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. We believe this combination of performance
assessment and priority-setting is the foundation of superior nonprofit board performance over time. The tool should
be used with our framework for nonprofit board responsibilities, which describes in detail the key elements of effective
nonprofit board governance. The output of the assessment is intended to focus discussion among board members
around the governance activities that will result in the greatest benefit for the organization. The tool may be used by
nonprofit managers and board members:

To identify the areas of board performance that are strongest and those that need improvement
To identify priority areas for the board to focus on over the next 1 or 2 years
To allow different views to emerge – the difference between responses given by two groups of board members
or by the board and senior staff can be tracked and used to start a discussion
Superior board performance across the full range of nonprofit institutions cannot be precisely defined. Distinctive
performance for each of the dimensions is therefore not intended to be precisely accurate for any single institution. In
fact, institutions rarely need to perform at a distinctive level in every area. A board committee, rather than the entire
board, can often handle specific responsibilities and bring topics forward for full board discussion as needed.
Respondents should use their best judgment to rate their board in the spirit if not in the letter of the performance
description. The scores are meant to provide a general indication – a “temperature” taking – of a board’s performance,
in order to identify potential areas for improvement.

Please make generous use of the comments section to expand on or explain your ratings. We typically find
summaries of anonymous comments as helpful as the ratings themselves in surfacing issues.

This tool is meant to create an informed starting point for discussion among the leadership of a nonprofit. Informed
discussion and commitment to address priorities results in board effectiveness. We encourage you to adapt the tool
to meet your own organization’s governance needs, and we appreciate any feedback on how to improve the
usefulness of this tool.

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McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – LONG FORM

GUIDELINES FOR ASSESSORS

The Nonprofit Board Self Assessment Tool has three sections:

1. Performance of the board (or board committee) on its core responsibilities

2. Perceived importance of responsibilities for the next 1-2 years
3. Quality of enablers in place to support board effectiveness

In sections 1 and 3, ‘"Performance of board on its core responsibilities" and "Enablers of board effectiveness," mark
the box in each row that is closest to describing the situation at hand; descriptions will rarely be a perfect match, so
use the comments section to expand on any aspect of performance that you wish.

If a row is not relevant to the organization assessed, write “N/A” in the comments section; if you simply have no
knowledge, write “D/K.”

For each of the responsibilities in Section 2, "Perceived importance of responsibilities for the next 1-2 years," indicate
how important you believe it will be for the board to focus on each area in order to make the most positive impact on
the performance of the organization. Since the board cannot focus on all responsibilities with equal weight at the
same time, the ratings are intended to indicate relative priorities for each responsibility.

Please return your completed tool to the administrator, who will collate the results and compile an anonymous
summary of comments for board discussion.

Please identify your role in the organization:

Board Member ________ Management________ Other________

Approximate time needed for completion: 30 minutes

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McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL – LONG FORM

AREAS COVERED BY THE ASSESSMENT’S THREE SECTIONS

SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Shape mission and strategic direction

Clarify mission and vision
Participate in and approve strategic and policy decisions

Ensure leadership and resources

Select, evaluate, and develop CEO
Ensure adequate financial resources
Provide expertise and access for organizational needs
Build reputation

Monitor and improve performance

Oversee financial and risk management
Monitor organizational performance
Improve board performance

SECTION 2: PERCEIVED IMPORTANCE OF RESPONSIBILITIES FOR THE NEXT 1-2 YEARS

SECTION 3: QUALITY OF BOARD EFFECTIVENESS ENABLERS

Size and structure

Composition
Leadership
Processes

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

1 2 3 4
Shape the Poor Average Good Distinctive Comments
mission and
vision

Common Active and open Board members appear to Board members share All board members share a
understanding of disagreement about mission share surface understanding common understanding of common understanding of
mission of mission; disagreements mission although it has not the mission that has been
may exist at deeper level been stressed tested stress tested through
although they have not been through discussion discussion
raised

