processes Which of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices Practices Addressing Addressing Addressing Addressing not relevant not yet some all essential all essential all essential addressed essential practices practices, practices, practices and some and most advanced advanced practices practices N/A 1 2 3 4 5 Essential practices Board processes: • are documented (for example, in a Board Charter) – help directors and the organisation to discharge their legal responsibilities – assist the board to balance compliance and performance roles – help the board to focus more on strategic issues than operational ones – include regular reporting about financial and non-financial performance – include a the loop’ mechanism to ensure that the board’s decisions are – ‘closing implemented are periodically reviewed – Advanced practices processes: • include a structured orientation program for new directors – are structured around organisational priorities – include measures of service quality aligned to person-centred and outcomes-focused – practice include evaluation of the board and individual directors – include an independent and qualified Company Secretary – reporting allows comparison with strategic goals, historic performance, divisional • comparison, or comparison to other organisations
processes Which of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices not relevant Practices not yet addressed Addressing some essential practices Addressing all essential practices Addressing all essential practices, and some advanced practices Addressing all essential practices, and most advanced practices N/A 1 2 3 4 5 Essential practices • Board processes: – are documented (for example, in a Board Charter) – help directors and the organisation to discharge their legal responsibilities – assist the board to balance compliance and performance roles – help the board to focus more on strategic issues than operational ones – include regular reporting about financial and non-financial performance – include a ‘closing the loop’ mechanism to ensure that the board’s decisions are implemented – are periodically reviewed Advanced practices • processes: – include a structured orientation program for new directors – are structured around organisational priorities – include measures of service quality aligned to person-centred and outcomes-focused practice – include evaluation of the board and individual directors – include an independent and qualified Company Secretary • reporting allows comparison with strategic goals, historic performance, divisional comparison, or comparison to other organisations