Board Self-Assessment:May 2013 Benchmark Report

NCMA Governance CommitteePenny White, Chair

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Survey

• 4th year using this survey• 23 surveys distributed; 19 surveys completed (83%

response rate)• Performance of the Board• Nine (9) areas of board responsibility• Compare our responses to association benchmarks,

and our data from last year

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Survey Results

• 9 areas measured1. Mission2. Strategy3. Public Image and Advocacy4. Board Composition5. Program Oversight6. Financial Oversight7. CEO Oversight8. Board Composition9. Meetings

Bench: 2.97

2013: 2.91

2012: 3.22

2011: 3.27

*1.1. Supporting the association's mission.

*1.2. Agreeing on how the association should fulfill its mission.

*1.3. Periodically reviewing the mission to ensure it is appropriate.

*1.4. Articulating a vision that is distinct from the mission.

*1.5. Using the association's mission and values to drive decisions.

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1. Mission

2011

2012

2013

Bench mark

5

Comments on 1. Mission

• Tie the goals of each committee to the mission; focus primarily on the strategic

• More insight on emerging professionals and continual assessment of member needs

• Need to address the budget realities over the next two years

• Discuss status of all committees/working groups instead of agreeing to a consent agenda

Bench: 2.80

2013: 2.40

2012: 2.90

2011: 3.06

*2.1 Setting the association's strategic direction - in partnership with the chief executive.

*2.2 Focusing regularly on strategic and policy issues versus operational issues.

*2.3 Understanding the needs of the association's members and stakeholders.

*2.4 Assessing and responding to changes in the association's environment.

*2.5 Engaging in an effective strategic planning process.

*2.6 Tracking progress toward meeting the association's strategic goals.

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2. Strategy

2011

2012

2013

Bench mark

7

Comments on 2. Strategy

• Substantive progress is slow on some committees and accountability to the board is nonexistent

• Need to indicate where we are and where we want to go to track progress

• Need to understand the changing environment and the current needs of our members; what value does NCMA provide to its members?

• Board meetings and committee meetings need more focus

Bench: 2.84

2013: 2.47

2012: 2.87

2011: 3.11

3.1 Building a positive public image of the association.

3.2 Networking to establish collaborations and partnerships with other organizations.

3.3 Maintaining an open dialogue with the association's members related to public image and advocacy issues.

3.4. Articulating and approving broad, overarching positions on industry or professional issues.

3.5 Advocating on behalf of the association and its members.

3.6 Defining the role of board members related to critical association activities e.g. who serves as the official spokesperson, access to media.

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3. Public Image and Advocacy

2011

2012

2013

Bench mark

9

Comments on 3. Public Image and Advocacy• More board presence at chapter events• Need open dialogue between the Board, Executive Director,

and members• Solicit suggestions from members on how to improve public

image and advocacy• The role of the Board and the Executive Director could be

clearer. Sometimes in the BOD meetings it feels like the Board is at too low a level when Mike is briefing, but the committees under the Board charter essentially get a pass because the briefings are part of the consent agenda.

Bench: 2.73

2013: 2.65

2012: 3.12

2011: 3.21

*4.1 Ensuring the current board has the capacity to effectively govern and lead the association.

*4.2 Examining the board's current composition and identifying gaps, e.g., in professional expertise, influence, ethnicity, age, gender.

*4.3 Adhering to the association's bylaws regarding board composition, duties, voting rights and qualifications.

*4.4 Identifying and cultivating potential board members.

*4.5 Using an effective process for nominating and electing board members.

*4.6 Effectively orienting new board members.

*4.7 Establishing and enforcing policies for length of board service, e.g., length of terms and number of terms.

*4.8 Planning for board officer succession.

*4.9 Utilizing the skills and talents of individual board members.

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4. Board Composition

2011

2012

2013

Bench mark

11

Comments on 4. Board Composition• Better transition and orientation for new board members• Some board members are underutilized • Some committees are not accomplishing any goals• Concern about the election process for Board members.

The Board does not elect directors, rather a committee elects new directors and the Board approves it. Should we change the bylaws to reflect this?

Bench: 2.79

2013: 2.56

2012: 3.16

2011: 3.34

*5.1 Being knowledgeable about the association's programs and services.

*5.2 Ensuring the board receives sufficient information related to programs and services.

*5.3 Ensuring the association has adequate infrastructure, such as staff, facilities, volunteers and technologies.

*5.4 Monitoring the quality of the association's programs and services.

*5.5 Identifying standards against which to measure organizational performance e.g., industry benchmarks, competitors or peers.

*5.6 Measuring the impact of critical programs and initiatives.

