- Board self-evaluation survey conducted 6 November 2023.
- All Board members responded, for a total of 8 responses.
Objectives, Strategy and Remit #
Overall - Objectives, Strategy and Remit
4.4
The Board understands and can articulate the College's vision, mission, and purpose.
4.4
The Board has a clear set of objectives that are independent of those for the College.
4.5
The Board's terms of reference are appropriate, with clearly defined roles and responsibilities, ensuring that the right issues are being addressed.
4.8
The Board has developed a strategy for the College that is central to the way it is directed.
4.6
The Board devotes quality time to reviewing the implementation of the strategy.
4.3
The Board identifies and clearly communicates to the CEO its informational needs, including appropriate benchmarks to monitor outcomes and identify potential areas of concern.
4.0
All Board members support and debate the College's strategy and values, enabling them to set the tone from the top.
4.5
All Board members support and debate the College's strategy and values, enabling them to set the tone from the top.
4.5
The Board realistically assess its performance against its objectives at regular intervals and at year end.
3.5
The strategy is well aligned to the College's remit and capabilities (its people, assets, property etc).
4.5
The strategy is updated for any changes to the College's remit or the external environment.
4.0
Significant programs and projects are clearly aligned to the strategy and fall within the College's remit
4.4
Would you like to comment further on objectives, strategy and remit, or on any specific item from those you have rated above?
- Our strategy is overall good but we struggle to allocate enough time to review and monitor.
Governance and Performance #
Overall - Governance and Performance
4.4
The Senior Leadership Team regularly reports to the Board on key outcomes and targets that flow directly from the strategy
4.4
The Board gets early-warning signals of problems ahead that will adversely affect key outcomes, targets, or financial performance
4.1
The Board has a good understanding of the performance of the College, including when compared to similar organisations.
4.5
The Board is aware of, and annually approves, the schedule of delegations.
4.8
The Board can access performance information (including financial reporting) and monitors performance against internal and external comparative benchmarks.
4.8
The Board maintains and encourages open communication between it and the Senior Leadership Team
4.5
The Board sets itself objectives and measures its performance against them on an annual basis
3.6
The CEO provides a thorough analysis of performance against budget, targets, and key outcomes, and discusses any necessary remedial action
4.3
The Board takes collective responsibility for the performance of the College.
4.8
Stakeholder Relationships #
Overall - Stakeholder Relationships
4.4
The College community understands the role of the Board and who Board members are.
3.4
Board members disclose conflicts of interests appropriately and abstain from discussion and voting where conflicts arise.
5.0
Board members make decisions objectively and collaboratively and feel collectively responsible for achieving organisational success.
4.6
The Chairperson and the CEO work well together and their different skills and experience complement each other.
5.0
There is appropriate succession planning for Board and Senior Leadership Team members.
3.9
The Board makes best use of General Meetings.
4.8
The Board communicates effectively with all of the College's stakeholders and seeks their feedback on appropriate matters.
4.1
Board members put the interests of the College above those of individual Board members
4.9
The Board responds positively and constructively to events in order to enable effective decisions and to encourage transparency.
4.9
The Board has defined its external stakeholders and ensures that the College has the right level of contact with them.
3.4
The relevant College staff act as an appropriate conduit for the provision of information to the Board and support to the Chairperson and Board members
4.8
Would you like to comment further on stakeholder relationships, or on any specific item from those you have rated above?
- Long term succession planning for SLT could be improved.
Risk Management #
Overall - Risk Management
4.4
The Board has a sound process for identifying and reviewing risks, and makes necessary amendments in light of changes to the internal and external environment.
4.5
No substantial, unexpected problems have merged which the Board should have been aware of earlier.
3.8
The Board is clear on its risk appetite.
4.1
The Board receives reliable projections of future cash flows and is confident that the available funding will enable the College to develop and operate as planned.
4.8
The Board receives regular, insightful reports on the College's risk management and internal control systems that provide it with assurance over safety and duty of care.
4.5
The Board's approach to reviewing risk in the College is open and questioning, and looks to learning from events rather than blaming.
4.5
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 College against unnecessary litigation and reputation risk.
4.6
Finance Subcommittee #
Overall - Finance Subcommittee
4.7
The terms of reference for the Finance Subcommittee are appropriate, with clearly defined roles and responsibilities, ensuring that the right issues are being addressed.
4.1
The Finance Subcommittee is properly constituted, performs its delegated role, and reports back clearly and fully to the Board.
4.5
The financial statements provided give Board members all the information needed to understand the important issues and performance of the organisation.
5.0
The Finance Subcommittee has sufficient expertise, support, time, and access to key staff and information to enable it to discharge its monitoring and oversight role effectively.
4.8
The Board is satisfied that there is no evidence of aggressive or less than fully transparent accounting in the financial statements.
5.0
There is proper discussion by the Board of reports from the Finance Subcommittee, ensuring all Board members are aware of the issues discussed.
4.5
Would you like to comment further on the Finance Subcommittee, or on any specific item from those you have rated above?
- I really appreciate the time and effort the Finance Committee put into trying to provide information that is easy for a non-finance person to understand.
In the Boardroom #
Overall - In the Boardroom
4.7
The Board is cohesive and combines being supportive of the Senior Leadership Team with providing appropriate challenge.
4.8
Time at Board meetings is appropriately allocated between discussion and Senior Leadership Team presentations.
4.4
The Board takes sufficient time to understand the College's business and provide critical oversight and does not step into operations.
4.4
The Board agenda cycle covers all matters of importance, is prioritised and includes consideration of corporate reputation, its enhancement, and the risks surrounding it.
4.8
Board members recognise the role which they and each of their colleagues is expected to play and have the appropriate skills and experience for that role.
4.9
The Chairperson's leadership style and tone promotes effective decision making, constructive debate, and ensures that the Board works as a team.
4.8
The Board regularly reviews its performance appraisals and critiques against an action plan.
3.1
Induction and professional development opportunities ensure Board members remain up to date throughout their time on the Board.
4.8
Information is received in sufficient time to allow for proper consideration, with scope for additional briefing if necessary.
3.6
Board meetings are conducted in a manner that ensures open communication, meaningful participation, and timely resolution of issues.
4.8
The Board meets sufficiently often, and with information of appropriate quality and detail, such that agenda items can be properly covered in the time allocated.
4.5
The Chairperson leads meetings well with a clear focus on the issues facing the College and allows full and open discussion before decisions are taken.
4.8
The Board works as a team, with the right blend of skills, expertise, and personalities to enable robust discussion and good decision making.
4.9
All Board members attend and actively contribute at meetings.
4.9
Would you like to comment further on boardroom processes and practices, or on any specific item from those you have rated above?
- Meetings have run long but the Board has dealt with some major issues for the last 18 months.
- Our meetings do run late, but I think that it is really wonderful to see our SLT and operations teams regularly to keep us up to date.
I would find it helpful if the board pack could come out a few days earlier.
Other Comments #
Are there any other general comments you would like to make about Board effectiveness?
- Really appreciate the cohesiveness of the Board around the College’s mission. The Board has been very effective and committed in dealing with the Kenwick incidents over the last year.
- I really enjoy the relationships on the board.
- I find the board education segment at every meeting to be helpful.