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18 SECTION 6 TRANSIT BOARD SELF-ASSESSMENT TOOLS Transit Board Self-Assessment Tool Level I Level I Survey Tool: Please rate each measure below, using the rating system of 1 = Strongly Disagree through 5 = Strongly Agree St ro ng ly D is ag re e St ro ng ly A gr ee 1 2 3 4 5 I. Board Processes 1. The Board sets policy; management implements policy. Board members do not become involved in specific management, personnel, or service issues except in a predetermined oversight role. 2. a. Board members devote sufficient time to fulfilling their responsibilities. b. Board members attend meetings well prepared and participate fully in all matters. 3. Board members work cohesively and cooperatively to try to minimize miscommunication and confusion. 4. There is an orientation process for new board members. II. Strategic Planning 5. Board creates and communicates the agencyâs strategic direction; this is achieved by regularly evaluating core values and strategic mission. III. Fiduciary and Legal Responsibilities 6. Board provides effective monitoring, evaluation, and oversight of the agencyâs fiscal concerns, including understanding of the funding mechanisms. 7. Board supports a code of conduct and ethical practices; each board member is committed to ethical practices and guards against conflicts of interest. 8. Board approves annual operating and capital goals and budgets.
19 Transit Board Self-Assessment Tool Level I (continued)
20 Transit Board Self-Assessment Tool Level II Level II Survey Tool: Please rate each measure below, using the rating system of 1 = Strongly Disagree through 5 = Strongly Agree St ro ng ly D is ag re e St ro ng ly A gr ee 1 2 3 4 5 I. Board Processes 1. The board sets policy; management implements policy. Board members do not become involved in specific management, personnel, or service issues except in a predetermined oversight role. 2. a. Board members devote sufficient time to fulfilling their responsibilities. b. Board members attend meetings well prepared and participate fully in all matters. 3. Board members work cohesively and cooperatively to try to minimize miscommunication and confusion. 4. There is an orientation process for new board members. 5. The board knows the difference between policy and administration and between governance and management. 6. The board regularly communicates with management and staff and remains open to comment and feedback. 7. Board committee structures are streamlined for effective decision making. II. Strategic Planning 8. The board creates and communicates the agencyâs strategic direction; this is achieved by regularly evaluating core values and the strategic mission. 9. Board members ensure programs are consistent with the organizational mission and ensure that programs and services meet expectations. III. Fiduciary and Legal Responsibilities 10. The board provides effective monitoring, evaluation, and oversight of the agencyâs fiscal concerns, including an understanding of the funding mechanisms. 11. The board supports a code of conduct and ethical practices; each board member is committed to ethical practices and guards against conflicts of interest. 12. The board approves annual operating and capital goals and budgets.
21 Level II Survey Tool: Please rate each measure below, using the rating system of 1 = Strongly Disagree through 5 = Strongly Agree St ro ng ly D is ag re e St ro ng ly A gr ee 1 2 3 4 5 13. The board develops a regular policy for carrying out employee evaluations and compensation reviews. 14. The board understands and makes effective decisions regarding employee benefit and retirement plans. 15. Board members do not reveal sensitive and confidential information. 16. The board sets measurable objectives that permit monitoring of agency performance. IV. Diversity Program and Implementation 17. The board develops and implements diversity policies and programs for the agency. V. Chief Executive Officer (CEO) Relations 18. The board strives to recruit and maintain superior management and talent. 19. The board chair and CEO meet regularly, maintain ongoing communications, and ensure availability. 20. The board develops a regular policy and process for carrying out evaluations and compensation reviews for the CEO and other staff reporting directly to the board. VI. Public Advocacy 21. The board assumes an active public and legislative advocacy role (i.e., by promoting the transit system and working with community and business leaders, outside interest groups, lobbies, local governments, and community associations). 22. The board takes note of how the public views the system, and the board responds. Transit Board Self-Assessment Tool Level II (continued)
22 Level II Goal-Setting Process Please suggest the most important, challenging, and realistic goals that the board should achieve in the next year. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
