Board Review

Board Review Tool

Score each out of 5. Full compliance equals a score of 5.

Score
Board Development
Board members have the expertise needed for the effective governance of the Agency
Board members reflect the community demographics the Agency serves (in terms of gender, cultural diversity etc.)
Board has an effective succession planning mechanism in place – including recruitment and mentoring of new members
Board members are recruited on the basis of how well those members can help the Agency overcome strategic obstacles
Board members regularly review and assess their own effectiveness
Board Orientation
Board members have an orientation process and are provided with information on:
  • Vision, mission and values
  • Constitution and Bylaws
  • History of the Agency
  • Relationship with Uniting Church in Australia – Synod of Victoria and Tasmania (including UnitingCare Unit Terms of Reference and Commission for Mission Bylaws)
  • Agency structure (Board and staff relationships)
  • Agency policies
  • Agency programs
  • Annual budget
  • Funding and other financial accountabilities
  • Sub-committee guidelines
  • Annual events (e.g. fund raising ‘days’)
  • Legislative requirements
  • Conflict of interest policy
  • Fiduciary duty

Board members are provided with, and sign, a position description for their role
Board Responsibilities
Board member activities support the vision, mission and values of the Agency
Board reviews vision, mission and values on an annual basis
Board develops clear governance policies and strictly adheres to them
Board members are provided with sufficient information on the activities of the Agency to make sound decisions
Board members respect the role of the Chair and ensure an appropriate person is elected
Board provides Sub Committees with clearly defined guidelines for operation
Board members operate honestly and ethically and have timely and transparent decision making processes
Board members disclose conflict of interest and refrain from participating decision making impacted by this conflict
Board has processes to ensure decisions are acted upon and has reporting mechanisms to monitor progress
Board members participate in training as necessary
Board members actively support one another
Board undertakes appropriate supervision and support for the CEO
Meeting Practices
Board convenes at least six meetings per year
Board members are punctual ensuring the meetings start and finish on time
Board members regularly attend, and actively participate in, meetings
Board members prepare for all meetings, undertake allocated tasks and read all papers distributed prior to meetings
Board members comply with Meeting Procedures and move through all Agenda items in a timely manner
Chair ensures a quorum is maintained for the entire meeting
Board focuses on governance and policy at its meetings not operational/management details
Board members contribute equally ensuring no one person dominates the meetings
The Board keeps accurate Minutes to document its decisions
Board members deal with tensions in an open and professional manner
Sub Committees operate as an effective support mechanism for the Board
Financial
Board ensures a detailed budget is developed each financial year
Board members are able to monitor the finances of the Agency through the regular provision of appropriate reports and bank statements
Board members have a clear understanding of the short and long term viability of the Agency
Board ensures an audit, if required, is undertaken on an annual basis
Planning
Board regularly undertakes strategic planning to ensure the activities remain consistent with the vision, mission and values and of the Agency
The Board assesses progress towards the achievable goals in the strategic plan
Board members provide creative ideas and solutions to ensure the Agency progresses and grows
The Board monitors the internal and external operating environment and has structures in place to respond rapidly to change (imposed or planned)
Board members are aware of the risk factors impacting on the Agency (external and internal) and have risk management strategies in place
Board keep the CEO informed of any new directions they are planning for the Agency

Add up your total score and divide by 2 to determine your percentage compliance with best practice Board operations.

April 2012