Transcript Board Assessment - Xaverian Brothers Sponsored Schools
Board Assessment
A Key to Success
Board Fundamentals
• Clear vision • Mission • Five years forward • Appropriate membership • Effective processes
Benchmarks of Excellence
Effective Boards of Catholic Education--NCEA
• Varied membership: alumni, business, limited parent membership • Take ownership of issues under their jurisdiction (budget, policy, mission, planning) • Set goals, review annually, use for self evaluation
• Active working committees • Contact and communication with constituencies • Assess progress periodically • Effective meetings • Provide training for new and continuing members
What to Assess
Membership profile Meetings Board operations Individual Contributions
Who is on the Board?
Do you have the right people to meet the challenges of the next five years?
Individual Member Profile
Please list # of years of service Place a check in the box beside those characteristics which apply to you.
Sex: Age: Race/Ethnicity:
Female Male 21-35 36-50 51-65 Over 65 African American American Indian Asian Caucasian Latino Other
Area of Expertise:
Administration - General Education Development/Fund Raising Facilities Management Financial Management Health Care Information Services Legal Matters Marketing Media/Public Relations Mission Personnel Management Sponsorship/Xaverian Charism Strategic Planning Technology Wisdom/Leadership Skills Other ___________________
Profession:
Arts Banking Business Owner Civil Service Construction Corporate Education - Elementary Education - Secondary Higher Education Finance Human Relations Law Media Medecine Politics Priest/Religious Social Services Other ___________________
Constituency:
Alumni Parent Past Parent XBSS Friend Other___________________
Additional Characteristics
Time Available Experience on Other Boards Commitment to process Commitment to shared decision-making Connection to people: with clout with funds Ability to give funds Willingness to give funds
Years of Service:
Term Expiration
Sex:
Male Female
Age:
21-35 36-50 51-65 Over 65
Race/Ethnicity:
African American American Indian/Alaskan Asian/Pacific Islander Caucasian Latino Other
Profession:
Arts Banking Business owner Civil service Construction
Board profile
Corporate Education: Elementary Secondary Higher Ed Finance Human relations Law Media Medicine Politics Religious/Priest Social services
Area Of Expertise:
Administration - General Education Facilities management Financial management Fund-raising/Development Health care Information systems Legal affairs Marketing Media/Public relations Mission Personnel management Sponsorship/Xaverian Strategic planning Technology Wisdom/Leadership Skills
Constituency:
Alumni Parent Past Parent Friend XBSS Other
Additional Characteristics:
Time available Successful experience on other boards Commitment to process and shared decision-making Connections to people with clout Connections to people with funds Ability to give funds Willingness to give funds
How was this meeting?
(positives)
(delta /change)
Board Self Assessment
Benchmarks of Excellence--NCEA
MEMBERSHIP
AREA Board includes alumni and business people Members are recruited for talents and connections to the broader community Prior to nomination, members are interviewed to assess commitment, etc.
Members are “doers and shakers.”
OWNERSHIP
Board members are certain they are shareholders Board members are involved in crafting and affirming the program’s philosophy or mission.
Members set agendas for the board through long and short range planning.
Through consensus, members have opportunities to articulate their support or non-support along with reasons why.
RESPONSIBILITIES
Board involvement in budget and finances has positively affected the school’s financial health.
Board involvement in policy ensures justice for staff and students as well as the school’s future.
Board involvement in the mission/philosophy impacts the manner in which it is lived out.
Board has a plan for its work and plans a leadership role in the school’s strategic plan.
SELF A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D BOARD A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D A B C D
RATE THE BOARD’S PROGRAMS FOR:
Board plays a strong role in development A B C D Board is active in marketing Board is active in public relations Board actively recruits students
A B C D A B C D A B C D Estimate the percent of time spent in each area _____ Budget and finances ____Student Recruitment ____Development ____Planning ____Public relations ____Mission/Philosophy ____Marketing ____Policy BOARD GOALS
Goals are set annually
Area
Goals are assigned to committees
Self A B C D A B C D Board A B C D A B C D
Goals flow from the mission Accomplishments are celebrated
A B C D A B C D A B C D A B C D
Other Topics
•Committees •Communications •Mission •Meetings •Training •Achievements
Measuring the Mission
NCEA Questionnaires for various types of boards, councils, commissions with scoring services
Check the category that best expresses your opinion
Our Board’s mission statement reflects a philosophy of Catholic education
Strongly Agree Agree
Our board has effective long-range and current year plans
No Opinion Disagree Strongly Disagree
We solicit contributions from all parties affected by our plans At the beginning of every school year, our board informs the entire school community of our objectives and priorities We regularly report to our school community on the achievement of our board’s mission and objectives The board may make policy decisions through its committees or designated members All of our board members are thoroughly familiar with the board’s policies, bylaws and decisions
Questionnaire II
• • • • • • • • • Short answer questions on: Planning •
The most significant challenges our board faces are….
