Analysis of 2007 BOD Assessment Checklists Prepared by: Cambria Tidwell.

Analysis of 2007 BOD Assessment Checklists

Prepared by: Cambria Tidwell

Areas Where Board is Trending Downward

•Board diversity (Question #6)•Board Member Preparedness (Question #7)•Flexibility to respond to opportunities and

challenges (Question #11)

Analysis of 2007 BOD Assessment Checklists

•3 assessment checklists performed, following BOD meetings and national conferences.– April 2007 (World Congress & April 21st BOD mtg)– July 2007 (Aerospace & Defense CM Conference &

July 28th BOD mtg)– November 2007 (Government CM Conference &

November 10th BOD mtg)

•The same questions were asked in each checklist, except for #17 – this question was changed from July 2007 onward.

Response to Assessment Checklists

• We have seen an increase in the number of directors attending the board meetings and conferences, plus an increase in the number of survey respondents:

0

5

10

15

20

25

Apr Jul Nov

RespondentsAttendeesMembers

Legal & Procedural Issues

1. Board members receive regular training and information about their roles and responsibilities.

2. The organization operates in accordance with its articles of incorporation and its bylaws.

Legal & Procedural Issues

• Board members receive regular training and information about their roles and responsibilities (#1):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Legal & Procedural Issues

• Dramatic increase in regards to the number who strongly agree that NCMA operates in accordance with the articles of incorporation and bylaws (#2):

0

1

2

3

4

5

6

7

8

9

10

April July November

Strongly Agree

Agree

Somewhat Agree

SomehwatDisagreeDisagree

Strongly Disagree

Governance Structure & Execution3. The roles and responsibilities of board

members are clearly defined and communicated in role descriptions for all committees and positions within the board.

4. The roles of the board as a whole; individual board members; the executive director; and NCMA staff are defined and respected. It is clear that the executive director serves as the manager of NCMA’s operations while the board focuses on policy and planning.

Governance Structure & Execution

• Dramatic increase in regards to the number who strongly agree that the roles and responsibilities of the board members are clearly defined (#3):

0

2

4

6

8

April November

StronglyAgreeAgree

SomewhatAgreeSomewhatDisagreeDisagree

StronglyDisagree

Governance Structure & Execution

• Dramatic increase in regards to the number who strongly agree that the roles and responsibilities of the board, ED, and staff are clearly defined (#4):

0123456789

April July November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Board Recruitment; Retention; and Renewal

5. The organization ensures there is a formal succession planning process to identify future board members in light of current board skills; backgrounds; and future strategic planning-based needs.

6. The board reflects the diversity of NCMA’s professionals.

Board Recruitment; Retention; and Renewal• The organization ensures there is a formal succession

planning process to identify future board members in light of current board skills; backgrounds; and future strategic planning-based needs (#5):

0

2

4

6

8

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Board Recruitment; Retention; and Renewal• There is a growing disagreement in regards to the

diversity of the Board (#6):

012345678

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Effective Meetings

7. Board members arrive prepared for meetings; having read the agenda; minutes; and reports sent out earlier.

Effective Meetings

• There has been no marked improvement on the view of board preparedness.

01234567

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Internal Climate

8. NCMA as an organization is open to people with diverse views; opinions; and experiences.

9. Relationships among board members; staff; volunteers; and service users are characterized by openness; trust; and mutual respect.

No marked changes in either response.

Internal Climate

• NCMA as an organization is open to people with diverse views; opinions; and experiences (#8):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Internal Climate

• Relationships among board members; staff; volunteers; and service users are characterized by openness; trust; and mutual respect (#9):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Planning & Marketing

10.The board strikes the right balance between long-term vision and immediate needs and clearly communicates what NCMA wants to achieve.

11.The board ensures that NCMA is flexible enough to respond to new opportunities and challenges.

