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BOARDSELF-ASSESSMENT
DATACouncilonUndergraduateResearch|June2016
WelcomeWelcometotheBoardSourceBoardSelf-Assessment(BSA)Report.TheBSAisdesignedtoeducateandprovideinsightsonyourboard'sgovernanceperformance,whichwillenableyourboardtooperateatthehighestandbestuseofitscollectivecapacity.BoardSourcerecommendsthatorganizationsengageinaself-assessmentprocesseverytwotothreeyears.
ThisBSAReportprovidesanoverviewofyourboard'sperformancebasedonrecognizednonprofitgovernancerolesandresponsibilities,asoutlinedinTenBasicResponsibilitiesofNonprofitBoards.Thereportcompilesdatathatreflecthowwelltheboardandthechiefexecutivefeeltheyaremeetingtheirresponsibilitiesinfourkeyareas,whichBoardSourcehasidentifiedascrucialforhigh-performingboardsandorganizationalsuccess.
1. SetDirection:Settingdirectionrequirestheboardtolookbeyondtheimmediatehorizonbydevelopingasharedvision,articulatingguidingvaluesfororganizationalaction,establishingmajorgoals,andoutliningstrategiesforachievingthosegoals.
2. EnsureResources:Afterestablishingasenseofdirection,theboardisresponsibleforensuringthattheorganizationhastheresourcesneededtoachieveitsgoals.Anorganizationneedsthreeprincipaltypesofresources:peopletodothework;moneytopaysalariesandexpenses;andcredibilitywiththepublic,onwhosesupportitdepends.Whiletheboarditselfdoesnotnecessarilyhavetosecuretheseresources,itmakessurethatpeopleandsystemsareinplacetomakethemavailable.
3. ProvideOversight:Intheboard'soversightrole,theemphasisisonaccountability.Asagoverningbody,theboardprovidesoversightnotonlyofthefinancesandprograms,butalsooftheorganization'slegalandmoralconduct.Furthermore,theboarddelegatesauthoritytothechiefexecutive,whoisthereforeaccountabletotheboard.Thus,theboard'soversightrolealsoincludessupervising,providingfeedbackto,andsupportingitschiefexecutive.
4. BoardStructureandOperations:Awell-functioningboardisastrategicresourcefortheorganization.Aboardthatattendstothequalityofitsperformancewillservetheorganizationanditsconstituencieswell.Amongthefactorsthatgointofunctioningeffectivelyareboardsizeandcomposition;clarityofrolesandresponsibilities;productivemeetings;well-functioningcommittees;accesstonecessaryinformation;anduseofateamapproach.
TheBSAReportisintendedtohelpyourboarddetermineitsstrengthsandidentifyopportunitiesforboarddevelopment.Weencourageyoutousethereport
asastartingpointfordiscussionstoidentifygapsbetweenexpectedandactualperformanceasabasisforestablishingasharedunderstandingoftheboard'srolesandresponsibilitiestoprovidecontextforcreatingaboarddevelopmentactionplantoenhancecredibilityfortheorganizationamongstaff,volunteers,donors,andotherconstituencies
Asthepreeminentorganizationfocusedonnonprofitgovernance,BoardSourceisheretohelpwithallofyourgovernanceneeds.Informationaboutourresourcesandservicescanbefoundinthisreport,onourwebsite,oryoucane-mailusatconsulting@boardsource.org.Congratulationsontakingsuchanimportantstep!
Sincerely,
AnneWallestad,PresidentandCEO
7509thStreetNW,Suite650Washington,DC20001-4590
202.349.2500/Fax202.349.2599www.boardsource.orgassessments@boardsource.org
TableofContentsGuidetoUnderstandingtheData Page4
PerformanceData Page4
DegreeofConsensus Page5
OverviewofResults Page6
RolesandResponsibilitiesAt-a-Glance Page6
ActionStepstoStrengthenPerformance Page8
DegreeofConsensus Page12
ChecklistofBoardPractices Page14
BoardCompositionandEffectiveness Page15
NextSteps Page17
TakeAction Page17
AdditionalServices Page18
Resources Page19
DetailofBoardPerformance Page20
Mission Page20
Strategy Page22
FundingandPublicImage Page24
BoardComposition Page27
ProgramOversight Page29
FinancialOversight Page31
ChiefExecutiveOversight Page33
BoardStructure Page35
Meetings Page37
GeneralAnswerstoOpen-EndedQuestions Page39
DetailedChecklistofPractices Page41
BoardInformationandOrganizationalDemographics Page43
AbouttheBoardSelf -AssessmentandBoardSource Page45
BoardSelf-Assessment
Report
GuidetoUnderstandingtheData
PerformanceData
June2016|CouncilonUndergraduateResearch GUIDE
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BoardSelf-Assessment
Report
DegreeofConsensus
June2016|CouncilonUndergraduateResearch GUIDE
Degreeofconsensus(DoC)measuresthelevelofagreementamongyourboardmembers.Ifallofyourboardmembersselectedthesameanswer,theDoCwouldbe100%.IfandwhentheDoCfallsbelow60%,itmaybeusefultohaveaconversationaboutwhyyourboardmembers'opinionsvary.TheDoCiscalculatedusingstandarddeviation.Itisimportanttolookattheaverageforperformance(explainedonthepreviouspage)intandemwiththedegreeofconsensus.Thereisnotaone-size-fits-allanswerfordefiningwhatisahighoralowperformanceaverage;itdependsonyourparticularboard'sperformance.
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BoardSelf-Assessment
Report
OverviewofResults
RolesandResponsibilitiesAt-a-Glance
FinancialOversight
BoardComposition
June2016|CouncilonUndergraduateResearch OVERVIEW
Theassessmentisdividedintofourboardroles;nineareasofresponsibilityareincorporatedwithinthoseroles.Thescoresforindividualquestionsareaveragedwithineachareaofresponsibility,andthescoresforeachresponsibilityarethenaveragedwithineachrole.TheseboardrolesandresponsibilitiesarebasedonTenBasicResponsibilitiesofNonprofitBoards.
Thescoresbelowarebasedonthisanswerscale:0=Poor;1=Fair;2=OK;3=Good;4=Excellent.
A SetDirection
Mission3.06
Strategy2.88
BEnsureResources
FundingandPublicImage
2.04
BoardComposition1.98
CProvideOversight
ProgramOversight2.36
FinancialOversight3.14
ChiefExecutiveOversight
2.97
DBoardStructureandOperations
BoardStructure2.76
Meetings3.10
3.14
Thefullboardsharestheresponsibilitytoactasfiduciarystewardsoftheorganization'sassets.
1.98
Turnyourrecruitmentprocessintoaboard-buildingprocess.Identifythemissingqualitiesandpreparenewboardmembersfortheirjob.
ParticipationStatistics:21surveysdistributed/18surveyscompleted/86%responserate
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2.96 2.02 2.86 2.92
BoardSelf-Assessment
Report
0=Poor;1=Fair;2=OK;3=Good;4=Excellent
BoardResponsib ilit iesBoardResponsib ilit ies AverageAverage Degreeof ConsensusDegreeof Consensus NA/Don't KnowNA/Don't Know
AA Set Direct ionSet Direct ion 2.96 62% 10
1 Mission 3.06 65% 3
2 Strategy 2.88 60% 7
BB EnsureResourcesEnsureResources 2.02 47% 44
3 FundingandPublicImage 2.04 50% 35
4 BoardComposition 1.98 43% 9
CC ProvideOversightProvideOversight 2.86 56% 37
5 ProgramOversight 2.36 54% 1
6 FinancialOversight 3.14 58% 18
7 ChiefExecutiveOversight 2.97 56% 18
DD BoardStructureandOperat ionsBoardStructureandOperat ions 2.92 57% 3
8 BoardStructure 2.76 57% 2
9 Meetings 3.10 56% 1
June2016|CouncilonUndergraduateResearch OVERVIEW
RolesandResponsibilitiesAt-a-Glance(continued)Thegraphbelowshowshowyourboardhasassesseditsperformance—fromhighesttolowest—inthenineareasofresponsibility.Thegreenbarsindicatestrongperformance.Yellowbarshighlightareasinwhichtheboardisperformingatanacceptablelevelbutmaywanttowatch.Redbarsindicateresponsibilitiesthatneedattention.
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BoardSelf-Assessment
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ActionStepstoStrengthenPerformance
June2016|CouncilonUndergraduateResearch OVERVIEW
SectionA:SetDirection(includesMissionandStrategy)
Yourboard'sscoreforSetDirection:2.96
Oneoftheboard'sprimaryrolesistosetdirectionandoutlinestrategiesforachievinggoals.Keyelementstoconsiderwhensettingdirectionareyourorganization'smission,vision,andvalues.
Amissionstatementdefinesyourorganization'sfundamentalpurpose.Aclearmissionstatementisinspirationalyetrealistic,emotionalaswellasinformative,conciseandcomplete.Itispositiveandfocusesonachievableaccomplishments.Thevisionstatementisaboutlong-termgoalsandthedirectioninwhichtheorganizationisheading.Itdefinestheorganization'sdream.Becauseavisionstatementiscreatedthroughagroupprocessinwhichallboardsmemberssharetheiridealsfortheorganization,ithasateam-buildingeffect.Valuesaretheprinciplesthatguideindividualandorganizationalbehavior.Byarticulatingtheseprinciples,theboardestablishesguidepoststhathelpchartdirectionforyearsahead.
Effectiveandstrategicboardmemberstakeresponsibilityforidentifyingtheissuesthatmustbeaddressedtoservetheorganization'smission,vision,andvaluesintheyearsahead.Boardmembersshouldutilizetheiruniquetalentsandexperiencetoidentifytheseissuesandtoinformtheorganization'sunderstandingofthem.
StrengthenPerformancethroughAction
1. Refertoyourmission,vision,andvaluestatementswhenmakingdecisions.2. Whennecessary,refineyourstatements,3. Sharethestatementswithallboardcandidatesandnewboardmembers.4. Worktogetherwiththechiefexecutivetoprovideguidanceandinputindevelopingthestrategicplanningprocess.5. Incorporatestrategicthinkingintoeveryboardmeetingratherthanrelegatingittotheannualretreatagenda.
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ReportJune2016|CouncilonUndergraduateResearch OVERVIEW
SectionB:EnsureResources(includesFunding/PublicImageandBoardComposition)
Yourboard'sscoreforEnsureResources:2.02
Yourorganization,likeallnonprofits,requiresacompetentboard,adequatefinancialresources,andapositivepublicimagetoaccomplishitsmission.
BuildaCompetentBoardthroughAction
1. Approachrecruitmentandboardbuildingasanongoingcycle.2. Ensureyourgovernancecommitteeisfullyengagedandinvolveseveryboardmemberintheboard-buildingprocessby
recommendingorcultivatingpotentialnewboardmembers.3. Ifnecessary,enhancetheprofileofyourorganizationtomakeitattractivetostrongboardcandidates.4. Createasolidorientationprogramfornewmembersnomatterhowextensivetheirpreviousboardexperienceis.
StrengthenPublicImagethroughAction
1. Spreadthewordaboutyourorganization'saccomplishmentsandshareyourprideintheorganization.Betheorganization'sadvocateandrepresentative24/7.
2. Takeonassignmentssuchasjoiningaboardteamtomeetwithanelectedofficialorafunder.3. Transmitfeedbackfromstakeholderstohelpshapeboarddiscussion.4. Articulatetheorganization'sofficialpositions;beclearaboutwhenyouarepresentingyourpersonalopinions.
EnsureSustainabilitythroughAction
1. Analyzethecurrentmixofrevenuetoidentifyshiftsorchangesthatmayimpacttheoverallbudget.2. Ensurethereisadequateinfrastructureandresources—bothhumanandfinancial—todeliverprogramsandservices.
