Resource
Board Governance Self-Assessment
A practical tool for evaluating board effectiveness and setting improvement priorities. Each director completes it independently; the board then discusses themes rather than individual ratings, selects no more than three priorities, and approves a time-bound plan.
About 15–20 minutes · Private — your answers stay in this browser and are never sent anywhere.
Setup
Rating scale
Base ratings on documented practices and observed results, not intentions.
- 1
- Not in place or ineffective
- 2
- Partially in place; significant improvement needed
- 3
- Generally effective; some improvement needed
- 4
- Consistently effective
- 5
- Leading practice; routinely reviewed and improved
- N/A
- Not applicable or insufficient information
A1The board understands and uses the mission, vision, and values to guide decisions.
A2The board approves the strategic direction and monitors progress using meaningful measures.
A3Board agendas devote sufficient time to strategy, outcomes, and long-term sustainability.
A4The board understands stakeholder needs and evaluates organizational impact.
B1Directors understand and fulfill their duties of care and loyalty, including the duty of oversight.
B2The board reviews timely financial reports and approves an aligned, realistic budget.
B3The board oversees internal controls, reserves, audits or reviews, tax filings, and corrective actions.
B4The board regularly identifies and oversees strategic, financial, operational, legal, safety, data, and reputational risks.
B5Conflict-of-interest, whistleblower, records, confidentiality, and other key policies are current and followed.
B6Required corporate, regulatory, and governance records are complete and timely.
C1Board size, officer roles, committees, terms, and succession practices support effective governance.
C2Board composition reflects the skills, experience, perspectives, and independence needed for the strategy.
C3Recruitment is intentional, transparent, and guided by a current board matrix.
C4New directors receive timely orientation, governing documents, expectations, and role-specific support.
C5The board provides continuing education and periodically assesses collective and individual effectiveness.
D1Agendas distinguish oversight and strategic decisions from operational updates.
D2Materials are concise, accurate, decision-oriented, and distributed with adequate preparation time.
D3Meetings encourage candid inquiry, respectful challenge, inclusion, and disciplined use of time.
D4Decisions, recusals, votes, action items, and follow-up responsibilities are clearly documented.
D5Committees have clear charters, remain within delegated authority, and bring recommendations to the board.
E1Board and chief executive roles, authorities, communication practices, and expectations are clear.
E2The board sets measurable annual expectations and completes a fair, documented chief executive evaluation.
E3The board supports, challenges, and holds the chief executive accountable without micromanaging operations.
E4Emergency and long-term succession plans exist for the chief executive and key board leadership roles.
F1Directors demonstrate integrity, preparation, attendance, confidentiality, and accountability.
F2The chair fosters constructive dialogue, shared leadership, and appropriate participation.
F3Directors can raise concerns and dissent respectfully without retaliation.
F4The board follows through on commitments and addresses persistent underperformance or misconduct.
F5The board communicates transparently with stakeholders while protecting confidential information.
G1The board ensures the organization has a realistic capital, financing, and financial-sustainability strategy.
G2Directors understand and fulfill expectations for ambassadorship, stakeholder relationships, and access to capital.
G3The board monitors reputation, key partnerships, stakeholder trust, and external trends.
G4The board periodically tests organizational resilience and continuity plans.
Results summary
Results appear here as you rate statements.
Reflection questions
Governance improvement plan
Choose no more than three priorities.
Priority 1
Priority 2
Priority 3
Want an independent perspective on your results?
One director's view is a starting point. The real value comes from combining every director's responses and discussing the themes candidly — which is where an experienced facilitator helps.
Request a consultation →This tool supports governance improvement; it is educational and is not legal, audit, or compliance advice. Consult qualified counsel about specific obligations and decisions.