23 Transit Board Self-Assessment Tool Level III Level III Survey Tool: Please rate each measure below, using the rating system of 1 = Strongly Disagree through 5 = Strongly Agree St ro ng ly D is ag re e St ro ng ly A gr ee 1 2 3 4 5 I. Board Processes 1. The board sets policy; the management implements policy. Board members do not become involved in specific management, personnel, or service issues except in a predetermined oversight role. 2. a. Board members devote sufficient time to fulfilling their responsibilities. b. Board members attend meetings well prepared and participate fully in all matters. 3. Board members work cohesively and cooperatively to try to minimize miscommunication and confusion. 4. There is an orientation process for new board members. 5. The board knows the difference between policy and administration and between governance and management. 6. The board regularly communicates with management and staff and remains open to comment and feedback. 7. Board committee structures are streamlined for effective decision making. 8. The authority that the board retains for itself (i.e., without delegating to management) is clearly defined by the agency. 9. The board maintains flexibility to adjust to changing internal and external circumstances. 10. The board considers member candidates for endorsement based on each candidateâs performance and actions. 11. The chairman assumes active responsibility for ensuring the development and leadership of the board. 12. There is an appropriate level of staff support for the board. II. Strategic Planning 13. The board creates and communicates the agencyâs strategic direction; this is achieved by regularly evaluating core values and the strategic mission. 14. Board members ensure programs are consistent with the organizational mission and ensure that programs and services meet expectations. 15. The board identifies and uses the specific talents and skills that board members possess. 16. The board promotes planning for leadership transitions.
24 Level III Survey Tool: Please rate each measure below, using the rating system of 1 = Strongly Disagree through 5 = Strongly Agree St ro ng ly D is ag re e St ro ng ly A gr ee 1 2 3 4 5 III. Fiduciary and Legal Responsibilities 17. The board provides effective monitoring, evaluation, and oversight of the agencyâs fiscal concerns, including an understanding of the funding mechanisms. 18. The board supports a code of conduct and ethical practices; each board member is committed to ethical practices and guards against conflicts of interest. 19. The board approves annual operating and capital goals and budgets. 20. The board develops a regular policy for carrying out employee evaluations and compensation reviews. 21. The board understands and makes effective decisions regarding employee benefit and retirement plans. 22. Board members do not reveal sensitive and confidential information. 23. The board sets measurable objectives that permit monitoring of agency performance. 24. The board has processes for making effective decisions regarding new business proposals, and for reviewing existing practices. Diversity Program and Implementation 25. The board develops and implements diversity policies and programs for the agency. 26. The board supports a board composition that reflects the communityâs demographics. V. IV. Chief Executive Officer (CEO) Relations 27. The board strives to recruit and maintain superior management and talent. 28. The board chair and CEO meet regularly, maintain ongoing communications, and ensure availability. 29. The board develops a regular policy and process for carrying out evaluations and compensation reviews for the CEO and other staff reporting directly to the board. VI. Public Advocacy 30. The board assumes an active public and legislative advocacy role (i.e., by promoting the transit system and working with community and business leaders, outside interest groups, lobbies, local governments, and community associations). 31. The board takes note of how the public views the system, and responds. Transit Board Self-Assessment Tool Level III (continued)
25 VII. Behavioral Assessment Tool (Optional): Please answer the questions in the space provided. 32. Goals : Does the board know what needs to be accomplished and when? Do members know what the organization is trying to achieve? Goals: 33. Participation: Do board members have an opportunity to contribute in meetings? Are all members listened to during board meetings? Participation: 34. Feelings : Can board members express their feelings? If they do, do they get empathetic responses? Feelings: 35. Diagnosis of team problems: When process problems arise are the causes addressed, rather than the symptoms? Diagnosis of team problems: 36. Leadership : Does the board depend too much on a single person? Do members other than the nominal leader feel free to volunteer to meet group needs? Leadership: 37. Decisions : Is consensus sought and tested? Are deviations appreciated? Once made, are decisions fully supported by the board? Decisions: 38. Trust : Do board members trust one another? Can they express negative reactions without fearing reprisals? Trust: 39. Creativity: Does the board seek new and better ways to do things? Are individuals changing and growing? Creativity: Transit Board Self-Assessment Tool Level III (continued)
26 Level III Goal-Setting Process Please suggest the most important, challenging, and realistic goals that the board should achieve in the next year. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
