Board Self Assessment Form

Posted on by rgeorge

2022 - Board Member Mid-Year Self-Performance Review

Please complete by July 15, 2022.

Your responses to this survey are anonymous.

BOARD MEMBER SELF-PERFORMANCE REVIEW

The key purpose of a Director is to govern. As such, the following criteria represents the desired qualities in members of the AIA Virginia Board of Directors:
• Have at least a three-to-five-year horizon in their thinking
• Ability to guide the organization into the future
• Effectively direct the organization’s resources to achieve its goals and objectives
• Inspire and empower others
• Build teamwork among peers with different needs and interests
• Demonstrate leadership abilities, not just articulate them
• Know the duties of care, loyalty, and obedience (legal responsibilities)
• Make judgments in the interests of the entire membership and deal with conflicting interests
• Elevate their peers from micromanaging to governance


The Board Member Self-Performance Review process should be conducted twice per year and submitted to the President. The first occurrence should take place in June and the second in December. Input will be compiled and individual answers kept confidential.

Take time to reflect on the key purpose of a Director and then answer the following:
BOARD PERFORMANCE REVIEW

Board members are busy people who contribute great value to the organization. The evaluation process is an approach to ensure the best use of the board’s time; as well as helping everyone understand and distinguish their roles and responsibilities. The focus is on governance, committees, and the organization. The intent is to determine the level of understanding and to fill in the information-gaps. Resulting discussions will lead to improvements.

The Board Performance Review process should be conducted twice per year and led by the President. The first occurrence should take place in June and the second in December. Each member of the Board should complete this form and submit to the President. Input will be compiled and individual answers kept confidential.

Rate each of the following items on scale of 1 (very uncomfortable) to 5 (very comfortable). You may mark a question as Not Applicable as appropriate.
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board understands and advances the mission statement, distinguishing the difference between mission, vision and values statements
The board has a vision of how the organization should be focusing its time in the next 6 months
The board engages in strategic planning resulting in appropriate long-range goals and annual objectives for the organization, board, staff and committees
The board identifies and considers external trends and influences impacting the organization and members
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board periodically reviews bylaws, rules of the organization, mission and policies
The board distinguishes mission statement from the vision and value statements and adheres to the principles they promote
The board engages in strategic planning resulting in appropriate long-range goals and annual objectives for the organization, board, staff and committees
The board adopts policies to reflect governing and management wisdom to pass on to future boards and staff
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board is familiar with all programs and services offered
The board or a committee periodically reviews the complete portfolio of programs and services; improving what needs improving, eliminating ineffective programs, and recommending new programs and services
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board adopts and follows an annual budget
The board assures the recommended reserve and investment strategy is yielding appropriate results
The board receives monthly financial reports which are understandable, accurate and timely
The board understands and fulfills the organization's fundraising needs by giving and seeking sponsorships
the board requires an annual audit and considers the recommendations made in the independent auditor's report
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board delegates enough policy and operating authority for the Executive Vice President (chief executive) to lead and manage the organization
The board regularly assesses the chief executive's performance and compensation in a fair and systematic way, related to the goals in the strategic plan
The board gives direction to staff only through the chief executive
The board encourages and funds professional development of staff
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board understands its responsibility for protecting the organization and risk management techniques and acts accordingly
The board understands the legal principles of Duty of Care, Duty of Obedience and Duty of Loyalty
Antitrust avoidance is fully understood and explicitly discouraged
The board ensures adequate insurance coverages for the organization and avoids risk
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board size is ideal for the organization
There is an effective process for identifying and orienting new leaders
The board avoids conflicts of interest and discloses to the board in a timely manner any possible conflicts
The board promotes respect for new ideas and people among board and staff
The board respects confidentiality of all board meetings and materials
There is sufficient leadership rotation and limitation on terms
The board defers to the chief executive or chief elected officer in matters requiring a spokesperson for the organization
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board has a strategy and hierarchy for communicating with the news media and government officials
The board is aware of other organizations from the perspectives of competition, coalition building, partnerships, etc.
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
The board agenda focuses largely on significant policy issues and the future, not short-term operating matters
The board has an adequate opportunity to discuss issues and ask questions
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
Committee structure and activities contribute to board productivity and advance the mission and goals
Committees have a stated purpose (mission/descriptions) and annual plan of work
The board does not undertake committee work inside board meetings
Very UncomfortableUncomfortableNeutralComfortableVery ComfortableNot Applicable
Board members find serving to be a satisfying and rewarding experience
This field is for validation purposes and should be left unchanged.

2022 Honors Committee Appointed

Posted on by rgeorge

At the Feb. 16 meeting, the AIA Virginia Board of Directors affirmed the following appointments to the 2022 Honors Committee:
Robert Boynton, FAIA (Chair)
Bill Brown, AIA
Emily Hogan, AIA
Randy Holmes, FAIA
Kevin Sneed, FAIA
Michael Spory, Assoc. AIA
Karen Van Lengen, FAIA
Kenneth Wiseman, FAIA

The following members will continue their terms on the committee:
April Drake, AIA
David Keith, FAIA
Eric Keplinger, AIA
Amanda Schlichting, AIA
Randy Vaughan, AIA

The honors program recognizes the best efforts of Virginians who, by profession or avocation, have made creating, preserving, and enhancing Virginia’s communities an important life commitment.

The call for nominations is expected to launch in late April.

Annual Partnership

Posted on by rgeorge

2022 - Annual Partnership Package

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