Board Evaluation Questionnaire


Board members are required to complete this questionnaire annually as part of their board evaluation process.

As a qualitative element is important in any assessment of performance, the questionnaire includes space for appraisers to add comments as well as a set of reflective questions at the end.

It is suggested the board may wish to focus on areas where there is a broad agreement that improvement would be beneficial and where there are a range of views in the boardroom on performance.

The questionnaire sets out some searching questions that should be relevant to the board. The boards should benefit as it builds on the foundations of a clearly defined role and the ability to set the direction of the organisation.

The questionnaire was produced with HM Treasury’s Corporate governance code of good practice in mind and the code for charities as well as drawing on private sector best practice.

SECTION I: Objectives, strategy and remit
1.  The board has developed a strategy (The Vision) and associated plans for the organisation that is central to the way it is directed.
2.  The Vision and plans are well aligned to the organisation’s remit and its capabilities, i.e. its people, assets, intellectual property, and financial and other resources.
3.  The board devotes quality time to reviewing the implementation of the Vision and associated plans.
4.  The Vision and plans are updated for any changes to the organisation’s remit or the external environment.
5.  Significant programmes and projects are clearly aligned to the strategy and fall within the organisation’s remit.

Further comments on objectives, strategy and remit:

SECTION II: Performance Management
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6.  Management regularly reports to the board on key outcomes and targets that flow directly from the Vision.
7.  The board gets early-warning signals of problems ahead that will adversely affect key outcomes, targets or financial performance.
8.  Management provides a thorough analysis of performance against budget, targets and key outcomes, and discusses any necessary remedial action.
9.  The board has a good understanding of the performance of the organisation.
10.  The board takes collective responsibility for the performance of the organisation.
11.  The financial management information reported to the Board facilitates overall performance monitoring.
12.  The narrative information provided to support the underlying data proved to be reliable in the past and he Board is confident in the interpretation provided.
13.  The Board considers that its role in respect of financial management is appropriate.
14.  The Board believes that it currently receives sufficient financial and operational performance information to support its role and the decisions it needs to make.

Further comments on performance measurement:

Relationship with key stakeholders

15.  Relations with the sponsor department are productive and are supported by regular and open communication.
16.  The sponsor department and Welsh Government consider the organisation is performing well, has a strong board and a good reputation.
17.  The board receives updates whenever the President or Accounting Officer meets with Ministers, other key stakeholders.

Further comments on relationship with key stakeholders:

SECTION III: Propriety, fraud and other leakage
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18.  The board is aware of, and annually approves delegations to officers
19.  The board or its committees (Audit and Performance Review) is satisfied that it receives full and timely notification of all significant losses and special payments.
20.  The board is provided with advance notification of all proposed novel or contentious expenditure.

Further comments on propriety, fraud and other leakage:

SECTION IV: Risk Management
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21.  The organisation has a sound process for identifying and regularly reviewing its principal risks, and makes the necessary amendments in the light of changes in the internal and external environment.
22.  The board or its committees receives regular reports on the organisation’s risk management and internal control systems that provide assurance over their operational effectiveness.
23.  The board takes full account of risk in its decisions, for example, in relation to proposed major projects and programmes.
24.  The board receives reliable projections of future cash flows for the medium as well as the short term, and is confident that the available funding will enable the organisation to develop and operate as planned.
25.  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 organisation against unnecessary litigation and reputation risk.
26.  The board is aware of changing demand patterns and is confident that these can be met from the resources available and within the organisation’s statutory remit.
27.  The board monitors the political environment for potential changes to its remit and assesses the impact these will have on the strategy.
28.  The board or its committees are aware of the organisation’s information needs. Any exceptions to best practice over data acquisition, usage, storage and destruction are reported.
29.  No substantial, unexpected problems have emerged which the board should have been aware of earlier.

Further comments on risk management:

SECTION V: The audit committee, internal audit and corporate reporting
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30.  The board is satisfied that the audit committee has sufficient expertise, support, time, and access to key staff and information to enable it to discharge its monitoring and oversight role effectively.
31.  The internal audit function is independent of management, appropriately skilled, competent and complies with Government Internal Audit Standards.
32.  The board is satisfied that there is no evidence of aggressive or less than fully transparent accounting in the financial statements.

Further comments on the audit committee, internal audit and corporate reporting:

The boardroom

33.  The board is cohesive and combines being supportive of management with providing appropriate challenge.
34.  The Chair leads meetings well with a clear focus on the big issues facing the organisation and allows full and open discussion before major decisions are taken.
35.  Induction and development programmes ensure board members remain up- to-date throughout their time on the board.
36.  Working as a team, the board has the right blend of skills, expertise and personalities, and the appropriate degree of diversity, to enable it to face today’s and tomorrow’s challenges successfully.
37.  The board constantly strives to improve its effectiveness by ensuring its own performance appraisal replicates good practice elsewhere.

Further comments on the boardroom:


38.  In my opinion, the questionnaire has addressed all issues in respect of the board’s performance.
39.  Overall, my questionnaire responses accurately portray the board’s performance.

Further reflections: