chair and governance performance
chair and governance performancethe performance of the chairThe chair of the board has a high-profile role. Go to the section on the chair's responsibilities Download a sample profile of the chair's role (PDF) Boards may decide to assess their chair's performance separately. Assessment may be against the chair's role description, priorities or key result areas that have been previously agreed as relevant. This approach may also apply to a vice chair or a committee chair. Reviewing the performance of chairs and vice chairs may take the form of a questionnaire that can be used to gain feedback on 'hard' and 'soft' impressions of their performance – to ensure that they are steering the board and committees effectively. This is a useful means of ensuring that the chair does not become out of touch with the members and steer a personal and subjective path. This process can be fed into the board's self-assessment and quality improvement plan process for governance. the performance of individual governorsThe contribution of individual governors to the board is reviewed through the search committee when they are considered for re-appointment – which may be every four years. Attendance of individual board members is reviewed annually. Although an annual report on attendance is no indicator of effective governor contribution, it may be sufficient to identify issues – alongside a regular review of board skills, committee membership, board structure, and effectiveness of individual board and committee meetings. However, it is good practice for the chair to have individual meetings or conversations with every member each year – to discuss their own performance self-assessment. In this way any areas of concern regarding his or her effectiveness, or any development that needs attention, may be identified. Issues can then be fed into the annual Self-Assessment Report (SAR) and Quality Improvement Plan (QIP) process. Go to the section on the role of the governing board
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