Principle 9: The Scorecard
DOCUMENTS THAT OUTLINE DUTIES, POWERS, ROLES & RESPONSIBILITIES
An organisation should clearly define and document its structure and the duties, responsibilities and powers of members, directors, committees and management.
PER PRINCIPLE SCORE
|Standard||Average all NSOs|
|9.1||The board should regularly evaluate its performance and performance of individual directors. The board should agree and implement a plan to take forward any actions resulting from the evaluations||2.0|
|9.2||The board will operate itself in an efficient manner and directors meet as appropriate to discharge their duties effectively||3.3|
|9.3||The board has documentation and processes to operate its meetings in an efficient and effective manner||3.5|
|9.4||The board maintains accurate records of meetings and board decisions||3.1|
|9.5||The board has documented financial delegations. This includes, but is not limited to: expenditure, funding, grants, other financial transactions as resolved by the board||3.0|
|9.6||The board has documented non-financial delegations. This includes, but is not limited to: staffing, public relations, strategic actions, business plans, board resolutions, grievances and complaints||2.6|
|9.7||The board has a documented CEO performance evaluation process||2.7|
|9.8||The board has a documented succession planning process for key personnel and the retention of corporate knowledge||1.7|
INSIGHTS AND OBSERVATIONS
- Principle 9 provided the highest discrepancy of scores within a Principle, with the equal second-highest score of 3.5 for Standard 9.3 (meeting documentation and processes) to the lowest overall score in 1.7 for Standard 9.8 (succession planning).
- Standard 9.1 was the second-lowest of all scores, demonstrating the sector, on average, does not effectively or sufficiently evaluate board or director performance.