Common Board members lack Vision not formalized; board Board members appear to All board members share
understanding of understanding of vision is as members’ understanding of have a common common understanding of
vision (i.e., what distinct from mission vision not aligned with likely understanding of the vision; where organization wants to
the organization disagreement over what is vision not documented be in 5-10 years; vision is
aspires to become achievable and/or lacks concrete goals well documented with
in 5 years) concrete goals

Use of mission Board members do not refer Board members infrequently Although not formalized, All major policy/strategy
and vision in to mission and vision in their refer to mission and vision in board members frequently discussions include explicit
policy/strategy discussions on discussions on policy/ refer to mission and vision in consideration of fit with
decisions policy/strategy strategy discussions on mission and vision
policy/strategy

Process for Board has no formal Informal discussion within Informal and active Formalized process (e.g.,
raising mission process to engage board in small groups on mission or discussion within small board retreats) to foster
and vision issues reviewing the mission and vision; Issues of groups with issues (e.g., active board member
vision mission/vision rarely raised relevance of mission) participation in examining
to board for broad brought before the board on mission-related issues
discussion ad-hoc basis when there is
enough momentum

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

1 2 3 4
Engage in Poor Average Good Distinctive Comments
strategic
planning and
policy decisions

Process for No formal process for Formal process exists but Process exists for Formal process for board
strategic planning strategic planning and little used on ad-hoc basis; developing strategic plan involvement that specifies
and quality of board takes place mainly staff driven with but does not specify the broad framework (timing
participation very little involvement by framework for strategic and content) for strategic
board members in planning (e.g., main planning; joint board and
developing the plan; board elements/issues that plan staff ownership of strategic
largely “rubber stamps” must address); mainly plan with some board
plan with limited discussion staff-driven; active members heavily involved;
discussion by the entire active discussion by the
board before approving the entire board supported by
strategic plan needed facts/materials
before final approval

Quality of strategic No formal plan; board Strategic plan exists but All key strategic elements Robust plan covers all key
plan members/staff would not has major holes in one or addressed in plan; clear strategic elements; agreed
describe key points of the more of: goals, situation linkage of programs to upon program outcomes
strategy in the same way analysis, options mission and vision; are tightly linked to mission
considered, expected unresolved issues and vision and results
outcomes, resource identified for further inform subsequent
implications, investigation decisions; clear plan for
responsibilities closing resource gaps if
any

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1 2 3 4
Engage in Poor Average Good Distinctive Comments
strategic
planning and
policy decisions

Agreement on There is frequent Debates, when they occur, Board and staff have high- Board and staff have a
distinction between disagreement between usually involve the level understanding of shared understanding of
board-level and board/individual members behaviors of one/a few distinction between board relative roles (written or
management-level and staff on appropriate members; board/staff feel and management explicitly discussed); all
decisions level of board involvement surprises (need for rapid decisions; all parties parties feel their views are
in issues; CEO/staff feel decisions or surprising believe current model heard in the process;
“micromanaged” or decision outcomes) occur generally works well, but a frequent interaction
“unsupported”; board feels more frequently than few notable surprises mark between CEO and Board
disconnected necessary recent history Chair ensure “no surprises”
environment

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

1 2 3 4
Select, Poor Average Good Distinctive Comments
evaluate and
develop CEO
Succession Board has no clear Board has informal Board has explicit view on Board has explicit view on
planning succession plan discussion with CEO on succession and works with succession and actively
succession and on CEO to identify internal works with the CEO to
identifying candidates candidates with leadership identify internal candidates
before need for a CEO potential and provide development
transition arises opportunities for the top 3-5
candidates to “round out”
their skills

Evaluation and Evaluations are subjective Evaluations performed Evaluations performed Evaluations performed at
development and occur on ad-hoc basis; annually against pre- formally and at least least annually against pre-
process most board members are agreed criteria; board annually against pre- defined criteria; evaluation
unaware of process or members have opportunity agreed criteria; written includes 360-degree
feedback messages to provide input to process feedback messages feedback and includes a
reinforced through CEO self-assessment by the
compensation CEO. Written feedback
includes skill development
plan. CEO compensation
decision reinforces view of
performance