*5.7 Determining whether the association has in place appropriate policies and procedures governing the activities of its chapters, affiliates and branches. Select NA if there are none.

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5. Program Oversight

2011

2012

2013

Bench mark

13

Comments on 5. Program Oversight• Not getting enough feedback from members on their needs

and training gaps NCMA could fill• Need to do more to assess members needs• Review the effectiveness of current programs• Begin each program year with a comprehensive review of

the Association’s programs and areas of emphasis for the new year

Bench: 3.08

2013: 3.20

2012: 3.71

2011: 3.59

*6.1 Ensuring the annual budget reflects the association's priorities.

*6.2 Reviewing and understanding financial reports.

*6.3 Monitoring the association's financial health, e.g., against budget, year-to-year comparisons, ratios.

*6.4 Reviewing the results of the independent financial audit and management letter. (Select "Not Applicable" if no audit is done.)

*6.5 Establishing and reviewing the association's investment policies.

*6.6 Ensuring that insurance carried by the association is reviewed periodically e.g., general liability, directors' and officers', worker's compensation.

*6.7 Ensuring the association has policies to manage risks, e.g., reserves, internal controls, personnel policies, emergency preparedness.

*6.8 Complying with IRS regulations to complete Form 990 or 990-EZ, if applicable.

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6. Financial Oversight

2011

2012

2013

Bench mark

15

Comments on 6. Financial Oversight• Sam and the staff are doing an excellent job• Board has good insight into the financials and internal

controls

Bench: 2.93

2013: 2.68

2012: 2.62

2011: 3.17

*7.1 Cultivating a climate of mutual trust and respect between the board and chief executive.

*7.2 Giving the chief executive enough authority to lead the staff and manage the association successfully.

*7.3 Discussing and constructively challenging recommendations made by the chief executive.

*7.4 Formally assessing the chief executive's performance.

*7.5 Establishing priorities and setting performance goals by mutual agreement with the chief executive.

*7.6 Ensuring that the chief executive is appropriately compensated.

*7.7 Ensuring compensation of the chief executive is approved by the full board or authorized body of the association.

*7.8 Ensuring there is a process for reviewing the compensation of key employees.

*7.9 Planning for the absence or departure of the chief executive, e.g., succession planning.

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7. CEO Oversight

2011

2012

2013

Bench mark

17

Comments on 7. CEO Oversight

• Formally assessing the Executive Director’s performance is difficult.

• Believe some of these activities are not apparent to the full board or that the Board is not part of determining Executive Director’s compensation

• We are coming out of a transition period and should take time to ensure proper policies are in place and tested with the new Executive Director.

Bench: 2.91

2013: 2.83

2012: 3.27

2011: 3.44

*8.1 Carrying out the board's legal duties of care, loyalty, and obedience.

*8.2 Defining responsibilities and setting expectations for board member performance.

*8.3 Respecting the distinct roles of the chief executive, board and staff.

*8.4 Implementing steps to improve governance and the performance of the board, e.g, evaluation, education.

*8.5 Periodically reviewing and updating the bylaws, board policies, and board procedures.

*8.6 Following and enforcing its conflict-of-interest policy.

*8.7 Reviewing its committee structure to ensure it supports the work of the board.

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8. Board Structure

2011

2012

2013

Bench mark

19

Comments on 8. Board Structure

• Governance committee has done great work reviewing structure

• Some committees have no accountability and goals/tasks stretch indefinitely

• Concern that some board members are promoting themselves during board activities

• Continue to ensure committee work doesn’t conflict with staff work

Bench: 3.04

2013: 2.92

2012: 3.34

2011: 3.44

*9.1 Fostering an environment that builds trust and respect among board members.

*9.2 Establishing and enforcing policies related to board member attendance.

*9.3 Preparing for board meetings, e.g., reading materials in advance, following up on assignments.

*9.4 Using effective meeting practices, such as setting clear agendas, having good facilitation, and managing time well.

*9.5 Allowing adequate time for board members to ask questions and explore issues.

*9.6 Efficiently making decisions and taking action when needed.

*9.7 Understanding the need to base decisions on the collective good of the association.

*9.8 Monitoring board activities to identify and address discriminatory or non-inclusive behaviors.

*9.9 Ensuring that minutes of meetings and actions taken by governing bodies and authorized sub-committees, such as the executive committee, are documented.

*9.10 Engaging all board members in the work of the board.

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9. Meetings

2011

2012

2013

Bench mark

21

Comments on 9. Meetings

• Get rid of “deadwood”• Meetings are inclusive• Not all board members are fully utilized