EnsureFundraisingSuccessthroughAction
1. Committobecomeactivelyinvolvedinfundraising.Eitherraisetheneededfundsorensurethatstaffisequippedwiththenecessaryskillsandexpertisetooverseethefundraisingeffort.
2. Draftthenecessarypoliciesrelatedtofundraising,suchasgiftacceptanceguidelinesandstatementsaddressingeachboardmember'spersonalresponsibilitytomakeacontributionortoparticipateinfundraisingactivities.
3. Serveasreferencesforpotentialfunders.4. Accompanythechiefexecutiveondonorvisits,identifypotentialdonors,signfundraisingletters,attendfundraising
events,andserveasafundraisingmentorforlessexperiencedboardmembers.5. Keepinmindthatfundraisingisalwaysateameffort.Divisionofdutiesmustbeclearlydefined.
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BoardSelf-Assessment
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SectionC:ProvideOversight(includesProgramOversight,FinancialOversight,andOversightoftheChiefExecutive)
Yourboard'sscoreforProvideOversight:2.86
Oversightinvolvesbothauthorityandaccountability.However,intheboard'soversightrole,theemphasisisonaccountability—onmakingsuretheorganization'sassetsaresafeguardedandusedresponsiblyandeffectivelytoimplementthemission.Theboardprovidesoversightnotonlyofthefinancesandprograms,butalsooftheorganization'slegalandmoralconduct.Furthermore,theboarddelegatesauthoritytothechiefexecutive,whoisthereforeaccountabletotheboard.Thus,theboard'soversightrolealsoincludessupervising,providingfeedbackto,andsupportingitschiefexecutive.Asfiduciariesandstewardsofpublictrust,boardmembersmustalwaysactforthegoodoftheorganization,ratherthanforthebenefitofthemselves.
StrengthenFinancialOversightthroughAction
1. ALLboardmembersmustfulfilltheirfudiciaryresponsibilitytooverseethefinancialhealthoftheorganization.2. Financialoversightcannotbedelegatedtoacommitteebutcanbesupportedbytheworkofacommittee.3. Boarddevelopmentshouldincluderesourcestoassistboardmembersinunderstandingnonprofitfinancialbasics.4. Ensurethatallnecessaryfinancialpoliciesandcontrolsareinplaceandbeingfollowed.5. Setupandmonitorkeyfinancialindicators.6. Monitoringfinancialsustainabilitygoesbeyondreviewingfinancialreports;itrequiresreviewingshort-andlong-term
trendsinrevenuestreams,expenses,andprograms.7. Workwiththechiefexecutivetounderstandandoverseetheorganization'slegalobligations.
StrengthenProgramOversightthroughAction
1. Monitorthequalityofprograms:"Arewedoingwhatwesaidwewoulddo?""Arewedoingtherightthing?""Arewedoingitwellenough?"
2. Comparecostandbenefits:"Isthisprogramorservicemakingenoughofadifferenceforthepeopleserved?""Isitworththeexpenditureoffundsandefforts?"
3. Determinehowtoprovidetheboardwiththeinformationitneedstomakedata-drivenandinformeddecisionswhileavoidingreportoverloadatboardmeetings.
4. Incorporatemissionmomentsduringboardmeetingsorcreateopportunitiestoseeyourmissioninaction.
SupportandSupervisetheChiefExecutivethroughAction
1. Establishregularcommunicationlinksbetweenthechairandthechiefexecutive.2. Provideaclearjobdescriptionandmutuallyagreed-uponannualexpectationsforthechiefexecutivebyclarifyingwhat
needstobeachieved;whenappropriate,provideguidelines.3. Properlyadministerannualperformanceassessment.Lookatqualitativeandquantitativefactors,linkgoalsto
measurableindicators,understandthatthechiefexecutive'sintangiblequalitiesmayhaveanvaluableimpactonthesuccessoftheorganization.Rememberthatevaluationprovidesyourboardtheopportunitytostrengthentheorganizationbyimprovingitsmanagement.
4. Offeropportunitiesforprofessionaldevelopmentandspeakcandidlywhentroublingissuesarise.
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SectionD:BoardStructureandOperations(includesBoardStructureandMeetings)
Yourboard'sscoreforBoardStructureandOperations:2.92
Everyboardneedsstructure—rules,guidelines,boundaries.Ameetingiswheretheboardmakesandreviewspolicy,setsdirectionfortheorganization,definesandfollowsitsownethicalguidelines,overseestheoperations,andaddressesitsownwell-being.
StrengthenBoardStructurethroughAction
1. Periodicallyassessyourboard'sworkload,committeestructure,lifecyclerequirements,needfordiversity,andlegalmandatestoensurethatyourboardismanagedwell.
2. Viewyourbylawsandpoliciesasevolvingdocumentsneedingregularreview.3. Definetheauthoritylevelsonyourboard.Theboardfunctionsasateam.Individualboardmembersinherentlyhaveno
authority—noindividualrights—overtheorganizationbutmustassumeaccountabilityfortheirownactions.4. Considerrelyingontaskforcesinlieuofmultiplestandingcommitteestohelptheboardmanageitsworkload.5. Cultivatepositiveboardcultureanddynamics.
StrengthenPerformancethroughProductiveMeetings
Setexpectations1. Attendanceisanobligation,notanoption.2. Fullparticipationfromwell-preparedboardmembersisexpected.3. Ifnecessary,draftacodeforcivilbehaviorindicatingthatpersonalattacksandcacophonyarenotacceptable;all
membersareexpectedtorespecttheirpeers'opinions.
Beforethemeeting1. Setthescheduleformeetingsayearahead.2. Draftanagendathatfocusesonstrategicissues,notonoperationalmatters.3. Useaconsentagendaforstandard,no-discussion-neededissues.
Duringthemeeting1. Ensureallopinionsgetairedwithoutbias.2. Includeexecutivesessionsasastandardpartofyourboardmeetings.3. Addmeetingevaluationasastandardpracticetoallmeetings.4. Followabasicstructureforthemeetingbutallowforfree-flowingdeliberationonissues.5. Makesurethatthosewithconflictsofinterestrecusethemselvesfromdiscussingandvotingonissues.
Afterthemeeting1. Integrateanexecutivesessionaftereachboardmeeting.2. E-mailalistofassignmentstoeachboardmember;copytothechair.3. Havethechairoranothercontactpersoncommunicatewithboardmemberswhodidnotattendthemeeting.4. Communicateregularlybetweenmeetings.
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DegreeofConsensus
Quest ionswiththehighest DoCQuest ionswiththehighest DoC AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent##
RespResp
NA/NA/Don'tDon'tKnowKnow
7.2Givingthechiefexecutiveenoughauthoritytoleadthestaffandmanagetheorganizationsuccessfully. 3.78 79% 0% 0% 0% 22% 78% 18 0
1.5Usingtheorganization'smissionandvaluestodrivedecisions. 3.44 75% 0% 0% 0% 56% 44% 18 0
7.1Cultivatingaclimateofmutualtrustandrespectbetweentheboardandchiefexecutive. 3.72 72% 0% 0% 6% 17% 78% 18 0
2.1Settingtheorganization'sstrategicdirectioninpartnershipwiththechiefexecutive. 3.28 72% 0% 0% 6% 61% 33% 18 0
6.2Reviewingandunderstandingfinancialreports. 3.39 70% 0% 0% 6% 50% 44% 18 0
8.6Followingandenforcingitsconflict-of- interestpolicy. 3.39 70% 0% 0% 6% 50% 44% 18 0
1.1Supportingtheorganization'smission. 3.50 70% 0% 0% 6% 39% 56% 18 0
6.3Monitoringtheorganization'sfinancialhealth,e.g.,againstbudget,year- to-yearcomparisons,ratios. 3.50 70% 0% 0% 6% 39% 56% 18 0
6.8ComplyingwithIRSregulationstocompleteForm990or990-EZ,ifapplicable. 3.60 69% 0% 0% 7% 27% 67% 15 3
3.3Networkingtoestablishcollaborationsandpartnershipswithotherorganizations. 2.78 69% 0% 0% 33% 56% 11% 18 0
5.1Beingknowledgeableabouttheorganization'sprogramsandservices. 3.22 69% 0% 0% 11% 56% 33% 18 0
8.1Carryingouttheboard'slegaldutiesofcare,loyalty,andobedience. 3.24 68% 0% 0% 12% 53% 35% 17 1
2.4Assessingandrespondingtochangesintheorganization'senvironment. 2.72 67% 0% 6% 22% 67% 6% 18 0
2.2Focusingregularlyonstrategicandpolicyissuesversusoperationalissues. 3.11 67% 0% 0% 17% 56% 28% 18 0
3.7Workinginconcertwiththechiefexecutivetoeducatepolicymakersontheorganization,itsmission,and/orthenonprofitsector.
3.33 67% 0% 0% 11% 44% 44% 18 0
June2016|CouncilonUndergraduateResearch OVERVIEW
Thetablebelowcapturesthequestionsthatwereansweredwiththehighestdegreeofconsensus(DoC).
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BoardSelf-Assessment
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Quest ionswiththelowest DoCQuest ionswiththelowest DoC AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent##
RespResp
NA/NA/Don'tDon'tKnowKnow
7.6Approvingtheexecutive'scompensationasafullboard. 2.85 30% 15% 0% 15% 23% 46% 13 5
4.2Examiningtheboard'scurrentcompositionandidentifyinggaps,e.g.,inexpertise,influence,ethnicity,age,gender. 1.63 32% 31% 19% 13% 31% 6% 16 2
3.9Settingexpectationsforindividualboardmemberstomakeapersonalfinancialcontribution. 0.83 33% 67% 8% 8% 8% 8% 12 6
4.9Ensuringtheboardisdiverseandinclusive. 1.53 35% 24% 35% 18% 12% 12% 17 1
3.13Holdingboardmembersaccountableforfulfillingtheirfundraisingresponsibilities. 0.73 39% 64% 18% 9% 0% 9% 11 7
4.4Usinganeffectiveprocessfornominatingandelectingboardmembers. 1.76 39% 18% 29% 18% 29% 6% 17 1
3.8Understandingtheorganization'sfundraisingstrategy. 2.00 39% 13% 20% 33% 20% 13% 15 3
7.7Planningfortheabsenceordepartureofthechiefexecutive,e.g.,successionplanning. 1.00 39% 45% 27% 18% 0% 9% 11 7
9.5Allowingadequatetimeforboardmemberstoaskquestionsandexploreissues. 3.11 40% 6% 11% 0% 33% 50% 18 0
3.2Connectingtheorganizationwithcommunityleaders. 2.28 40% 6% 22% 33% 17% 22% 18 0
6.5Establishingandreviewingtheorganization'sinvestmentpolicies. 2.81 41% 6% 6% 25% 25% 38% 16 2
6.6Ensuringthatinsurancecarriedbytheorganizationisreviewedperiodically,e.g.,generalliability,directors'andofficers',worker'scompensation.
2.54 42% 8% 8% 31% 31% 23% 13 5
4.1Ensuringthecurrentboardhasthecapacitytoleadtheorganizationintothefuture. 2.11 43% 11% 17% 33% 28% 11% 18 0
3.11Introducingtheorganizationtopotentialdonors. 0.86 44% 50% 29% 14% 0% 7% 14 4
2.6Trackingprogresstowardmeetingtheorganization'sstrategicgoals. 2.43 44% 7% 14% 21% 43% 14% 14 4
June2016|CouncilonUndergraduateResearch OVERVIEW
Thetablebelowcapturesthequestionsthatwereansweredwiththelowestdegreeofconsensus.
