1. Vectis HA Governance Review 2016
Infante Consultants

2. Governance Review Process
Why conduct a review?
The Purpose
to take a step back from “business as usual”
to identify measures for improvement

3. Review Outcomes
The picture emerging is one of a well governed organisation
Clarity of roles
Trust in the information/ reports presented
Recognition of the challenges
Limitation imposed by scale
“Small pond”
To keep the big picture focus

4. The Board’s Effectiveness in its Key Governance Role
Question
Your Comments/ Suggestions for Improvement A1
Does the Board take a lead on setting the Association’s values and strategic objectives?
Generally yes – some difference of view about influence of Board vs Executive – but confidence that the Board determines the culture A2
Do the key planning documents (strategy, budgets, operating plan and others) enable the Board to effectively guide the Association?
Generally satisfied
Recognition of the governance cycle of approve/review/amend
Documents good but could be better integrated A3
Does the Board fully and properly consider proposals before making decisions?
Generally yes
Sometimes pressure of time curtails discussion
Reference to contentious issues and heated debate
Sometimes opinion plays stronger than evidence (in reports) A4
Does the Board compare the Association’s performance with that of its peers?
General reference to SHAPE data but some members seem unfamiliar with it A5
Does the Board regularly review its development projects any high risk initiatives?
Unanimously agreement that there’s close scrutiny and a cautious approach so far – may be changing
The process of discussion/ review could be more structured

5. The Board’s Effectiveness in its Key Governance Role
Question
Your Comments/ Suggestions for Improvement A6
Is the Board happy with the Association’s arrangements for risk management and internal control?
Generally yes – reference to internal audit role?
Suggest need better integration HM /Maintenance
Basics in place but couldn’t name top 5 A7
Is the Board satisfied with the way it gains information and feedback from the Association’s customers?
Generally yes – it has improved
Lots of reference to walk-abouts, TBMs,
Need to ensure that responses are evidence based
Use of social media A8
Are clear performance targets set for the Association’s core activities?
Generally yes – but “keep in view”
Need to make sure that PIs are driving VHA’s social objectives
Themed meetings liked by some, others feel it prevents a real overview of performance A9
Are reports which the Board receives produced in the right level of detail and right frequency?
Generally very satisfied with reports although a regret at the demise of CE report
A10
Is the Board satisfied with the action taken when performance is below target?
Generally – although there is a sense that if reasonable explanations are given and accepted then there is potential for the issue to drift

6. How Well Does the Board Work Together?
Question
Your Comments/ Suggestions for Improvement B1
Is the Board and committee structure right for the Association’s business?
Agreement that it is right – Now
Need to strengthen Tenant Forum B2
Are the roles of the Board, Committees and any working groups clear?
Very clear and satisfied B3
How well does the Board work together as a team?
General satisfaction - Cordial / cooperative
A sense that new members are less embedded
Recognition of personal strengths and weaknesses B4
Does the Board have enough time to consider strategic and planning issues?
Generally yes – but sometimes feels hurried
Time is not the issue – it’s about effective engagement
Consider – yes ....discuss/debate not always B5
Are the dividing lines between the Board’s governance function and the executive team’s operational role clear and adhered to?
All very clear – although some comment that it all feels operational
Acknowledgement that new CE will have a new approach B6
Are there any practical changes in board administration that could help fulfil the Board role?
Generally satisfied
Suggestions regarding diversity / fresh blood
Request that time constraints not be allowed to rush decisions

7. Right Skills and Experience?
Question
Your Comments/ Suggestions for Improvement C1
Do the skills and experience around the board table match those needed to effectively oversee the Association’s business?
Better now but no room for complacency
Gender imbalance, middle-aged, middle-class
Not sure of what skills ARE around table
Could benefit from surveying skills
Might help to have more members who are still working C2
How does the Board connect and engage with the communities which the Association serves?
Very varied responses
References to AGMs, Away days, walk-abouts, property inspections
Could be improved.....”it doesn’t” C3
Is the Board satisfied with the way new board and committee members are attracted and selected?
General recognition of difficulty of recruitment – “not glamorous”
Video-conferencing might make it less of a demand
Could consider using a head-hunter C4
Does the Association provide an adequate induction programme to new board members?
A wide range of answers
From yes it’s now much better to No, quite basic
Suggestions of access to external training, NHF, jargon busters, Members Pack

8. Right Skills and Experience?
Question
Your Comments/ Suggestions for Improvement C5
How well does the Association keep members up-to-date with changes in the operating environment?
Universally strong response – in meetings, between meetings, use of website, newsletters C6
Is the Board’s attendance record good?
Yes – also keep in touch between meetings C7
Do members come to meetings well prepared?
Generally yes – papers 2 weeks before meetings C8
Do members contribute fully to the discussion?
Generally yes
Note that repetition of points can blur the focus

9. Further Comments Observations Suggestions Vectis has a proud history!
There have been lots of changes – mostly for better
It sounds rosy but compared to many, VHA governance is strong
The key is governing and stewardship, not day-to-day management
There is a new relationship to develop between Board and CE
Must continue to manage risks carefully
Aim for faster turnover of members
Beware complacency
Need better co-ordination between Board and Tenant Forum – time and duplication could be saved
Board should occasionally have closed session
The Board should do more than provide “assurance” – we should energise the organisation with passion for purpose, a can-do attitude and an appetite for innovation