Policy Curriculum Religious Education •
To evaluate the usefulness of our board’s policies we should…
•
How should our chief administrator evaluate and report on the success of our school’s curriculum?
Personnel •
How can we encourage the faculty to develop into a model Christian community?
Community •
What can we do to improve the recruitment and orientation of board members?
Finance Facilities •
Our process for reviewing and monitoring the annual budget could be improved by…
•
What is the appropriate role of our school’s chief administrator before during and after board meetings?
Board Operations
Process
• Send Questionnaire I responses and demographic info to NCEA for tabulation and report.
• Local coordinator summarizes answers to Questionnaire II.
• Schedule one day board retreat with agenda based on comments and recommendations from Questionnaire II.
• What do we want to know/learn?
• What attitudes do we want to develop?
• What commitments do we hope to engender?
XBSS Board Assessment Rubrics
• Setting high expectations for both boards and individual members • Identify levels of performance • Highlight “distinguished” behaviors • Familiarize members with rubrics • Assist in orientation of new members
Overall Board Performance
Responsibilities of the Governing Board
Clarify the school’s mission as a Catholic secondary school under the sponsorship of the Xaverian Brothers Monitor and evaluate the performance of the Chief Administrator
UNSATIFACTORY
Does not consider the mission of the school or of XBSS Does not provide feedback or formal evaluation to Chief Administrator
Level of performance BASIC
Uses mission statement as part of Board meeting Prayer; has copies of “stained glass windows” booklets; participates in mission effectiveness process Board chair meets with Administrator after executive session to share feedback
PROFICIENT
Board provides itself time to reflect on and come to a deeper understanding the of mission and vision of the school and XBSS Management letter with feedback is provided to Administrator with copies to Board members; formal end of the year evaluation process based on goals set for the year
DISTINGUISHED
Uses the mission statement in making Board decisions; supports faith formation for all constituencies; finds ways to extend the benefits of Xaverian education to the poor and marginalized Annual goals that support the professional growth of the Chief Administrator are established and monitored
Responsibilities of the Governing Board UNSATIFACTORY
Develop and approve long range plans for the school No long range plan other than re accreditation process Periodically review policies and procedures in light of applicable state and federal regulations Evaluate and, when necessary, recommend improvement of the major programs of the school No review by Board; assumes school administration does review Generally members have little or no knowledge of school programs
Level of performance BASIC PROFICIENT
Long range plan is outlined but implementation is not monitored Board provides leadership for long –range plan and implementation
DISTINGUISHED
Board uses strategic plan in establishing annual goals and driving the work of the committees Legal counsel performs periodic review Board participates in re-accreditation process as appropriate Included in charge to appropriate committees and with reports back to the Board as needed Board committees review programs and make recommendations to Board; monitors effectiveness of school administration Board keeps current and monitors compliance; has a process for reviewing policies and procedures in light of regulations and mission Board assesses programs in view of the mission of the school
Responsibilities of the Governing Board
Oversee, evaluate and refine, when necessary, the school’s major policies and procedures Secure financial solvency Require legal and ethical integrity and maintain accountability
UNSATIFACTORY Level of performance BASIC PROFICIENT DISTINGUISHED
Does not approve faculty and student handbooks annually Little or inconsistent budget monitoring; emphasis on fund raising rather than development No review of Board Handbook or monitoring of business relationships Board approves major changes in faculty and student handbooks Board receives quarterly financial statements and final audit report; development committee seeks sources of funding Conflict of interest forms are signed annually; Board handbook is reviewed Board is knowledgeable about major policies and procedures but does not become involved in daily operational issues Active finance and development committees; Board uses audit information in reviewing trends and establishing benchmarks for the future Board conducts periodic ”audits” as outlined in conflict of interest policy Board monitors how the policies and procedures support the mission of the school and promote justice and peace Board develops 3 to 5 year financial forecasts updated annually; has a plan for tuition and development goals Board aims for transparency; regularly reviews major business relationships to verify they are in the school’s best interests
Responsibilities of the Governing Board UNSATIFACTORY
Develop adequate communication between the Board and the school community, the diocese, the local church and civic community No efforts to communicate Evaluate the performance of the Board as a whole and of individual members No evaluation process
Level of performance BASIC PROFICIENT DISTINGUISHED
Board membership and initiatives are identified in major school publications/ communications Nominating committee keeps list of representative strengths and constituencies on Board Collaborative relationship is established between Board and school community and between school and diocese and XBSS schools and sponsorship office Nominating committee proposes assessment process and results are used for goal setting Board builds an atmosphere of collegiality among all elements of the school, local communities, diocese and XBSS Board regularly assesses its own effectiveness and communicates its formational needs to the XBSS office.