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BoardSelf-Assessment
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ChecklistofBoardPractices
PercentofPracticesinPlace
June2016|CouncilonUndergraduateResearch OVERVIEW
Certainpoliciesandpracticescharacterizeaneffectivenonprofitboard.Someofthesepracticesarerequiredbylaw;manyothershavebecomewidelyacceptedasgoodpractice.Theboardself-assessmentsurveyaskedyes/noquestionsaboutthesepractices,whichwereansweredonlybythechiefexecutive.Thegraphbelowshowsthepercentofpracticesyourboardcurrentlyhasinplace.Thesepracticesaredividedintofourareas:
1. OrganizationalPracticesrelatetostrategicplanningdocumentsandprocedures.2. OversightPracticesincludefinancialandlegalpoliciesandprocedures.3. BoardPracticesaddressissuesrelatedtoorientation,terms,retreats,andcommittees.4. CEOSupervisioncoverthesupportandsupervisionofthehighestpaidstaffperson.
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BoardCompositionandEffectivenessYourboardhas21votingmembers
June2016|CouncilonUndergraduateResearch OVERVIEW
SizeMattersTheprimaryguidefordeterminingboardsizeistheboard'sfunction,whichmaychangeovertimedependingonwheretheorganizationisinitslifescycle,rangingfromstart-uptoadolescenttomature.VariablessuchasthesemakeitimpossibleforBoardSourcetorecommendastandardsizeforallboards;however,itisdifficulttoimaginethataboardwithfewerthanfivemembersisabletoincorporateallthedesiredqualitiesandcapacityofaneffectiveboard,orthatanexceptionallylargeboardisabletoengageeverymemberinaconstructivemanner.Basedonthe2012BoardSourceNonprofitGovernanceIndex,weknowthattheaverageboardhas16members.
Regardlessofsize,allboardmembersmustbeengaged,asallareequallyaccountablefortheorganization.Thisgraphreflectsyourboard'slevelofsatisfactionwithitscurrentsize.
1 .T he s i ze o f the boa rd mee ts the cu r ren t1 .T he s i ze o f the boa rd mee ts the cu r ren tn eeds o f the o rg an i za t ion .n eeds o f the o rg an i za t ion .
Regardlessofsize,allboardmembersmustbeengaged,asallareequallyaccountablefortheorganization.Thisgraphreflectsyourboard'slevelofsatisfactionwithitscurrentsize.
OverallEffectivenessThisgraphreflectsyourboard'sthinkingaboutitsoveralleffectiveness.Becausethepercentagesarebasedontheperceptionsofyourindividualboardmembers,thisinformationcanbeusedtosparkafullboarddiscussiononwhetherthemembersfeeltheyarecollectivelymeetingtheirresponsibilities.
2 .T he o ve ra l l e f f e c t i ven ess o f the boa rd .2 .T he o ve ra l l e f f e c t i ven ess o f the boa rd .
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LevelofCommitmentandInvolvementTheboardself-assessmentsurveyasksboardmemberstoidentifytheirfellowboardmembers'levelofcommitmentandinvolvement,typicallydescribedasboardengagement.Engagedboardmembersmakeitaprioritytoattendandparticipateinallboardmeetings,takeinitiative,andjumpintoactionwhenthechiefexecutiveneedsexpertguidanceoropinion.Furthermore,engagedboardmembersusetheirpersonalconnectionsandaffiliationstointroducetheorganizationtopotentialfundersandsuitableboardmembercandidates,volunteerforleadershippositionsontheboard,and,byexample,encourageotherstodothesame.Thegraphbelowshowsyourboard'slevelofsatisfactionwithitscommitmentandinvolvement.
3.T he le ve l o f c omm i tmen tan d in vo l vemen t3.T he le ve l o f c omm i tmen tan d in vo l vemen tdemon s tra ted bymos tboa rd membe rs .demon s tra ted bymos tboa rd membe rs .
IndividualBoardMemberExperienceIndividualsserveonnonprofitboardsforavarietyofreasons.Thepercentagesinthisgraphprovideanoverallsenseofwhetheryourindividualboardmembersfeelthattheyhaveadequateopportunitiestousetheirtime,talent,andexpertisetoadvancethemissionofyourorganization.
4 .D o you f in d s e rv in g on th i s boa rd to be a4 .D o you f in d s e rv in g on th i s boa rd to be areward in g an d sa t i s f yin g e xpe r ien ce?reward in g an d sa t i s f yin g e xpe r ien ce?
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NextSteps
TakeAction
June2016|CouncilonUndergraduateResearch NEXT
Exceptionalboardsareastrategicassettobeleveragedbytheorganization.Theyaddsignificantvalueandmakeadiscernibledifferenceintheorganization'sadvanceonmission.Usethisreportasatooltoguideyourboardonthepathtoexceptionalperformance.
Takeaction.Theboardself-assessmentestablishesaplatformforsettingandattainingimportantboardpriorities.Thefinalstepisidentifyingareasforimprovement.Tohelpyourboarddothis,considerthefollowingquestions:
1. Whatstepscanwetaketoensurethatinformationfromtheevaluationisusedtoimprovetheperformanceoftheboard?
2. Whoorwhatcommitteeisresponsibleforinitiatingandleadingboarddevelopmentandassessment?Doesithavethenecessaryresourcesandauthoritytofulfillitsresponsibilities?
3. Everyboardshouldhaveclearlyestablishedguidelinesthatoutlinethedutiesandresponsibilitiesofindividualboardmembers.Areourboardmembersheldaccountabletothesestandards?Dowehaveaprocessforremovingnonperformingboardmembers?
Developaboardactionplan.Oncetheboardhasagreedonitspriorities,useaboardactionplantohelptheboardstayontrackinaddressingtheissuesthatsurfaced.
Checkyourprogress.Onlytheboardcanholditselfaccountableforitsownperformance.Inoneyear,revisittheresultsfromtheself-assessmentandactionplan,celebratethesuccesses,andrecommittothoseareasthatneedfurtherattention.
Repeat.BoardSourcerecommendsconductingathoroughboardself-assessmenteverytwotothreeyearsandusingtheinterveningtimetoworkontheactionplanyoudevelop.
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AdditionalServices
June2016|CouncilonUndergraduateResearch NEXT
Governancedoesnotcomenaturallytoallleaders.Advicefromanobjectiveandexperiencedgovernanceconsultantcanhelpyoumakethemostoftheboardself-assessmentprocessbybringingafreshperspectiveandthelatestgovernancethinkingintoyourboardroom.BoardSourceoffersthefollowingresourcesforthosewhoseekadditionalguidance.Formoreinformationvisitourwebsite:www.boardsource.orgorcontactusatconsulting@boardsource.org.
DECKWhat’saDECK?It’sadeckof15-20PowerPointslidesfeaturinghighlightsfromyourBoardSelf-Assessment(BSA)resultsandcomparisonscoresbenchmarkingyourassessmentscoresagainstothernonprofitboardsthathaveusedourBSAtool.Theslidedeckisagreattooltousewhenpresentingyourassessmentresultstothefullboard.Utilizeittostartameaningfulandthoughtfulconversationabouthowtostrengthenperformance.
CONNECTBoardSource’snewCONNECTservicelinksyouwiththeexperienceandexpertiseofaBoardSourceconsultant,whowillanalyzeyourBSAresults,identifyactionsyourboardmighttaketostrengthenitspracticesandperformance,discusshisorherrecommendednextstepswithseveralofyourboardleadersina45-minuteconferencecall,anddevelopaPowerPointpresentationyoucanusetopresentyourassessmentinformationtoyourfullboard.CONNECTisapowerfultoolforboardsthatarelayingthegroundworkforstrategicplanning,consideringachangeinstructureand/orsize,developingastrongerfundraisingculture,embarkingonaleadershiptransition,orarecommittedtoincreasingtheireffectivenessthroughboarddevelopment.
BoardRetreatAwell-plannedandwell-facilitatedfour-tosix-hourboardretreatledbyoneofBoardSource’sexperiencedandexpertgovernanceconsultantscanassistyouinunderstandingyourBSAresults,settingprioritiesforboarddevelopment,forgingcamaraderie,andgettingastartontacklingthechallengingissuessurfacedinaboardself-assessment.AretreatincludesaDECK.
FullGovernanceReview/ConsultingandTrainingAfteridentifyingyourstrengthsandweaknessesthroughaBSA,youmaywanttoarrangeforBoardSource’shighestlevelofservice.ABoardSourceconsultantwillconductafullgovernancereview,appraisingyourboarddocumentsandinterviewingboardandexecutivestaffmemberstodrilldownonyourstrengthsandweaknesses.Heorshewillthenworkwithyourboardonstepstotakethatwillenhancetheoverallperformanceofyourboardand/oraddressissuessurfacedinthereview.Heorshewillfacilitatediscussionsfocusedonchallengingassumptions,reachingconsensusonpriorities,andstartingaplanforboarddevelopment.
LeadershipInstitute
TheCertif icateofNonprofitBoardEducationThiscertificateisfornewandpotentialboardmembersaswellasstaffandconsultantswhoarenewtoworkingwithaboard.Thisprogramisofferedthroughaseriesofwebinarsorthroughalivetraining.
TheLeadershipCertif icateforNonprofitBoardChairsThiscertificateisforboardchairsseekingpracticalapproachestosomeofthemostchallengingaspectsofthejob.Thisprogramisofferedthroughaseriesofwebinarsorthroughalivetraining.
TheLeadershipCertif icateforNonprofitChiefExecutivesThiscertificateisforchiefexecutivescommittedtobuildingaconstructivepartnershipwiththeirboard.Thisprogramisofferedthroughaseriesofwebinarsorthroughalivetraining.Moredetailedinformationonthecertificateseriescanbefoundonourwebsite.
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DetailofBoardPerformance
MissionDeterminetheMissionandPurposesandAdvocateforthem:Oneoftheboard'sfundamentalrolesissettingdirectionfortheorganization.Agoodstatementofmissionandpurposesservestoguideorganizationalplanning,boardandstaffdecisionsaboutprogramsandservices,volunteerinitiatives,andprioritiesamongcompetingdemandsforscarceresources.Theboard,workingcloselywiththechiefexecutive,shouldreviewandperiodicallyrevisethemissionstatement,ifnecessary,andpromotetheorganizationoutsideoftheboardroom.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
1.1Supportingtheorganization'smission. 3.50 70% 0% 0% 6% 39% 56% 18 0
1.2Agreeingonhowtheorganizationshouldfulfillitsmission. 3.11 63% 0% 0% 22% 44% 33% 18 0
1.3Periodicallyreviewingthemissiontoensureitisappropriate. 2.94 56% 0% 6% 24% 41% 29% 17 1
1.4Articulatingavisionthatisdistinctfromthemission. 2.69 62% 0% 6% 31% 50% 13% 16 2
1.5Usingtheorganization'smissionandvaluestodrivedecisions. 3.44 75% 0% 0% 0% 56% 44% 18 0
1.6Advocatingwiththosewhocanhelptheorganizationachieveitsmissionandpurposes.
2.67 63% 0% 0% 50% 33% 17% 18 0
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Developmentofstrategicplanwithclearmeasuresofsuccesswillallowboardtomoveforward(movingincorrectdirection)
HavingmoreconversationsaboutthemissionofCURandtheroleofboardmembersforadvancingthismission.
Settingsomelong- termgoalsthatcanbemeasured.Weareintheprocessofdoingthis,butitistakingalongtime.IhopewecanmostlycompletethisattheJunemeeting.
Theboardseemstooperatetoindependentlyfromthedivisionsattimes.Improvingtheconnectionbetweenthetwowillhelp.
Morecanalwaysbedonebutthisislargelyagroupofvolunteers.Assuch,Ibelievetherehasbeenappropriateprogress.
