A tool for new members of nonprofit boards to use to improve their performance and their board's effectiveness.

1. Self-Assessment/Improvement
Tool for new nonprofit board
members
Garrett Collins
Duquesne University - MSCL 513

2. How to Use this Tool
 Use this tool when you first join your organization and following that,
quarterly
 Run through the questions and log your answers; match each answer up
against the suggestions and see if you find any room for improvement
 Log each time you run through to identify trends and important changes in
your board experience.
 There are three separate resources within;
 Question Slides
 Ask yourself these questions to move yourself mentally into a generative mode, ie
identifying problems and making sense of your situation
 Suggestion Slides
 Provide some direction on the subject of each corresponding question. Use these as a
quick reference for how you might solve a problem you identify in the question section
 References Page
 A reference to all electronic references to help you delve deeper into any problem areas
you may identify

3. Question Page 1
 1. Did the organization’s activity support its mission, and did the mission
support the organization’s vision? Were the organization’s values adhered to?
 2. Did the board address its fiduciary and strategic responsibilities? If so, how,
and in what way?
 3. Were there opportunities for generative thinking and discussion, and if so
did the board take them? Yes or no, what was the reason?

4. Question Page 2
 4. Did I support future-oriented discussion and help frame issues which need
to be addressed?
 5. Did the board engage in a way that pushed themselves and the
organization out of their comfort zone?
 6. Does your board provide feedback to the CEO? If so what is the nature of
the feedback? Do you think it’s effective?

5. Question Page 3
 7. Is your board focused on the mission? Are mission impacts considered in
conjunction with every decision?
 8. Is everyone clear about their roles and do they fulfill them appropriately?
 9. When considering new board members, are necessary qualities & skills
identified and communicated? Are new members ultimately selected for their
ability to bring the requisite skills to the table?
 10. Is the board prepared to provide pertinent information to new members
concerning their liabilities? Do you understand your own liabilities? Is there a
system in place to introduce new hires to the people and process of this
board’s work?

6. Question Page 4
 11. Do prospective members have the passion and the time to be a board
member here?
 12. Are committees performing effectively? If not, why not? Are they
centered around staff functions or focused on tasks?
 13. Do committees receive the support they need? What do you think could
be done to support them more effectively? Also, are committees evaluated on
their performance?
 14. Is there a clear path to progress into leadership roles?

7. Question Page 5
 15. Do the board and the CEO communicate well? If not, why, and what are
some barriers that can be overcome?
 16. When is the last time the board (or you, specifically) asked your CEO what
the board could do to make their job better or more effective?
 17. Are you prepared to advocate for you organization in public and to
friends/acquaintances in informal settings? What would you tell them in a
short conversation?
 18. Are you aware of any inspiring stories concerning your organization; a
case study that really brings home the importance of what you do?

8. Suggestion Page 1
 1. The vision should state what the organization desires for the community, and
the mission of the organization should solve some sort of problem to get the
community there. Both the vision and the mission should be outgrowths of the
values of the organization. (Gottlieb, 2007)
 2. Reference the board’s legal and nominal obligations – did the board meet all of
them at this event? If some were not applicable, how is the board doing in general
in those areas? Make a point to address them appropriately at the next event, or in
the interim as individuals to ensure the responsibilities are taken care of. (Trower,
2013, Ch.1)
 3. If the board did not take advantage of any generative opportunities, make sure
that you consider the topics which require generative thinking and work with
colleagues in the interim to get them engaged as well. Trower (2013) states that
generative opportunities are generally ambiguous, salient, and involve high-
stakes, strife, and irreversibility (Trower, 2013, Ch. 1, ‘Spotting Generative
Opportunities’).

9. Suggestion Page 2
 4. If the group did not address primarily future and strategic oriented issues,
reference the first two of seven suggestions from Bader (2008); First, is it big
(10% or more of the organization)? and second, is it about the future? If not,
bring this up to the board and steer it in a more governance oriented
direction. (Bader, 2008)
 5. In both the realms of grounding (ie addressing fiduciary/legal
responsibilities) and stargazing (ie pushing the organization to expand its
horizons and fulfill its potential) boards should be pushing the boundaries,
continually seeking a deeper understanding of their environment (Marcus,
2011) and fostering a deeper understanding for their organization.
 6. One of the main responsibilities of the board is to hire and fire the CEO;
additionally, they should be instrumental in the CEO’s accurate perception of
their performance and should have a performance review annually
(BoardSource, 2013).

10. Suggestion Page 3
 7. Relentless focus on the mission is critical. Mission focus should be pervasive
at every meeting or event, so if it’s not, make it so next time! (Beck, 2014).
 8. If hiring new members, ensure that you select based on suitability for the
role. If it seems individuals are unclear about their role, work to build group
consensus and awareness of roles so the group owns their responsibilities
(Beck, 2014).
 9. Ensure that the board identifies the what of the new boardmember
(qualities, attributes and skills) and advertises and hires based on the
availability of those skills. (Wild Apricot).
 10. See the reference for a list of information that is important to a
prospective or new member of a board; if you don’t have that information,
acquire it. Additionally, if there’s no system in place to provide it, establish
one and present it to your peers for use. (Leblanc, 2013).

11. Suggestion Page 4
 11. It’s imperative that individuals are hired based on their capacity to move an organization
forward. In addition to skills and competencies, all applicants should be vetted for the time
they have available and the passion they have for the cause (Bridgespan).
 12. Committees should be focused around board priorities rather than functional areas, have
a clear mandate and a mission to accomplish. If that’s not the case, advocate for that to
increase committee performance. (Beck, 2013).
 13. Committees may need a certain allocation of resources, whether its time, money, or
moral support. They also might need to have interactions with other organizations or be given
the authority to act on certain issues. In addition to support, people in general perform
better if they get feedback – if any of these aren’t happening in your organization, change it!
(Beck, 2013).
 14. If there isn’t an established path for new board members to take on successively more
responsibility (ie, member, event-planner, committee chair, officer) advocate for one. It’s
important for boards to fill leadership roles as members move on, and if there’s no program
the organization risks a leadership vacuum. (Miller & Bergman, 2008).

12. Suggestion Page 5
 15. If the CEO/board relationship needs work, start with spending some time
together. Work on building trust between all the parties, be genuine and
transparent in interactions. (Hutchison, 2013).
 16. CEOs need support, and the board can provide them the support they need –
whether it’s providing resources, advice, putting them in contact with experts,
providing expertise – it may be as simple as just asking the question! If you
haven’t engaged with your top executive, do so and make sure to get their
feedback and show your support. (Halley, 2013)
 17. Be prepared to take every opportunity to discuss your organization with
members of the community – spread the word! Some things you should have ready
to discuss; what’s the organization is currently engaged in, what your challenges
are, what are your costs (in relevant terms, like cost per meal provided etc), what
long term goals you have and what’s at stake for your community. (Perry, 2013).
 18. Look for examples that exemplify what your organization stands for and
provides to the community; you can solicit these from the CEO, members, clients,
and your own experience. (Beck, 2013).

13. References
 Bader, Barry S. (2008). Distinguishing Governance from Management. Great Boards, Vol. III, #3. Bader & Associates; Potomac, Maryland. Retrieved from
https://docs.google.com/viewer?a=v&q=cache:Wur8He2n_jgJ:www.greatboards.org/newsletter/reprints/Great-Boards-fall-2008-reprint-distinguishing-governance-and-
management.pdf
 Beck, D. (2011). Sources of Board Stories. Laramie Board Learning Project. Retrieved from http://www.boardlearning.org/2011/07/sources-of-board-stories.html
 Beck, D. (2013). 10 Ways to Vitalize Board Committees. Laramie Board Learning Project. Retrieved from http://www.boardlearning.org/2013/06/10-ways-to-vitalize-board-
committees.html
 Beck, D. Nonprofit Boards as Communities of Practice. Retrieved on 6 Jul 2014 from https://duquesne.blackboard.com/bbcswebdav/pid-1170304-dt-content-rid-
4847730_1/courses/SL-MSCL-513-55-201430/BoardsAsCOPsWhitePaper.pdf
 BoardSource. (2013). Five Things Your Board Can Do to Lead with Accountability and Transparency. Guidestar USA. Retrieved from
http://www.guidestar.org/rxa/news/articles/2013/five-things-your-board-can-do-to-lead-with-accountability-and-
transparency.aspx?hq_e=el&hq_m=2209762&hq_l=31&hq_v=80004171c0
 Developing A Board Recruitment Process. Wild Apricot. Retrieved 6 Jul 2014 from http://www.wildapricot.com/membership-articles/developing-a-board-recruitment-process
 Gottlieb, Hildy. (2007). 3 Statements That Can Change the World: Mission/Vision/Values. Creating the Future. Retrieved from
http://www.help4nonprofits.com/NP_Bd_MissionVisionValues_Art.htm
 Halley, L. (Publisher, 9 October 2013). How Can Boards Help EDs Thrive? Wild Apricot. Retrieved from http://www.wildapricot.com/blogs/newsblog/2013/10/09/how-can-
boards-help-ed-s-thrive
 Hutchison, R. (2013). The Keys to a Great CEO/Board Relationship. NPEngage. Retrieved from http://www.npengage.com/nonprofit-management/the-keys-great-nonprofit-
ceoboard-relationship/
 Leblanc, R. (2013). Thinking of Joining a Board? Ask These Questions First. The Huffington Post. Retrieved from http://www.huffingtonpost.ca/richard-leblanc/not-for-profit-
board_b_2392788.html
 Marcus, Lucy P. (2011, February 9). Future Proofing the Boardroom: Grounding and Stargazing. Marcus Ventures. Retrieved from
http://www.marcusventures.com/notebook/future-proofing-the-boardroom-grounding-and-stargazing
 Miller, B. S. & Bergman, J. (2008). Developing Leadership on Boards of Directors. The Journal for Non-Profit Management, 149(1). Retrieved from
http://supportcenteronline.org/wp-content/uploads/2013/04/scnm_journal_2008.pdf
 Perry, G. (2013). Board Member’s #1 Job: How to Be A Personal Advocate for your Cause. Fired Up Fundraising. Retrieved from http://www.gailperry.com/2013/04/give-board-
members-something-to-say/
 Recruiting and Vetting Board Members. The Bridgespan Group. Retrieved 6 Jul 2014 from http://www.bridgespan.org/Publications-and-Tools/Hiring-Nonprofit-
Leaders/Recruiting-Board-Members/Recruiting-and-Vetting-Nonprofit-Board-Members.aspx#.UkWz-byoXTU
 Trower, C. A. (2013). The Practitioner’s Guide to Governance as Leadership: Building High-Performing Nonprofit Boards [Kindle Version]. Retrieved from Amazon.com