Case Studies

A small selection of our recent successes 

FTSE plc – Board, Committees, Director and Chairman Review – 2011 / 2012

To evaluate the effectiveness of the Board, all Board Committees through online assessments and 1 : 1 interviews with all Directors and relevant stakeholders.  This was followed by a 360 degree director review and review of the Chairman.

Solution:  The Chairman and Company Secretary were interviewed to understand expectations, outcomes and context of the business and the Board.  A bespoke questionnaire was developed for each part of the project including a detailed governance review.  These were completed online by the directors and stakeholders.
Detailed assessment of the results and comments provided a key to areas to be addressed in the interviews.  Two interviewers met with each director and discussions focused primarily on the key gaps and shortcomings identified in the first stage.
A detailed written report and supporting RAG reports and graphs were presented to the Board with clear outcomes and recommendations for consideration.
This project was run by Genius Methods over a three month period to deliver a robust and transparent assessment of Board effectiveness

Outcome:  FTSE plc had experienced the most robust evaluation it had experienced to date that was cost effective, delivered on time and presented the Board with real value of which many recommendations were into implementation before the project was complete.

ABGAF Evaluations – Four NHS Trusts

Task:  BGAF – Board Governance Assessment Framework.  To evaluate the readiness of the Trust Board to progress in the new Health and Wellbeing landscape and world of care pathways and commercial behaviour and related financial independence.  In addition to review the Board’s development and ability to lead the Trust successfully into the new NHS & Monitor regulated space.

Solution:  This consortium run project in which Sharon Constancon of Genius Methods was one of the team of 4 in each project.
The project involved desk assessments, face to face interviews with all Board members, observing a Board meeting, running a Board to Board and a confirm and challenge session.
The objective was an evaluation of the Trust’s readiness on 15 criteria and encompassing a review of the leadership and individual board development requirements.  The exercise included numerous internal and external stakeholder forums and telephone interviews with other external stakeholders.

Outcome:  An independent review with clear recommendations and determination of gaps that the Trusts had in facing the new NHS business model.