Board Effectiveness Sample Clauses

Board Effectiveness. The Board of Management has adopted the Code of Good Governance for Scotland’s Colleges. The code outlines the activity to be undertaken by a Board. The Board of Management has an effective mix of skills in place, supplemented by a comprehensive induction process which is further enhanced by Board training activities such as the provision of equalities training. There are self-evaluation processes, led by the Chair and an evaluation process for the activity of the Chair led by the Vice-Chair. These offer a mechanism for members to feedback on their perceptions of the Board, their contribution and any future training needs. In the opinion of the Board of Management, we can confirm that corporate governance is exercised in accordance with the principles of the Code of Good Governance for Scotland’s Colleges, the Scottish Public Finance Manual (SPFM) and the Financial Memorandum. Our auditors’ opinion on regularity states that “In our opinion in all material respects the expenditure and income in the financial statements were incurred or applied in accordance with any applicable enactments and guidance issued by the Scottish Ministers.” The College Board of Management remains committed to engaging fully with Education Scotland and the Scottish Funding Council on the new quality arrangements. The College’s first Evaluative Report and Enhancement Plan were endorsed by Education Scotland and SFC in November 2017 and college managers are now working on an engagement calendar for the remainder of 2017-18.

Board Effectiveness. 17.1 The Agency Chair will ensure that the Agency Board undertakes an annual review of Board Effectiveness2 which encompasses committees established by the Board. 17.2 The Chair will discuss the outcome of the annual review of Board Effectiveness with the lead senior official to ensure a partnership approach to any improvements identified. This will inform the annual programme of Board training/development and discussions in respect of Board composition and succession. 17.3 In line with any parameters set out in founding (or other relevant) legislation, the Chair in conjunction with the Department, and Ministers where appropriate, will consider the size and composition of the Agency Board, ensures that it is proportionate to the size and complexity of the Agency and keep this under review. 17.4 In addition to the annual review of Board Effectiveness, the Agency will undertake an externally facilitated review of Board effectiveness at least once every three years covering the performance of the Board, its Committees and individual Board members. The Chair will liaise with the Department to identify a suitably skilled facilitator for the external review (this can be a peer review and should be proportionate) and will share the findings/outcome report with the Department on completion of the review.

Board Effectiveness. 15.1. The Public Health Agency Chair will ensure that the PHA Board undertakes an annual review of Board Effectiveness2 which encompasses committees established by the Board. 15.2. The Chair will discuss the outcome of the annual review of Board Effectiveness with the lead official to ensure a partnership approach to any improvements identified. This will inform the annual programme of Board training/development and discussions in respect of Board composition and succession. 15.3. In line with any parameters set out in founding (or other) legislation, the Chair in conjunction with the Department, and Ministers where appropriate, will consider the size and composition of the Public Health Agency Board, proportionate to the size and complexity of the Public Health Agency and keep this under review. 15.4. In addition to the annual review of Board Effectiveness, the Public Health Agency will undertake an externally facilitated review of Board effectiveness at least once every three years covering the performance of the Board, its Committees and individual Board members. The Chair will liaise with the Department to identify a suitably skilled facilitator for the external review (this 2 NIAO Good Practice Guide on Board Effectiveness can be a peer review, and should be proportionate) and will share the findings/outcome report with the Department on completion of the review.

Board Effectiveness. 14.1 The President will ensure that the Management Board undertakes an annual review of the Management Board Effectiveness which encompasses committees established by the President or Management Board. ▇▇▇ may consider an external review of the Management Boards effectiveness every three years. 14.2 The President will discuss the outcome of the annual review of Management Board Effectiveness with ▇▇▇ lead official to ensure a partnership approach to any improvements identified. This will inform the annual programme of Management Board training/development and discussions in respect of Management Board composition and succession. 14.3 In line with any parameters set out in founding (or other) legislation, the President in conjunction with ▇▇▇, and Ministers where appropriate, will consider the size and composition of the Management Board, proportionate to the size and complexity of the HIARB and keep this under review.