Search process Little discussion of criteria Limited discussion of Formal criteria and plan Formal search criteria,
(when required) for new CEO; roles/ criteria and search plan by discussed at board; internal expectations for first 2
decision-making process board; board members feel and external candidates years, and search plan
unclear “left out” of process; considered and at least one receive broad board
frustration with quality of strong candidate emerges support; internal and
candidates considered external candidates
reviewed and “true choice”
between qualified
candidates can be made

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Ensure 1 2 3 4
adequate Poor Average Good Distinctive Comments
financial
resources
Financial needs No clear understanding of Board has some Board understands gaps in Board works with staff as a
assessment gaps in resources needed understanding of resources resources needed for part of strategic planning
needed, mainly from coming year and feels process to develop a multi-
discussions around budget “ownership” of need, given year view of funding
the potential impact on requirements and trade-offs
current programs embedded in different
resource levels; board feels
strong ownership for the
targets

Individual Individual board members’ Board members’ financial Most board members All board members
donations to the financial support is support varies by individual; donate consistently to the financially support
organization inconsistent and routinely Some board members give level they are expected to organization, which is a
misses goals set for the consistently; others could give; board meets but does priority for each board
board; board members are give/were expected to give not usually exceed member’s charitable giving;
unclear on collective and more; expectations for “‘donation” goals board consistently meets/
individual expectations support not well understood sometimes exceeds
prior to joining board “donation” goals

Involvement in Board members’ role in Board occasionally Directors acknowledge Board and staff develop
fundraising raising funds is not introduces staff to contacts fund-raising responsibility clear plan to meet fund-
planning and commonly shared and for fund-raising but no and work with staff to raising targets; board
execution involvement in fund-raising systematic effort develop fund-raising plan introduces staff to potential
is isolated in a few undertaken and introduce staff to donors and drives fund-
directors. contacts with some raising activities when
frequency necessary

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Provide expertise 1 2 3 4
and access for Poor Average Good Distinctive Comments
organizational
needs
Board understanding Topic of access not Board understanding of Board understands needs Needs for access and
of needed access and specifically discussed or needs for access based based on strategic influence based on
influence to support seen as source of board on periodic requests from planning discussions with strategic view of
organizational assistance to organization CEO; needs largely CEO/staff, although organizational objectives;
objectives, (e.g., determined on reactive specific plans or needs identified in detail to
legislative access, basis to need of the relationship goals are not allow meaningful roles to
community access) moment identified be identified for individual
directors
Ability of board to Board plays no role Board provides access Board provides access to Board proactively reaches
provide access and providing access or and influence sporadically most needed individuals out to further
influence needed influence for but many needs not and institutions; access organizational goals and is
organizational needs addressed, or support is and influence seen as of frequently very influential
seen to be of little value to moderate value to in achieving them
the organization institution

Board understanding Topic of expertise not Board understanding of Board understands needs Needs for expertise based
of expertise needed specifically discussed or needs for expertise based based on strategic on strategic view of
for organizational seen as source of board on periodic requests from planning discussions with organizational objectives;
objectives, e.g., assistance to organization CEO, needs largely CEO/staff needs identified in detail to
financial, strategic, determined on reactive allow meaningful roles to
subject matter basis to need of the be identified for individual
expertise moment directors

Ability of board to Board does not see CEO reaches out to Board members volunteer/ Board expertise
provide expertise providing expertise as a individuals for assistance; access expertise and can addresses most needs
vital role and rarely offers help generally seen as of cover most typical needs; and is seen as source of
assistance modest value to skills seen as valuable to distinctive value to
organization; some gaps organization organization
in available expertise
versus needs

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Build 1 2 3 4
reputation Poor Average Good Distinctive Comments

