Board Performance Evaluation Tool printable pdf download

Board Performance Evaluation Tool

This simple tool is designed to assist in assessing the effectiveness of the board. The tool takes the form

of a series of assertions which should be awarded a rating on a scale of 1 to 3 by individual directors

or by the board as a whole. Once complete, the matters should be discussed at a board meeting.

Discussions facilitated by a third party are often able to bring additional value to the process.

1 = Hardly ever/Below average, 2 = Average/Most of the time/Above average, 3 = All of the

time/Fully satisfactory.

Behaviours

Comments

Setting strategy

All Board members support and debate the organisation’s

strategy and values, enabling them to set the tone from the

top.

Strategy

All Board members have a clear understanding of the

organisation’s core business, its strategic direction and the

financial and human resources necessary to meet its

objectives.

Board performance

The Board sets itself objectives and measures its

performance against them on an annual basis.

Managing Board meetings and discussions

Board meetings encourage a high quality of debate with

robust and probing discussions.

Managing internal Board relationships

Board members make decisions objectively and

collaboratively in the best interests of the organisation and

feel collectively responsible for achieving organisational

success.

Managing the Board’s relationship with others

The Board communicates effectively with all of the

organisation’s stakeholders and seeks their feedback.

Board members’ own skills

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.

Reaction to events

The Board responds positively and constructively to events

in order to enable effective decisions and implementation

and to encourage transparency.

Chairman

The chairman’s leadership style and tone promotes

effective decision-making, constructive debate and ensures

that the Board works as a team.

Chairman and CEO relationship

The chairman and the chief executive work well together

and their different skills and experience complement each

other.

Attendance and contribution at meetings

All Board members attend and actively contribute at

meetings.

Open channels of communication

The Board has open channels of communication with

executive management and others and is properly briefed.

Risk and control frameworks

The Board’s approach to reviewing risk in the organisation

is open and questioning, and looks to learning points from

events, rather than blame.

Board Performance Evaluation Tool

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