How Does Your Board Measure Up

Want a quick and simple way to identify areas of strength and weakness on your board? i've been using the chart on the end of this document to help boards evaluate their health and functioning for the past several years. Answering the questions on the chart and adding up your score will put you on the path to a new and improved board of directors.

Boards change when the members themselves identify a need to do so. This chart is a guide by which your board can decide for itself what needs to change. More real progress results when board members can see for themselves how they measure up than when they are told what to do by the executive director or an outside consultant.

There is no magic formula to a high-functioning board, and you do not necessarily have serious problems if your board is not structured or organized as the items on this chart suggest. Nevertheless, the chart can help your board identify areas that it agrees need attention, development, and/or reorganization. The scoring gives you a way to compare how you're doing with what might be considered more or less ideal. On the other hand, if your score comes out quite low but you believe that the way your board is functioning works for you and gets the job done, then don't worry about it.

Using the Chart

  1. Schedule a board meeting at which you can spend at least a couple of hours working with the chart, or make it one part of a longer board retreat.
  2. Distribute a copy of the chart to each board member to fill out so that everyone has the opportunity to express their opinion about the strengths and weaknesses of the board.
  3. Get board consensus on the score for the items of he chart, and compute the total score. if your score is:

    4. 60_70: You're in great shape. You have a healthy board with good working relationships. You should consider sharing some of your secrets with the rest of us! (One of your secrets is that you realize that the work of developing an effective board is a lifelong process.)

    48_59: You're on the way to a strong, effective board; pay attention to your weak spots, and involve the entire board in developing solutions.

    31_47: You have lots of room for improvement. The board needs to prioritize areas to work on, both in the short and long term, make a plan, and work the plan!

    Under 30: You're probably experiencing problems already. Now is the time to devote serious attention to ways to strengthen the structure, composition and functioning of the board. if not, your programs, and ultimately the entire organization, will suffer.

  4. Use the group's responses as a guide for the areas it most wants to work on now. if more than a couple of areas seem deficient, choose the top two or three that can be the focus of the board's attention for the next six months. There will always be things that need improvement, and you will make more progress biting off smaller rather than larger pieces at one time.

"Your board can decide for itself what needs to change."

Tips for a Good board

A few other thoughts about developing a strong and well-functioning board of directors:

  1. Remember that board members are volunteers, with busy lives apart from the time they serve on the board. progress may be slow, but as long as it is steady, change will happen.
  2. The work of improving the board is not the responsibility of the executive director. The board chair, or another board member who is able to take leadership, is key to the success of any effort to strengthen the board. A process that is initiated and led by staff is less likely to be successful.
  3. The work of developing a board is ongoing for the life of your organization. Though you will face different challenges at different stages, there is never a point at which you will have a "perfect" board. like relationships, like families, like communities, the board is always evolving and changing. With luck, the challenges will not overwhelm or discourage you, but provide keys to new ways of moving forward.

So, try out the chart, don't take yourselves too seriously, and know that you're in this work for the long haul. Good luck!

 

Reprinted by permission from the Grassroots Fundraising Journal, Volume 17, Number 4. For subscription information on the Journal, contact Chardon press by calling 1-888- 458-8588 or by visiting the Chardon press website at http://www.chardonpress.com.

 

How Does Your Board Measure Up

Rate your board using the following scale:

0 - No, this doesn't exist on our board 1 — We're working on it 2 — Yes, we're in great shape on this item

Selection & Composition

Rating
  • The board is composed of persons vitally interested in the work of the organization..
    		•   
  • The board is representative of its constituency with regard to race, class, gender, and sexual orientation.
    		•   
  • There is a balance of new and experienced board members to guarantee both continuity and new thinking.
    		•   
  • board members have the combination of skills (e.g., fundraising, management, legal, fiscal, etc.) necessary to do their work.
    		•   
  • The number of consecutive terms a board member can serve is limited. (No life terms!)
    		•   
  • The organization has a pool of potential board members identified for the future.
    		•   
  • The organization develops future board members through the use of volunteers on committees.
    		•   
  • New board members are recruited and selected using a thorough review process.
    		•   

    Subtotal (out of a Subtotal maximum of 16 points)

    		  

    Orientation & training

    Rating
  • There is a statement of agreement outlining the responsibilities of board members that all board members sign.
    		•   
  • The board understands it legal liability.
    		•   
  • The organization provides an orientation for new board members.
    		•   
  • The organization supplies a board manual to all board members that includes, but is not limited to, descriptions of current programs, a list of board members, budget and funding information, bylaws, and personnel policies.
    		•   
  • The organization makes training opportunities available for board members to increase skills related to their board responsibilities.
    		•   

    Subtotal (out of a Subtotal maximum of 10 points)

    		  

    Board Structure & Organization

    Rating
  • The board has a simple, concise set of bylaws that describes the duties of board members and officers, and the procedures by which the board conducts its business.
    		•   
  • The board has a mechanism (such as an executive committee) for handling matters that must be addressed between meetings.
    		•   
  • The board elects a chair (or co-chairs) to provide leadership and coordinate the on-going work of the board and its committees.
    		•   
  • Committee assignments are reviewed and evaluated periodically.
    		•   
  • board and staff members are clear about their respective responsibilities.
    		•   
  • The board has active committees (e.g., fund-raising personnel, nominating, long-range planning) with specific responsibilities.
    		•   
  • Working relations between the board chair(s) and the executive director are strong and productive.
    		•   
  • Relations between the staff and board are characterized by mutual respect and good rapport.
    		•   

    Subtotal (out of a Subtotal maximum of 16 points)

    		  

    The Board at Work

    Rating
  • There are regularly scheduled board meetings at least 4 times a year.
    		•   
  • Meetings begin and end on time per an agreed-upon schedule.
    		•   
  • There is adequate preparation and distribution of material, including agendas, study documents, etc., in advance of board meetings.
    		•   
  • board meetings are characterized by open discussion, general participation, and active thinking together.
    		•   
  • board members deal primarily with policy formulation; program, financial, and long-range planning; financial review; and evaluating the work of the organization.
    		•   
  • Minutes of the board and committee meetings are written and circulated to the members.
    		•   
  • Committees are active and complete assigned tasks in a timely manner.
    		•   
  • The board is aware of matters of community, state, and nationwide concern within the organization's field of interest.
    		•   
  • The individual board members accept and carry out assignments within the area of their talents and expertise.
    		•   
  • board members follow through on their commitments in a timely manner.
    		•   
  • board members make a generous financial contribution (self-defined) to the organization on an annual basis.
    		•   
  • All board members are involved in some aspect of fundraising for the organization.
    		•   
  • The board conducts an annual review of its own organization and work.
    		•   
  • New leadership is emerging consistently from the board and its committees.
    		•  

    Subtotal (out of a Subtotal maximum of 28 points)

    		  

    TOTAL SCORE (out of a maximum of 70 points)

    		  


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