do better in this area? (Optional)
  • The Board is very successful in this area
  • The Board and staff function well and understand their respective roles.

© 2002 - 2013 BoardSource