Effective Board Relations

1
Effective Board Relations

• For Non-Profit Organizations
• With great thanks to the SC Ministry Foundation
  for sharing their expertise

2
Background Why This Program?

• To better understand the roles and
  responsibilities of effective non-profit boards
• To review important governance issues
• To develop skills to strengthen Board/executive
  director relations
• To help avoid crises
• To lead to effective decision-making

3
12 Board Power Principles

• Constructive Partnership
• Mission Driven
• Strategic Thinking
• Culture of Inquiry
• Independent-Mindedness
• Ethos of Transparency
• Compliance with Integrity
• Sustaining Resources
• Results-Oriented
• Intentional Board Practices
• Continuous Learning
• Revitalization
• The Source Twelve Principles of Governance That
  Power Exceptional Boards. BoardSource, 2005.

4
Growth of a Good Board

• Move from a rubberstamp/inattentive Board to an
  involved decision-making Board
• Use Board members talents appropriately
• Define boundaries
• What does the executive director do?
• What does the Board chair do?

5
Board Roles and Responsibilities

• Board member roles and responsibilities
• Board committees job descriptions
• Board chair and chief executive leader roles

6
Board Member General Position Description

• Responsibility
• In conjunction with other members of the board,
  each member is legally and morally responsible
  for all activities of the nonprofit organization.
  Board members are responsible for developing
  policy in areas of governance, human resources,
  program services, finance and marketing.
• Accountability
• Board members report to the President of the
  Board and/or to the Chairperson of the specific
  committee(s) to which they are assigned.

7
Basic Responsibilities of Non-Profit Boards

• Determine organizations mission and purpose
• Select the Chief Executive
• Provide proper financial oversight
• Ensure adequate resources (fundraising is
  responsibility of ALL board members, not just
  committee members or staff)
• Ensure legal and ethical integrity and maintain
  accountability

Taken from Ten Basic Responsibilities of
Nonprofit Boards by Richard T. Ingram. Publisher
BoardSource
8
Basic Responsibilities of Non-Profit Boards

• Ensure effective organizational planning
• Recruit orient new board members and assess
  board performance
• Enhance the organizations public standing
• Determine, monitor, and strengthen the
  organizations programs and services
• Support the Chief Executive and assess his or her
  performance

Taken from Ten Basic Responsibilities of
Nonprofit Boards by Richard T. Ingram. Publisher
BoardSource
9
Discussion Question

• In light of how your organization, board
  functioning and the current external environment,
  which of these ten responsibilities need to be
  further addressed by the board and executive
  leadership?

10
Clarification of Roles

• Board Chair
• Chief Executive

11
Roles and Responsibilities

• Thinking of the worksheet you completed when you
  arrived,
• What are possible areas for role confusion?
• How can a board chair get into managements role
  inappropriately?
• How can an executive director usurp the role of
  the Board chair?

12
Board Structure and Committees
13
Trends in Governance

• Traditional Models
• Large board size
• Influential members, may not be active
• Numerous committees
• Show and tell

• Evolving Models
• Smaller board size (avg. 13 members)
• Actively involved members
• Fewer standing committees, more ad hoc task
  groups
• Give and take

14
Other Board Trends

• From operational to strategic
• From how things are done to outcomes
• From stand-alone to collaboration
• Use of information technology
• Sensitivity to diversity and inclusion

15
Board Structures are Changing

• Trend toward smaller, more productive boards
  (average size is 17)
• Tend to be better able to govern
• More important each member is to board
• More opportunity to contribute to policy
  discussions
• Easier to get consensus

16
Advisory Councils/Emeritus

• To attract well-known community leaders
• Only if organization takes time to engage them in
  organizations work
• Not decision making, thus a council
• Emeritus positions receive information, may
  participate on committees, but no voting authority

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA.
Publisher BoardSource
17
Trend Toward Fewer Committees More Task Groups

• Standing Committee
• Permanent, members appointed for terms
• Responsible for defined range of issues
• Task Forces or Ad Hoc Committee
• Narrowly defined responsibilities
• Dissolve when task is completed
• Enable small, select group to focus attention to
  specific topics
• Make work of board more efficient.

