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Set targets for your Committee of Management
Firstly, decide the level of capability that is desired from your CoM, using the 1-7 rating scale outlined below, recognising that different organisations will have different requirements depending
on size, scope of work and the availability of people.
Then, enter your CoM's target level of capability across each of the five areas in the green boxes below.
After you have done this click on the worksheet '1. Response' at the bottom of the page to complete the CoM self assessment survey.
Area of capability Target Description of target Current Description of current rating
rating rating
Plan Sets strategic direction and educational focus
Direct Set the tone, manages accountabilities and drives improvement.
Oversee Monitor and oversee the operations of the Learn Local organisation
Engages with broad range of stakeholders for the benefit of the
Engage
Learn Local organisation
Support Provides assistance and guidance to management
Rating Scale of Capability Enter your target level of capability When the CoM self assessment is complete the average score and
1 Capability does not exist for each area. description for each capability area will show.
2 Capability exists in very limited form
3 Capability exists in a limited form
4 Capability is adequate
5 Capability is more than adequate
6 Capability is a strength
7 Capability is an outstanding strength
Committee of Management self assessment
As a group, rate your CoM against each of the following questions. Enter your score (from 1 to 7) in the pale green boxes in
the column entitled 'Score'. Once you have completed all the questions, click on the worksheet '2. Results' for your results.
Completed Date
a b c d score
d Plan Rating Score
Understands the training market
How would you rate your level of knowledge of the training market, community and local business activities and
1 = very low, 7 = very high
government policy directions?
How often do you share insights and learnings about local employer needs and/or wider labour market trends? 1 = not at all, 7 = all the time
How confident are you that decisions are made using the knowledge of the local training sector? 1 = not at all confident, 7 = very confident
To what extent are community interests and training needs taken into account in CoM decision-making and CoM
1 = not at all, 7 = completely
planning?
Plans strategy
To what extent does the CoM take a medium to long-term holistic view in setting goals for the Learn Local providers? 1 = not at all, 7 = completely
To what extent does the CoM set a clear sense of purpose for the organisation which outlines the desired outcomes
1 = not at all, 7 = completely
from training provision for employers and learners?
To what extent does the CoM shape the strategic thinking of the CEO/Manager? 1 = not at all, 7 = completely
How confident are you the CoM understands the big picture context which must inform its strategic planning? 1 = not at all confident, 7 = highly confident
Sets goals
How confident are you the CoM uses the knowledge of government policies and local community and business
1 = not at all confident, 7 = highly confident
knowledge to inform and develop priorities for the training provider?
To what extent does the CoM set key milestones and goals for the organisation and its CEO/Manager with the aim of
1 = not at all, 7 = completely
improving the organisation’s performance to achieving learner outcomes?
To what extent does the CoM focus on setting appropriate performance measures at both the ‘strategic’ and ‘output’
1 = not at all, 7 = completely
level for the organisation?
Direct Rating
Sets the tone
To what extent does the CoM articulate its expectations of the organisation’s performance? 1 = not at all, 7 = completely
To what extent does the CoM provide guidance on the organisation’s values and hold the CEO/Manager accountable
1 = not at all, 7 = completely
for promoting and demonstrating those values?
How well does the CoM acknowledge and reinforce positive behaviours which are in line with the organisation’s way of
1 = not at all well, 7 = exceptionally well
working?
How well does the CoM actively address inappropriate behaviour among CoM colleagues or by the organisation’s
1 = not at all well, 7 = exceptionally well
CEO/manager?
To what extent does the CoM contribute to providing a clear sense of purpose for the organisation’s delivery of
1 = not at all, 7 = completely
education and training programs?
Sets and accepts responsibility
How confident are you that your CoM has a clear and realistic understanding of the CoM role and how this differs from
1 = not at all confident, 7 = highly confident
the role of the CEO/Manager?
