Board Evaluation Services

NACD’s confidential, proprietary facilitated board evaluations provide our clients with a knowledge and performance benchmark; they also assist the board in assessing appropriate member skill sets and overall composition to comply with current regulatory and governance trends.

Our faculty are directors, executives and leading governance experts with practical knowledge of your business segment. They will work with you to customize and deliver your in-boardroom evaluation, taking into account the unique attributes of your particular industry, company and leadership.

The result is a fluid and candid knowledge exchange, yielding actionable recommendations informed by leading governance practices, research, guidelines, current regulatory and legislative requirements and peer comparisons.

Of particular note, participants in our board evaluations receive up to 8 hours of RiskMetrics (formerly RMG/ISS) credit as a result of their participation.

Types of Evaluations

Board Self-Evaluations:

• Give the board the ability to assess overall composition and performance.
• Provide a base-line to measure continued improvements or changes.
• Identify areas of strength and areas for improvement within the nominating and governance committee.
• Provide a plan of action for maximum performance.

Director Peer-Evaluations:

• Provide each board member with a view of how the other members perceive their contribution, which in turn allows each board member the ability to improve their performance.
• Provide the nominating and governance committee the opportunity to articulate the process which was followed in order to develop a slate of directors. The committee can then disclose in the proxy that fact that a thorough analysis of the each board member’s skill sets, industry knowledge and individual contributions were reviewed.
• Provide a plan of action for maximum performance.

Key Committee Self-Evaluations (Audit, Compensation and Nominating and Governance):

• Determine if the committee is functioning in compliance with the charter.
• Determine if the committee is keeping the board adequately informed.
• Address key performance, composition and leadership issues.
• Provide a plan of action for maximum performance.

Senior Management/Board Relations

• Identify and address any concerns around board/management dynamics.
• Provide a plan of action for maximum communications, relations and performance.