RESPONSE SHEET
Responsibilities of the Governing Board
Using the rubric provided, rate your experience of the overall functioning of the Board as a whole with respect to each of the listed responsibilities; consider the descriptors of the levels of performance. Give the Board a “0” for Unsatisfactory; “1” for Basic level, “2” for Proficient and “3” for Distinguished.
High Med Low _____ Clarify the school’s mission as… _____ Monitor and evaluate the performance… _____ Develop and approve long range plans… _____ Periodically review policies and procedures… _____ Evaluate/recommend improvement of programs _____ Oversee, evaluate and refine school policies… _____ Secure financial solvency _____ Require legal and ethical integrity… _____ Develop adequate communication… _____ Evaluate the performance of the Board… In the grid to the right indicate how important you think it is for our board to focus on this area over the next 1 to 2 years by checking “High” “Medium” or “Low”
Individual Board Member Performance
Responsibilities of the Individual Board Member
Actively support and promote the school’s mission, services, policies and programs Attend all Board and committee meetings and functions such as special events Review agenda and supporting materials prior to Board and committee meetings
UNSATIFACTORY BASIC Level of performance PROFICIENT DISTINGUISHED
Is critical of the school, personnel, programs, etc. outside of Board meetings Frequent absences; failure to notify in advance Does not review materials or bring these to meetings Provides accurate information about the school when asked by others Attends meetings frequently; gives advance notice of inability to attend Reviews info and brings it to meetings Speaks favorably to others in the community about the school and its programs; brings issues to Board and school leadership Consistently attends Board and committee meetings; occasionally attends special events Reviews info and identifies questions or comments before the meetings Acts as an ambassador for the school; addresses issues of concern raised in the community “Perfect Attendance” and active participation at Board and committee meetings; attends special events when possible Serves as a focused Board member helping the Board advance its agenda in light of mission and strategic plan
Responsibilities of the Individual Board Member
Serve on committees and task forces and offer to take on special assignments Make a personal financial contribution to the school according to your personal means work
UNSATIFACTORY
Little or no committee
Level of performance BASIC
Serves on one committee as assigned No financial contribution or a nominal gift; unwilling to make an annual gift Makes an annual contribution
PROFICIENT
Keeps current with committee work and relates this to strategic plan Contribution signifies that the school is a priority Suggest possible nominees to the Board who can make significant contributions to the work of the Board and the school Does not suggest nominees Contribution signifies that the school is a priority Identifies possible candidates to the nominating committee
DISTINGUISHED
Takes a leadership role on a committee or responsibility for a major project Membership in an advanced giving society in accord with personal means; encourages others to make a significant contribution; solicits funds on behalf of the school Serves on the nominating committee; recommends nominees in terms of board needs and strategic plan.
Responsibilities of the Individual Board Member
Keep up to date in the field of education
UNSATIFACTORY Level of performance BASIC
Consistently refers back to “how things were when I was in school;” assumes this is only the role of education committee and administrator; little understanding of current educational realities Membership in an advanced giving society in accord with personal means; encourages others to make a significant contribution; solicits funds on behalf of school
PROFICIENT
Arranges to visit the school in session when invited by Head of school; does reading on educational issues Develop personal faith & spirituality while growing in under standing of the Xaverian approach to Catholic education Follow the conflict of interest and confidentiality policies Excuses self from involvement in prayer and discussion of mission and ministry; “I’m not a very spiritual person.” Occasionally makes a suggestion of a possible nominee Breaches Board confidentiality; does not disclose conflicts of interest Signs conflict of interest policy; retains Board confidentiality Seeks opportunities to develop personal faith; has reflected on Xaverian schools mission documents Informs Board Chair and Head of School of issues of concern.; abstains from votes if necessary
DISTINGUISHED
Remains current on educational issues; inquires about educational values and outcomes in appropriate ways Motivates others to understand and be committed to the mission and calls of Xaverian education Actively responds to inappropriate information “out there” without breach of Board confidentiality
Responsibilities of the Individual Board Member Level of performance UNSATIFACTORY BASIC PROFICIENT DISTINGUISHED
Take care in separating the interests of the school from personal interests and the interests of a particular child or constituency Assist the Board in carrying out its fiduciary responsibilities in a sound manner Support the chief administrator and demonstrate that support within the community Inappropriately advocates for a particular child or group using influence as a Board member Attempts to make decisions based on the good of the school as a whole Does not review financial information; “I don’t do finances.” Reviews financial/budget information as provided Is critical of the administrator in the community Refrains from making negative comments about the administration; acknowledges positive contributions Discloses personal bias; abstains from vote if necessary Seeks information as needed to better understand financial situation of the school.
