As well written the PMG document can be, it is important to address a caveat to enable the Prospect Management Guidelines (PMG) and the team to achieve their intended purpose. The caveat being 'creating a culture of trust and transparency'. This can't be imbedded into the document per se, but cultivated by a committed group working together each and every day.
You may determine particular measurements carry more weight of importance over another due to the nature of your organization's purpose and operating model. Implicit in the list is the need to correlate data sets of one to another or multiple sets, therefore I encourage you to examine them collectively.
Boards who demonstrate healthy team behavior are more likely to have stronger relationships with management, make better decisions, attract and retain board talent and lead more socially impactful organizations. I have outlined below what I think are helpful tips to develop more effective, healthier governance teams.
Nonprofit executives and board volunteers today are leading organizations through a time of rapid change and challenge. To succeed in this new era our organizations need to embrace a continuous improvement mindset and seek ways to become better in all areas of our work.
Assessing or evaluating board of director performance in the nonprofit charitable sector is not common practice, however boards would benefit from adopting a process.
Regardless of your organization's size, the Board of Directors can be more effective in setting strategic direction, mitigating risks, guiding executive leadership, mustering resources and providing responsible governance if they have proper leadership. Organizations with a robust, well executed selection and 'on-boarding' process can help elect the right Chair.