Taking Stock:

 The Key to Improved Board Performance
Thursday, September 21, 2006 - Jill Friedman Fixler and Linda S. PuckettBy Jill Friedman Fixler and Linda S. Puckett


Nonprofit boards of directors have many responsibilities, and it is easy to become so focused on critical needs and issues that other key elements of board performance receive little, sometimes no, attention. Many boards are made up of members with limited board experience. These members are not only learning about the organization, but also trying to understand just what their roles and responsibilities are to the organization they serve. A board self-assessment gives members of a board an opportunity to step back and consider what their responsibilities are and how well they are meeting these responsibilities, and helps to chart a plan for improved governance performance. Information from a thorough board assessment can help nonprofit boards by:
Clarifying roles and responsibilities.
Identifying and celebrating areas of strength.
Defining areas where board performance can be improved.
Establishing critical issues for future board operations.
Setting benchmarks for effectiveness and success.
Increasing teamwork and communication between board members and the Executive Director.

A thorough assessment measures performance of an organization’s board of directors and gauges board member satisfaction with their service to the organization. Key areas to consider when conducting a self-assessment include board performance related to:
Organizational vision and mission.
Strategic planning.
Programs and services.
Fund development.
Financial accountability.
Relationships with the Executive Director and other staff.
Marketing and communication.
Selecting, screening and orienting new board members.
Board structure and effectiveness.

In addition to asking board members to rate their performance in each area, it is appropriate to look also for evidence of performance. For example, board members might all agree that they supervise and support the Executive Director. Demonstrating evidence of this would include developing a written job description that clearly identifies responsibilities of the Executive Director, setting annual performance goals and objectives and conducting an annual performance review.

Once each key area of responsibility has been rated, divide them into one of three categories: 1) areas of strength, 2) areas of competency, 3) areas for planning and development. Take time to celebrate the areas of strength. Look at the areas of competency to determine what relatively minor changes can be made to improve performance. View the areas for planning and development as critical areas of focus for the board of directors to increase their performance.

Ask board members to evaluate their individual performance in addition to that of the board as a whole. Look for congruity between how the board rates itself as a governing body and how individual board members rate their performance. Again, look for evidence of performance. If the board as a whole gives high ratings to their ability to manage the organization financially, you would expect them to be able to read and understand financial statements. If, when assessing their individual performance, the majority of board members indicate that they do not understand the financial statements it is obvious that they cannot, in fact, provide effective financial management.

Be sure to encourage written comments and include some open ended questions in the assessment. Ask the board to identify critical issues for the coming year. Ask them for specific ideas on how they think board performance can be improved.

10 STRATEGIC QUESTIONS FOR BOARD SELF-ASSESSMENT
Do board members know and support the mission of the organization?
Does the board actively participate in strategic planning?
Are board members familiar with the organization’s programs and services?
Do all board members provide financial support for the organization?
Do board members read and understand the organization’s financial statements?
Does the board set annual performance goals and conduct an annual performance review of the Executive Director?
Do board members have good working relationships with each other and the staff?
Do board members represent the organization in the community?
Do new board members receive a handbook, orientation and training?
Are board members familiar with organizational policies, such as the conflict of interest policy?

The results from board self-assessment can be used in a number of ways. The board can dedicate a meeting or retreat to look at areas needing planning and development and to identify goals and specific action steps that can be taken to achieve outstanding performance. These steps then become the basis for a board development plan that ensures that critical issues will be addressed and that board members will receive the information and training they need to improve their performance. The nominating or board development committee can use information from the board self-assessment to plan strategically for board recruitment and board training. The executive committee can brainstorm ways to improve board governance. And, when board self-assessment becomes an annual exercise, it ensures greater accountability by the board to improve performance.

Board self-assessment will help an organization set and achieve high standards of performance. The time and effort put into completing a thorough assessment will pay off in terms of having a board that knows its roles and responsibilities, holds itself accountable for meeting expectations and feels pride and satisfaction in serving the organization.



About the Contributor
Jill Friedman Fixler and Linda S. Puckett




Jill Friedman Fixler


Jill Friedman Fixler has more than 25 years experience in nonprofit management. She has created volunteer programs in health, human services, cultural, religious and animal welfare organizations. Jill is President of JFFixler and Associates, a training and consulting firm serving nonprofit organizations since 1996. Her services include facilitation, board development, program development, volunteer engagement, organizational development and human resources. Her clients have included Audubon Aquarium of the Americas, Synagogues: Transformation and Renewal (STAR),Foothills United Way, CASA (Court Appointed Special Advocates) of Natrona County Wyoming, Exempla Lutheran Medical Center, Colorado State Parks, Junior League of Denver, Metro Volunteers, Hostelling International-USA, and Table Mountain Animal Center.

Jill has been a presenter and trainer at the International Conference on Volunteer Administration, Citizen Corp, Americorp, VISTA, The Westchester New York Cohort of Synagogue 2000, Colorado Healthcare Directors of Volunteers, Colorado Conference on Volunteerism, Directors of Volunteers in Agencies, the American Institute of Constructors, Denver Regional Council of Governments, Make a Wish Foundation of Utah, and the Rocky Mountain Staff Conference for the American Cancer Society.

Jill was a contributor to SUPERVISING VOLUNTEERS by Jarene Frances Lee. Her article "Group Interviewing Techniques; Hitting the Bull's Eye Every Time," appeared in the April 2003 issue of the E-Volunteerism Journal. Her latest article "Highly Skilled Volunteers = High Impact Results," was published in October of 2005.

Linda S. Puckett

Linda Puckett served as Development Director and Executive Director for several youth serving human services organizations in Colorado prior to joining JFFixler & Associates. She has extensive knowledge and 30 years of experience in the areas of fund development, board development, financial management, personnel management, strategic planning, program design and evaluation, and conference and meeting planning. As an associate of JFFixler & Associates, Linda currently specializes in board and organizational assessment.


JFFixler & Associates
6471 South Dallas Court
Englewood, Co 80111 USA
+1 303 773-3336
www.jffixler.com

Contact: jff@jffixler.com