Board Topic of building reputation Reputation objectives Board understands key Needs for reputation
understanding of not a priority and not understood in vague terms goals and differences building based on strategic
reputation specifically discussed/seen with little differentiation of between target view of organizational
objectives and of as a board role the message between communities; plan for board objectives; needs identified
the role the board target communities activity is largely in detail to allow meaningful
can play in undeveloped roles to be identified for
building/enhancin individual directors
g reputation

Board Board plays almost no role Individual board members Gaps exist vis-à-vis some Board members proactively
effectiveness in in helping build/enhance participate when invited to key constituencies; board reach out in community to
enhancing the reputation of the community events; member effectiveness as build awareness and
reputation of organization in relevant effectiveness of board reputation builders varies excitement about the
organization in community activity unclear greatly organization; board
the relevant members seen to be very
communities effective ambassadors for
organization

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Oversee 1 2 3 4
financial Poor Average Good Distinctive Comments
performance,
ensure risk
management
Board role in 1-year budgets prepared Board actively reviews Board reviews and Board’s active involvement
financial planning with little input from board annual financial plan; approves 3- to 5-year in preparing/reviewing
investment objectives financial plan; written multi-year financial plan
generally understood, but investment policy guides results in robust discussion
not clearly communicated actions of fund managers of resource allocation,
to fund managers funding plans, and
investment objectives in
context of strategic goals

Ongoing monitoring Sporadic or infrequent Board monitors financial Board monitors financial Board monitors financial
of financial and review of results vs. statements at set intervals results regularly; staff can statements regularly; key
investment budget with little (monthly or quarterly); answer most questions performance indicators
performance opportunity for timely open issues requiring more and responds in timely and routinely reported to whole
intervention; few board investigation or “surprise thoughtful manner to more board; well-prepared staff
members feel they results” are common complex inquiries; can explain variances and
understand financial occurrences discussion not as “forward- discuss potential corrective
reports looking” as some board actions; “no surprises”
members would like because of trust-based
communication with staff

Fiduciary and other No independent audit of Independent audit Independent audit Board ensures timely,
regulatory financial results or performed and results performed; results independent audit of
compliance processes; Limited discussed between board discussed with the board; results and internal
understanding of the and auditor; little board doard reviews reports processes; board
compliance required to involvement with to/from key regulatory understands compliance
regulatory bodies compliance to other bodies required to regulatory
regulatory bodies bodies; feedback from
auditors/regulators forms
basis of recovery plan
monitored by board

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Oversee 1 2 3 4
financial Poor Average Good Distinctive Comments
performance,
ensure risk
management
Board role in risk No clear understanding or Some discussion of key Board annually reviews Board annually reviews
management discussion of risks/ risks and mitigation financial and other risks as potential sources of risk
exposures facing strategies (insurance), but well as mitigation policies, and mitigation plans;
organization effort is largely ad hoc or in but surprises regarding surprises or gaps in
response to an event and exposure or gaps in coverage are few
does not cover all major coverage do occur
exposure categories

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Monitor 1 2 3 4
performance Poor Average Good Distinctive Comments
and ensure
accountability
Board Performance against Discussion of strategy Board works with staff to Board works with staff to
involvement in mission is discussed leads to setting set goals for 1- to 3-year set outcome based metrics
developing infrequently with no pre- programmatic goals for period; metrics include and goals as well as
performance determined goals year. Most goals focus on activity levels and some activity/efficiency metrics;
metrics activity levels (e.g., meals efficiency or effectiveness targets set for 1 to 3 year
served) measures period. Performance of
comparable institutions is
used to inform targets

Process for No formal process for Infrequent discussion of Routine discussion of Board routinely monitors
monitoring monitoring program performance and no performance against and discusses the
performance performance exists feedback to the strategic programmatic objectives performance of
planning or CEO evaluation but no clear feedback program/organization and
mechanism into strategic uses results to inform the
planning or CEO evaluation strategic plan, resource
allocation, and evaluation
of the CEO

