Board Evaluation Questionnaire 2022/2023 Financial Year

INTRODUCTION                                                               

The Board evaluation process is designed to provide Directors with an opportunity to examine Board effectiveness and make suggestions for improvement. The questionnaire is intended to be a tool that will engage Directors in an open and constructive dialogue about its performance and allow the Board to identify where it needs to improve its performance.

PROCESS

At the end of the financial year, each Director will be asked to complete the questionnaire. An independent, unrelated facilitator will summarise the Directors’ input on a confidential basis and review the summary with the Board. A special session will be convened at the first meeting of the Board for a full and comprehensive discussion of Board performance and the next steps for improvement if any.

Objectives and Strategy - Step 1 of 9

NAME OF THE BOARD MEMBER *

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

1. The Board has a clear set of objectives for the organization. *

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2. The Board realistically assesses its performance against its objectives at regular intervals and at year-end *

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3. The Board has developed a strategy for the organisation that is central to the way it is directed. *

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4. The strategy is well aligned to the organisation’s capabilities, i.e., its people, assets, intellectual property, and financial and other resources *

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5. The Board devotes quality time to reviewing the implementation of the strategy. *

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6. The strategy is updated for any external environment changes that may affect the organisation. *

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7. Significant programmes and projects are clearly aligned to the strategy. *

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

8. Management regularly reports to the Board on key outcomes and targets that flow directly from the strategy. *

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9. Performance information is integrated with financial reporting. *

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10. The Board gets early-warning signals of problems ahead that will adversely affect key outcomes, targets or financial performance. *

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11. Management provides a thorough analysis of performance against budget, targets and key outcomes, and discusses any necessary remedial action. *

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12. The Board has a good understanding of the performance of the organisation. *

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13. The Board takes collective responsibility for the performance of the organisation. *

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

14. Relations with the contributors/funders are productive and supported by regular and open communication. *

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15. The Contributors/Funders consider the organisation is performing well, has a strong Board and a good reputation. *

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16. The Board receives full reports whenever the Chair or Executive Director meets with key stakeholders. The reports include stakeholder perspectives on the organisation’s performance, strengths and areas for development, where appropriate. *

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

17. The Board annually reviews the delegation of authority.

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18. The Board receives regular reports on fraud and takes steps to address any failures or perceived weaknesses.

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19. The Board is satisfied that it receives full and timely notification of all significant losses, special payments or other leakage. The Board takes appropriate action to address any weaknesses or failures.

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20. The Board is always provided with advance notification of all expenditure.

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

21. The Board receives regular updates on progress for all programmes and projects and any other projects judged high as risk by the organisation. *

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22. The Board is provided with timely and robust post-evaluation reviews on projects and programmes, including an examination of whether all intended benefits were realised. *

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23. Where delivery is devolved to partner organisations, the Board receives regular assurances over delivery, the operational effectiveness of partners’ governance arrangements and the regularity of expenditure made on its behalf *

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Comments

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

24. The Board is clear on its risk appetite. *

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25. The Board has a sound process for identifying and regularly reviewing its principal risks and makes the necessary amendments in the light of changes in the internal and external environment. This process involves all parts of the organisation. *

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26. The Board receives regular, insightful reports on the organisation’s risk management and internal control systems that provide assurance over their operational effectiveness. *

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27. The Board takes full account of risk in its decisions, for example, in relation to the organisation’s programmes. *

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28. The Board receives reliable projections of future cash flows for the medium as well as the short term and is confident that the available funding will enable the organisation to develop and operate as planned. *

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29. The Board is satisfied there have been no problems with regulatory and similar requirements, and that sound health and safety, employment and other practices are implemented to protect the organisation against unnecessary litigation and reputation risk. *

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30. The Board is aware of changing demand patterns and is confident that these can be met from the resources available. *

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31. The Board monitors the political environment for potential changes to its strategic plan and assesses the impact these will have on the strategy. *

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32. The Board is aware of the organisation’s information needs. Any exceptions to best practice over data acquisition, usage, storage and destruction are reported *

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33. No substantial, unexpected problems have emerged which the Board should have been aware of earlier. *

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Comments

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

34. The audit committee has sufficient expertise, support, time, and access to key staff and information to enable it to discharge its monitoring and oversight role effectively. *

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35. There is a proper discussion by the Board of reports from the audit committee, ensuring all members are aware of the issues discussed and their resolution. *

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36. The internal audit function is independent of management, appropriately skilled, competent and complies with applicable standards. *

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37. The Board is satisfied that there is no evidence of aggressive or less than fully transparent accounting in the financial statements.. *

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Comments

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

38. The Board is cohesive and combines being supportive of management with providing appropriate challenge. *

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39. A senior Director (Management) role exists to strengthen the position of the non- executives. *

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40. The Chair leads meetings well with a clear focus on the big issues facing the organisation and allows full and open discussion before major decisions are taken. *

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41. Induction and development programmes ensure Board members remain up to date throughout their time on the Board. *

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42. Working as a team, the Board has the right blend of skills, expertise and personalities, and the appropriate degree of diversity, to enable it to face today’s and tomorrow’s challenges successfully. Appointments place significant emphasis on succession planning both with regard to independent and non-executive directors’ positions. *

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43. The Board constantly strives to improve its effectiveness by ensuring its own performance appraisal replicates good governance practice. *

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44. The Board draws up action plans following its performance evaluations. The actions include behavioural and qualitative aspects, where appropriate. *

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45. The Board regularly reviews progress against its performance appraisal action plan. *

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1 = Strongly Disagree 2 = Partly Disagree     3 = Partly Agree          4 = Strongly Agree

 

46. Has the questionnaire addressed all issues in respect of the Board’s performance *

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47. Overall, do the questionnaire responses accurately portray the Board’s performance? *

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