Governance Module

Step 1 of 2

Board federal Executive

Striving Towards Excellence in Governance

Strategic Thinking and Acting

13. Please assess and rate the performance of your organization for each indicator.

	1 - Poor	2 - Fair	3 - Not Sure	4 - Good	5 - Excellent
a. The Board leads the strategic plan development process and monitors implementation of the strategic plan.	1 - Poora. The Board leads the strategic plan development process and monitors implementation of the strategic plan. 1 - Poor	2 - Faira. The Board leads the strategic plan development process and monitors implementation of the strategic plan. 2 - Fair	3 - Not Surea. The Board leads the strategic plan development process and monitors implementation of the strategic plan. 3 - Not Sure	4 - Gooda. The Board leads the strategic plan development process and monitors implementation of the strategic plan. 4 - Good	5 - Excellenta. The Board leads the strategic plan development process and monitors implementation of the strategic plan. 5 - Excellent
b. During the strategic planning process, the Board reviews our vision, mission, values.	1 - Poorb. During the strategic planning process, the Board reviews our vision, mission, values. 1 - Poor	2 - Fairb. During the strategic planning process, the Board reviews our vision, mission, values. 2 - Fair	3 - Not Sureb. During the strategic planning process, the Board reviews our vision, mission, values. 3 - Not Sure	4 - Goodb. During the strategic planning process, the Board reviews our vision, mission, values. 4 - Good	5 - Excellentb. During the strategic planning process, the Board reviews our vision, mission, values. 5 - Excellent
c. The Board engages in advocacy work that aligns with our vision, mission and values, often joining with other community and social justice groups.	1 - Poorc. The Board engages in advocacy work that aligns with our vision, mission and values, often joining with other community and social justice groups. 1 - Poor	2 - Fairc. The Board engages in advocacy work that aligns with our vision, mission and values, often joining with other community and social justice groups. 2 - Fair	3 - Not Surec. The Board engages in advocacy work that aligns with our vision, mission and values, often joining with other community and social justice groups. 3 - Not Sure	4 - Goodc. The Board engages in advocacy work that aligns with our vision, mission and values, often joining with other community and social justice groups. 4 - Good	5 - Excellentc. The Board engages in advocacy work that aligns with our vision, mission and values, often joining with other community and social justice groups. 5 - Excellent

13a. Comments/Examples

Who We Are and How We Work Together

14. Please assess and rate the performance of your organization for each indicator. (copy)

	1 - Poor	2 - Fair	3 - Not Sure	4 - Good	5 - Excellent
a. The Board has members with the skill sets to effectively carry out its governance role (e.g. finance, legal, government relations, Anti-Racism, Anti-Black Racism & Anti-Oppression expertise).	1 - Poora. The Board has members with the skill sets to effectively carry out its governance role (e.g. finance, legal, government relations, Anti-Racism, Anti-Black Racism & Anti-Oppression expertise). 1 - Poor	2 - Faira. The Board has members with the skill sets to effectively carry out its governance role (e.g. finance, legal, government relations, Anti-Racism, Anti-Black Racism & Anti-Oppression expertise). 2 - Fair	3 - Not Surea. The Board has members with the skill sets to effectively carry out its governance role (e.g. finance, legal, government relations, Anti-Racism, Anti-Black Racism & Anti-Oppression expertise). 3 - Not Sure	4 - Gooda. The Board has members with the skill sets to effectively carry out its governance role (e.g. finance, legal, government relations, Anti-Racism, Anti-Black Racism & Anti-Oppression expertise). 4 - Good	5 - Excellenta. The Board has members with the skill sets to effectively carry out its governance role (e.g. finance, legal, government relations, Anti-Racism, Anti-Black Racism & Anti-Oppression expertise). 5 - Excellent
b. The culture of the Board is one that fosters belonging and is inclusive, with balanced participation of Board members.	1 - Poorb. The culture of the Board is one that fosters belonging and is inclusive, with balanced participation of Board members. 1 - Poor	2 - Fairb. The culture of the Board is one that fosters belonging and is inclusive, with balanced participation of Board members. 2 - Fair	3 - Not Sureb. The culture of the Board is one that fosters belonging and is inclusive, with balanced participation of Board members. 3 - Not Sure	4 - Goodb. The culture of the Board is one that fosters belonging and is inclusive, with balanced participation of Board members. 4 - Good	5 - Excellentb. The culture of the Board is one that fosters belonging and is inclusive, with balanced participation of Board members. 5 - Excellent
c. The Board understands what is operational (led by management) and what is governance (led by Board) or can critically think it through when unclear.	1 - Poorc. The Board understands what is operational (led by management) and what is governance (led by Board) or can critically think it through when unclear. 1 - Poor	2 - Fairc. The Board understands what is operational (led by management) and what is governance (led by Board) or can critically think it through when unclear. 2 - Fair	3 - Not Surec. The Board understands what is operational (led by management) and what is governance (led by Board) or can critically think it through when unclear. 3 - Not Sure	4 - Goodc. The Board understands what is operational (led by management) and what is governance (led by Board) or can critically think it through when unclear. 4 - Good	5 - Excellentc. The Board understands what is operational (led by management) and what is governance (led by Board) or can critically think it through when unclear. 5 - Excellent
d. The scope and limitations of executive authority are clear and mutually understood between the Board and ED; they are routinely reviewed and revised.	1 - Poord. The scope and limitations of executive authority are clear and mutually understood between the Board and ED; they are routinely reviewed and revised. 1 - Poor	2 - Faird. The scope and limitations of executive authority are clear and mutually understood between the Board and ED; they are routinely reviewed and revised. 2 - Fair	3 - Not Sured. The scope and limitations of executive authority are clear and mutually understood between the Board and ED; they are routinely reviewed and revised. 3 - Not Sure	4 - Goodd. The scope and limitations of executive authority are clear and mutually understood between the Board and ED; they are routinely reviewed and revised. 4 - Good	5 - Excellentd. The scope and limitations of executive authority are clear and mutually understood between the Board and ED; they are routinely reviewed and revised. 5 - Excellent
e. The role of Board Committees in terms of the overall work of the Board is clear; Committee Terms of Reference are up-to-date.	1 - Poore. The role of Board Committees in terms of the overall work of the Board is clear; Committee Terms of Reference are up-to-date. 1 - Poor	2 - Faire. The role of Board Committees in terms of the overall work of the Board is clear; Committee Terms of Reference are up-to-date. 2 - Fair	3 - Not Suree. The role of Board Committees in terms of the overall work of the Board is clear; Committee Terms of Reference are up-to-date. 3 - Not Sure	4 - Goode. The role of Board Committees in terms of the overall work of the Board is clear; Committee Terms of Reference are up-to-date. 4 - Good	5 - Excellente. The role of Board Committees in terms of the overall work of the Board is clear; Committee Terms of Reference are up-to-date. 5 - Excellent
f. Board meetings are efficient with clear agendas and advance distribution of meeting materials.	1 - Poorf. Board meetings are efficient with clear agendas and advance distribution of meeting materials. 1 - Poor	2 - Fairf. Board meetings are efficient with clear agendas and advance distribution of meeting materials. 2 - Fair	3 - Not Suref. Board meetings are efficient with clear agendas and advance distribution of meeting materials. 3 - Not Sure	4 - Goodf. Board meetings are efficient with clear agendas and advance distribution of meeting materials. 4 - Good	5 - Excellentf. Board meetings are efficient with clear agendas and advance distribution of meeting materials. 5 - Excellent