Idowonderifitmightbetimetorevisitthemissioninlightofthestrategicpillarsandalsoinlightofthefacttheorganizationembracesmanymodelsofundergraduateresearch,notonlysupportingandpromotingundergraduatestudent- facultycollaborativeresearch,scholarship,andcreativeactivities.
keepthemissionfrontandcenterineverydecision.askthequestion,howdoesthisaffectundergraduateresearchfrom1)anorganizational2)administrative3)facultyand4)studentperspective.
BoardandCouncilortraining;improvecommunication/remindersregardingmissionandvalues.Broadenadvocacyactivitiestoadditionalorganizationswithrelatedpurpose.
Theplantochangetheboardcompositionsothatwehaveamorefocusedboardcapableofoperatingmorelikeaboard,insteadoflikeafacultymeeting,willbeagoodchangeandwillincreasetheeffectivenessoftheboard.
Usestrategicplantohelpcoalescebehindabroadvisionoftheorganizationandwho/howitserves.
Needmoreboardmembersexperiencedinstrategicplanning,strategicthinkingandpositionedinotherorganizationstoadvocateforCUR.
Theboardcouldimproveitsperformancethrough(1)increasedfocusonstrategicplanning,andattentiontothe"bigpicture"oftheorganization,inordertofurtherthemission.HowcanCURimproveitscontributionstoundergraduateresearchdevelopment,bothnationally,andinternationally?;(2)fullparticipationoftheboardindefiningorganizationalgoalsinthethreetofiveyeartimeframe.DoeseveryBoardmemberhaveanequalroleinandsupportofCUR'sgoalsetting?;(3)increasedparticipationofeachboardmemberintargetedadvocacyandoutreach.DoeseveryBoardmemberassistinraisingtheprofileandengagingthemembershipofCUR?
AsCURcontinuestomatureasanorganization,wemustbemindfuloftheareaslistedaboveandattendtothemasneeded.
TheBoardneedstotakeamorepro-activeroleinadvocatingfortheorganization.Eachindividualboardmembershouldbeinvolvedinacoupleofactivitiesbeyondjustservingontheboard.
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StrategyEnsureEffectivePlanning:Tocarryoutitsroleinsettingdirection,theboardisactivelyinvolvedinstrategicplanningandthinking.Typically,theboardengagesinaformalplanningprocesseveryfewyears.Then,itmonitorsprogressagainstthatplan.Theboardalsoneedstounderstandtheorganization'sclientsandstakeholders,aswellastheinternalandexternaloperatingenvironments,soitcanrespondappropriatelyasopportunitiesandchallengesarise.Theboardfocusesitseffortsprimarilyonlong-term,strategicissues,ratherthanshort-termoperationalandadministrativematters.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
2.1Settingtheorganization'sstrategicdirectioninpartnershipwiththechiefexecutive.
3.28 72% 0% 0% 6% 61% 33% 18 0
2.2Focusingregularlyonstrategicandpolicyissuesversusoperationalissues. 3.11 67% 0% 0% 17% 56% 28% 18 0
2.3Understandingtheneedsoftheorganization'sclientsandstakeholders. 2.72 63% 0% 0% 44% 39% 17% 18 0
2.4Assessingandrespondingtochangesintheorganization'senvironment. 2.72 67% 0% 6% 22% 67% 6% 18 0
2.5Engaginginaneffectivestrategicplanningprocess. 3.11 63% 0% 0% 22% 44% 33% 18 0
2.6Trackingprogresstowardmeetingtheorganization'sstrategicgoals. 2.43 44% 7% 14% 21% 43% 14% 14 4
2.7Generatingideaskeytoorganizationalstrategy. 3.12 58% 0% 0% 29% 29% 41% 17 1
2.8Exploringassumptionsunderlyingproposedstrategies. 2.56 47% 0% 19% 31% 25% 25% 16 2
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Considerationoffutureboardformatwillhelptoclarifyprocesses
MakingstrategicplanninggoalsanddesiredoutcomesacentralpartoftheEBoardmeetingagendaandallocatingplentyoftimefordiscussingstrategicdirections.Beingmoreproactiveratherthanopportunistic.
Weareinthemiddleofstrategicplanningnow.Itseemstomakeslowprogress,with,Ithink,someconfusionorevendisagreementaboutwhatthingsareobjectives,strategies,andtactics.InparticularIdon'tseeanyprogresson*future*tactics,justoneswehavenewlystarted.Wealsoneedtolookatcurrentstrategiesandtacticstoseeiftheyarestillcurrentandifwearedoingthem.
Trackingprogresstowardmeetingthegoalsneedstobedonebetter.Iamnotsurewhatspecificmetricswillbeused.
ImustsaythatRogerhasdoneanoutstandingjobatleadingthegroupthisyear.PriorPresidentshavedoneaverygoodjobaswell,butRoger'svisionseemedmoreconcise,refined,andstructured.Inthisway,Ibelieveithashelpedusmoveevenfurtherthanprioryears(whichIshouldnoteweresuccessful).
Overtheyears,therehasbeenlimitedstrategicplanningintheorganization,butthishaschanged.
enhancedfollowthroughandcommunicationofefforts,importance,andoutcomestoallmembers
Movingforward,wewillneedtodocumentprogressofimplementationofstrategicgoals.
Needtomakebetterdecisionsbasedonanalysis,assessmentanddata.Ultimatelyneedmoreeffectivelytrackingofprogressonstrategicgoalsanddeterminationofsuccesstohelpwithbothinternaldecision-makingandexternalmessaging.
Theboardhasmadegoodprogressoverthepastfewyearsindevelopingaformalstrategicplanningprocess.MoreattentioninthefuturetoperiodicallyrevisitingunderlyingassumptionsofCUR'smissionandpurpose,andexploringandunderstandingtheneedsofCUR'sexternal,aswellasinternal(member-based)stakeholderswouldhelpimproveboardperformance.
Asweareinthefinalstagesofstrategicplandevelopment,theupcomingmonthsandyearswillberevealingonhowwellweattendtotheissuesabove.
Wenowhaveastrategicplantoworkwithwhichisabigimprovement.Ourmajorprobleminthepasthasbeenalackofaformalassessmentmechanismtoevaluatetheourorganization,whichincludestheboardandtheprogrammingweprovide.
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FundingandPublicImageEnhancetheOrganization'sPublicStandingandEnsureAdequateFinancialResources:Anorganization'sresourcesincludeastrongreputationandadequatefundingtocarryoutitsmission.Theboardisresponsibleforbuilding,protecting,andpromotingtheorganization'spublicstanding.Boardmembersserveasambassadorstothecommunityandareanessentialelementofanorganization'smarketing,communications,andoutreachefforts.Theboardisalsoresponsiblefortheorganization'sfinancialsustainability.Theboardmakessurethattheorganizationhasanappropriatemixofincome.Whilethefundraisingstrategyisdevelopedandexecutedbythechiefexecutiveandotherstaffinpartnershipwiththeboard,boardmembersshouldbeactiveinfundraisinginanumberofways,includingmakingpersonalcontributions,connectingstafftopotentialdonors(individuals,foundations,andcorporations),andsolicitingfriendsandcolleagues.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
3.1Projectingapositivepublicimageoftheorganization. 3.24 63% 0% 0% 18% 41% 41% 17 1
3.2Connectingtheorganizationwithcommunityleaders. 2.28 40% 6% 22% 33% 17% 22% 18 0
3.3Networkingtoestablishcollaborationsandpartnershipswithotherorganizations. 2.78 69% 0% 0% 33% 56% 11% 18 0
3.4Analyzingtheorganization'sfundingandrevenuemix,e.g.,governmentfunding,charitablegifts,feesforservice.
2.82 51% 6% 0% 24% 47% 24% 17 1
3.5Approvingpoliciesrelatedtosourcesofrevenue,e.g.,giftacceptance,corporatesponsorship,governmentfunding.
3.15 57% 0% 8% 8% 46% 38% 13 5
3.6Monitoringtheimpactoflocal,state,andfederalpolicyontheorganization’smissiondeliveryandresources.
2.82 54% 0% 6% 35% 29% 29% 17 1
3.7Workinginconcertwiththechiefexecutivetoeducatepolicymakersontheorganization,itsmission,and/orthenonprofitsector.
3.33 67% 0% 0% 11% 44% 44% 18 0
3.8Understandingtheorganization'sfundraisingstrategy. 2.00 39% 13% 20% 33% 20% 13% 15 3
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3.9Settingexpectationsforindividualboardmemberstomakeapersonalfinancialcontribution.
0.83 33% 67% 8% 8% 8% 8% 12 6
3.10Settingexpectationsforindividualboardmemberstoparticipateinfundraisingactivitiesandsolicitations.
0.93 45% 43% 36% 14% 0% 7% 14 4
3.11Introducingtheorganizationtopotentialdonors. 0.86 44% 50% 29% 14% 0% 7% 14 4
3.12Participatinginfundraisingactivitiesandsolicitations. 0.80 48% 47% 40% 7% 0% 7% 15 3
3.13Holdingboardmembersaccountableforfulfillingtheirfundraisingresponsibilities.
0.73 39% 64% 18% 9% 0% 9% 11 7
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Workingtogetherwithexternalconsultantswithexpertiseinfundraisingandraisingtheorganization'sprestige.
Wehavediscussedfundraisingbuthaven'tstartedtodoit.BoardSourceassumestheboarddoesalotofthefundraising,butforCURtherearelikelybetterwaystodofundraising.Fortheboard,fundraisingwillbeaculturalshift.Gettingtherewilltakesomepatienceandwork.Theboard,ofuniversityfacultyandadministrators,probablydoesn'thavemuchfundraisingexperience.Alternatewaysneedtobepartofthediscussion.
Theseweretoughquestionstoanswer.InpartIamuncertainhowmuchfundraisinginitiativesmemberscanparticipatein(sinceitcanconflictwiththeirnon-volunteerefforts).
Ingeneral,itwouldseemtheboardasawholehasnotbeeninvolvedinfundraising.Althoughsomeindividualmembersoftheboardhaveassistedingrantwriting,morecanbedoneonthisfront.
Theboardwouldbenefitfrombecomingmorepersonallyinvolvedinfund-raisingandpublicimage.Tobefair,CURhasneverreallyhadacomprehensivefund-raisingplan,orexplicitboardexpectationsinthisarena,butthissituationmayhavetochangelookingforward.
Currentlytherearenoexpectationsforpersonalcontributionsbyboardmembersordirect(required)involvementinfundraisingfortheorganization.Thisshouldbeconsideredinthecontextofavolunteerboard(withmemberswhohavemighthaveCOIsregardingfundraising)vs.creatingofagroupthatcouldspecificallyhelpwithfundraising.Similarly,distinguishingbetweenannualfundraisingandcapitalcampaignswouldalsoimpacthowtheboardmayfunctionhere.
MembersoftheBoarddoanexcellentjobinprojectingapositivepublicimageforCUR,andindividualmembersoftheBoardengageinnetworkingandadvocacy.ThroughCUR’sengagementwithfederaladvocacy(mostlyviaWashingtonPartners,ExecutiveOfficerandotherstaff,aswellasAdvocacyCommittee)theBoardiskeptinformedandengagedoftheimpactoffederalpolicy,lessso,withrespecttostateandlocalpolicy.TheBoardhasnothistoricallyengagedinmuchfundraising,hencetheidentificationofN/Aformanyofthepromptsassociatedwiththisdomain.ThegoodnewsisthatthereisampleroomfortheBoardeffortstogrow,andthushelpfulfilltheaimofdiversifyingCUR’srevenuebase,inordertosupportprogramgrowth,membershipengagement,andraisingtheprofileofCUR.
FundraisingisaweakpointforCUR.Developmentinallareasaboveisneeded.
