[vc_row full_width=”stretch_row” css=”.vc_custom_1675083146130{background-color: #f4f4f4 !important;}”][vc_column][vc_empty_space][vc_column_text]

This evaluation process for Boards of Directors takes lesser than 30 minutes. Please reflect on each question carefully and provide your most honest and objective answer. This will greatly help the Company to map the development competencies of its leaders to the need for continuous transformation to greatness.

[/vc_column_text][vc_empty_space][/vc_column][/vc_row][vc_row][vc_column width=”1/6″][/vc_column][vc_column width=”2/3″][vc_column_text]

Name

Institution

Email Address

Please tick on the number that best reflects your opinion. The rating scale for each statement is:

Strongly Disagree (1); Disagree (2); Maybe or Not Sure (3); Agree (4); Strongly Agree (5);

A. Performance of the Board on issues of Strategy

1. The Board is familiar and has been involved in the strategic direction of the Company12345

2. All Directors support and debate the Organizations strategy and values, enabling them to set the tone from the top12345

3.All Directors have a clear understanding of the Company’s core Business, its strategic direction and the financial and human resources necessary to meet its objectives12345

4. All Directors demonstrate strategic thinking in interpretation of their mandate12345

5. The Board’s policy decisions reflect the objectives of the Company12345

6. The Board has a strategic vision of how the Company should be evolving over the next strategic period12345

7. The Board engages in strategic discussions that help it consider how the Company should deal with emerging issues12345

8. The Board gives direction to Management on how to achieve the objectives primarily by setting or referring to policies12345

9. The Board has put in place an elaborate Risk Management Policy12345

B. Performance of the Board in monitoring the quality of Company Products and Services

1. The Board is knowledgeable about the Company’s products and services12345

2. The Board is aware of and mitigates challenges, which hinder Company’s performance12345

3. The Board periodically considers adopting new products, and modifying current products and services12345

4. The Board has an effective process for tracking performance12345

5. The Board sets itself objectives and measures its performance against them on an annual basis12345

C. Performance of the Board in providing effective Financial Oversight

1. The Board ensures that the budget reflects the priorities established in the Strategic Plan and annual Work Plans12345

2. The Board receives financial reports on a regular basis12345

3. The Board ensures that the financial reports are understandable, accurate and timely12345

4. The Board requires an annual audit and considers all recommendations made in the independent auditor’s report12345

5. The Board has established appropriate investment policies12345

6. The Board has approved policies that enable the Company to manage financial risks and reduce them to a tolerable level12345

D. Performance of the Board in managing relationship and roles with the Country Manager and Senior Management

1. The respective roles of the Board and Management are clearly defined and understood12345

2. The Chairperson and the Country Manager work well together and their different skills and experience complement each other12345

3. The Board has open channels of communication with management and others and is properly briefed12345

4. A climate of mutual trust and respect exists between the Board and Country Manager12345

5. The Board gives the Country Manager enough space to lead the staff and manage the Company operations12345

6. The Board has adopted adequate and up-to-date human resource policies12345

7. The Board has developed formal criteria and a process for evaluating the Country Manager12345

8. The board trusts the judgment of the Country Manager12345

9. The Board provides direction to the Country Manager by setting new policies or clarifying existing ones12345

10. The board has developed formal criteria and a process for evaluating the Country Manager12345

11. The board, or a committee of the board, has formally evaluated the Country Manager within the past 12 months12345

12. The board evaluates the Country Manager primarily on the accomplishment of the organization’s strategic goals and priorities and adherence to policy12345

13. The board provides feedback and shows its appreciation to the Country Manager on a regular basis12345

14. The board ensures that the Country Manager’s Competencies are continuously being developed12345

[/vc_column_text][/vc_column][vc_column width=”1/6″][/vc_column][/vc_row]