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HomeMy WebLinkAbout03. (Handout) Board Self Assessment Questionsd3, PUBLIC AGENCY BOARD SELF - ASSESSMENT (� The following questions assess 8 critical focus areas for assessing the performance of a public agency Board of Directors. The questions can be distributed among all whom the Board wishes to participate. The focus area questions are mixed within the question set, then correlated within the responses. They are measured using a 1 -5 scale, with five being complete agreement. Those with lower level of agreement can serve as the basis of an improvement plan. 1. The Board provides clear direction to the manager and staff. 2. Communication is strong and clear between the Board and executive. 3. The Board and each of its members treat staff as respected and trustworthy partners at meetings. 4. The Board and each member knows how to respond to questions from the public. 5. Board meetings most usually includes an opportunity for being informed about the organization's progress toward results and achievements. 6. Board meetings are long enough to accomplish the Board's work. 7. As a Board we provide clear direction and guidance to our executive at meetings. 8. The committee structure logically addresses the organization's areas of operation and standing committees remain relevant and important to the work of the Board and agency. 9. The agency's mission statement is well understood and supported by the Board and is in fact the driving allegiance of the Board. 10. The Board reviews its own performance and measures its own effectiveness in governance work. 11. The Board understands that its performance has a large effect on the agency's efficiency. Board members receive meeting agendas and supporting materials in time for adequate advance review. 12. Staff support before, during, and after -Board meetings is timely and effective. 13. The Board effectively represents the organization to the community and the community in the organization. 14. The Board focuses on policy - related decisions which effectively guide operational activities of staff. 15. The Board regularly monitors and evaluates progress toward strategic results and achievement performance. 16. The Board has approved comprehensive personnel policies which have been reviewed by a qualified professionals 17. The Mission statement of the agency clearly outlines why the agency exists. 18. At meetings, the Board dynamics are professional, well controlled for good public process and yield clear and deliberate processing of the public's work 19. Board meetings facilitate focus on public progress of important policies, clearly articulated and expected results, and achievements, now only “how” things get done 20. The Board actively engages in discussion around significant issues. 21. The Board operates under a set of self -regulating policies, pro cedures, norms and guidelines with which all members respect and are familiar. 22. The Board properly applies its members’ talents and skills to the work of good Boardwork as it relates to the business/operation of the agency. 23. The Board members conduct themselves professionally and in accordance with their own Board conduct bylaws. 24. The Board provides clear direction to the manager and staff. 25. Communications between Board members on and off the dais is properly controlled and indicative of a professionally run organization. 26. The Board strive s to make decisions when all of the information is available and don’t “kick -the - can -down -the -road” with tough decisions . 27. Board members understand the agency’s mission and its purpose . 28. Each member of the Board feels involve, engaged and interested in the agency's work . 29. The Board is actively engaged in the Board development processes and is open to activities necessary to improve its performance, such as conferences and Board specif ic training. 30. Newly elected Board members receive adequate orientation to their role and what is expected of them. 31. The Board effectively represents the organization to the community and the community in the organization . 32. The Board has developed guidelines that outline how the members will communicate between themselves in different situations. 33. The Board has a culture of respect between one another and exercises that during Board meetings. 34. The Board has clear guidelines on ho w it conducts meetings and interacts with the public at various places within a meeting agenda. 35. Board meetings are well attended by each member . 36. Board meetings are frequent enough to ensure effective governance and public access. 37. Staff considers policy implications and development with each relevant agenda item . 38. The Board fully understands, participates in and is supportive of the strategic planning process of the agency. 39. All committees have a charter that is periodically evaluated . 40. Board receives regular reports on finances/budgets, products/program performance and other important matters . 41. I nformation provided by staff to ensure effective Board governance and decision -making is timely, relevant, complete and ad equate. 42. The Board avoids engagement at the dais that is acrimonious, instead, asks clarifying questions on legitimate issues well ahead of scheduled meetings. 43. The Board treats the public openly, consistently, with respect and without bias. 44. The Board chair effectively and appropriately leads and facilitates the Board meetings and the policy and governance work and public process of the Board. 45. The Board demonstrates a deep commitment to Mission of the agency and to good public process a nd governance. 46. The Board annually evaluates the “chief executive ” performance evaluating and setting clear goals and objectives that are l inked to big -picture strategic results and achievements . 47. At meetings Board members show respect of the public, one another, the chair and staff, even if the matter doesn’t go their way. 48. The Board effectively represents the organization to the community and the community in the organization . 49. The committee structure provides proper contact with adm inistration and staff. 50. The Board reviews the organization’s performance in carrying out the stated mission on a regular basis. 51. There are standing committees of the Board that meet regularly and report to and provide advise to the Board. 52. Th e Board understands its governance role and the differing role of professional staff. 5 3 . We are sure to make sure that our Board delivers direction to staff as a whole, not any one Board member. 5 4 . Board meeting presentations and discussions consistently reference the agency’s mission. 55. The Board understands the structural pattern and the associated roles (board, committees, executive and staff ). 56. Board has worked with the executive and staff in the creation of clear goals and actions resulting from relevant and realistic strategic planning.