To what extent does the CoM take collective ownership of its own responsibilities and tasks? 1 = not at all, 7 = completely
To what extent does the CoM take responsibility to establish CEO/Manager accountabilities and reviews his/her
1 = not at all, 7 = completely
performance against these accountabilities?
How confident are you that the CoM understands its own and the organisation’s accountabilities to funders and
1 = not at all, 7 = completely
regulators (e.g. on quality standards)?
How efficient and effective is the CoM’s decision-making process? 1 = not at all, 7= highly efficient and effective
Focuses on learner outcomes
To what extent does the CoM guide the CEO/Manager to focus on learner outcomes, including by requesting reports? 1 = not at all, 7 = very often
To what extent does the CoM understand the organisation’s value proposition? 1 = not at all, 7 = completely
To what extent does the CoM consider learner feedback on training delivered by the organisation? 1 = not at all, 7 = completely
How effectively does the CoM use learner feedback to assist the organisation to identify ways to improve training
1 = not at all, 7 = very effectively
delivery?
Monitors and assesses strategy execution
How effectively does the CoM monitor training delivery activities, including progress against training delivery plans? 1 = not at all, 7 = very effectively
How confident are you the CoM is aware of fees and charges policies? 1 = not at all confident, 7 = highly confident
How confident are you the CoM is aware of new activity schedules and associated reporting requirements? 1 = not at all confident, 7 = highly confident
To what extent does the CoM compare trend data for the organisation against wider training system data? 1 = not at all, 7 = completely
How effectively does the CoM monitor progress against the strategic plan? 1 = not at all, 7 = very effectively
Oversee Rating
Monitors financial performance and reporting
To what extent does the CoM understand its reporting requirements? 1 = not at all, 7 = completely
How often does the CoM seek financial reports, budget and performance information from CEO/Manager? 1 = not at all, 7 = all the time
To what extent does the CoM ensure financial control procedures and risk management strategies (i.e. hard policies)
1 = not at all, 7 = completely
are in place for the organisation?
How confident are you that the CoM has the right skills to read and interpret the organisation’s financial reports? 1 = not at all confident, 7 = highly confident
To what extent does the CoM get involved in overseeing the preparations with the budget for the organisation? 1 = not at all, 7 = completely
Fulfils legal obligations
How confident are you the CoM understands all the legal obligations the organisation must fulfill? 1 = not at all, 7 = completely
To what extent does the CoM check that all the major procurements and funding contracts meet the required
1 = not at all, 7 = completely
standards?
How often does the CoM ensure policies and procedures are in place and meet legal and regulatory obligations? 1 = not at all, 7 = all the time
Applies business acumen
How effectively does the CoM, especially the Chair, apply business acumen to manage the succession of the
1 = not at all, 7 = very effectively
CEO/Manager?
How confident are you the CoM makes commercially sound decisions? 1 = not at all, 7 = completely
To what extent does the CoM apply business acumen in overseeing budget management? 1 = not at all, 7 = completely
Innovates to improve
To what extent does the CoM promote innovation in the organisation and in the CoM? 1 = not at all, 7 = completely
How effectively does the CoM draw out and apply learnings from feedback? 1 = not at all, 7 = very effectively
How confident are you the CoM can identify, assess and act on specific opportunities to increase student participation? 1 = not at all, 7 = completely
How effectively does the CoM test and challenge proposals from the CEO/Manager? 1 = not at all, 7 = completely
Engage Rating
Commits to the community and purpose
How well does the CoM promote the organisation in the community? 1 = not at all well, 7 = execptionally well
To what extent does the CoM develop a clear sense of community goals by proactively seeking the community views? 1 = not at all, 7 = completely
How effectively does the CoM translate community training needs into opportunities? 1 = not at all, 7 = very effectively
Fosters collaboration and partnership
To what extent does the CoM understand and encourage a collaborative culture with stakeholders? 1 = not at all, 7 = completely
How effectively does the CoM seek input from the community? 1 = not at all, 7 = very effectively
How effectively does the CoM build external relationships? 1 = not at all, 7 = very effectively
To what extent does the CoM understand who to involve to deliver results? 1 = not at all, 7 = completely
Effectively communicates
How effectively does the CoM project as a ‘public face’ and advocate for the organisation? 1 = not at all, 7 = very effectively
To what extent does the CoM share information with stakeholders? 1 = not at all, 7 = completely
How persuasive are CoM members in public communications, including written communication? 1 = not at all, 7 = highly persuasive
How confident are you the CoM maintains effective information flows with the Learn Local organisation’s
1 = not at all, 7 = highly confident
management?
