Quality Services Questionnaire

Does the Board have access to consultancy services from people who have been actively engaged in community banking and understand the subtlety of
managing your company?

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Does your Board undertake a separate strategic planning process, extra to regular Board meetings, to work together to set new priorities?

Does your Board use an experienced facilitator for planning so that all directors can focus on the company’s direction and priorities?

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Does the Board have easy access to up to date, community focussed information and data about your community?

Can you access data at Local Government Area, postcode and suburb levels?

Do you have an effective strategy for ensuring that your community profile is managed and kept up to date as you require?

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Is your Board confident that it has the skills and knowledge to manage and direct recruitment, salary negotiations, grievances and workplace agreements?

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Is your Board confident that it has the skills, knowledge and experience in providing leadership to develop your company’s organisational culture?

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Has your Board undertaken a review of its own performance in the last two years? If so, were the results documented, distributed and discussed to benefit your organisational planning and implementation strategies? Are they comparable over time, both for your own company and against other companies?

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Is managing sponsorship and grants well structured and streamlined?

Does the Board have grant guidelines and protocols which reflect your community’s broader interests and aspirations?

Is your sponsorship and grant system maximising marketing, promotion and engagement opportunities with your funded community groups?

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Can you access an experienced facilitator who understands community banking to lead a community event or facilitation?

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Are you confident that the Board is skilled and experienced in determining the best approach for any community engagement or facilitation?

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Is your Board involved in a ‘partnership’ of some form with your local council or
other organisation?

If yes, has the Board spent adequate time assessing the expectations, risks and potential impacts of linking with another organisation?

Can directors talk about your partnerships with confidence and solid understanding of the nature of partnerships?

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