Aspire Executive Committee Self-Evaluation Retreat – June 29, 2005

1
Aspire Executive CommitteeSelf-EvaluationRetreat
June 29, 2005
2
McKinseys Dynamic Nonprofit Board Framework
Monitor external and internal environment to
highlight areas for Board attention Ensure
quality performance across 3 key Board
roles Develop set of enabling practices around
board composition, size, structure and processes
3
Prioritizing Board activity
Perceived importance
Low (1) High (3)
Poor (1) Distinctive (4)
Self-assessed performance
4
Setting priorities Survey results
Note sample size of 5 is extremely small and
does not represent entire Board
5
Focus Board time activities
Overseeing financial performance risk mgmt
Ensuring adequate financial resources
6
Areas for Focus
Ensuring adequate financial resources
Overseeing financial performance ensuring risk
management
7
Next steps on Focus areas

8
Reinforce and Reinvest
Monitor performance ensure accountability
Strategic planning policy decisions
9
Areas to Reinforce
Monitoring performance ensuring accountability
Strategic planning policy decisions
10
Next steps on Reinforce areas

11
Pursue incremental change
Improving Board performance
Building Aspires reputation
12
Areas for incremental change
Building Aspires reputation
Improving Board performance
13
Next steps on Incremental change areas

14
Monitor and redirect resources
Selecting, developing evaluating the CEO
Shaping the mission vision
Providing expertise access
15
Areas to redirect resources from?
Providing expertise and access
Shaping the mission and vision
Selecting, developing and evaluating the CEO
16
Next steps on areas to Redirect resources (?) from

17
Performance on enablers
18
Performance on enablers
19
Next steps on enablers

20
Survey results By perceived improvement