Weighs Board decisions in light of mission Makes decisions aware of fiduciary responsibility and helps others on Board to understand their fiduciary responsibility Speaks favorably of the administrator in the larger community; offers personal support in difficult situations; challenges when appropriate Connects administrator with resources for advancement of school mission
Responsibilities of the Individual Board Member UNSATIFACTORY Level of performance BASIC PROFICIENT
Develop certain skills such as reading and understanding financial statements, learning more about the educational programs, cultivating and soliciting funds and recruiting Board members and other volunteers Recognize that authority is vested in the Board as a whole.
Is unwilling to learn about the school and its advancement; operates out of knowledge from the past Serve as antennae for the institution Attends the XBSS Board Forum at least once during the first Board term.
Does outside reading, attends workshops to develop skills Acts unilaterally to remedy a perceived concern; uses Board membership to gain influence in the school Refers those with an issue or problem to the chief administrator or Board Chair Does not think about the school in between Board meetings Is aware of information that might be helpful to the school or Board and communicates it to them Helps Board to “speak with one voice” In a collaborative manner seeks out information which would be helpful to administration and/or Board
DISTINGUISHED
Regular participant at annual Board Forum; assists others in obtaining necessary skills Actively works to achieve Board unity Connects positively with a variety of stakeholders of the school community
RESPONSE SHEET
Using the rubric provided, rate yourself on each of the listed responsibilities; consider the descriptors of the levels of performance. Give yourself a “0” for Unsatisfactory; “1” for Basic level, “2” for Proficient and “3” for Distinguished.
_____ Actively supports and promotes school’s mission… _____ Attends all Board and committee meetings… _____ Reviews agenda and supporting materials… _____ Serves on committees and task forces… _____ Makes a personal financial contribution… _____ Suggests possible nominees….
_____ Keeps up to date in the field of education….
_____ Develops personal faith and spirituality…… _____ Follows conflict of interest and confidentiality… _____ Takes care in separating personal interests… _____ Assists the Board in carrying out fiduciary responsibilities… _____ Supports the chief administrator… _____ Develops certain skills… _____ Recognizes that authority is vested in the Board as a whole.
_____ Serves as antennae for the institution… An area I commit to working on in the next 12 month is: ____________________________________________________________________________________________ ____________________________________________________________________________________________
MOUNT SAINT JOSEPH BOARD RETREAT
8:30 Coffee and donuts 9:00 Introduction Quiet reading and reflection Sharing 10:00 10:30 11:15 Concluding prayer Framing our tasks Sharing points from XBSS Forum Brainstorming Mount St. Joseph’s needs that ONLY the board can address Looking at formulating Board Goals Small groups prepare 2-4 goals on newsprint Large group sharing/reporting Begin consensus building to formulate: Board Goals Who is responsible for implementing them How the goals will be evaluated
12:00 1:00 2:00 3:00 4:00 Lunch Continue large group synthesis - How do the morning’s discussions and conclusions frame your committee’s goals?
Committees meet to formulate specific goals Large group sharing of committee goals Personal goal setting “I’d be satisfied if….” Liturgy
MSJ Strategic Issues for Board Goals • Financial Aid • Strategic Plan • Board Formation and Operations • Funding/Development • Relationship with the local community
Board Formation and Operations
• Make best use of meeting with focus on strategic issues and mission • Consider changing time of meeting to Saturday morning • Have protocol for communication between board meetings among members and committees • Have really clear, focused committee reports in advance so members can come prepared; identify key take-away points and questions or items for decisions or action by the full board • Consider having occasional “workshops” on issues of finance, development, facilities
Another source of board rubrics www.mckinsey.com/practices/nonprofit
• • •
The Dynamic Board: Lessons from High Performing Nonprofits Appendix: Self assessment grid
Performance of Board on its core responsibilities Perceived importance of responsibilities for next 1-3 years Quality of board effectiveness enablers
A dynamic board in action
High
Oversee financial risk management Improve board performance Monitor academic performance, ensure accountability Ensure adequate financial resources Provide expertise for organizational needs
Low
Implement change
Pursue selectively
Select, evaluate, develop Head
Monitor, maintain
Pursue selectively
Clarify mission,vision Approve strategic Decisions Build Reputation Poor Excellent Self Assessed Board Performance
Impacting the Strategic Plan
• Board Retreat • Membership • Work of the committees • More effective meetings
More effective meetings
• Committee reports at the meeting should only focus on action items that are needed. People can read the rest —and should have read them ahead of time.
• Fifty percent of board meeting should be spent on strategic issue discussion and/or board formation.
• Have a Board policy book (one copy is sufficient); add a page for each meeting listing actions taken, policies initiated.
• The board chair should act as a coach and do a debriefing session after the meeting — What worked today? What didn’t work? How can we improve our functioning?
• Board minutes are legal documents so you need to be very careful about what is in them. • Board meetings should
inspire
Trustees!