Public Transportation Board Effectiveness: A Self-Assessment Handbook (2004) / Chapter Skim
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Pages 5-9
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From page 5... ...
has been prepared to address a variety of policymaker and oversight situations, including the following: • Transit boards composed of appointed or elected directors; • Transit boards composed of citizen volunteers and/or elected officials; • Directors serving as volunteers or compensated for parttime or full-time services; • Chairpersons seeking to identify board performance improvements; and • Consultants, advisors, and board mentors seeking to identify performance issues and improve board effectiveness.
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From page 6... ...
The self-assessment can help boards define the directors' different views about board effectiveness and seek to address common performance issues and areas of concern. The improvement consensus can become an agenda for change by identifying the gaps that exist among directors on how board effectiveness is identified (in terms of particular performance issues and areas of concern that affect board members)
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From page 7... ...
Directors indicate their levels of agreement using a scale ranging from 1 to 5, where 1 indicates "strongly disagree" and 5 indicates "strongly agree." The results are expected to be a compilation of individual director responses that can be used to facilitate constructive, confidential review and discussion by directors. Board confidentiality requirements will affect how assessment results are compiled.
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From page 8... ...
Appendix A of the Handbook contains a sample of Chittenden County Transit Authority's 2002 board goals. A board using this process would need to articulate some goals and provide for a follow-up mechanism for this approach to be useful.
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From page 9... ...
The Handbook contains three levels of assessment, offering boards a choice of the level of 9 detail to pursue with regard to the six measures of board performance. Transit boards will be able to use the same assessment level (reassessment)
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