Planning & Marketing

• The board strikes the right balance between long-term vision and immediate needs and clearly communicates what NCMA wants to achieve (#10):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Planning & Marketing

• The board ensures that NCMA is flexible enough to respond to new opportunities and challenges (#11):

012345678

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Evaluation

12.The board ensures that NCMA evaluates its services and activities regularly.

13.The association evaluates the services it offers from the perspective of the full range of stakeholders (e.g. chapters; members; board members; staff; and board of advisors) and uses the results of that evaluation for future planning and goal setting.

Evaluation

• The board ensures that NCMA evaluates its services and activities regularly (#12):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Evaluation

• The board agrees and/or strongly agrees more so that NCMA evaluates their programs from the viewpoint of all stakeholders (#13):

0

2

4

6

8

April November

Strongly Agree

Agree

SomewhatAgreeSomewhatDisagreeDisagree

StronglyDisagree

Managing Change

14.The board and staff work as a team when change is planned or occurring. All viewpoints are considered and the decision-making process is open and transparent.

Managing Change

• Board feels more strongly than ever that the board and staff work as a team in regards to change (#14):

01234567

April November

Strongly Agree

Agree

SomewhatAgreeSomewhatDisagreeDisagree

StronglyDisagree

External Climate

15.NCMA has taken the appropriate steps to ensure it is recognized as a leader in the acquisition community.

16.NCMA has effective policies or strategies for dealing with media; government; or other major stakeholders when critical issues arise.

External Climate

• NCMA has taken the appropriate steps to ensure it is recognized as a leader in the acquisition community (#15):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

• NCMA has effective policies or strategies for dealing with media; government; or other major stakeholders when critical issues arise (#16):

0

2

4

6

8

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Human Resources

17. The Executive Director; with Board insight; has recruited; selected; and hired professional staff pursuant to mutually accepted performance criteria; expectations; diversity; and reasonable compensation.This question was changed in the July checklist. This question formerly read as “NCMA and the board understand NCMA’s responsibilities as an employer.”

18. The board; executive director; and his/her staff work together effectively to deliver value to the acquisition community at large.

Human Resources

• The board agrees more than ever that the board, ED, and staff work together effectively for NCMA (#18):

0

2

4

6

8

10

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Financial Management & Resource Development19.Adequate financial tools are in place to

ensure NCMA resources are effectively managed (e.g.; financial policies; internal controls; regular audits; frequent financial reports).

20.The board is given the opportunity to review monthly financial statements of expenditures and revenues against the approved budget.

Financial Management & Resource Development• Board feels more strongly than ever that adequate

financial tools are in place to ensure NCMA resources are effectively managed (#19):

0

2

4

6

8

10

12

April November

Strongly Agree

Agree

SomewhatAgreeSomewhatDisagreeDisagree

StronglyDisagree

Financial Management & Resource Development• Board feels more strongly than ever that they are

given the opportunity to review monthly financial statements of expenditures and revenues against the approved budget (#20):

0

2

4

6

8

10

April November

StronglyAgreeAgree

SomewhatAgreeSomewhatDisagreeDisagree

StronglyDisagree

Personal Commitment of Board Members

21.It is evident that board members contribute their skills and perspective to the work of the board and the association.

22.Board members are able to put aside personal positions when compromise is necessary.

Personal Commitment of Board Members• #21

0

2

4

6

8

10

April July November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Personal Commitment of Board Members• #22

0

1

2

3

4

5

6

7

8

April July November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Strategic Planning

23.The board is regularly informed by the president and the executive director on the progress being made to implement association strategies and achieve our strategic objectives.

24.I am satisfied that the association is making effective progress to achieve its strategic objectives and implement its strategies.

Strategic Planning

• The board is regularly informed by the president and the executive director on the progress being made to implement association strategies and achieve our strategic objectives (#23):

0

2

4

6

8

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree

Strategic Planning

• I am satisfied that the association is making effective progress to achieve its strategic objectives and implement its strategies (#24):

01234567

April November

Strongly Agree

Agree

Somewhat Agree

SomewhatDisagreeDisagree

Strongly Disagree