Governance Audit

Consider the quality of your organisation’s governance. Tick the column that most accurately describes your organisation. Follow the instructions to find the percentage of governance potential being achieved by your organisation.

Very true

Fairly true

Untrue

Board members have a range of primary professional skills, which may include communications, marketing, education, legal, financial, and strategic management backgrounds, among others.

Very true

Fairly true

Untrue

The board has roughly equal parts internal/industry representation and external/independent representation.

Very true

Fairly true

Untrue

Board members serve a maximum of 5 years on the board.

Very true

Fairly true

Untrue

Board members are able to meet and communicate without undue delay.

Very true

Fairly true

Untrue

The Board meets with a frequency appropriate to the size and nature of the organisation.

Very true

Fairly true

Untrue

All board members have experience and knowledge of legislative and best practice responsibilities of a board.

Very true

Fairly true

Untrue

There is an induction process for new board members.

Very true

Fairly true

Untrue

The board has between five and seven members, excluding the CEO.

Very true

Fairly true

Untrue

Board Relationship with CEO

The board systematically considered the organisation’s needs and desired CEO qualities, experience and skills, when appointing the CEO.

Very true

Fairly true

Untrue

The board has a formal and respectful process for appraising the CEO’s performance that matches best practice in HR and is conducted at least annually.

Very true

Fairly true

Untrue

The board provides the CEO with personal development feedback, strong positive recognition for effort and performance, and provides opportunities for professional development.

Very true

Fairly true

Untrue

The Board treats the CEO with due respect for the demands of their role.

Very true

Fairly true

Untrue

All communication from the board to the organisation is via the CEO.

Very true

Fairly true

Untrue

The CEO has a single line manager on the board and is able to consult this board member confidentially. (Frequently this is the Chairperson but not necessarily.)

Very true

Fairly true

Untrue

Some members of the Board have been CEOs or held similar organisational positions.

Very true

Fairly true

Untrue

The board has never needed to enter legal mediation with the CEO.

Very true

Fairly true

Untrue

Accountability for Expenditure

The board takes responsibility for the financial performance of the organisation.

Very true

Fairly true

Untrue

The board fully understands and approves the budget.

Very true

Fairly true

Untrue

The board has formulated policies for external contracts.

Very true

Fairly true

Untrue

The board sets guidelines for major expenditure decisions, determining the extent of the CEO’s autonomy and the point/s at which decisions must be made by the Board.

Very true

Fairly true

Untrue

The board ensures annual audits are made of the organisation’s accounts.

Very true

Fairly true

Untrue

All board members have an active interest and understanding of the financial position of the organisation.

Very true

Fairly true

Untrue

There are trigger points (eg. liquidity ratios) that are in place to ensure financial stability.

Very true

Fairly true

Untrue

Up to date accounts are available prior to each board meeting.

Very true

Fairly true

Untrue

Strategic Policy and Goal Setting

The board sets the vision, mission, purpose and strategic direction of the organisation, with input from the CEO and senior management team.

Very true

Fairly true

Untrue

The board chooses the strategic measures used to manage the organisation, with input from the CEO and senior management team.

Very true

Fairly true

Untrue

The board sets and models the desired values and culture for the organisation.

Very true

Fairly true

Untrue

The board determines the organisation’s key programmes and services.

Very true

Fairly true

Untrue

The board contains itself to a big picture view of the organisation’s operations, rather than focussing on minutiae.

Very true

Fairly true

Untrue

The board knows where to draw the line between governance and management, and restricts itself to governance.

Very true

Fairly true

Untrue

The board has the information that it needs to make good decisions and monitor performance.

Very true

Fairly true

Untrue

All key decisions are well informed.

Very true

Fairly true

Untrue

Time is made in meetings for strategic and visionary thinking.

Very true

Fairly true

Untrue

Key decisions stimulate open debate and discussion.

Very true

Fairly true

Untrue

The board seeks to achieve consensus, but will make decisions on a majority.

Very true

Fairly true

Untrue

Where there are dissenting views on a decision, the dissenters commit to fully supporting the decision of the majority.

Very true

Fairly true

Untrue

There is sufficient goodwill in the board, that decisions can be readily reviewed if they are not achieving their intended aim.

Very true

Fairly true

Untrue

Board members enhance the positive image of the organisation.

Very true

Fairly true

Untrue

The board effectively interprets the organisation to its stakeholders.

Very true

Fairly true

Untrue

Board members provide valuable linkages to other individuals, organisations and sectors.

Very true

Fairly true

Untrue

Meetings are chaired efficiently while ensuring due time is given to matters of weighty concern.

Very true

Fairly true

Untrue

Board members communicate clearly, use board time considerately, and actively listen to others.

Very true

Fairly true

Untrue

Board members commit appropriate time to their board role outside board meetings, at least equal to board meeting time.

Very true

Fairly true

Untrue

Board members have strong strategic thinking skills: the board can visualise an ideal organisation, identify the best opportunities, cope with risks and uncertainty, and enhance the performance of the organisation.

Very true

Fairly true

Untrue

Board members demonstrate energy, enthusiasm and commitment to the organisation.

Very true

Fairly true

Untrue

Board members can be relied on to act ethically even when it may be against their own best personal interests.

Very true

Fairly true

Untrue

Board members have political nous - they understand the art of the possible.

Very true

Fairly true

Untrue

The implementation of the board’s strategic policies and goals is on track.

Very true

Fairly true

Untrue

The CEO’s performance is very high.

Very true

Fairly true

Untrue

The organisation is excelling.

Very true

Fairly true

Untrue