Board Self Assessment Survey

Please answer each question. The responses will be consolidated and presented in a summary report for discussion by the Board and Executive Director.

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How well has the Board done its job?

Strongly DisagreeDisagreeNot Sure/MaybeAgreeStrongly Agree
Our organization has a multi-year strategic plan or a set of clear long-range goals and priorities.
The Board’s meeting agenda clearly reflects our strategic plan or priorities.
The Board has a current annual Board work plan.
The Board has ensured that the organization also has an annual operational plan.
The Board gives direction to Executive Director on how to achieve the organization’s mandate and strategic goals primarily by setting or referring to policies.
The Board recruits, supports and assesses the performance of the Executive Director.
The Board ensures that the organization’s accomplishments and challenges are communicated to members and stakeholders and that they receive reports on the use of human and financial resources.
The Board has reviewed and approved an organizational risk management plan.
I am confident that this Board would effectively manage any organizational crisis that could be reasonably anticipated.
The Board has developed and/or reviewed and approved policies related to HIV disclosure.
The Board has developed and/or reviewed and approved policies related to the Greater Involvement of People Living with HIV/AIDS (GIPA) and the Meaningful Involvement of People Living with HIV/AIDS (MIPA).
The Board conducts regular self-assessment on its progress, e.g. Board work plan updates and an annual Board self-assessment.

Does the Board have enablers of Board effectiveness and success in place?

Strongly DisagreeDisagreeNot Sure/MaybeAgreeStrongly Agree
The Board composition is appropriate –members have skill sets and/or expertise to cover off areas of responsibilities, e.g. lived experience, human resources, finance, legal, social/health services.
The Board size is appropriate – there is coverage of duties amongst roles, cohesiveness amongst members and manageable workloads.
There are clearly defined roles and expectations for Officers, i.e. Chair, Vice-Chair, Treasurer, and Secretary.
There is an up to date Board Governance Manual.
The Executive Committee has a clear role that is well understood and supported by all Board members – serving as a valuable resource to the Board and the Executive Director.
All new Board members receive clear orientation on their role, responsibilities and expectations, including review of fiduciary duties.
The Board has effective renewal processes in place for identifying, cultivating and integrating new Directors.
The Committee structure is well documented and each Committee has a terms of reference.
Board/committee meetings run well, e.g. start on time, give members a chance to engage on issues, and ensure all voices are heard.
Board/committee meeting calendars, advance materials and agendas support the Board as needed.
The role and expectations of the Executive Director in supporting the Board are clearly defined.
Board interactions are productive and generally enjoyable with a good mixture of business and development activities.

How well has the Board conducted itself?

Strongly DisagreeDisagreeNot Sure/MaybeAgreeStrongly Agree
Board members are aware of what is expected of them.
The agenda of Board meetings is well planned so that we can get through all necessary Board business.
We receive written reports to the Board in advance of our meetings.
It seems like most Board members come to meetings prepared.
All Board members participate in important Board discussions.
We do a good job of encouraging and dealing with different points of view.
We all support the decisions we make.
Board members demonstrate commitment to the organization’s mission and values and are able to distinguish and set aside personal interest when there are different from the mission, goals and interests of the organization.
Board members conduct themselves in accordance with key elements of the governance structure, e.g. bylaws, code of conduct, conflict of interest, etc.
Board members demonstrate a clear understanding of the organization’s strategic focus when making decisions and use sound processes in such decision–making.
The Board has planned and led the orientation process for new Board members.
The Board has a plan for Director education and further Board development.
Our Board meetings are always interesting.
Our Board meetings are frequently fun.

Does your Board measure the Board’s relationship with the Executive Director ?

Strongly DisagreeDisagreeNot Sure/MaybeAgreeStrongly Agree
There is a clear understanding of where the Board’s role ends and the Executive Director’s role begins.
There is good two-way communication between the Board and the Executive Director.
The Board has discussed and communicated the kinds of information and level of detail it requires from the Executive Director on what is happening in the organization.
The Board delegate provides the Executive Director with regular supervision and support.
The Board has developed formal criteria and a process for evaluating the Executive Director’s job performance.
The Board, or a committee of the Board, has formally evaluated the Executive Director’s job performance within the past 12 to 24 months.
The Board provides feedback and shows its appreciation to the Executive Director on a regular basis.
The Board ensures that the Executive Director is able to take advantage of professional development opportunities.

Does your Board provide feedback to the Chair of the Board (Optional)?

Strongly DisagreeDisagreeNot Sure/MaybeAgreeStrongly Agree
The Board has a formal Board Chair job description and has discussed the role and responsibilities.
The Chair is well prepared for Board meetings.
The Chair helps the Board to stick to the agenda.
The Chair ensures that every Board member has an opportunity to be heard.
The Chair is skilled at managing different points of view.
In alignment with the organizational and governance policies, procedures and codes of conduct, the Chair knows how to be direct with an individual Board member when that Board member’s behaviour needs to shift or change.
The Chair helps the Board to work well together.
I feel I can go to the Chair when I have a concern.
The Chair demonstrates good listening skills.
The Board supports the Chair.
The Chair is effective in delegating responsibility amongst Board members, e.g. assigning tasks with timelines.