Music For Minors Board Self-Assessment Survey April 2020...4.3 Q5 – The use of a consent agenda results in more strategic discussions at board meetings. 4.3 Q6 – It is clear to

Music For Minors Board Self-Assessment Survey

April 2020 (via Survey Monkey)

Survey written by: Cathy Combs, Chris McKinney, and Liz Rome

Based on questionnaire from 501 Commons (https://www.501commons.org/)

Table of Contents

Design and Scoring: p.2 Survey Questions and Average Response: p.3

Survey Questions by Area w/ Action Items: p.4 Tables and Written Responses: p.5

April 2020 MFM Board Self Assessment survey

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Design and Scoring There were 31 total questions, 28 multiple choice and 3 written answers. Of the 28 multiple choice questions, 27 measured agreement and 1 measured satisfaction. Each question had a 5-choice range with a numerical value attached: Strongly Agree/Very Satisfied (value = 5) Agree/Satisfied (4) Not Sure/Neither Satisfied or Dissatisfied (3) Disagree/Dissatisfied (2) Strongly Disagree/Very Dissatisfied (1) Average scores were calculated by taking the sum of response values and dividing by number of responses. Generally speaking, higher averages (4 - 5), indicate positive overall board perceptions while values lower may be cause for concern. On an individual level, however, there were areas of unique concern for some board members that the overall average will not reflect. Those concerns can be addressed individually if necessary. Written answers are compiled and listed in the Tables and Written Responses section.


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Survey Questions and Weighted Average Response Strongly Agree = 5, Agree = 4, Not Sure = 3, Disagree = 2, Strongly Disagree = 1

Q1 – The board meetings focus on important organizational matters. 4.3

Q2 – I am clear about my responsibilities as a member of the board. 4.1

Q3 – Material related to significant decisions are given to the board before board meetings with enough time to review in advance of the meeting. 4.1

Q4 – The amount of material I need to read prior to the meetings is reasonable. 4.3

Q5 – The use of a consent agenda results in more strategic discussions at board meetings. 4.3

Q6 – It is clear to me how urgent matters are handled between meetings. 3.6

Q7 – There is good follow-up on tasks delegated to me or other board members. 3.8

Q8 – The board has the necessary skills, diversity, and representation of stakeholders. 3.6

Q9 – If you disagree, please describe what skills or characteristics are missing: see page 8

Q10 – My voice and opinions are heard and treated with respect at board meetings. 4.1

Q11 – I can comfortably speak my mind when I disagree with another Trustee or with Executive Director (ED). 4.0

Q12 – If a friend or valued professional contact is a good match for the board’s needs, I am willing to recruit them. 4.3

Q13 – It is clear how the board is involved in important decisions for the organization. 4.2

Q14 – As a Trustee, I understand that I do not have authority to act on behalf of the board or the organization unless specified in the bylaws or through a board decision. 4.8

Q15 – As a Trustee, I am aware that it is the ED’s responsibility to manage the organization and its staff. 4.7

Q16 – I have a clear understanding of the mission and activities of the organization. 4.6

Q17 – When I was new to the board, I was given sufficient information to allow me to make a contribution to the organization quickly. 3.9

Q18 – I receive financial information that is understandable and gives me a clear sense of the organization’s financial position. 4.1

Q19 – I receive information about the organization’s services that allows me to understand the impact the organization is having. 4.1

Q20 – I have the information I need to effectively represent the organization to the community and to ask for financial support. 4.2

Q21 – As a Trustee, I am expected to have a shared responsibility for both fundraising and board recruitment. 4.4

Q22 – The board as a whole sets development goals and actively supports fundraising and development efforts. 3.7


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Q23 – The board gives honest feedback to the executive director. 4.0

Q24 – The board sets explicit performance measures for the ED and evaluates performance against these measures. 3.1

Q25 – The board uses a formal and approved method of ED performance evaluation. 2.9

Q26 – I am aware of the strategic plan that guides the work of the organization and that it is incorporated into our board discussions. 3.9

Q27 – The board sets clear goals that are realistic and relevant to the strategic plan. 3.7

Q28 – I find meaning and purpose in the work I do for the organization, either as a committee member or as an individual contributor. 4.3

Q29 – How satisfied are you with the work of the board overall? 4.3

Q30 – Please list the three areas where you would like to see the board improve its performance focus in the next year. Be as specific as possible. See page 18

Q31 – Please list the three areas where you would like to see the board focus its attention in the next year. Be as specific as possible. See page 19

Survey Questions by Area

Board Meetings: Q1, 3, 4, 5.