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA.
Publisher BoardSource
18
Board Committees Job Descriptions

• Keep committees to those needed
• Create focused committee job descriptions
• Review committee roles and job descriptions
  regularly to assure relevance
• Use ad-hoc task forces for specific time-limited
  issues, rather than starting another committee

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Sample Committees

• Traditional Model
• Executive
• Finance
• Development
• Marketing
• Program
• Nominating
• Human Resources

• Evolving Trends
• Governance
• Finance
• Development
• Others only as needed
• Ad hoc task groups

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Hallmarks of an Effective Board A Summary

• Clarity of roles and responsibilities
• Focus time and attention on important issues
• Restructures board work to get important things
  done
• View board composition as strategic
• Use evaluation to learn rather than criticize
• Have the confidence to take risks
• Have constructive relationships with staff
• Open and honest communication
• Board works together effectively

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Discussion Question

• Your board has 20 members, with about 10 who are
  active on board committees (attend at least 50
  of monthly committee meetings). There are 7
  different board standing board committees
  (executive, nominating, finance, development,
  public relations, program and special events).
  Committee attendance is usually low. Members
  serve on at least 2 committees. It is
  frustrating to get involvement with all of these
  meetings.
• What specific recommendations would you give to
  your board, based on our discussion today?

22
What other frustrations have you encountered with
Board roles and responsibilities?

23
Recruitment and Selection of Board Members

• Board Composition
• Qualifications
• Recruitment
• Selection

24
Board Membership Today

• Focuses on people who will give their time,
  talent and treasure to the organization
• Less emphasis on board members in name only who
  are prominent, but do not attend and participate
  in committees and full board meetings.
• Expectation of attendance and participation

25
Board Member Competencies

• General
• Strong willingness to serve to be active
  attend meetings
• Commitment to organizations mission
• Effective communication collaboration skills
• Influential, resourceful people
• Involved in community (but not over involved)
• Broad perspective, systems thinking, flexible,
  open to change, encourages innovation

26
Board Member Competencies

• Specific skills or characteristics needed
• Law, insurance, financial expertise, government,
  CEO of another non-profit, entrepreneurial, HR
  expert, religious congregation representation
• Knowledge of your specific field, e.g.,
  education, health care, human services, etc.
• Gender, racial and ethnic diversity
• Geographical representation

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Board Profile

• Community involvement
• Gender, racial diversity
• Broad business experience identify what is
  needed for your organization
• Understanding of your field of service
• Representatives from community organizations
• Other relevant stakeholder groups

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What this means for you

• How many of you are currently in need of Board
  members?
• How many of you have Board members who are
  inattentive?
• What are the additional talents, skills,
  knowledge and relationships do you need on the
  board so that the competencies needed are
  represented in the board profile?

29
Recruitment Process

• Usually role of nominating or governance
  committee
• Develop board competencies (general and specific
  competencies)
• Review current board profile and identify gaps
• Surface potential qualified persons from board
  members, past board other stakeholders

30
Selection Process

• Nominating or governance committee identifies
  potential candidates based on competencies and
  gaps in current board profile.
• Call person to see if he/she is willing to talk
  with you. Let person know where you got their
  name.
• Send background information.

31
Selection Process

• Board chair /or executive leader interviews
  person
• Mission, vision, programs and history of
  organization
• How you see this person contributing with his/her
  competencies and qualifications value this
  person brings
• Responsibilities and expectations (term limits,
  attendance, committee participation, etc.)
• Solicit questions
• Give tour, suggest person meet with others
• What else?

32
Question

• Your board is often looking for new board
  members. Periodically the board chair or
  Executive asks the board if you know anyone
  willing to serve. Board members give names to the
  Chief Executive, who then follows up. Most of
  the time your board has at least 25 fewer board
  members than you would like.
• What suggestions do you have to make this process
  more effective and focused?

33
Things to Consider for your Agency

• Are all board members familiar with the specific
  process and framework for board recruitment and
  selection?
• Do you have an updated board profile that
  compares needs and gaps?
• Is there a structured process?
• How could your process be enhanced?