Board Board does not view itself Limited discussion of Board discussion of Board identifies primary
understanding of accountable to any accountability. Divergent accountability occurs in stakeholders and ensures
accountability stakeholders views regarding key unstructured format results that performance results
stakeholders in consensus; discussion are communicated
not turned into action, e.g., effectively to the
stakeholders stakeholders
communications

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Monitor 1 2 3 4
performance Poor Average Good Distinctive Comments
and ensure
accountability
Process for Board has no process to Feedback from Board does receive positive Board has formal process
obtaining and obtain feedback from stakeholders is limited to and negative feedback in place (e.g., stakeholder
using feedback mechanism stakeholders presentations by staff or from stakeholders but committee) to obtain
from stakeholders “highlights”/ presentations/ feedback is anecdotal; feedback from stakeholders
interactions with service board discusses feedback without filters by the staff;
recipients at board with CEO/staff and agrees board ensures that the
meetings; not all on areas of improvement results from the
stakeholders represented. stakeholder feedback are
used to inform strategy and
resource allocation

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SECTION 1: PERFORMANCE OF BOARD ON ITS CORE RESPONSIBILITIES

Improve board 1 2 3 4
performance Poor Average Good Distinctive Comments

Goal setting for No specific goals exist for Board translates strategic Board translates strategic Board translates the
the board as a the board plan into goals in an ad-hoc plan into goals only in strategic plan for the
follow-on to manner and does not certain categories like fund- organization into a set of
strategic assign responsibilities to raising concrete goals for the
planning board committees board and board
committees, including
timelines and required staff
support
Evaluation of No evaluation is conducted Board informally evaluates Board formally evaluates its Board evaluates its
board by the board on its its performance on major performance on major performance against the
performance performance against the objectives goals but no feedback goals and uses the lessons
against goals goals mechanism exists to learned to develop plans to
improve board functioning improve board
effectiveness
Process for No process in place for Evaluations of individual Board committee in place Board committee in place
evaluating individual member directors occur informally to evaluate individual to evaluate individual
individual performance as part of re-nomination director performance jointly director performance
directors process. Evaluations are with director at time of re- periodically and jointly
light touch and board nomination; most board discusses how to help a
seems to have a lot of members are seen as director give his/her best to
“deadwood” valuable contributors to the organization; little
organization governance collective tolerance for
directors who are not active
in organization governance
and support
Developing a plan Board discussion of its own Informal process for Board organizes to review Formal process (e.g.,
for improving performance is very limited evaluating board performance every several annual self assessment)
board and largely unstructured performance is largely years; board leadership results in a clear plan for
performance over CEO/chair driven and plan generally seen to have a improvement; board
time for improvement is not plan for improving collectively owns the topic
widely known by directors performance of improving its value to the
organization

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SECTION 2: PERCEIVED IMPORTANCE OF RESPONSIBILITIES FOR THE NEXT 1-2 YEARS

A nonprofit board adds value by undertaking each of the nine responsibilities identified; however, boards rarely have
time to focus on all the responsibilities. Good nonprofits prioritize their activities depending the context of the
organization. As you complete this section please choose those areas of potential board focus that are most needed
over the next 1 to 2 years to ensure the organization succeeds against its mission.

How important is it for your board to focus on: Low Medium High
Clarifying the organization’s mission or vision

Resolving key strategic or policy issues (please identify issues below)

Developing (or replacing) the CEO

Developing the financial resources needed to support the strategy

Providing expertise or access to support organizational priorities (please identify

priorities below)
Building/enhancing reputation of organization with key stakeholders/community
(please identify stakeholders/community targets below)

Overseeing financial performance and ensuring adequate risk management

Assessing performance against mission and key program priorities

Improving board performance

Please add any additional thoughts to explain your answers or identify additional
needs:
SECTION 3: ENABLERS OF BOARD EFFECTIVENESS

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Size and 1 2 3 4
structure Poor Average Good Distinctive Comments