Board Effectiveness. ‌ 16.1 The TNI Chair will ensure that the TNI Board undertakes an annual review of Board Effectiveness2 which encompasses committees established by the Board under Article 11 of Schedule 1 of The Tourism (NI)

Board Effectiveness. 19.1 The NI Water Chair will ensure that the NI Water Board undertakes an annual review of Board Effectiveness, which encompasses committees established by the Board. The review will draw on FRC guidance and other guidance where relevant. 19.2 The Chair will discuss the outcome of the annual review of Board Effectiveness with the Departmental Accounting Officer to ensure a partnership approach to any improvements identified. This will inform the annual programme of Board training / development and discussions in respect of Board composition and succession. 19.3 In line with any parameters set out in founding (or other) legislation, the Chair in conjunction with the Department, and Ministers where appropriate, will consider the size and composition of the NI Water Board, proportionate to the size and complexity of NI Water and keep this under review. 19.4 In addition to the annual review of Board Effectiveness NI Water will undertake an externally facilitated review of Board effectiveness at least once every three years covering the performance of the Board, its Committees and individual Board members. The Chair will liaise with the Department to identify a suitably skilled facilitator for the external review (this can be a peer review, and should be proportionate) and will share the findings / outcome report with the Department on completion of the review.

Board Effectiveness. The Board of Management has adopted the Code of Good Governance for Scotland’s Colleges. The code outlines the activity to be undertaken by a Board. The Board of Management has an effective mix of skills in place, supplemented by a comprehensive induction process which is further enhanced by Board training activities such as the provision of equalities training. There are self-evaluation processes, led by the Chair and an evaluation process for the activity of the Chair led by the Vice-Chair. These offer a mechanism for members to feedback on their perceptions of the Board, their contribution and any future training needs. In the opinion of the Board of Management, we can confirm that corporate governance is exercised in accordance with the principles of the Code of Good Governance for Scotland’s Colleges, the Scottish Public Finance Manual (SPFM) and the Financial Memorandum. Our auditors’ opinion on regularity states that “In our opinion in all material respects the expenditure and income in the financial statements were incurred or applied in accordance with any applicable enactments and guidance issued by the Scottish Ministers.” The College Board of Management is committed to engaging with Education Scotland and the Scottish Funding Council in the year of development of new quality arrangements, and commit to producing an evaluation report and an enhancement plan for October 2017. The College has been working closely with Education Scotland and SFC to establish an engagement calendar for the remainder of 2016-17. A number of information sessions for college managers and staff have been undertaken, facilitated by HMI ▇▇▇▇▇ ▇▇▇▇▇▇▇, with more planned including Board of Management and Senior Management Team. To date six days of annual enhancement and scrutiny activities have been planned to take place between April and June 2017. These activities will include observation of college evaluation activities, including Listening to Learners Focus Groups and team evaluation discussions. A number of professional discussion opportunities with groups of staff and students are also being arranged. Internally, new processes for the evaluation of learning and teaching and enhanced processes for curriculum team evaluation reporting are being piloted within Block 2.

Board Effectiveness. ‌ 16.1 NITHC’s Chair will ensure that NITHC’s Board undertakes an annual review of Board Effectiveness 17 which encompasses committees established by the Board. 16.2 The Chair will discuss the outcome of the annual review of Board Effectiveness with the DfI Permanent Secretary to ensure a partnership approach to any improvements is identified. This will inform the annual programme of Board training/development and discussions in respect of Board composition and succession. 16.3 In line with any parameters set out in founding (or other) legislation, the Chair in conjunction with DfI, and Ministers where appropriate, will consider the size and composition of NITHC’s Board, proportionate to the size and complexity of NITHC and keep this under review. 16.4 In addition to the annual review of Board Effectiveness NITHC will undertake an externally facilitated review of Board effectiveness at least once every three years covering the performance of the Board, its Committees and individual Board members. The Chair and the Senior Independent Director will identify a suitably skilled facilitator for the external review (this can be a peer review and should be proportionate) and will share the findings/outcome report with DfI on completion of the review.

Board Effectiveness. 14.1 The VPB President will ensure that the VPB undertakes an annual review of the VPB Effectiveness which encompasses Committees established by the Board. 14.2 The President will discuss the outcome of the annual review of Victims’ Payments Board Effectiveness with the TEO lead official to ensure a partnership approach to any improvements identified. This will inform the annual programme of VPB training/development and discussions in respect of the VPB composition and succession. 14.3 In line with any parameters set out in founding (or other) legislation, the President in conjunction with the Secretary will consider the size and composition of the VPB, proportionate to the size and complexity of VPB and keep this under review and will ensure ▇▇▇ is consulted on any changes. 14.4 In addition to the annual review of Victims’ Payments Board Effectiveness the VPB will undertake an externally facilitated review of Victims’ Payments Board effectiveness at least once every three years covering the performance of the VPB and individual VPB members. Any such review will not consider decision making by Board members regarding applications to the Scheme. The President may delegate to the Secretary the responsibility to liaise with ▇▇▇ to identify a suitably skilled facilitator for the external review (this can be a peer review and should be proportionate) and will share the findings/outcomes report with TEO on completion of the review.