34
Board Member Orientation
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Topics for Board Orientation

• The Agency
• Mission, structure, and programs
• Agency history
• Finances and fundraising efforts
• Tour of facilities
• The Board
• Board structure, roster, committees
• Roles and responsibilities of Board members
• Expectations for fundraising
• Board operations
• Support Materials
• Board manual
• Other information, visual aids, presentations,
  etc.

36
Tips for Strengthening Orientation

• Create a manual
• Legal documents, policies, mission, vision,
  strategic plan, financials, minutes, job
  descriptions, staff/Board roster, upcoming
  meeting dates, etc.
• Assign a mentor
• Assign a current Board member to mentor the new
  member. Helps with socialization and contacts
  prior to meetings to clarify questions.
• Use meeting courtesies
• Name plates, social time for getting acquainted,
  explain terms, give overviews of key issues,
  encourage questions, etc.

37
Trustee Performance

• Expectations of effective trustees include
• Attendance
• Preparation
• Commitment to mission and vision
• Strategic thinking
• Effective communications
• Participation on committees
• Public advocates for organization
• Active in fundraising

38
Questions

• Does your board have a quorum at board meetings?
• What do by-laws say about missing meetings?
• Do board members regularly receive and read
  information in advance of board meetings?
• Can every board member recite you mission
  statement without any reminders?
• Has every board member visited the organizations
  office and met staff?
• If the organization has a web site, does every
  board member know what is posted there and
  periodically visit the site?

Adapted from Legal Responsibilities of Nonprofit
Boards by Bruce R. Hopkins, JD, LLM. Publisher
BoardSource
39
Fundraising Expectations

• Clarify expectations re role in fundraising in
  interview, selection and orientation
• Be a giving member
• We expect you to fundraise
• Attend meetings
• Participate in functions or committees
• Bring experience or skill set
• GIVEGATHERGET

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The Art of Governance
41
Practical Considerations for Effective Governance

• Is your Board involved in all appropriate
  matters?
• Does management bring all appropriate matters to
  the Board (or Board committee) in a timely
  manner?
• Does the Board receive regular financial and
  operational updates about the organization, its
  subsidiaries, and joint ventures?

42
Practical Considerations for Effective Governance

• Is the Board prepared for meetings?
• Has the Board received a packet adequately in
  advance of the meeting?
• Does the packet contain pertinent, quality
  material?
• Before making decision, has your Board received
  all adequate relevant information?
• What is the overall adequacy of information and
  reporting systems?

43
Practical Considerations for Effective Governance

• Is regular attendance enforced?
• Does your Board identify all conflicts of
  interest and ensure that any actual or potential
  conflict is acted upon?

44
Practical Considerations for Effective Governance

• Does your Board have what it needs to do its job?
• Do you need additional continuing governance
  education?
• Do you need Board retreats?
• Do you need longer meetings, more information or
  more access to management, employees or
  consultants?
• Does this Board review whether it is functioning
  effectively?
• Does this Board revisit these types of issues
  regularly?

45
Cautions for Board Governance

• Board governance may be ineffective when
• A too-powerful CEO and board chair
• CEO-inspired confidence versus shared
• Board meetings heavily scripted
• Board size too big
• Inadequate board review of significant matters
• Complicated cash management and reporting

46
Cautions for Board Governance

• Strategic directions set by staff with little or
  no Board input
• Board meetings are infrequent
• By-laws are not followed
• Board member terms are not enforced
• Meeting materials are not distributed in advance
• Board members have not bought into mission or are
  on the Board for the wrong reasons

47
Effective Board Meetings

• Pre-Meeting
• During the Meeting
• Post-Meeting

48
Purpose of Meetings

• Primary purpose is to make policy-level decisions
  that help the board fulfill its mission.
• Most of the boards responsibilities, discussed
  earlier are carried out at board meetings.

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
49
Board Chair/Presiding Officer

• Sets the tone, the pace and process
• Must be respected by board and staff
• Must be assertive enough to keep meeting focused
  on agenda, yet able to make all feel welcome and
  ensure that all are actively involved.

