Principle 9: The Scorecard
Embedded systems of internal review to foster improvement
The board must have an appropriate system of internal controls to enable it to monitor performance, track progress against strategy and address issues of concern.
| Standard | 2021 Avg | 2022 Avg | 2023 Avg | |
|---|---|---|---|---|
| 9.1 | The board should regularly evaluate its performance and performance of individual directors. The board should agree and implement a plan to take forward any actions resulting from the evaluations | 2.0 | 2.4 | 2.3 |
| 9.2 | The board will operate itself in an efficient manner and directors meet as appropriate to discharge their duties effectively | 3.3 | 3.4 | 3.38 |
| 9.3 | The board has documentation and processes to operate its meetings in an efficient and effective manner | 3.5 | 3.6 | 3.61 |
| 9.4 | The board maintains accurate records of meetings and board decisions | 3.1 | 3.3 | 3.2 |
| 9.5 | The board has documented financial delegations. This includes, but is not limited to: expenditure, funding, grants, other financial transactions as resolved by the board | 3.0 | 3.3 | 3.11 |
| 9.6 | The board has documented non-financial delegations. This includes, but is not limited to: staffing, public relations, strategic actions, business plans, board resolutions, grievances and complaints | 2.6 | 2.7 | 2.79 |
| 9.7 | The board has a documented CEO performance evaluation process | 2.7 | 3 | 2.74 |
| 9.8 | The board has a documented succession planning process for key personnel and the retention of corporate knowledge | 1.7 | 1.9 | 1.89 |