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Trustees and the Board
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Chapter 3: The Job of the Board
Section: Evaluating the Board
It is a good idea for the Board to periodically take a few minutes and do a self-assessment. One way you can do this is to use the following questions. First, answer them individually. Then the Board as a whole can discuss what if any changes are needed.
Our Board prepares to do its job by| Yes | No | |
| Conducting a thorough orientation for all new members. | □ | □ |
| Integrating new members into the team as quickly as possible. | □ | □ |
| Attending Board development workshops. | □ | □ |
| Providing monthly development activities for members. | □ | □ |
| Performing an in-depth annual self-evaluation of board operations. | □ | □ |
| Providing all members with copies of the mission statement, bylaws, long-range plan and other important documents. | □ | □ |
| Touring all facilities at least once a year. | □ | □ |
Our Board ensures good meetings by
| Yes | No | |
| Limiting most meetings to two hours or less. | □ | □ |
| Providing a comfortable meeting room conducive to business. | □ | □ |
| Convening and adjourning on time. | □ | □ |
| Sticking to the prepared agenda. | □ | □ |
| Working for consensus rather than fighting for a majority. | □ | □ |
| Following a businesslike system of parliamentary rules. | □ | □ |
| Including the library director as a resource for all deliberation. | □ | □ |
| Confining all discussion to Board issues. | □ | □ |
| Allowing/encouraging all members to participate in discussion. | □ | □ |
Adapted from The Board Team Handbook: A Complete Guide to Boardsmanship Basics for the Board Team of the 90’s, published by the Cain Consulting Group, 1992.