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
50
Scheduling

• Frequency depends on geography and function.
  Bi-monthly or quarterly meetings allow time
• For committees/task forces to work
• Proper preparation for full board meetings
• Time to circulate reports, pre-meeting materials,
  etc.
• Meeting Cycles schedule annually and
  consistently during the year so board members can
  schedule

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
51
Agenda Development

• Covers all pertinent issues
• Focuses attention (and time allotment) to
  priority issues put early on agenda and
  highlighted to give needed discussion time
• Board chair and chief executive plan together
• Provide opportunity for any board member to
  suggest topics

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
52
Agenda and Support Materials

• Agency name, date, time, place at top.
• Divide into logical sections, e.g, call to order,
  approval of minutes, different committee reports,
  information, reports, and adjournment.
• Clearly note which items are information,
  discussion or action.
• Indication of time/item helps guide pace of
  meeting and focus on priority issues.

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
53
Agenda and Support Materials

• Agenda, policies, reports, proposal and all
  materials needed for the board meeting needs to
  be send at least 7-10 days in advance to allow
  review and board member preparation.
• Use email or regular mail to sent out materials,
  make schedule changes, etc.
• Even though materials are sent in advance, board
  members need the opportunity to ask questions and
  discuss them, if there are concerns.
• The board has a right and obligation to be
  informed and ask pertinent questions.

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
54
Consent Agenda

• Is a written set of proposals identified by the
  board chair that requires board action but does
  not require discussion or debate.
• Provided prior to board for review
• May include the minutes, financial report, future
  dates, etc.
• Ask if any need discussion, if not can be removed
  from consent agenda and discussed later.

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
55
The meeting itself

• Should be enjoyable and enriching
• Bring heads and hearts
• Provide respect and appreciate diversity
• Include time for building relationships
• Have refreshments, periodic social opportunities

56
During the meeting

• Avoid word-smithing of proposals during meeting.
  Focus on general input and allow staff or
  committee to revise.
• Official rules of orders are necessary, but
  should not interfere with time use and spirit of
  collegiality.
• By-laws need to specify rules used by
  organizations.
• Abide by quorum needed for decisions.

57
Post-Meeting - Minutes

• Report what was done, not what was said
• Provide official record of board actions legal
  documents when approved
• Wording of motions critical
• Keep concise, brief synopsis of reports,
  proposals or motions
• Refrain from identifying individual names, unless
  requested or needed

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
58
Post-Meeting Evaluation

• Ensure quality meetings by evaluating them and
  improving them
• Spend a few minutes at the end of each meeting to
  review what went well and what didnt as a
  continuous learning opportunity

Adapted from Structures and Practices of
Nonprofit Boards by Charles F. Dambach, MBA. .
Publisher BoardSource
59
Case Study B

• The Chief Executive brings to the board a
  recommendation for a new program and staffing
  that was not in the budget or plan. Board
  members are divided in support of this proposal.
  
• What needs to be considered?

60
Case Study C

• Board members complain about the volume of
  written material sent before the board meeting
  without sufficient time for study and review.
• What steps might be taken to resolve this issue?

61
Case Study D

• Your board meetings are very informal. The
  agenda, financial statements and other materials
  are not typically sent out prior to the meetings,
  but distributed at the meetings.
• The finance committee chair briefly overviews
  the report and asks if there any questions.
  There rarely are questions or comments. You
  wonder if many members even know what questions
  to ask or what some of the components of the
  financial reports mean. The norm at the
  meetings is primarily to listen to reports.
• What specifically do you recommend and why?

62
Its All About Communication

• Before, during and after board and committee
  meetings
• Share all information
• Encourage discussion and diverse viewpoints
• Use effective, respectful listening skills
• Are all board members actively engaged in both
  board and committee meetings?

63
Internal Communication

• Need an informed board
• Give sufficient information for quality
  decision-making that Board members own and are
  part of decisions affecting the mission
• Provide strategic communication to avoid
  surprises or unexpected roadblocks
• Communicate with preliminary information before
  decision-making to get all involved
• Use appropriate and timely means of communication
  email, fax, phone, personal, etc.
• The Board needs to be
• involved at the BEGINNING of any major
  collaboration discussions
• informed of significant changes in organizational
  staffing
• informed of a public situation that reflects on
  the organization

64
Effective Communications with the Board Chair

• Forge a close working relationship between the
  executive director and the Board chair
• The Board chair is not the enemy
• Be cognizant of the Board chairs style
• Adapt the tone and style of communication to the
  Board chairs
• Review the agenda prior to Board meetings
• Keep abreast of emerging situations that may
  require Board attention

65
Effective Communications with Board members

• Periodic communications by e-mail can keep Board
  members aware of your agency
• Invitations to observe agency programs can
  strengthen relationships
• The agencys visibility in the community gives
  Board members positive reinforcement of the
  importance of your mission
• Periodic one-on-one meetings can
• Build relationships
• Alert the executive director of possible issues
• Provide the opportunity to build consensus and
  clarify misunderstandings

66
Question

• What other strategies do you use to build the
  relationship with the Board chair and Board
  members?

