OPDC Board Effectiveness Review

During April to July 2022, an internal Board Effectiveness Review was completed to identify any areas where the Board’s governance, operations and impact could be enhanced. The review covered interviews with Board Members and our Executive. It was also supplemented by an advisory review on Board governance by our internal auditors.

Good governance now requires that we conduct a full external review which will focus on the way that the Board and its Committees currently conduct their business and look at how the Board should evolve to ensure the right mechanisms, structure, skills, experience and processes are in place for our developing role as lead delivery agency for the major Old Oak regeneration project.

The review will provide an independent perspective on the functioning of the Board, the Audit and Risk Committee and the Development, Investment, Sustainability Committee.

The review, which will be carried out by an external provider, should examine both the formal, visible structures through which the Board operates, as well as the more informal and less tangible aspects, including the nature and tone of working relationships among the Board and between the Committees, Stakeholders and the Executive team.

An external provider will be appointed through an independent and competitive procurement process being led by the Executive Director of Corporate Operations and Chief Finance Officer.

The tender process will commence in late June and in accordance with OPDC’s Contracts and Funding Code and Procurement Guidance.

We will seek to appoint an external advisor, through requesting three proposals and quotes to establish best value for money.

The fieldwork will take place between July and September 2024, with the proposed areas of focus building upon the issues considered by the internal 2022 review. These include:

The role of the Board, and in particular:

• The overarching culture and tone set by the Board

How the Board communicates with, listens and responds to, its organisation and other stakeholders

• How the Board communicates together and builds relationships

Board engagement with the Executive team, Stakeholders and the local community

Board Composition:

• The current mix of skills, knowledge and experience, in the context of developing and delivering the strategy, challenges and opportunities
• Diversity of the Board
• Size of the Board
• Succession planning
• Effectiveness of the induction arrangements

Board culture and relationships:

• The way reports are presented at meetings, quality of reporting, time for discussion

The way Board members challenge, review and comment on agenda items

• Committee reports to the Board
• Structure of Committees
• Role of the Chair
• The Board’s relationship with the Chief Executive
• The Board’s relationship with the Chair
• The Board’s relationship with fellow Members.

Board Effectiveness:

• Decision-making process
• Dynamics, challenge and debate
• Meeting attendance
• Governance structure

Level of secretarial resources

The role and effectiveness of the following Committees:

• The Audit and Risk Committee
• The Development, Investment and Sustainability Committee

There will be a detailed report, outlining key areas of focus and recommendations. An action plan will advise on how to achieve the recommendations, stages of follow up and monitoring, which will be presented to the Board and Senior Management Team.

The external review will comprise the following:

• A desktop review of a range of key documents related to the work of the Board and its Committees

A Board Effectiveness survey with Board Members, Executive Team and Secretariat and potentially other key stakeholders

One-on-one interviews with all Board Members, Executive Team and Board Secretariat

• A detailed review of the skills, competencies and expertise of individual Board Members
• An assessment of our process for succession planning for the Board
• Review and observation of recorded and in person meetings

The Senior Responsible Officer will be the Chair of the Audit and Risk Committee, who will be supported by the Executive Director of Corporate Operations and Chief Finance Officer and the Head of Performance and Governance.

The Senior Responsible Officers will liaise closely with the Performance and Governance team providing overarching project and budget assurance. They will work with the appointed external advisors with day-to-day support and quality control on documents, ensuring deadlines are met.

Risks and Issues

Under Section 149 of the Equality Act 2010, as a public authority, OPDC must have ‘due regard’ to the need to eliminate unlawful discrimination, harassment and victimisation as well as to the need to advance equality of opportunity and foster good relations between people who share a protected characteristic and those who do not.

The timescale for this work is ambitious, with the completed report target date to be presented to the SROs by October and then to Board in November. As part of the tendering and selection process, we will need ensure the external provider understands the timescales. The Performance and Governance Team will need to ensure timelines are provided to the Board, Executive Team and Secretariat in good time and that all evidence and supporting documents are provided efficiently to ensure a smooth process.

No one involved in the preparation or clearance of this form, or its substantive proposal, has any conflicts of interests.

Expenditure of £20,000 will be funded from the 2024/25 Corporate Operations budget. PA.0400.001.

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