For each question, indicate whether the statement is true or false for your board. Name First Last Email* Company To view the PGS Privacy Policy, click here.1. Authority of the CEO has been made clear in a job description and/or board policy. True False 2. The board yearly adopts a strategic plan that lays out a long-term vision, first year growth and improvement projects, targets for each project and milestones that enable the board to determine whether the plan is on schedule. True False 3. The board does not revisit its decisions or enter into areas that are within the authority of the CEO as set in policy. True False 4. The board has set clear policies re. authority of CEO, criteria for investment, board administration and travel, evaluation of performance, expectations of management. True False 5. Board deliberations and questions focus on “why” and “when”, i.e. intended outcomes and strategy, vs. “how”, “when” and “where”, i.e. execution of strategy. True False 6. The board spends at least 60% of its meeting and committee time on a) setting future direction, priorities and strategy, b) evaluating results or c) setting policy based on results vs. reports, reviewing what has already occurred. True False 7. Directors do not attempt to exercise power as an individual in giving direction to staff when visiting with facilities. True False 8. Board policy/process prevents the board becoming involved in hearing employee grievances. True False 9. The board does not revisit/reverse decisions unless data on results warrant doing so. True False 10. There are few or no complaints from the CEO re. the pace of board decision-making holding up progress. True False 11. The board has established criteria for the data needed and the criteria to be used in considering investments or new projects.* True False 12. The CEO is clear on what needs to be provided to the board for it to make a sound decision on its first consideration of an issue.* True False 13. Questions from board members during deliberations on an issue are intended to identify any underlying issues, e.g. structure problems, root causes of disappointing performance rather than with intent to nit pick or assign fault in areas that are the responsibility of the CEO.* True False Δ