HAVE YOU DEFINED YOUR ORGANISATION’S PERFORMANCE?
Has your board consciously translated the best interests of those to whom it is ultimately accountable into a clear framework for governing performance and risk.
IS YOUR AUTHORITY LEGITIMATE?
Has your board created a continuing, clear and direct connection with those to whom it regards itself as ultimately accountable?
HAVE ALL YOUR EXPECTATIONS BEEN COMMUNICATED?
Has your board communicated all its expectations to management? OR Does the board respect the responsibilities distinct to the chief executive?
CAN YOU ACCOUNT FOR ALL YOU HAVE DELEGATED?
Does your board regularly and rigorously monitor the fulfilment of its expectations? OR Does the board require an annual audit and consider all recommendations made in the independent auditor’s report and management letter?
DO THE BOARD SPEND ITS TIME ON SHORT TERM ISSUES OR LONG TERM ONES?
Does the board focus much of its attention on long-term, significant context issues rather than short-term administrative matters?
DOES THE BOARD UNDERSTAND THE RISKS TO THE ORGANIZATION?
Has the board has done a risk audit and developed policy to enable the organization to manage and reduce risks to a tolerable level?