Althoughtheboardhasbeenconscientiousinreviewingfinancialstatementsandbudgets,wehavenottakenaveryactiveroleinhelpingtofind,solicitorsecurefundsfortheorganization.
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BoardCompositionBuildaCompetentBoard:Anorganization'sboardisacriticalresource,andtheboardisresponsibleforitsowncompositionandleadership.Agoodboardiscomposedofindividualswhocontributecriticallyneededskills,experience,perspective,wisdom,contacts,time,andotherresourcestotheorganization.Awell-conceivedboard-buildingplanhelpstheboardtoidentifyandrecruitmembersandcultivateofficers.Newmembersareorientedtotheboard'sresponsibilitiesandtheorganization'sactivities.Boardmemberrotationensuresthattheboardisinfusedwithnewideasyetremainsamanageablesize.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
4.1Ensuringthecurrentboardhasthecapacitytoleadtheorganizationintothefuture.
2.11 43% 11% 17% 33% 28% 11% 18 0
4.2Examiningtheboard'scurrentcompositionandidentifyinggaps,e.g.,inexpertise,influence,ethnicity,age,gender.
1.63 32% 31% 19% 13% 31% 6% 16 2
4.3Identifyingandcultivatingpotentialboardmembers. 1.53 45% 18% 35% 29% 12% 6% 17 1
4.4Usinganeffectiveprocessfornominatingandelectingboardmembers. 1.76 39% 18% 29% 18% 29% 6% 17 1
4.5Effectivelyorientingnewboardmembers. 1.78 51% 6% 39% 33% 17% 6% 18 0
4.6Establishingandenforcingpoliciesforlengthofboardservice,e.g.,lengthoftermsandnumberofterms.
2.88 50% 0% 13% 19% 38% 31% 16 2
4.7Planningforboardofficersuccession. 2.28 45% 6% 22% 22% 39% 11% 18 0
4.8Utilizingtheskillsandtalentsofindividualboardmembers. 2.31 48% 0% 31% 19% 38% 13% 16 2
4.9Ensuringtheboardisdiverseandinclusive. 1.53 35% 24% 35% 18% 12% 12% 17 1
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Theconsiderationsregardingthecompositionoftheboardwillfurtherthisarea
Becausethemajorityofboardmembersareex-officio,thecurrentboardhasnocontroloverboardcomposition.Changingthewayboardmembersareelectedwouldimproveperformanceinthisareaiftheboardhascontrolonboardcomposition.
Iknowthereiscurrentlyareviewofthegovernancestructure.Ihaveheardnodetailsandhavenotbeenincludedinanydiscussion.Theboardnowislargeandalittleunwieldy,butthecurrentstructurehasthemostdesirablevirtueofdiversityamongtheDivisionsofCURandwide- rangingexpertise.Iwouldlikenottoseethisdiversityreduced.Boardmeetingsneedtorecognizethecompositionandtakeadvantageofit.
Ourboardisselecteddifferentlythanmost.Therehasbeenadiscussionfortheneedtorestructuretheboardintoadifferentmechanism.Thisisprobablyagoodstepbutshouldbebeginatleastoneortwoyearsfromnow.
Ithinkboardcompositionisachallengefortheorganizationsincewearearepresentativeboardandindividualsareselectedbydivisions,nottheboarditself.Ithinktheboardcouldbemoreproactiveinsuccessionplanning;but,someoftheitemsraisedherearehardtoaddresswhendivisionsselectboardmembers,ratherthantheboardselectingitsmembers.TheremaybewaysfortheEOandPresidenttoworkwithdivisionsonfutureboardrecruitment/selection
Theboardischallengedbyneedingspecificskillsontheboardwhileelectiontotheboardisbymembershipthatisnotreallyawareoftheneedsoftheboard.Bettercommunicationisneededabouttheneedsoftheboard.
CURhasapredominantlyrepresentativeboard,whosenominationprocessisnotcoordinatedorexpresslydesignedtodesirablebreadthofskills,builddiversity,orcultivateboard- levelleadership.Alternateboardmodelsmightallowtheseareastobeefficientlyaddressed.
Currentlybyhavingboardrepresentationfromthedivision,thereisnotahigherlevelorderofthinkingconcerningboardmemberdiversityorexperiencebecauseE-boardmembersareelectedfromthedivisionlevel.
MembersoftheBoardaredistinguishedbytheirpassionforCUR’smission,andmostareexpertsinundergraduateresearchprogramsandpractices.Thus,theyhavethecapacitytoleadtheorganizationintothefutureduetotheirpassionforthemission,anddeepknowledgeofundergraduateresearchasapractice.LesswelldevelopedwithinCUR'sBoard,however,isimplementationsofactionstodiversifytheboard,particularlywithrespecttoethnicity/race,age,gender,andprofessionalbackground(i.e.movingawayfromBoardmembersdrawnexclusivelyfromhighereducation-academicaffairsroles).EnsuringthattheCURboardis“diverseandinclusive”isakeychallengefortheorganization,andshouldbeanessentialfocusforthenextfewyears.Inaddition,moreattentiontoBoardmemberorientation,particularlybytheExecutiveOfficer,whocanbestacquaintnewBoardmemberswithresponsibilitiesassociatedwithnon-profitorganizationalgovernance,wouldbeagoodsteptotake.
Whiledevelopmentintheboardcompositiondimensionshasmovedintherightdirectionthepastcoupleyears,thereismoretodotohelpdevelopaboardthatwillbestservetheinterestsofCUR.
Wehavetochangeourconstitutionandbylawssowecanchangeourgovernancestructure.Wehavetomoveawayfromarepresentativeboardstructuretoonebasedonexpertise.Thisisnecessaryinordertocreatethebestboardfortheorganizationgoingforward.
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ProgramOversightMonitorandStrengthenProgramsandServices:Aspartofprovidingoversight,theboardisresponsiblefordecidingwhichprogramsbestsupportthemissionandforevaluatingtheireffectiveness.Theboardworksincollaborationwithstafftounderstandthescopeoftheorganization'sprogramsandservices,establishappropriategoalsforqualityandresults,andmonitorperformancedata.Theboardmaywishtoretainaconsultanttoconductaformalevaluationoftheorganization'swork.Thequestionsbelowrelatetoyourorganization'sownwork,nottotheprogramsandservicesofotherorganizationsthatmaybefundedorotherwisesupportedbyyourorganization.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
5.1Beingknowledgeableabouttheorganization'sprogramsandservices. 3.22 69% 0% 0% 11% 56% 33% 18 0
5.2Ensuringtheboardreceivessufficientinformationrelatedtoprogramsandservices.
3.17 62% 0% 0% 22% 39% 39% 18 0
5.3Ensuringtheorganizationhasadequateinfrastructure,suchasstaff,facilities,volunteers,andtechnologies.
2.83 55% 0% 6% 33% 33% 28% 18 0
5.4Monitoringthequalityoftheorganization'sprogramsandservices. 2.00 47% 0% 44% 22% 22% 11% 18 0
5.5Identifyingstandardsagainstwhichtomeasureorganizationalperformance,e.g.,industrybenchmarks,competitors,orpeers.
1.53 45% 18% 35% 29% 12% 6% 17 1
5.6Measuringtheimpactofcriticalprogramsandinitiatives. 1.39 44% 22% 39% 22% 11% 6% 18 0
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Theassessmentofourprograms,underrevision,willbeacriticalpartinevaluatingcurrentandfutureprogramming
AssessmentofCURprogramswouldallowchangestomakethemmoreeffectiveorterminationifprogramsdon'tperformasexpected.Iwouldliketoseesomeassessment/evaluationatleasteveryfiveyears.Also,assessmentwouldhelpCURidentifysuccessfuloutcomesthatcanbeusedforPRpurposes.
Needmoreevaluationofprogramsuccess.
Moreassessmentofprogramstogaugeitseffectiveness(totheextentpossible;againboardmembersarevolunteersandhavelimitedtime).
MoreassessmentofCURprogramswilldefinitelyhelphere.
sharedoutcomes/assessmentofprogramsandservice.discussionsonwhatwentwell,andwhatcanbeimprovedupon.purenumbersdon'talwaystellthestory.
Someexternally- fundedprogramundergoextensiveevaluationandassessment.However,manyprogramshavenotundergoneproperlongitudinalassessmenttounderstandtheirimpact.Theorganizationshouldregularlyconductlong- termimpactofkeyprogramsonaregularbasis,notonlytounderstandtheirvaluetotheorganization,butalsotoprovidedatathatvalidatesourexpertiseandaidsfund-raisingefforts.Formanyprograms,thismayrequiresettingappropriateprogrammaticgoals.
Criticalassessmentisneededbuttheorganizationismovinginthisdirection.
Boththroughthedevelopmentofaformalstrategicplan,andhistoricalpractices,theCURBoardalreadyfairlycloselymonitorsCUR’sprogramsandservices,sothatin-depthknowledgeofmostservices(i.e.professionaldevelopmentevents,publications,etc.)isalreadyastrongpartoftheBoard’sculture.TheCURBoard’smonthlymeetingsandexcellentattendanceandengagementatthewinterandJunemeetingsprovideexcellentinformationflow,andfeedbacktotheExecutiveOfficerandstaffonhowCURprogramsandservicesareperceived.ThisisamajorstrengthoftheBoard,andoneofwhichitshouldberightlyproud,asmanynon-profitBoardscan’tboastthisdegreeofcognizance.ThisdomainofBoardperformanceisrated“good”overall,andwithmorestructuredattentiontoworkingwiththeExecutiveOfficerandstafftoidentifybenchmarksagainstwhichorganizationalperformancecouldbemeasured,performanceatthe“good”and“excellent”rangewouldlikelyoccur.
ProgramevaluationandassessmentisanotherweakpointforCUR.IamhopefulthatthenewAssessmentCoordinatorwillhelpmoveusfurtherinthisdirection.
Doformalizedassessment.Wearemovinginthisdirection,butweneedtoincreaseourefforts.
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FinancialOversightProtectAssetsandProvideFinancialOversight:Boardsareresponsibleforpreservinganorganization'sresources,protectingitsassets,andmaintainingitslegalandethicalintegrity.Ensuringthatincomeismanagedwiselyisespeciallyimportantforanonprofitbecauseitoperatesinthepublictrust.Theboardapprovestheannualbudgetandthenmonitorsperformanceagainstthebudgetthroughouttheyear.Theboardalsooverseestheannualaudittoverifyforitselfandthepublicthattheorganizationisaccuratelyreportingthesourcesandusesofitsfunds.Tosafeguardtheorganization'sfuture,theboardestablishesappropriateinvestmentandriskmanagementpolicies.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
6.1Ensuringtheannualbudgetreflectstheorganization'spriorities. 3.33 67% 0% 0% 11% 44% 44% 18 0
6.2Reviewingandunderstandingfinancialreports. 3.39 70% 0% 0% 6% 50% 44% 18 0
6.3Monitoringtheorganization'sfinancialhealth,e.g.,againstbudget,year- to-yearcomparisons,ratios.
3.50 70% 0% 0% 6% 39% 56% 18 0
6.4Reviewingtheresultsoftheindependentfinancialauditandmanagementletter.(Select"NotApplicable"ifnoauditisdone.)
3.13 60% 0% 7% 7% 53% 33% 15 3
6.5Establishingandreviewingtheorganization'sinvestmentpolicies. 2.81 41% 6% 6% 25% 25% 38% 16 2
6.6Ensuringthatinsurancecarriedbytheorganizationisreviewedperiodically,e.g.,generalliability,directors'andofficers',worker'scompensation.
2.54 42% 8% 8% 31% 31% 23% 13 5
6.7Ensuringtheorganizationhaspoliciestomanagerisks,e.g.,internalcontrols,personnelpolicies,emergencypreparedness.
