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    Board Review Coverage Checklist

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    daniel.drayton1
    The document provides a checklist for boards to review their processes, governance roles, key functions, and efforts for continuous improvement. It includes questions about whether board meetings start and finish on time, whether the agenda and papers are well-structured, whether subcommittees are productive, whether the board understands its roles and sets strategic direction, and whether the board evaluates its own performance on a regular basis.

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    Board Review Coverage Checklist

    Uploaded by

    daniel.drayton1
    17 views3 pages
    The document provides a checklist for boards to review their processes, governance roles, key functions, and efforts for continuous improvement. It includes questions about whether board meetings start and finish on time, whether the agenda and papers are well-structured, whether subcommittees are productive, whether the board understands its roles and sets strategic direction, and whether the board evaluates its own performance on a regular basis.

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    Board Review coverage checklist

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    The document provides a checklist for boards to review their processes, governance roles, key functions, and efforts for continuous improvement. It includes questions about whether board meetings start and finish on time, whether the agenda and papers are well-structured, whether subcommittees are productive, whether the board understands its roles and sets strategic direction, and whether the board evaluates its own performance on a regular basis.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    17 views3 pages

    Board Review Coverage Checklist

    Uploaded by

    daniel.drayton1
    The document provides a checklist for boards to review their processes, governance roles, key functions, and efforts for continuous improvement. It includes questions about whether board meetings start and finish on time, whether the agenda and papers are well-structured, whether subcommittees are productive, whether the board understands its roles and sets strategic direction, and whether the board evaluates its own performance on a regular basis.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    Board Review Checklist

    Component Yes/No
    BOARD PROCESSES
    Board meetings:
    • Do board meetings start and finish on time?
    • Do people turn up to meetings?
    • Have they all read their papers?
    • Does everyone contribute?
    • Are the meetings well-chaired?
    • Are decisions made?
    • Are decisions followed through?
    The agenda:
    • Is it logically structured?
    • Is it collaboratively formulated?
    • Is it dynamic?
    • Does it steer the meeting in the direction of
    decision-making?
    The board papers:
    • Are they distributed predictably and in good
    enough time to allow proper consideration?
    • Are they well written?
    • Do they provide enough information to
    facilitate decision-making? (But not too much
    to be overly burdensome?)
    The board minutes:
    • Are they succinct?
    • Are they a true record?
    • Do people read them?
    The board calendar
    • Is it up to date?
    • Is it useful?
    • Is it followed?
    Sub-committees
    • Do they have the right people on them?
    • Do they have clear terms of reference?
    • Are they productive?
    • Do they serve (rather than inhibit) the board?
    GOVERNANCE ROLES
    • Is the role of the board clearly defined and
    understood by the board?
    • Is the board structure appropriate for the size
    of the organisation and the work that it
    undertakes?
    • Are directors’ roles and expectations clearly
    articulated within position descriptions, codes
    or policies?
    • Is the role of the chair being effectively
    carried out? Have appropriate powers been
    given to the chair by the board?
    • Is the role of the secretary being completed
    efficiently and in line with the constitution?
    • Has the head staff member been given
    appropriate delegations and are they
    reporting to the board in an effective way?
    KEY BOARD FUNCTIONS
    • Is the board meeting its responsibility to set
    the strategic direction of the organisation?
    And does it do this well?
    • Is the board actively engaged with the artistic
    vision? And doesn’t interfere?
    • Is the board receiving the information it needs
    to monitor the progress of the organisation to
    achieving its mission, to plan and to budget?
    • Does the board have appropriate processes
    in place to ensure it is compliant with
    regulatory and legislative requirements?
    • Are appropriate risk management processes
    and policies in place?
    • Does the board conduct the CEO evaluation
    effectively? Can the process be improved?
    • Does the board have appropriate delegations
    in place and are they recorded?
    • Does the board understand its role in
    fundraising? And do it? Does it utilise its
    collective networks?
    CONTINUING IMPROVEMENT
    • Are appropriate insurances in place for
    directors?
    • Does the board evaluate its performance? Is
    it doing it often enough?
    • Does the board pause/reflect/celebrate
    success/thank?
    • Does the board evaluate the performance of
    individuals? Is it doing it often enough? How
    are issues remediated?
    • Does the board ensure it is continuing to
    develop relevant skills and knowledge
    (individually and collectively)?
    • Does the board have appropriate steps in
    place to manage succession planning?
    • Does the board have an effective and
    appropriate induction process in place for
    new board members?
    • Does the board have a successful process to
    exit board members (e.g. limited tenure)?

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