BOARD - CUR€¦ · Oversight Program Oversight 2.36 Financial Oversight 3.14 Chief Executive Oversight 2.97 D Board Structure and Operations Board Structure 2.76 Meetings 3.10 3.14

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/[email protected]

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

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GuidetoUnderstandingtheData

PerformanceData

June2016|CouncilonUndergraduateResearch GUIDE

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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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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


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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


RolesandResponsibilitiesAt-a-Glance(continued)Thegraphbelowshowshowyourboardhasassesseditsperformance—fromhighesttolowest—inthenineareasofresponsibility.Thegreenbarsindicatestrongperformance.Yellowbarshighlightareasinwhichtheboardisperformingatanacceptablelevelbutmaywanttowatch.Redbarsindicateresponsibilitiesthatneedattention.

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ActionStepstoStrengthenPerformance


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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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


Thetablebelowcapturesthequestionsthatwereansweredwiththehighestdegreeofconsensus(DoC).

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Quest ionswiththelowest DoCQuest ionswiththelowest DoC AverageAverage DoCDoC PoorPoor FairFair OKOK GoodGood ExcellentExcellent##

RespResp


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


Thetablebelowcapturesthequestionsthatwereansweredwiththelowestdegreeofconsensus.

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ChecklistofBoardPractices

PercentofPracticesinPlace


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


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


Governancedoesnotcomenaturallytoallleaders.Advicefromanobjectiveandexperiencedgovernanceconsultantcanhelpyoumakethemostoftheboardself-assessmentprocessbybringingafreshperspectiveandthelatestgovernancethinkingintoyourboardroom.BoardSourceoffersthefollowingresourcesforthosewhoseekadditionalguidance.Formoreinformationvisitourwebsite:[email protected].

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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Resources


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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


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

June2016|CouncilonUndergraduateResearch DETAIL

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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.



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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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.



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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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.



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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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.



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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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.



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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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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ChiefExecutiveOversightSupportandEvaluatetheChiefExecutive:Theprimaryboard--staffrelationshipisbetweentheboardandthechiefexecutive,andthequalityofthisrelationshipisoftheutmostimportance.Tobeeffective,theboardandchiefexecutiveneedacloseworkingrelationshipbasedonmutualtrustandanappreciationoftheirrespectiverolesinleadingtheorganization.Aspartofitsresponsibilityforsupervisingthechiefexecutive,theboardensuresthatajobdescriptionoutlineshisorherduties,thenevaluatesthechiefexecutiveannuallyanddeterminesappropriateexecutivecompensation.



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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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.



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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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.



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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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


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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Documents

BOARD - CUR€¦ · Oversight Program Oversight 2.36 Financial Oversight 3.14 Chief Executive Oversight 2.97 D Board Structure and Operations Board Structure 2.76 Meetings 3.10 3.14