14a. Comments/Examples

Accountability and Transparency

15. Please assess and rate the performance of your organization for each indicator.

	1 - Poor	2 - Fair	3 - Not Sure	4 - Good	5 - Excellent
a. Annual Meetings are well-run and well-attended; members are invested in the work of the organization.	1 - Poora. Annual Meetings are well-run and well-attended; members are invested in the work of the organization. 1 - Poor	2 - Faira. Annual Meetings are well-run and well-attended; members are invested in the work of the organization. 2 - Fair	3 - Not Surea. Annual Meetings are well-run and well-attended; members are invested in the work of the organization. 3 - Not Sure	4 - Gooda. Annual Meetings are well-run and well-attended; members are invested in the work of the organization. 4 - Good	5 - Excellenta. Annual Meetings are well-run and well-attended; members are invested in the work of the organization. 5 - Excellent
b. The Board receives reports from the ED on a regular basis, including updates on risk, compliance and other significant issues.	1 - Poorb. The Board receives reports from the ED on a regular basis, including updates on risk, compliance and other significant issues. 1 - Poor	2 - Fairb. The Board receives reports from the ED on a regular basis, including updates on risk, compliance and other significant issues. 2 - Fair	3 - Not Sureb. The Board receives reports from the ED on a regular basis, including updates on risk, compliance and other significant issues. 3 - Not Sure	4 - Goodb. The Board receives reports from the ED on a regular basis, including updates on risk, compliance and other significant issues. 4 - Good	5 - Excellentb. The Board receives reports from the ED on a regular basis, including updates on risk, compliance and other significant issues. 5 - Excellent
c. The Board receives reports on the financial position and funding structure of the organization on a regular basis, including income/expense reports, cash balances, and cash flow.	1 - Poorc. The Board receives reports on the financial position and funding structure of the organization on a regular basis, including income/expense reports, cash balances, and cash flow. 1 - Poor	2 - Fairc. The Board receives reports on the financial position and funding structure of the organization on a regular basis, including income/expense reports, cash balances, and cash flow. 2 - Fair	3 - Not Surec. The Board receives reports on the financial position and funding structure of the organization on a regular basis, including income/expense reports, cash balances, and cash flow. 3 - Not Sure	4 - Goodc. The Board receives reports on the financial position and funding structure of the organization on a regular basis, including income/expense reports, cash balances, and cash flow. 4 - Good	5 - Excellentc. The Board receives reports on the financial position and funding structure of the organization on a regular basis, including income/expense reports, cash balances, and cash flow. 5 - Excellent

15a. Comments/Examples

Establishing a Solid Foundation in Governance

Reflection and Discussion

Striving Towards Excellence in Governance

Who We Are and How We Work Together

Accountability and Transparency