1. Well Trained International
Board Evaluation
Well Trained International 1

2. Component Areas Surveyed & Evaluated
Board Evaluation Survey Well Trained International
Component Areas Surveyed & Evaluated
Composition of the Board
Leading the Organisation
Role of Chair & Board Meetings
Controlling the Organisation
Board Processes
Stakeholder Management 2
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3. Well Trained International
Board Evaluation
Well Trained International
Ratings Explained
Colour
Governance Rating
Best Practice
Acceptable Practice
Remedial Level
Unacceptable 3
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4. Well Trained International Component Rating
Board Evaluation
Well Trained International Component Rating
Colour
Governance Rating
Best Practice
Acceptable Practice
Remedial Level
Unacceptable 4
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5. Leading the Organisation:
Board Evaluation Survey
Well Trained International
Summary of Findings
Key Findings:
Overall:
The Board scored 3.0 overall in the Survey, and while this is within the Acceptable Practice range, it is marginal and it indicates that there is scope for improvement in Governance Practices in Wellbeing International.
Board Composition:
(Score of 3.2)
The composition of the Board is in the acceptable practice range. The Board scored poorly on adequacy of the orientation program for new members and overall diversity on the Board.
Leading the Organisation:
(Score of 3.1)
The Board’s leadership of the organisation is in the acceptable practice range. However the Board scores in the remedial range for Board input, monitoring and understanding of the Organisation’s Strategic Plan. The Board might consider taking a more active role in the development and implementation of strategy. 5
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6. Stakeholder Management:
Board Evaluation Survey
Well Trained International Summary of Findings
Controlling the Organisation:
(Score of 3.1)
The Board’s control of the Organisation scored in the Acceptable Practice Range. Respondents indicated that the Board is not actively involved in the development of a 3-5 Financial Plan for the Organisation and the Board might consider how this might be addressed.
Stakeholder Management:
(Score of 2.4)
The Board’s management of its stakeholders scored in the Remedial Range, which indicates this area requires focus. The Board has not developed a good working relationship with key stakeholders and does not actively engage with stakeholders. The Board might consider this issue in the context of stakeholder mapping and defining its role in ensuring good stakeholder relations.
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7. Role of the Chair and Board Meetings:
Board Evaluation Survey
Well Trained International
Summary of Findings
Role of the Chair and Board Meetings:
(Score of 3.2)
The role of the Chair and the organisation and execution of Board meetings is in the acceptable practice range. Most respondents indicated that the non-executive Board does not take private time at meetings, and the Board might consider making provision for private time to align it with best practice.
Board Processes:
(Score of 2.9)
The Board processes of the organisation scored in the Remedial Range (albeit it at the higher end), indicating there is scope for improvement. The survey suggests the Board has not set itself goals against which its performance can be measured and thus it cannot effectively measure its own performance. There is also no process in place for the evaluation of individual Directors, although any action proposed in this area should be consistent with the governance provisions of the constitution or regulatory requirements under which it operates. 7
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8. Well Trained International
Results Breakdown
Please note that total scores for each question (and in turn for each theme) are calculated based on the combined averages of the Executive and Non-Executive branches. High and Low scores will be included for each question. 8
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9. Board and Senior Executive Survey - Overall
Well Trained Interntional
Summary of Overall Results
Board and Senior Executive Survey - Overall
Non-Executive Rating
Executive Rating
Overall Rating
Theme #1
Composition of the Board
3.4
3.0
3.2
Theme #2
Leading the Organisation
3.1
Theme #3
Role of the Chair and Board Meetings
Theme #4
Controlling the Organisation
3.3
Theme #5
Board Processes
2.7
2.9
Theme #6
Stakeholder Management
2.8
2.0
2.4
Overall
Overall Summary Score 9
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10. Theme # 1 Leading the Organisation
Well Trained International
Theme # 1: Leading the Organisation
Total no. respondents: 6
Response Rate: 100%
Theme # 1 Leading the Organisation
Lowest Rating
Highest Rating
Overall Rating
Board members share a common understanding of the organisation's Mission Statement which has been discussed by all Board Members. 2 4
3.1
Board Members understand the organisation's Strategic Plan in terms of where the organisation wants to be in the next 3-5 years.
2.8
All policy and strategy discussions at Board meetings are held with consideration of what might fit with the organisation's Strategic Plan.
2.7
The organisation has a formal process for strategic planning, with defined timelines for content, which is jointly owned by the Board and the staff and is actively discussed by the Board before final approval. 3
The organisation's Strategic Plan is robust, delivering a clear plan of initiatives linked to the organisation's Mission Statement and long term plans.
2.9
There is a clear, well understood and generally accepted process in place for the selection of the Chairman of the Board.
3.6
There is a clear, well understood and generally accepted process in place, for the selection of the Chairman of each sub-committee.
The Board has an effective working relationship with the CEO.
Contribution and Effectiveness of Roles- Overall 10
Leading the Organisation – Overall Score: 3.14
Outcome: Acceptable Range – Scope for Improvement
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11. Theme # 2 Role of Chair and Board Meetings
Well Trained International
Theme # 2: Role of Chair and Board Meetings
Total no. respondents: 6
Response Rate: 100%
Theme # 2 Role of Chair and Board Meetings
Lowest Rating
Highest Rating
Overall Rating
Board meetings are well structured with a defined calendar of meetings, supported with a clear Agenda and appropriate pre-readings is received in a timely manner, at least one week in advance of the Board Meeting. 2 4
3.2
The number of Board meetings per annum is the right number to enable the Board to effectively fulfil its responsibilities and to conduct all its business.
