Governance Assessment Categories LEVEL 1: Clear need for increased capacity LEVEL 2: Basic level of capacity in place LEVEL 3: Moderate level of capacity in place 4: High level of capacity in place Select the level that reflects the organization's current capacity Board Size, Composition and Diversity Board membership with limited diversity of fields of practice and expertise; drawn from a narrow spectrum of the organization's constituencies (community, nonprofit, academia, government, etc.). The board is not diverse in terms of ethnic/racial makeup and other critical demographic factors reflecting the mission. Board either too small, creating heavy work for members or inadequate coverage of key responsibilities, or too large to form cohesive group. Some diversity in fields of practice; board membership represents a few different constituencies of the organization (nonprofit, academia, for-profit, government, etc.). The board has some diversity in terms of ethnic/racial makeup and other critical demographic factors that reflect the mission. Board has an informal plan to expand this diversity. Board size is largely result of past decisions; imbalances exist in workload and/or coverage of board roles. Good diversity in fields of practice and expertise; board membership represents most of the organization's constituencies (nonprofit, academia, for-profit, government, etc.). The board has good diversity in terms of ethnic/racial makeup and other critical factors that reflect the mission. A formal plan is underway to expand this diversity. Board size for most part adequately meets the board’s needs. Board membership with broad variety of fields of practice and expertise, and drawn from the full spectrum of the organization's constituencies (nonprofit, academia, for-profit, government, etc.). The board is diverse in terms of ethnic/racial makeup and other critical demographic factors that reflect the mission. The board has a continuing action plan to maintain diversity. Board discusses issue of size explicitly and directors widely believe the current size adequately balances coverage of roles, cohesiveness among members, and workload.
Board Governance Assessment Categories LEVEL 1: Clear need for increased capacity LEVEL 2: Basic level of capacity in place LEVEL 3: Moderate level of capacity in place 4: High level of capacity in place Select the that reflects the organization's current capacity Recruitment, Training and Development No plans for board recruitment; board members randomly recruited. No formal training available for current board members and no new board member orientations. No process (formal or informal) in place to cultivate next generation of board leaders; same board members fill leadership positions year after year. There is an informal process for identifying and recruiting board members not necessarily based on the specific goals and needs of the board. Board training occurs 'on the job' rather than through any formal training sessions; Some formal training provided on an ad-hoc basis upon request; Limited orientation for new members. Next generation of leaders has yet to be identified by current leaders; burnout resulting from small group of the same board members responsible for most of the work. Board has and utilizes a formal process for the identification, recruitment and selection of board members based on its goals and needs and the organization's strategic priorities. Some formal training for all board members loosely based upon a curriculum; Orientation for new members occurs and is supported by written and online materials. Future leaders are identified and given opportunities to lead. New board leaders have the knowledge and skills needed to be successful in leadership roles that they take on or are elected to fill. Formal, ongoing board development process utilized, which includes identification, recruitment, selection, orientation, ongoing performance review, and recognition. All board members receive formal training; board training needs assessed annually and training plan and curriculum reviewed and refined annually; comprehensive orientation for all new board members occurs and is supported by written and online materials. Process in place to identify and develop future board leaders; committee assignments rotated to give members experience and opportunities to lead.
Foremost Strategic Challenges Facing the YWCA Over the Next 3 Foremost strategic issues and challenges that the organization will need to address over the 1-3 years How should these issues be framed: fiduciary, strategic, or generative?) What roles would be appropriate for the board to play in addressing each issue listed in Column 1? Clarify the board's need for information and education regarding this issue. (In order to make good decisions in response to this issue, what new things will the board need to know and be able to do?) What resources can the access to help address this issue?