Support Rating
Advocates professional development
To what extent does the CoM aspire to ‘professionalism’ in its approach to doing its work? 1 = not at all, 7 = completely
To what extent does the CoM strive to strengthen its capability and maintain consistently high performance? 1 = not at all, 7 = completely
How confident are you that CoM members derive personal satisfaction from delivering outstanding results? 1 = not at all, 7 = highly confident
To what extent does the CoM consider and manage members’ individual development needs? 1 = not at all, 7 = completely
Provides active support
How effectively does the CoM support or ‘back’ the CEO/Manager in the performance of his/her duties whilst
1 = not at all, 7 = very effectively
remaining objective?
To what extent does the CoM provide technical assistance or specialist advice to the CEO/Manager? 1 = not at all, 7 = completely
To what extent does the CoM serve as a ‘brains trust’ to develop capability within the organisation? 1 = not at all, 7 = completely
Models behaviour
How confident are you the CoM as a group operates in a collegiate way, respecting and supporting all members? 1 = not at all, 7 = highly confident
To what extent does the CoM ensure the organisation operates in an ethically, environmentally and socially
1 = not at all, 7 = completely
responsible way?
To what extent do CoM members take responsibility to deliver high quality and timely contributions?
1 = not at all, 7 = completely
To what extent does the CoM approach its work with integrity and solidarity? 1 = not at all, 7 = completely
Committee of Management 8/7/2012
Self Assessment 6:28 PM
Committee of Management self assessment results
Legend:
Average of score = average for the category
Max of score = the highest score for the category
Overall assessment of Committee of Management capability
7.0
6.0
5.0
Average of score
4.0
Max of score
3.0
2.0
1.0
Direct Engage Oversee Plan Support
Assessment of capability: Direct
7.0
6.0
5.0
4.0
3.0 Average of score
Max of score
2.0
1.0
Focuses on learner Monitors and Sets and accepts Sets the tone
outcomes assesses strategy responsibility
execution
Direct
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Committee of Management 8/7/2012
Self Assessment 6:28 PM
Assessment of capability: Engage
7.0
6.0
5.0
4.0
3.0 Average of score
Max of score
2.0
1.0
Commits to the Fosters collaboration and To what extent does the
community and purpose partnership CoM understand who to
involve to deliver results?
Engage
Assessment of capability: Oversee
7.0
6.0
5.0
4.0
3.0 Average of score
Max of score
2.0
1.0
Applies business Fulfils legal Innovates to Monitors financial
acumen obligations improve performance and
reporting
Oversee
page 8 of 11
Committee of Management 8/7/2012
Self Assessment 6:28 PM
Assessment of Capability: Plan
7.0
6.0
5.0
4.0
Average of score
3.0
Max of score
2.0
1.0
Plans strategy Sets goals Understands the training
market
Plan
Assessment of Capability: Support
7.0
6.0
5.0
4.0
Average of score
3.0
Max of score
2.0
1.0
Advocates professional Models behaviour Provides active support
development
Support
page 9 of 11
Committee of Management 8/7/2012
Self Assessment 6:28 PM
Right click in a blank space on the graph and select
'Refresh Data' to see the results. Your average
score for each category and the highest score will
appear.
page 10 of 11