67
External Communication

• Relates to the public face of the organization
  and the boards responsibility to promote that
  public face
• Organizations need a communication plan and a
  communication disaster plan that includes a
  formal communication process and designated
  spokesperson or Chief Executive
• Why It is Important to be Proactive in External
  Communication
• Essential for fund raising
• Key to effective community relations
• Affirmative evidence of value to the community
  through services provided
• Demonstrates being a good public citizen and
  advocate for the agency needs and those served
• Be sensitive to the variety of stakeholders
  related to your organization, including those
  with similar programs.
• Communication Plan and Communication Disaster
  Plan
• Develop a formal communication plan and process
• Designate an organizational spokespersons) that
  may include Chief Executive or Board President
• Usually board members do not make media
  statements, but refer to designated spokesperson
• Develop a communication disaster plan for major
  and unexpected issues and decisions for the
  press, other constituents, staff, etc.

68
Ground Rules for Building Trust

• Develop and invoke a set of ground rules to build
  trust
• Ground rules are a way to clarify and codify the
  answer to four questions How do you want to be
  treated? How do you think you should treat
  others? How do others think you want to be
  treated? How will we resolve conflicts?
• We work hard to catch each other doing the right
  thing. We will celebrate our successes.
• Hidden agendas and gossip are forbidden.
• Dont play politics. Dont encourage the
  formation of Board factions.
• Allen Liff is the founder of Ronin Marketing
  located in Washington, DC. 

69
Thoughtful Listening

• Each of us agrees to listen with full attention
  when another person speaks.
• We are careful to delineate the appropriate roles
  for board and staff by asking What is it that
  ONLY the board can do or should do? What is it
  that ONLY the executive (or staff) can do or
  should do? What areas require collaboration to
  achieve success?
• By asking these questions we demonstrate our
  respect for each other's experience and
  expertise.

70
Key Basis for Decision-making

• To improve board staff collaboration we agree
  to ask the following kinds of questions
• The board will ask the staff What is the impact
  of our decision on you?  Have we listened to your
  perspective and wisdom about the implications of
  this?
• When the staff brings forth an item for
  decision-making to the board Have we explained
  this clearly? Do you feel you have enough
  information with which to make a good decision?
  Have we listened to and addressed the big
  questions you have raised?
• Shared Purpose To what extent do board and staff
  feel they are working towards to the same set of
  goals?

71
The Board Retreat

• Purpose
• To discuss a matter of importance in-depth and
  without normal board business
• What do you hope to accomplish by having the
  retreat and what will success look like?
• Detailed planning for the retreat
• Specific goals and definition of success decided
  up front
• Designed for follow-up action
• Choosing the Retreat Theme
• What do you want your board to focus on in the
  coming year?
• Board Development - Orientation, Training,
  Self-Assessment
• Strategic Planning
• Leadership
• Team Development
• Plan for Major Anniversaries
• Board/Staff Relationship
• Capacity Development

72
The Retreat Program

• Pre-Retreat questionnaires
• Icebreakers
• Group Activities
• Breakout Groups
• Presentations on Retreat Topics
• Facilitation
• Social Time and Refreshments
• When designing the activities keep these goals in
  mind
• Focus activities on your retreat goals
• Seek consensus on priorities and action items
• Develop recommendations that will turn into
  action
• Do not overload the program.
• Getting to know each other is an important part
  of team development.  

