Nonprofit Board Self-Assessment Survey

Solicits director ratings of board effectiveness, engagement, fiduciary oversight, and culture. Used by governance committees to plan board development and identify areas for improvement.

Board Effectiveness & Strategic Leadership

• The board has a clearly articulated and regularly reviewed strategic plan that guides organizational priorities.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• Board meetings are well-structured, focused on strategic matters, and make productive use of directors' time.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board effectively monitors organizational performance against mission and strategic goals.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board maintains a productive, clearly bounded partnership with the CEO/Executive Director (governance vs. management).
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• If you rated any item above as 3 or lower, please describe the specific challenge or gap you observed.
  Your candid input helps the governance committee prioritize improvements.

Fiduciary Oversight & Legal Compliance

• The board receives timely, accurate, and understandable financial reports that enable informed oversight.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board adequately reviews and approves the annual budget and monitors material variances throughout the year.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board has a current, enforced conflict-of-interest policy and directors disclose conflicts promptly.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board ensures the organization meets its legal and regulatory obligations (e.g., IRS Form 990 review, state filings, audit oversight).
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board appropriately oversees risk management, including insurance coverage, cybersecurity, and reputational risks.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• Please describe any fiduciary or compliance area where you feel the board needs stronger oversight or better information.
  Specific examples are most helpful to the governance committee.

Director Engagement & Individual Contribution

• I come to board meetings prepared, having reviewed materials in advance.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• I actively contribute my skills, networks, and expertise in service of the organization's mission.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• I participate meaningfully in at least one board committee or working group.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• I fulfill my give/get or fundraising expectations as defined by the board.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• What would make it easier for you to contribute more effectively as a board member?
  Consider time, information, training, committee structure, or board dynamics.

Board Composition, Recruitment & Development

• The board has the right mix of skills, expertise, and lived experience to govern this organization effectively.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board reflects the diversity of the communities and constituencies the organization serves.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• New board members receive a thorough orientation that prepares them to contribute quickly.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board invests in ongoing education and development for directors (e.g., governance training, site visits, sector briefings).
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• Which skills or perspectives are most missing from the current board composition? (Select all that apply)
  Your input will inform the next recruitment cycle.

Board Culture & Psychological Safety

• Directors feel safe raising concerns, dissenting opinions, or difficult questions without fear of social or professional repercussions.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• Board discussions are inclusive — all directors have a meaningful opportunity to contribute, not just the most senior or longest-tenured members.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• The board chair facilitates meetings in a way that is fair, focused, and respectful of all directors.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree)
• Overall, I am proud to serve on this board and feel my contributions are valued.
  Rate on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree) — this is your eNPS-equivalent engagement driver.
• If you rated any culture item as 3 or lower, please share what you observed or experienced.
  Candid feedback on board dynamics is critical for governance health.

Open Feedback & Optional Demographics

• What is the single most important thing the board should START doing to become more effective?
  Be as specific as possible — vague answers are hard to act on.
• What is the single most important thing the board should STOP doing that is limiting its effectiveness?
  Honest answers here often surface the highest-value governance improvements.
• Is there anything else you would like the governance committee to know as it plans board development activities?
  This is your open space — any topic is welcome.
• How long have you served on this board? (Optional)
  Optional. Helps the governance committee interpret patterns by tenure. Less than 1 year / 1–3 years / 4–6 years / 7+ years.
• Do you currently serve on a board committee or in a board officer role? (Optional)
  Optional. Yes — committee member / Yes — officer (Chair, Treasurer, Secretary, etc.) / No / Both committee and officer.