Average Score = 4.2 (Range 3.8 – 4.3) Roles and Responsibilities: Q2, 6, 7, 13, 14, 15, 16, 21, 22, 23, 26, 27 Average Score = 4.1 (Range 3.6 – 4.8) Materials and Information Support: Q3, 17, 18, 19, 20 Average Score = 4.1 (Range 3.9 – 4.2) Board Makeup: Q8 = 3.6 Personal: Q11, 12, 28, 29 Average Score = 4.2 (Range 4.0 – 4.3) Executive Director (ED): Communication: Q23 = 4.0 Performance Evaluation Procedures: Q24, 25

Average Score = 3.0 (Range 2.9 – 3.1) Action Items:

1) Address board makeup and target recruits that fill voids 2) Give ED a Performance Evaluation 3) See responses for Q30 and Q31 on pages 18 and 19


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WEIGHTED AVERAGE based on: STRONGLY AGREE = 5, AGREE = 4, DISAGREE = 2, NOT SURE = 3, DISAGREE = 2, STRONGLY DISAGREE = 1


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Q9 If you disagree, please describe what skills or characteristics are missing:

Answered: 7 Skipped: 8

Operational expertise. Institutional giving expertise more board members, more diversity More diversity would enhance the board in terms of race. More people of color, more musicians, more younger people. one characteristic that is limiting is fund raising capacity of board members — this is not a problem if we are satisfied with current levels of fund raising. (I checked disagree so that I could provide a comment.) We are heading in the right direction but someone representing schools would be nice. That may be a conflict of interest, but maybe a nonvoting member



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WEIGHTED AVERAGE based on: VERY SATISFIED = 5, SATISFIED = 4, NEITHER SATISFIED OR UNSATISFIED = 3, DISSATISFIED = 2, VERY DISSATISFIED = 1


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Q30 Please list the three areas where you would like to see the board improve its performance focus in the next year. Be as specific as possible. Whole Board: - I think the board functions well. Let’s survive C-19 -extra support for ED and staff during crisis year -COVID planning -Fewer silos when possible -Make sure every board member sees a lesson -Standardizing our relationships and contracts with schools -Better understanding of grant applications and status -Participate in supporting the ED to bring in funds from major donors. -Long term strategy -Specific annual goals -Evaluate staff turnover -Staff engagement -Better understanding of educator recruiting -Better understanding of school contracts and status Executive: -ED review needs to be completed by board chair with help -ED Performance Review (Hasn’t been done in 4 years and should be annual) -Set goals and evaluate the ED against those goals. -ED succession plan -Do we have criteria to evaluate our ED? -Careful plan for busy period needs to be implemented Development: -stronger development committee to assist ED and staff -stronger special events/Gala Comm, whether part of Dev Comm or separate from it -Raise more money -Make a long term strategy clear and define job of the Development Committee in reaching those goals Governance: -Recruit with emphasis on diversity -Clarify that board members may wear two hats - their board hat and their operational volunteer hat. And clarify if a committee is a board committee or an operational adjunct under the supervision of the ED. Or does the committee also wear two hats -Clarify the distinction between board role and ED role, then ensure that the board is performing its role and not the ED’s role Other: -Don't feel I have sufficient information for this -I'm not sure what performance focus is exactly.... -Have Mandy feel more comfortable giving input from the instructors’ perspective -None


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Q31 Please list the three areas where you would like to see the board focus its attention in the next year. Be as specific as possible. -Overall financial health of organization -Legal issues regarding online content -On a strategic level, what business should we be in and what geography should we serve -Leveling the workload for staff throughout the year -Long term strategy -Creating a new mission in our changed environment -Create a new paradigm for MFM’s continued service. -More communication around financials -Careful plan related to COVID-19 -COVID planning -support ED and staff during crisis year -Oversee/assist in the implementation of online enhancement of our curriculum -Educator. Recruiting and retention -Continue to find ways to increase our pipeline for educators. -Standardizing our relationships and contracts with schools -Contracting guideline with schools -Solidify and expand school contracts -recruit more board members since several will time out -Fundraising -assist with major donor and corporate fundraising -No change. Except fundraising needs to improve. -More fundraising using multiple methods -PR outside fund raising -Even more attention to awareness in the community -Recruit more strong and diverse members if the board. -Communicating what we do with our donors -More media to promote organization -Performance review of ED -Distinction of roles between board and ED. They seemed merged today I.e. the ED is doing board work and the board is doing ED work. -Same as question 30

Documents

Music For Minors Board Self-Assessment Survey April 2020...4.3 Q5 – The use of a consent agenda results in more strategic discussions at board meetings. 4.3 Q6 – It is clear to