Following our appointment as Secretary to the Trustees, it became clear that the sub-committee structure could be streamlined. The business of the sub-committees was largely being driven by the relevant advisers with full disclosure of adviser activity not being reported. This meant that Trustees were not focusing on the real business of the sub-committee and, in turn, were not able to fully evaluate advisor performance.
We worked with the sub-committee Chairs, to refresh and refocus not only their terms of reference but also their individual business plans, to ensure the governance of the Scheme was fully and accurately monitored and measured. We worked closely with scheme advisers to ensure all parties were clear on roles, responsibilities and deliverables, bringing the sub-committee agenda planning back to the Scheme Secretary; moving away from monthly meetings (which had not been productive), to ensure meetings were meaningful and real progress was made inter-meeting. Our role was to work alongside a new Chair of the sub-committees to provide valuable guidance, driving efficient and effective scheme governance.
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