2.85 49% 0% 15% 15% 38% 31% 13 5
6.8ComplyingwithIRSregulationstocompleteForm990or990-EZ,ifapplicable.
3.60 69% 0% 0% 7% 27% 67% 15 3
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Theboarddoesthiswell.ResponsibilityincludestheEO,theTreasurer,theInvestmentCommittee(whichincludestheEO,theTreasurer,andthepresidentialline),andtheFinanceCommittee.Theauditorseemstoprovideacarefulandperceptivereport.Theentireboardreviewsthedocumentsandacceptsorapprovesontheadviceofthecommittees.Thereisoversightandredundancy.Ithelpsthattheorganizationisleanandingoodfinancialshape.Additionaloversightwillbeneededwhenincomesourcesandprogramsareexpanded(forexample,fundraising).
WehavedonegoodworkontheissueofmanagingriskssinceBethcameonboardasourNO.Thereismuchgreaterclarityinfinancialissuesaswell.
Ratingsinthisarenamightbemisleading.SomeoftheseresponsibilitiesareprincipallycarriedbytheEO,inconsultationwiththeFinanceCommittee,withpresentationtotheboard.Investmentpolicyisreviewedbyaconstitutionallymandatedgroup,andnotthefullboard.Doesthefullboardneedtobemoreinvolvedthanthis?
ThisisanotherareaofverygoodBoardperformance.TheBoardreceivesregularupdatesfromtheTreasurerandExecutiveOfficer,andhasempoweredtheFinanceCommitteeforactiveoversightanddirectengagementwithCURstaff,includingCUR’saccountingpersonnel.TheFinanceCommitteeconsistentlymeetseveryquartertoreviewCUR'squarterlyreportsandbudgetproposalsforthenextfiscalyear.Inthelasttwoyears,moredirectengagementandoversightofCUR’sinvestmentpoliciesandendowmenthaveoccurred,withBoardofficerengagement..CUR’sBoardshouldbeproudofitsperformanceinthisdomain,andthereislittlenewthatshouldbeaddedtothisarea.OneaspectofBoardperformancethatmightbeimprovedistoinstitutemoreformaleducationforBoardmemberswhoarenewtoreadingfinancialstatements.ThiscouldbeeasilyundertakenbytheTreasurer(orchairoftheFinanceCommittee)and/orExecutiveOfficer,withengagementofCURstaffwithfiscalresponsibilities.
Ithinkingeneralwedoagoodjobofthis,inpartbecauseourExecutiveOfficerisknowledgableandveryconscientiousaboutthesemattersasisourTreasurer.Wehavequiteafewchecksandbalancesinplaceandaregoodatdoingwhatisrequiredbylaw.Wherewefalldownisbeingintentionalinensuringourfinancialactivitiesmeshwellwithourpriorities.Inpartasaboard,wehavenotspecificallyestablishedourprioritiesinaformalizedway.thestrategicplanishelpingusdothisbutitcouldbeevenmoreintentional.
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BoardSelf-Assessment
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ChiefExecutiveOversightSupportandEvaluatetheChiefExecutive:Theprimaryboard--staffrelationshipisbetweentheboardandthechiefexecutive,andthequalityofthisrelationshipisoftheutmostimportance.Tobeeffective,theboardandchiefexecutiveneedacloseworkingrelationshipbasedonmutualtrustandanappreciationoftheirrespectiverolesinleadingtheorganization.Aspartofitsresponsibilityforsupervisingthechiefexecutive,theboardensuresthatajobdescriptionoutlineshisorherduties,thenevaluatesthechiefexecutiveannuallyanddeterminesappropriateexecutivecompensation.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
7.1Cultivatingaclimateofmutualtrustandrespectbetweentheboardandchiefexecutive.
3.72 72% 0% 0% 6% 17% 78% 18 0
7.2Givingthechiefexecutiveenoughauthoritytoleadthestaffandmanagetheorganizationsuccessfully.
3.78 79% 0% 0% 0% 22% 78% 18 0
7.3Discussingandconstructivelychallengingrecommendationsmadebythechiefexecutive.
3.33 56% 0% 6% 11% 28% 56% 18 0
7.4Formallyassessingthechiefexecutive'sperformance. 3.06 49% 0% 13% 13% 31% 44% 16 2
7.5Ensuringthatthechiefexecutiveisappropriatelycompensated. 3.07 65% 0% 0% 21% 50% 29% 14 4
7.6Approvingtheexecutive'scompensationasafullboard. 2.85 30% 15% 0% 15% 23% 46% 13 5
7.7Planningfortheabsenceordepartureofthechiefexecutive,e.g.,successionplanning.
1.00 39% 45% 27% 18% 0% 9% 11 7
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Perhapsdoalittlemoreformalsuccessionplanning.
AsfarasIcouldtell,thechiefexecutivescompensationwaspartoftheoverallcompensationreportedfortheentirenationalofficeandnotreportedseparately.
IthinkmoreregularevaluationsoftheEOwouldbegood.But,myhopeisthatBethseesusastrustingandrespectingherandgivinghertheauthoritysheneedstodothegreatworkshedoes.
TheboardneedstoregularlyassessandprovidefeedbacktotheEO,andbecognizantofsuccessionplanning.
InteractionswiththeExecutiveOfficerareexcellent;evaluationofexecutiveofficerissolid.Successionplanningisnotclearorhasnotbeendiscussed.
ThisisanotherareaofBoardstrength,andtheExecutiveOfficerwantstothanktheBoard(particularlythePresidents’group)forworkingcloselywithhertofostermutualtrustandrespect,aswellasbalancingeffectivelytheblendoffiduciaryoversightandsupport(butnotmicromanagement)thatisessentialforagoodrelationship.Somecategoriesinthisdomain,however,arelabeled‘NA/Don’tknow”astheBoardonlyperiodicallyengagesinthesubareasofsuccessionplanning,compensationpackages,etc.AformalassessmentoftheEO’sperformancetookplacetwoyearsago:anotherversionofthatassessment–andamuchmoreformalone–istakingplacenow.ImprovingcontingencyplanningforEOsuccessionplanningisasharedBoardandEOresponsibility,andshouldbeanareaoffocusgoingforward.
WearefortunatetohaveanexcellentEOwhoisveryqualified.Unfortunately,ourboardisnotofthesamecaliberinpartbecauseofourrepresentativeformofgovernance.Thisisnotthefaultoftheboardmembers,manyhaveneverbeenonaboard.However,thisputsmorepressureontheEOandtheofficerstocarrytheweightoftheorganization'sresponsibilities.Wearenotusingthe"board"asanentitytoitsfullestpotential.
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BoardStructureMaintainSoundBoardPoliciesandStructures:Theboardisresponsibleformakingsureitsownpracticesareappropriateandup-to-date.Thisrequiresthattheboardhasaclearunderstandingofitsrolesvis-à-visstaffandanawarenessofhowtheserespectiveresponsibilitiesmaychangeastheorganizationevolves.Theboardalsoensuresthatitisoperatinginaccordancewiththebylawsandothermajororganizationalpolicies,whicharereviewedperiodicallyandrevisedasnecessary.Finally,theboardorganizesitselfefficientlyusingcommitteesandtaskforcesthathavewrittenchartersandcapableleadership.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
8.1Carryingouttheboard'slegaldutiesofcare,loyalty,andobedience. 3.24 68% 0% 0% 12% 53% 35% 17 1
8.2Definingresponsibilitiesandsettingexpectationsforboardmemberperformance.
1.94 51% 6% 28% 39% 22% 6% 18 0
8.3Respectingthedistinctrolesofthechiefexecutive,board,andstaff. 3.06 61% 0% 6% 11% 56% 28% 18 0
8.4Implementingstepstoimprovegovernanceandtheperformanceoftheboard,e.g.,evaluation,education.
2.33 45% 6% 17% 33% 28% 17% 18 0
8.5Periodicallyreviewingandupdatingthebylaws,boardpolicies,andboardprocedures.
2.89 53% 0% 11% 17% 44% 28% 18 0
8.6Followingandenforcingitsconflict-of-interestpolicy. 3.39 70% 0% 0% 6% 50% 44% 18 0
8.7Reviewingitscommitteestructuretoensureitsupportstheworkoftheboard. 2.71 59% 0% 6% 35% 41% 18% 17 1
8.8Usingstandingcommitteesandadhoctaskforceseffectively. 2.50 49% 0% 11% 56% 6% 28% 18 0
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Considerationofhowbestto"manage"taskforcesandgoal/dutieswillhelptoclarify.Committeesseemtorunmoresmoothlyalthoughsomelackofcommunication
Ourboarddoesnotuseacommitteestructure.Allcommitteeworkisoutsourcedtocouncilor.Perhapsitwouldbeworthtorevisethisstructure.
Theboardislargeand,importantly,widelyrepresentativeoftheorganization.Wehavebegunusingad-hoccommitteesandtaskgroups.Theyareagoodideathathasprovedsometimesdifficultinanall-volunteerorganization.Butweneedtokeepupthatpracticeandencouragepeopletoparticipate.
Wehaveimprovedovertheyearsonsettingexpectationsofboardmembers,thoughmorecanbedoneonthis.
Settingclearexpectationsforboardmembers;beingmorepro-activeinupdatingbylawsandorganizationalpolicies;Sunsetting/restructuringadhoctaskforcesmoreregularly- -makingthisaculturalfeature,notanexception.
Wearecurrentlyinvestigatingalternativearrangementstotheboard.SomeoftherecentadjustmentsinboardmembershipandseparatingdivisionchairsfromE-boardmembershashelpedinsomeareasbutperhapshurtinothers(andneedstobeevaluated).
AlthoughtherearemanypositiveaspectstotheBoard’sgovernancecultureandpractice,sometimeslapsesinoversightofprogressbytheboardandgovernancecommitteesandtaskforcestakesplace.BoardperformanceinthisareamightbemoreconsistentifmonthlyBoardcallsincludedreportsofcommitteeand/ortaskforceactivity.Inaddition,theExecutiveOfficermightprovidemorefrequent“miniupdates”withrespecttoaspectsofbothgovernanceandCURprogramsandactivitiestotheentireBoard.Currently,thefullExecutiveBoardreceivesadhocreportsfromtheEO,asissuesemerge(andtheEOconsultsquitefrequentlywiththePresidents’group).PerhapsaconsistentreportingformtothefullBoard,atmonthlyintervals,wouldbemorehelpful,andjointlyassistinidentifyingwherethelapsesinactivityareoccurring.
Weneedtodoabetterjoboftrainingandeducatingboardmembers,settingexpectations,holdingindividualsaccountable,anddoingregularlywhatwearedoingnew,beingassessedandevaluated.Boardmembersneedtomakeatransitionintheirmindsetfrompurelyrepresentingtheirdivisionstoalsorepresentingthewholeorganizationandmakingdecisionsmainlybasedonwhatisbestforthewholeorganization.
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MeetingsConductProductiveBoardMeetings:Boardscarryoutmuchoftheirworkinmeetings.Meetingsthatarecarefullystructuredandefficientlyconductedwillhelpboardmembersfeelthattheirtimeiswellspentandthattheboardaddsvaluetotheorganization.Effectiveboardshavemeetingagendasthatfocusonimportantissues,allowfordiscussion,andleadtoaction.Toensureefficiency,boardmembersreceiveandreviewagendasandbackgroundmaterialspriortothemeetings.Totapintothecollectivewisdomoftheboard,boardspaycarefulattentiontoboardroomculture,groupdynamics,anddecision-makingprocesses.
AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent #Resp#Resp
NA/NA/Don'tDon'tKnowKnow
9.1Fosteringanenvironmentthatbuildstrustandrespectamongboardmembers. 3.50 62% 0% 6% 0% 33% 61% 18 0
9.2Establishingandenforcingpoliciesrelatedtoboardmemberattendance. 2.71 46% 6% 6% 24% 41% 24% 17 1
9.3Preparingforboardmeetings,e.g.,readingmaterialsinadvance,followinguponassignments.
3.06 65% 0% 0% 22% 50% 28% 18 0
9.4Usingeffectivemeetingpractices,suchassettingclearagendas,havinggoodfacilitation,andmanagingtimewell.
3.50 66% 0% 0% 11% 28% 61% 18 0
9.5Allowingadequatetimeforboardmemberstoaskquestionsandexploreissues.
3.11 40% 6% 11% 0% 33% 50% 18 0
9.6Efficientlymakingdecisionsandtakingactionwhenneeded. 3.33 67% 0% 0% 11% 44% 44% 18 0
9.7Engagingallboardmembersintheworkoftheboard. 2.50 49% 0% 17% 39% 22% 22% 18 0
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Howcantheboardimproveitsperformanceinthisarea?Howcantheboardimproveitsperformanceinthisarea?
Meetingshaveclearagendasandarewellrun.But,attimes,itdoesn'tseemthereisenoughtimeforboardinput,whichmightleadtolessengagedboardmembers.Iwonderifmoreboardcommitteeswouldassistwithboardengagementandseekingbroadinputfromtheboard,withouttakingagreatdealofmoretimefromfull-boardmeetings.Itappearsboardmembersarepreparedformeetingsandtakeseriouslytheirwork.Policiesaboutattendancearelacking,andmaybeimpossibleforthemonthlycallsgiventhesizeoftheboard.
Allowtimeforboardmemberstotalkduringmeetings.Theagendagetssopackedandwemovethroughitso"efficiently"thatthereisrarelyenoughtimetoactuallydiscussanythingtoanydegreeofdepth.
Monthlyconferencecallsareagoodideatokeeptheactivityoftheboardgoingandtheboardmembersengaged.However,theconferencephonecallisnoteffectiveforexchangeofideassinceeveryoneisworriedabouttalkingoveranother.Avideoconferencesystemwouldengagetheboardbetter.Allparticipantsonthecallaremoreengaged.
Usingboardsubcommitteesmoreoftenwouldbehelpfultokeepingmoremembersoftheboardengaged;insomecasesthismightrunintoconflictwithourexistinggovernance(committeesandtaskforces),sosomesensitivityisnecessary.
Needtocontinuetoparedowntheamountofboard- relevantmaterialprovidedinboardreports;considermoreeffectivewaystocommunicatedivisionactivities.
Again,highmarksfortheCURBoardinthisdomain,andnotmuchtoimprove,withexceptionofraisingtheengagementofallBoardmembersinthegovernanceoversightoftheworkontheorganization.ItisclearthatsomeBoardmembersaremoreengagedandbusywiththeworkontheorganizationthanothers.
Wehavetodoabetterjobofevaluatingourselvessothatitbecomesmoreobvioustoboardmemberswhereourweaknessesliesowecanputactionsinplacetomakeimprovements.Somethingassimpleasreviewingwhoisnotparticipatingregularlyinmeetings(includingconferencecalls)shouldbedoneanddiscussedasameansofaccountability.Wehavemadeadvancesinmoreclearlyarticulatingsomeoftheofficers'responsibilitiesanddutiesinformaldocuments,butweneedtodothatforallboardmemberpositions,includingthe3presidentialroles.
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GeneralAnswerstoOpen-EndedQuestions
1.What arethetwoorthreemost important areastheboardshouldaddresstoimproveitsperformanceinthenext yearortwo?1 .What arethetwoorthreemost important areastheboardshouldaddresstoimproveitsperformanceinthenext yearortwo?
Assessment/evaluationofcurrentprogrammingAssessmentofcurrentboardstructureAssessmentofcurrentcommittee/taskforceoperation
Boardcompositionandboardmembertrainingonlearninghowtobepartofaboard.
1.Compositionoftheboard.ItMUSTretainbroadrepresentation.Itprobablyneedssomeoutsideexpertiseinadditiontothecurrentmembers.2.Useofcommitteesandtaskgroups.Thereneedstobeclosercoordinationbetweentheboardandsuchgroups,whichusuallyincludenon-boardmembers(agoodthing).Committeesneedtodotheirworkpromptlyandinformtheboardaboutwhattheyaredoing,preliminarysuggestions,andreports.3.Weshouldconsiderusingcommitteesoftheboardtoaccomplishsomeoftheboard'swork.Thismightnotwork,butweshouldbeginwithasmallexperiment.
1.Bettertrainingofnewboardmembers.2.Bettersuccessionplanningfordivisionswhennewmembersareexpected.
Begintheconversationarounditsstructuretobecomemoreagilewhilemaintainingrepresentationofdivisions.Althoughmyresponseshavebeensomewhatnegative,IbelievetheBoardhasdoneanexcellentjobwithitscurrentstructure/rules/regulations.
1.Revisitthequestionaboutboardsizeandcomposition:Arewetherightsizetoachievethegoalsoftheorganization?Dowehavetherightpeopletodothis?Asweaddressthesequestions,takeseriouslythevaluewegainbybeingarepresentativeboard.2.Perhapsrelatedto#1,spendtimeseriouslyreflectingonCUR'sfundraisinggoalsandhowtheboardcanbestassistwiththem.3.Developaplanforensuringwearemovingforwardonthestrategicplan.Wehavealotofstrategiesandtactics,butthinkingabouthowwewillmakesuretheyareprioritizedandactivitiesareinservicetotheorganizationwillbeimportant.
1.Explorefundingpossibilitiesfromprivatefoundations.2.Increasediversityontheboard- -e.g.membersfromHistoricallyBlackCollegesandUniversities.
communicationofeffortsandtheirimportancetodivisionrepresentativeastheyrelatetoCUR'smission.insuresustainedengagementofcommitteesandtaskforces.Icommonlyhear,"we'venotmet."
Buildexpertiseofboardmembersthroughprofessionaldevelopment,especiallyinrefundraising
Assessmentandhavingaproducttodeliverformembership.
Workonrestructuring.Implementthestrategicplan.
1.Theboardshouldmakeaseriousefforttore- thinkitsstructuretomakeitmoreefficient,toaccumulatenecessaryskills,andbuilddiversity.2.Theboardshouldchallengeitselftobecomemorepersonallyinvolvedinsupportingorganizationalpublicimageandfund-raising.
AskBoardmemberstosetfirmgoalsasaboard(embeddedinstrategicplan)andassesshowwellwedoinguidingtheorganizationtoachievingthosegoals.
Moveforwardtodiversifytheboard,particularlywithrespecttoraceandethnicity,butalsowithrespecttobroadeningBoardmembershipoutsideofAcademicAffairspersonnel.FacultyandacademicaffairsadministratorsformthebulkofleadershipwithinCUR(includingtheExecutiveOfficer!),andleadershipfrombusiness,studentaffairs,development,andassociationmanagementisalsoneededbyCUR'sBoard,ifitistoremainstrongandrelevant.MoveforwardtoengageexpertsoutsideoftheBoardtoadvisetheExecutiveOfficerandBoardonfuturedirectionsforraisingtheprofileandengagingthemembership,particularlyaroundfund-raising.Inotherwords,embracethatthecurrentBoard“doesn’tknowwhatitdoesn’tknow”,andthusneedstoopenitselfupforscrutinyandchange.
Ithinkfundraisingandthedevelopmentofpartnershipsarekeypriorities.
1.Usethisevaluationasameanstomakechangestotheboard'smakeup,providingmoreeducationandtrainingofitsboardmembers,holdingthemaccountable,anddoingmoreperiodicevaluationsandassessmentoftheboard'swork.2.Bemuchmoreactiveinadvocatingfortheorganization.3.Domoretoincreaseanddiversifysourcesofrevenue.
2.What organizat ionalissuesorchallengesrequirest rategicdirect ionorguidancef romtheboard?2.What organizat ionalissuesorchallengesrequirest rategicdirect ionorguidancef romtheboard?
Finalizationofthestrategicplan,considerhowitlinkswithstrategicpillars,formulateimplementationandassessmentofsuccess
Raisingtheprofileandvisibility
Fundraising.Staffsizeandthedivisionofworkbetweenstaffandvolunteers.OverallstructureoftheDivisionsandtheCouncil.ChangesindirectionforCUR.
RestructuringoftheBoardwouldbeoneissue.Fundraisingcouldbeanother.
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Successionplanning.Notsureifthisisanorganizationalissueexactly,butIthinkweneedabitmoreconversationabouthowthestrategicpillarswillbeadvancedbyournewstrategicplan.
1.Adviceaboutdivisiongovernance- -e.g.chairv.reptoexecutiveboard
thevalueofanadditionalboardisnotlost.however,itisextremelyimportanttorecallwehavealonghistoryasa'grassroots'organization.alotofmembersandcouncilorswantaclearerrepresentationof1)whoweare,2)whowewanttobe,3)wherewearegoing,and4)howweplantogetthere;allwhileadheringtothemissionoftheorganization.Iamnotsuggestingwedon'tdothis.Iamsuggesting,however,thatwecouldandneedtodothisbetter.
AccommodatechangingmemberdemographicsRestructuringgovernanceforimprovedeffectiveness
Engagingcouncilors.Werecognizethattaskforcesandcommitteescangettoobigandwelimitthesize.Butthisleaveslessforcouncilorstodo.ButIthinkwedoneedourcouncilors.Weneedtoutilizethembetter.
Makingsuredivisionsareprovidingusefulservicetothemembers.
1.ProvideguidancetotheEOabout"whatwewanttoknow"intermsofselfassessmentoforganizationalactivities.Wecan'tassesseverything.Weshouldassesssomething,andexpresswhyit'simportanttotheorganizationtodoso.2.Whataretheprogrammaticprioritiesforoursubstantialbutlimitedinternalfundingstreams?Wehavemoreonourplatethanwecanfundwithoutexternalfund-raising
Consideralternativegovernancemodelsthatallowforbuildingamoreexperiencedboard.Considerorganizationalchallengestofundraising;considerorganizationalchallengestoourcurrentmembershipstructure.
Againstthebackdropofrapid(andinsomeinstances,quitechallenging)changeinhighereducation,thelandscapefavorshighereducationassociationsthatareconstantlyevolvingtomeettheneedsoftheirmembers.ThroughtheiradvocacyandcheerleadingforCUR,andalsocriticallythinkingthrough,withtheExecutiveOfficer,astohowCURcanremainnotonlyrelevant,butessential,toitsmembers’success,CURBoardmembersplayanessentialroleinmaintainingCURasathrivingorganization.Themainchallenge,then,isfortheBoardtohelpdirectandmaintainmomentumbehindthestrategicplan(withoutmicromanagement,ortoomuchextratime),tocriticallyassesshowCURis(orisnot)movingforwardonthestatedgoalsandobjectivesoftheplan,andtohelpproblemsolvewhenpartsoftheplanstalland/orfail,assomeinitiativesarelikelytodo.
IthinkacarefulreviewofthecompositionoftheboardcouldgeneratenewideastohelpCUR.TheCouncilcommitteesandTaskForcescouldalsobenefitfromcarefulconsiderationandreorganization.
Theboardmustinitiateachangetothegovernancestructureoftheorganizationandtheboardmustsetprioritiesfortheorganization.CURoffersmanygoodprogramsbutitisnotclearwhatourprioritiesareandthuswearenotasefficientandeffectiveaswecouldbewiththeseprogramsandothereffortsonthepartoftheorganization.TheEOandnationalofficestaffneedmoredirectionfromtheboardandtheboardneedstostayoutoftheday- to-dayrunningoftheorganization.Weneedtofindtheresourcestogrowthestaffinordertofullyrealizethepotentialoftheorganization'smissionandtheworkitcandointhefuture.Weneedtomoveforwardwithalloftheseactivitiesusingevidence-baseddata,thustheneedforthoroughandongoinginternalassessment.
