NPO Board Performance Evaluation Form

Monitoring the performance of the board and the CEO is an important role of the board of directors, and more NPOs are assigning a higher priority to this role than in past years. AMC surveys of NPOs have shown fairly consistent growth in the use of written appraisals of board members (from 11% in 2005 to 26% in 2013), with written appraisals of the CEO being conducted by an average of 70% of NPOs over the same period.

While the AMC surveys of NPOs clearly show that the monitoring of board and volunteer performance is becoming more accepted, there are still a good many NPOs that find it too much of a leap. For those organizations, I recommend that, as a first step towards a comprehensive system, they introduce a Board Performance Self-Evaluation.

This type of self-evaluation could be undertaken, for example, after the board has met several times, and then again towards the end of the operational year. A summary of results should flow back to a governance committee which could then use the information to identify training opportunities to work towards improved board performance in certain areas. The governance committee is a board committee that is assigned the responsibilities normally given to a nominations committee, plus responsibility for overseeing volunteer appraisals, board appraisals, succession planning, recruiting new directors, and identifying board training opportunities.

This article and Board Performance Self-Evaluation form are an excerpt from the Complementary Model of Board Governance book.

About Tom (TJ) Abbott

Tom (TJ) Abbott, CSP is the Managing Director of AMC NPO Solutions and an authority on Governance. He has over 25 years experience as CEO, President and board director of several not-for-profit organizations. Tom has also spoken in over 20 countries.

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