Board size Board either too small, Board size is largely legacy While not a topic of Board discusses issue of
creating heavy work for of past decisions; discussion, board size for size explicitly and directors
volunteer members or imbalances exist in most part adequately meets widely believe the current
inadequate coverage of key workload and/or coverage the board’s needs size adequately balances:
responsibilities, or too large of board roles. Coverage of roles
to form cohesive group; Cohesiveness
board has not addressed among members
size as issue to be resolved Work load

Executive Executive committee acts Executive committee exists Executive committee has Executive committee has
committee (if it as de-facto board, which although role is not clearly clear role, well understood clear role, well understood
exists) tends to demoralize other understood by all board and supported by all board and supported by all board
board members members; emerging sense members; value of members; serves as a
that executive committee executive committee as valuable resource to the
may overstep its resource not completely board chair and CEO in
appropriate bounds exploited by the guiding the organization
organization and also in improving the
overall board performance

Committee Committee structure Committees are logically Most standing committees Committee structure
structure: mirrors staff functions and organized and reflect have clear charter and explicitly designed with
Purpose and not organizational priorities; organizational priorities but reflect organizational clear charter around
charter of charter unclear or few have clear charter/ priorities with few organizational priorities;
committees indistinguishable from staff goals exceptions board effectively uses mix
functions of ad-hoc and standing
committees to fulfill
objectives

Mechanisms for Non-board mechanisms to Organization has non- Mechanisms in place but Board has effective
affiliation with increase affiliation with governance board affiliation effectiveness or coverage structures/mechanisms for
organization organization have not been options but there is of key constituencies varies affiliation such as advisory
other than considered, although some considerable role confusion groups with well-defined
governance members see potential or options do not seem to roles or, such options have
board benefits achieve desired objectives been considered and
membership rejected as not necessary

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SECTION 3: ENABLERS OF BOARD EFFECTIVENESS

Composition 1 2 3 4
Poor Average Good Distinctive Comments

Understanding of There is little discussion of Needs discussed are IThe process of identifying Systematic process for
board desired board member largely about how we can board needs is not as identifying needed board
composition skills/attributes; as a result get more large donors. strong as it could be, but for skills driven by strategic
needed to meet board composition seems Significant gaps exist in the most part few gaps plan; gaps are understood
organizational to be a legacy of random skills needed by board exist and agreed to by the entire
goals conversations/initiatives board; most new board
members seem to “fit our
needs well”

Process and Recruitment process is ad- Formal process exists to Formal recruitment process Formal process with clear
criteria for hoc; Board is largely identify and cultivate with clear criteria in place; evaluative criteria in place;
recruitment reactive to the suggestions potential members. Board seems to surface a whole board reaches out to
of a few board members/ Candidate pool is generally strong list of potential potential members from a
CEO seen as more narrow and a candidates, but converts on wide range sources;
sense exists that other a smaller percentage than it recruitment process is
boards in area attract a would like continuous and with multi-
stronger pool of directors year horizon; new members
are seen as great additions
to the board

Diversity on the Diversity not a topic of Board’s view of diversity Board understands the Board understands types of
board conversation and no not tailored to the needs of types of diversity needed, diversity needed for
material representation of the organization and board has a plan to achieve the organization and the value
potentially useful sources has not achieved the desired diversity and is on of diversity; current
of diversity desired composition its way to fulfilling it diversity on the board
adequately reflects the
diversity needed

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Composition 1 2 3 4
Poor Average Good Distinctive Comments

Term limits No clear policy on term Term limits policy exists, Although term limits works Term limits effectively
limits exists but the board tends to for the most part, balance:
reappoint current members exceptions exist, tilting to Need for new
until term limits are reached either the need for new members/skills
members or the desire to Retention of valuable
retain a few exceptional directors
long-standing members. Mechanisms are in place
Exiting directors are for ensuring continued
frequently “lost” to the involvement of high-
organization performing retiring board
members

Orientation of No formal orientation for Formal orientation exists Effective formal orientation Formal orientation process
new members new board members but misses key topics; new covers key topics, but covers key topics (mission,
directors feel welcomed, misses the opportunity to organization, finances,
but take a while to get up to welcome/listen to new responsibilities of
speed directors. Initial new directors); committee
director roles sometimes assignments are welcomed
don’t make sense/inspire by new directors who
new members quickly become effective
members of the board