3.What othercommentsorsuggest ionswouldyouliketoof fer?3.What othercommentsorsuggest ionswouldyouliketoof fer?
IthinkCURneedstorevisetheoverallgovernancestructuretosupportitsgoalofbecoming"moreprofessional."
TheboardseemstoworkeffectivelyasagroupbecausetheleadershipofCURhasbeengreat.Theimprovementsneededarenotmajor.
MyexperienceisthethefunctioningoftheboardhasimprovedconsiderablyovertheyearsIhavebeeninvolved.WhilequestionsaboutCURgovernanceandpossiblechangestoitareimportanttoconsider,aswedothis,weshouldbemindfulaboutwhatisworkingwellwiththecurrentorganizationalstructure.
ThemostprominentorganizationalissuethatrequiresdirectboardengagementandleadershipisacombinationoffullyusingthegreatlytalentedmembersoftheBoard,allofwhomhavebusydayjobs,andwhoarealsocontributingtoCURinmanyways.Aresomemembersofthevolunteerboardoverutilized?Areothersunderutilized?OneoftheissuesthathascomeuprecentlyisthesizeoftheBoard,andwhetherstrategicdecision-makingandorganizationalflexibilityisimpactedbygrowingtheBoard.Whileitisclearthatthisisanimportantconsideration,thedeeperissueiswhetherBoardmembersarebeingspecificallyrecruitedandacculturatedtoworkonbehalfoftheorganizationasawhile.Ratherthanrepresentingadivision,aretheyalsopreparedfromtheirfirstdayasaBoardmember,tocontributetheirthoughtleadershipandpreciousvolunteertimeandenergiestowardsupportingandbuildingtheentireorganization?Ifnot,thanBoardmemberrecruitmentandonboardingneedtobeaddressedmoreproactively.
Ithinkwearemovingintherightdirection
WeneedtoseriouslythinkabouthowtheCouncilplaysaroleingovernanceandhowtobetterusetheirexpertisetoadvancetheorganization.Besurewearedevelopingleadersfortheorganization'sfutureandbemoreproactiveindiversifyingtheorganizationineverywaypossiblandnotjustgivethetopiclipservice.
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DetailedChecklistofPractices
Organizat ionalPract icesOrganizat ionalPract ices InPlaceInPlace
1.Doestheorganizationhaveawrittenmissionstatement? Yes
2.Doestheorganizationhaveawrittenvisionstatement? No
3.Doestheorganizationhaveawrittencodeofethics? No
4.Doestheorganizationhaveawrittenstrategicplan? Yes
5.Didthefullboardformallyapprovetheorganization'sstrategicplan? Yes
Oversight Pract icesOversight Pract ices InPlaceInPlace
1.Didthefullboardformallyapprovetheorganization'sannualbudget? Yes
2.Doesthefullboardreceivefinancialreportsatleastquarterly? No
3.Withinthepastyear,hastheorganizationobtainedaformalindependentaudit? Yes
4.Didtheboard,oracommitteeoftheboard,meetwiththeauditorswithoutstaffpresent?(SelectNAifthereisnoindependentaudit.) No
5.Didallboardmembersreceiveacopyoftheorganization'sIRSForm990? Yes
6.Doestheorganizationhaveawhistleblowerpolicythatprovidesprotectionforemployeeswhoreportsuspectedillegalactivities? Yes
7.Doestheorganizationhaveadocumentretentionanddestructionpolicy? Yes
8.Doestheorganizationcarrydirectors'andofficers'liabilityinsurance? Yes
9.Doestheorganizationhaveawrittenconflict-of- interestpolicy? Yes
10.Haveallcurrentboardmembersandseniorstaffsignedaconflict-of- interestandannualdisclosurestatement? No
BoardPract icesBoardPract ices InPlaceInPlace
1.Isastructured,formalorientationheldfornewboardmembers? Yes
2.Isthelengthofboardmembertermsdefined? Yes
3.Isthereamaximumnumberofconsecutiveyearsaboardmembercanserve? No
4.Doestheboardhaveanannualretreat? No
5.Doboardcommitteeshavewrittenchartersorjobdescriptions? Yes
6.Isthereawrittenpolicyspecifyingtheexecutivecommittee'srolesandpowers?(SelectNAiftheboarddoesnothaveanexecutivecommittee.) No
7.Asthechiefexecutive,areyouexcludedfromvotingonboardissues? Yes
June2016|CouncilonUndergraduateResearch DETAIL
Thesepracticesaredividedintofourareas:
1. OrganizationalPracticesrelatetostrategicplanningdocumentsandprocedures.2. OversightPracticesincludefinancialandlegalpoliciesandprocedures.3. BoardPracticesaddressissuesrelatedtoorientation,terms,retreats,andcommittees.4. ChiefExecutiveSupervisioncoverspracticesrelatedtoperformanceevaluationandexecutivecompensation.
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CEOSupervisionCEOSupervision InPlaceInPlace
1.Doesthechiefexecutivehaveawrittenjobdescription? Yes
2.Isthechiefexecutiveevaluatedannuallybytheboard? No
3.Doestheevaluationofthechiefexecutiveincludeaformal,writtenperformancereview? No
4.Doestheboardperiodicallyreviewexecutivecompensationatcomparableorganizations? No
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BoardInformationandOrganizationalDemographics
BoardInformat ionBoardInformat ion AnswerAnswer
1.Howmanyvotingmemberscurrentlyserveontheboard? 21
2.Howmanytimesdidyourfullboardmeetduringthepast12months? 2
3.Howmanyhoursdoesatypicalboardmeetinglast? 12
4.Duringthepastyear,onaverage,whatpercentoftheboardattendedmeetings?Pleaseenterawholenumber;donotuseapercentsymboloradecimalpoint,e.g.,10%=10. 80
5.Whatpercentofboardmembersmadeafinancialcontributionlastyear?Pleaseenterawholenumber;donotuseapercentsymboloradecimalpoint,e.g.,100%=100 - -
6.Howmanycommitteesdoesyourboardhave? 23
Organizat ionalDemographicsOrganizat ionalDemographics AnswerAnswer
1.Whatistheorganization'sIRSclassification? 501(c)3-publiccharity
2.Whatistheorganization'sprimarymissionarea? Education
3.Whatyearwastheorganizationfounded? 1978
4.Brieflydescribetheprimaryprogram(s)/service(s)oftheorganization.
provideprograms,services,information
resources,andadvocacyrelatingon
undergraduateresearch,
scholarship,andcreativeinquiry.
5.Whatistheorganization'soperatingbudgetforthecurrentfiscalyear?Pleaseenterasanumber. 2,000,000
6.Howmanyyearshaveyoubeenthechiefexecutive?Iflessthanoneyear,pleaseenter"1". 4
7.HowmanyFTE(fulltimeequivalent)employeesdoestheorganizationhave? 7
8.Whatsignificantchangeshastheorganizationundergoneduringthepasttwoyears?Selectallthatapply.: SelectedChoices
Completedanewstrategicplan
Launchedamajorinitiative(e.g.,newprogram,building,
etc.)
9.Istheorganizationaffiliatedwithanotherorganizationorpartofafederatedstructure?Ifyes,pleasedescribetherelationship. No
10.Whatpromptedtheorganizationtoconductaboardassessmentatthistime?Selectallthatapply.: SelectedChoices
Addressproblemsorissues
Desiretofollowbestpractice
Enhanceboardperformance
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Recommendedbyconsultant
11.Whatisyourorganization'sEIN(TaxID)number? 411398118
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AbouttheBoardSelf-AssessmentandBoardSource
June2016|CouncilonUndergraduateResearch ABOUT
AbouttheBoardSelf -AssessmentCongratulationsforcompletingyourrecentboardself-assessment(BSA).Youhavejoinedtheranksofapproximately500nonprofitboardsthatusedtheBoardSourceBSAinthepastyear.BoardSourcebeganofferingtheboardself-assessmenttoolshortlyaftertheorganization'sfoundingin1988.Theproducthasevolvedfromamanuallytabulatedprintsurveytoauser-friendlyonlineassessmentthatiswidelyrespectedandutilizedacrossthenonprofitsector.ThecurrentBSA,whichwasrevisedin2009,isbasedontheBoardSourcepublication,TenBasicResponsibilitiesofNonprofitBoards,anall-timebestsellerwithmorethan175,000copiessold.Together,thebookandtheBSAexploretheboard'scoreresponsibilitieswithinthecontextofthegovernancechallengesfacingnonprofitstoday.TheBSAfornonprofitboardsofpublicandprivatecharitieshasbeencustomizedspecificallyforassociations,communityfoundations,privatefoundations,creditunions,independentschools,andavarietyofothersubsectsofnonprofitswithinthesector.Additionally,individualorganizationshavetheoptiontofurthercustomizeanyofthemastersurveystofittheiruniqueneeds.
AboutBoardSourceBoardSourceisfocusedonitscoremissionofbuildingexceptionalnonprofitboards.Asanonprofitorganizationourself,weareacutelyawareoftheimportanceofstrongboardleadershipandtheimpactofexceptionalgovernance.Ourgoalistohelpothernonprofitorganizationsfulfilltheirmissionsandtosupportthecriticalworktheydointheircommunitiesbyhelpingthemincreasetheeffectivenessoftheirboards.Withmorethan25yearsofhands-onexperienceworkingwithnonprofitboards,BoardSourcehasbecomethego-toresourceforfunders,partners,andnonprofitleaderswhowanttomagnifytheirimpactwithintheircommunitythroughexceptionalgovernancepractices.BoardSourceisa501(c)(3)organization.
OurHistoryIntheearly1980s,twoorganizations—IndependentSectorandtheAssociationofGoverningBoardsofUniversitiesandColleges—conductedasurveyofnonprofitorganizationsandfoundthatalthough30percentofrespondentsbelievedtheyweredoingagoodjoboftrainingandeducatingtheirboards,themajorityoftherespondentsreportedlittle,ifany,activityinstrengtheningtheirboard'sgovernancepractices.Asaresult,thetwoorganizationsproposedthecreationofaneworganizationtomeettheuniqueandcriticalneedsofnonprofitboards,andin1988,establishedtheNationalCenterforNonprofitBoardsnowknownasBoardSource.
BoardSourceTodayBoardSourcehasanannualbudgetofapproximately$6millionandmaintainsaprofessionalstaffofmorethan25employees.Inaddition,theorganizationhasanaffiliatedpoolofconsultantsandtrainerswhoconductconsultingandtrainingengagementsaroundtheworldonbehalfoftheorganization.BoardSourcesupportsacommunityofmorethan80,000individualswithcustomizeddiagnostics,liveandvirtualtrainings,andacomprehensivelibraryofgovernanceresourcesthatincludesoriginalpublications.
BoardSourcegovernanceconsultantsworkdirectlywithnonprofitleaderstodesignspecializedsolutionstoaddressspecificorganizationalneedsandassistnonprofitorganizationsaroundtheworldthroughpartnershipsandcapacitybuilding.BoardSourceistheworld'sforemostpublisherofcomprehensivematerialsonnonprofitgovernance,havingsoldmorethanamillioncopiesofmorethan100publicationsandtoolsdevelopedoverthepast25years,withpublicationstranslatedandadaptedin12differentlanguages.Annually,BoardSourcehoststheBoardSourceLeadershipForum,whichconveneshundredsofgovernanceexperts,boardmembers,andchiefexecutivesofnonprofitorganizationsfromaroundtheworld.
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