73
Retreat Checklist

• Select a comfortable retreat location (e.g.
  community center, corporate training center,
  spiritual retreat center, local college
  conference center)
• Decide on room layout and size requirements
• Arrange for food and any other social activity
  planned
• Develop detailed retreat schedule with timeframes
  for all segments
• Assign responsibility for each segment
• Develop presentation materials
• Develop/select group exercises
• Develop questions and assign facilitators for
  breakout groups
• Arrange for materials needed (e.g. flipcharts,
  VCR)
• Develop list of action items for follow up
• Create a summary document of all the flip charts.
  (This is the permanent record of ideas, decisions
  and follow-up items.)

74
Retreat Follow-up

• Follow-up to the Retreat is the Measure of its
  Success
• Define what success for your retreat will look
  like up front and then make sure that your
  program is geared toward inspiring action and
  results once the retreat is long over.
• Report on the status/completion of these action
  items at board meetings throughout the year

75
Examples of Successful Retreats

• Example 1 The retreat is for existing and
  prospective board members. It will be a
  successful retreat if two invitees join the
  board.
• A good retreat may include Highlights of
  recent accomplishments Board self-assessment
  feedback A group activity where board members
  describe their experience with the mission and
  prospective members describe what they hope it
  may be. Recognition segment recognize
  achievements of all or selected board members
  Executive director presentation of goals
  Facilitated session to develop action items for
  follow-up This retreat can effectively be
  completed in a full day session.

76
Examples of Successful Retreats

• The strategic planning committee will present the
  findings and recommendations of their work over
  the last nine months. The retreat will be
  successful if the board adopts/ updates vision
  and mission statements, develops goals for the
  next three years, is energized, adopts strategic
  thinking as a way of doing business and if
  working committees are formed to accomplish the
  goals.
• This retreat should include Presentation of the
  strategic planning committee report A teamwork
  exercise Breakout groups to develop major goals
  Facilitated segments to develop mission/vision
  statements prioritize the breakout group ideas
  into major goals and develop follow-up action
  items. The best timeline for this retreat is
  Friday evening starting with a light supper and
  full day on Saturday.
• Marion Conway

77
Organizational Assessment

• Measures program and operations outcomes related
  to strategic and operations plan
• Includes
• Services including internal management
  information
• Financial stability
• Staff qualifications, retention, turnover
• Community visibility

Adapted from The Nonprofit Boards Role in
Planning and Evaluation by John A. Yankey, PhD
and Amy McClellan, MNO. Publisher BoardSource
78
Board Self-Assessment

• Annual review
• Attendance of members
• Reports from committees
• Effectiveness of committee and ad hoc task force
  functions
• Orientation and education
• Communication before, during and after meetings
• Timeliness of information, materials, etc.

79
Board Self-Assessment

• Is the composition of the board appropriate to
  fulfill board responsibilities?
• Do board committees function effectively and
  provide sufficient input for board deliberations?
• Does the board reflect an understanding of the
  mission and values of the organization in its
  deliberations and decisions?

80
Board Self-Assessment

• Are board meetings conducted with attention to
  open communications, meaningful participation,
  and timely decision making?
• Do board members receive timely and accurate
  minutes, agendas, meeting notices and background
  materials?
• Are we providing adequate orientation for new
  members and education for all members?

81
Individual Performance

• As a board member
• Do you find participation on the board to be a
  fulfilling and positive experience?
• Do you have a clear understanding and commitment
  to the mission and goals of this organization?
• Are you satisfied with your committee
  participation and responsibilities?

82
Individual Performance

• As a board member, are you familiar with the
  by-laws, mission and goals of this organization?
• What recommendations would you make to assist
  your individual needs in being an effective board
  member?

83
Chief Executive Evaluation

• Do it regularly and constructively
• Include chief executive in all aspects
• Use customized evaluation for chief executives,
  not modified staff evaluation
• Determine responsibility executive committee,
  board chair, full board, HR committee and who
  else is involved
• Content
• Organizational goals achieved
• Establish measurable objectives
• Assess quality of relationships with all
  stakeholders

84
Chief Executive Evaluation

• Sample Key Questions
• Short long term organization objectives and
  how well are they realized
• External factors and boards role that impact
  achievement of organizational goals
• Knowledge, skills, staff recruitment, supervision
  and retention
• Major strengths, weaknesses and areas for growth
• Specific decisions/actions to strengthen
  performance, clarify role of board and enhance
  mission fulfillment