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Drawing on forty years of assessing leaders and boards across every sector, we have developed a board review model that is rigorous, independent and built around what your board actually needs.
We start with detailed conversations with every board member, observation of board meetings and careful analysis of board materials. That gives us a clear picture of how the board is working, such as the dynamics, the gaps, and the questions that have not yet been asked out loud. From there we provide clear, practical recommendations grounded in your organisation’s culture and strategic needs, on composition, ways of working, and the balance of skills and experience around the table. We also ensure the process meets relevant governance codes, but the measure we really care about is whether the board works better as a result.
Frequently asked questions:
What boards often want to know
Why should a board undertake an external effectiveness review?
An external review provides something an internal evaluation cannot: an objective perspective from someone with no stake in the existing dynamics. It identifies blind spots, assesses the balance of skills and experience, and gives the board a clear picture of how it is actually functioning.
How often should a board effectiveness review be conducted?
While this depends on sector and Code, best practice is that it is recommended to commission an externally facilitated board evaluation at least every three years. Many organisations choose to go sooner, particularly during periods of significant change such as a leadership transition, a merger, or a shift in strategic direction.
What is the typical process for a Saxton Bampfylde board review?
Our process is tailored to each organisation but typically follows four stages: a review of board papers, terms of reference and previous evaluations; observation of a board or committee meeting; confidential interviews with the Chair, Non-Executive Directors and executive leadership; and a final report with clear, evidence-based recommendations delivered to the Chair and the board.
How do you ensure the confidentiality of the review process?
All interviews are conducted on a non-attributable basis, so board members can speak freely. Our findings are presented as themes and patterns rather than individual views, which means the report is a constructive tool rather than a catalogue of personal opinions.
Do your reviews cover specific governance codes?
Yes. Our methodology adapts to the relevant framework, the UK Corporate Governance Code, the Charity Governance Code, and sector-specific requirements for Higher Education, Housing Associations and others. We assess against those standards, but our aim is always improvement in practice, not just compliance on paper.
A rigorous board review can be one of the most valuable things a board does.
Talk to us about what that looks like in practice.