3.1
The Agenda for Board Meetings fully reflects the business requiring Board time and meetings follow the Agenda with ample time being assigned to all Agenda items. 3
Board meetings are held at the right time and for the correct duration, allowing Board members to actively participate in, and successfully conclude the business set out in the Agenda for each meeting.
3.4
Presentation and document submissions from management to Board meetings are presented in a professional, concise and understandable format.
The Chairman ensures that all Board members actively contribute to issues and discussions. Meaningful discussions take place and conflicting opinions are welcomed and discussed.
3.7
A formal decision making process is in operation which enables the right decisions be made by the Board in a timely and
3.3
Board meetings are accurately documented and published Board Minutes accurately reflect the discussion at each Board meeting.
Board meetings have a period of quiet time during meetings (where management are not present).
2.8
Board meetings are productive and enjoyable and effectively connect the members of the Board.
Contribution and Effectiveness of Roles - Overall
3.23 11
Role of Chair & Board Meetings – Overall Score: 3.23
Outcome: Acceptable Range – Scope for Improvement
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12. Theme # 3 Board composition
Well Trained International
Theme # 3: Board Composition
Total no. respondents: 6
Response Rate: 100%
Theme # 3 Board composition
Lowest Rating
Highest Rating
Overall Rating
The Board is comprised of people with appropriate competencies, commitment and enthusiasm to operate effectively in meeting strategic goals. 2 4
3.17
The Board is of an appropriate size to operate effectively. 3
3.5
Terms limits, for Board members, are appropriate to ensure the balance of incorporating new skills while retaining experience.
3.8
There is a formal process in place for selecting new Board members.
3.4
New Board members are perceived as a positive addition to the Board.
3.0
The Board has an appropriate mix of diversity.
1.0
2.33
A formal orientation process exists for new members.
2.83
Overall Dynamic and how the Board works together
3.15 12
Composition of the Board – Overall Score: 3.15
Outcome: Acceptable Range – Scope for Improvement
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13. Theme # 4 – Board Processes
Well Trained International
Theme # 4: Board Processes
Total no. respondents: 6
Response Rate: 100%
Theme # 4 – Board Processes
Lowest
Rating
Highest Rating
Overall Rating
The Board and staff have a clear understanding of their respective roles and open communication exists between both parties through the CEO. 2 4
3.2
Sub-Committees are appropriate, understand their role and responsibilities and are aligned with the organisation's strategic goals.
3.0
The Board has a formal set of concrete goals which are aligned to the organisation’s Mission Statement and Strategic Plan and can be used to measure the Board’s performance.
2.7
The Board evaluates its performance against these goals and uses the results to develop plans to improve Board effectiveness. 1 3
2.3
There is a formal process in place for evaluating individual Board members and addressing any issues.
1.5
Evaluation of the CEO’s performance is a formal process, occurs on a timely basis at least once annually, is linked to their remuneration and written feedback from the Board is provided.
3.4
Board members are appropriately consulted in the CEO selection process.
3.5
The Board has a formal process in place for succession planning in relation to CEO position including identifying and developing potential internal candidates.
3.7
Board Processes – Overall
2.9 13
Board Processes – Overall Score: 2.90
Outcome: Remedial Range – Requires Focus
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14. Well Trained International Theme # 5: Controlling the Organisation
Total no. respondents: 6
Response Rate: 100%
Theme # 5 – Controlling the Organisation
Lowest
Rating
Highest Rating
Overall Rating
Board members are actively involved in the preparation and review of a 12 month Budget which is discussed and challenged at Board level. 2 4
3.0
Board members are actively involved in the preparation and review of a 3-5 year financial plan which is discussed and challenged at Board level. 1 3
2.3
Board members receive management accounts regularly which are discussed and reviewed at Board meetings.
3.7
Board members are aware of their financial compliance obligations. Independent audits of the organisation’s financial statements and controls are performed at least annually. Feedback from auditors is addressed by the Board with corrective actions being monitored.
The Board frequently (at least annually) reviews potential sources of financial risk and plans mitigating actions. Surprises are few within the organisation.
How the Board works together – Overall
3.1 14
Controlling the Organisation – Overall Score: 3.1
Outcome: Acceptable Range – Scope for Improvement
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15. Theme # 6 Stakeholder Management
Well Trained International
Theme # 6: Stakeholder Management
Total no. respondents: 6
Response Rate: 100%
Theme # 6 Stakeholder Management
Lowest Rating
Highest Rating
Overall Rating
The Board is fully aware of who its Stakeholders are and actively engages with these Stakeholders. 1 4
2.8
The Board has a formal process in place for receiving unfiltered feedback from Stakeholders which is discussed at Board Meetings. 2
3.0
The Board has developed a good relationship with its key Stakeholders.
1.5
Board Processes - Overall
2.4 15
Stakeholder Management – Overall Score: 2.4
Outcome: Remedial Range – Requires Focus
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