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SECTION 3: ENABLERS OF BOARD EFFECTIVENESS

Leadership 1 2 3 4
(board chair Poor Average Good Distinctive Comments
and committee
leaders)
Process for No clear process exists for Process exists for Process exists for selecting Clear, well-understood, and
deciding who selecting the leadership selecting/transitioning leadership at board and accepted process is in
leads and for how and/or most members do board and committee committee levels although place to select and
long not know the selection leadership; Some confusion leadership criteria not transition board and
process within board about process articulated. Expected committee leadership.
or election criteria or duration of leadership Board leadership decisions
leadership tenures positions not articulated seen to strengthen
performance of institution

Succession No process (formal or Next generation of leaders Future leaders are Process in place to identify
planning and informal) in place to has yet to be identified by identified and given and develop board leaders;
development of cultivate next generation of current leaders. opportunities to lead. Most committee assignments
board leaders board leaders Succession decisions result transitions are seen as rotated to give board
in need for much learning appropriate and timely members experience and
on the job opportunity to lead; board
seen to have a rich set of
future leaders

Quality of Leadership working Board chair has a good The board chair has an Board leadership has an
leadership relationship with the CEO is relationship with CEO effective relationship with effective working
relationship with strained though relationships with the CEO and key staff relationship with the CEO
CEO/ key staff staff are under-developed; although at the committee and key staff
committee leaders do not level, the quality of
interact with CEO or staff relationship varies
very often or effectively

Effectiveness of Current board leadership is Current effectiveness of For the most part, board Current board leadership
board leadership largely ineffective given the board leadership group leadership is effective with has the necessary skills,
needs of the organization (chair, committee chairs) is a few exceptions enthusiasm, energy, and
mixed, due to varying time to provide leadership
degrees of skill and to the board
enthusiasm

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SECTION 3: ENABLERS OF BOARD EFFECTIVENESS

Processes 1 2 3 4
Poor Average Good Distinctive Comments

Quality of Calendar of meetings for Calendar of meetings Board receives agenda and Calendar of meetings set
preparation the year and agenda for established although meeting materials for and distributed for the year;
individual meetings not anticipated content not individual meetings in a agenda for the individual
established in timely included; Board receives timely manner; Annual meetings sent out ahead of
manner; Board receives agenda and some materials calendar allows appropriate time with indication of
materials during meetings ahead of meeting; Materials time for previewing/ expected focus/ high
not of appropriate quality consideration of key impact areas for board
for board to prepare; decisions consideration; board
Additional meeting time receives quality
required to get board up to background materials well
speed in advance of meetings and
arrive prepared

Effective meeting Meetings often start late Meetings start and end on Significant amount of Meetings start and end on
processes and run long; Majority of time although structure of agenda is CEO/staff ‘show time and time is managed
time spend on agenda revolves around and tell’; Board has some to ensure board discussion
presentations to board CEO/staff ‘show and tell’; time to debate but on all important topics;
without sufficient time for Significant board debate on discussion is often cut short minimal ‘show and tell’ by
board debate and issues not expected or due to time constraints. the CEO/staff; most time
discussion desired Some members do not dedicated to board
contribute, although they discussion and debate on
could important issues. Board
members feel involved and
their contributions valued

Fun and Passion Board views meetings as a Board meetings are for the Board meetings are for the Board interactions are
chore; board members do most part work driven and most part productive and productive and enjoyable;
not socialize before or after lack opportunities for fun; some attempts are good mixture of work and
the meetings camaraderie building and made to include activities to fun activities including
connecting to the mission; build camaraderie and effective efforts to connect
Members don’t mind having connect board members board members to the
to miss a meeting now and with the mission; mission (e.g., site visits);
then attendance is typically high board members hate to
miss meetings

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OTHER COMMENTS:

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