皇冠体育app

ALB chair appraisal principles

皇冠体育app overarching principles that should underpin the appraisal process for an ALB chair are that appraisal:

• Should focus on the strategic contribution of the chair to the ALB and be evidence-based. 皇冠体育app level of involvement and rigour should be proportionate to the role, their experience and tenure in post;
• Should focus both on outcomes and behaviours; and
• Should recommend areas for development to support a culture of continuous improvement.

Detailed principles on the process are as follows.

Preparation, including 鈥榳ho鈥� is responsible for delivery

皇冠体育app senior sponsor^{[footnote 1]} (a Senior Civil Servant) must set expectations and objectives for the chair, which may have been set via:

• i) a chair鈥檚 letter from the sponsoring department
• ii) through agreed strategy or legislation
• iii) an agreement with the senior sponsor.

皇冠体育app senior sponsor or, if the ALB has one, the Senior Independent Director (SID) should undertake the preparation for the annual appraisal of the chair. 皇冠体育appy should gather feedback from:

• 皇冠体育app wider board, in particular the CEO on subjects including:
  • leadership
  • governance
  • board dynamics
  • strategy
  • stakeholder engagement
  • financial management
• 皇冠体育app sponsoring team or secretariat;
• 皇冠体育app board effectiveness review;
• Ministers;
• Other relevant government stakeholders.

皇冠体育app chair should self assess against their objectives. 皇冠体育appy should seek feedback from stakeholders.

For government owned companies the shareholder retains responsibility for the overall evaluation of the chair. In this instance, the SID should lead the appraisal of the chair鈥檚 performance.

Frequency

皇冠体育app senior sponsor must ensure chair appraisals take place annually.

Content

皇冠体育app appraisal meeting should include:

• 皇冠体育app chair (should undertake self-assessment)
• 皇冠体育app senior sponsor or SID

皇冠体育app senior sponsor or SID should provide feedback collated before the meeting. This may include:

• How the chair has met expectations and objectives set via i) a chair鈥檚 letter from the sponsoring department ii) through agreed strategy or legislation iii) an agreement with the senior sponsor;
• 皇冠体育app board鈥檚 performance overall and that of individual members;
• Reflections on the performance of the Chief Executive;
• How the chair has led the board and the culture the chair has engendered;
• How the chair has appropriately considered whether the ALB鈥檚 policies and actions support Ministers鈥� strategic aims;
• How the chair has harnessed the benefits of a diverse board;
• How the chair has supported the CEO/AO to meet their requirements set out in Managing Public Money and whether the chair has had regard to the Code of Conduct for Board Members of Public Bodies;
• 皇冠体育app quality of the relationships with the sponsoring Minister and the senior sponsor, the Chief Executive, Parliament, members of the board and other relevant stakeholders;
• 皇冠体育app board鈥檚 approach to succession planning to ensure that the board can meet its diversity and skills needs; and
• Confirm any next steps agreed, including any development needs and undertake a forward look.

This guidance recognises that the appraisal process, including information gathering and the appraisal meeting, for the chair may vary between organisations and may be led by the board or the sponsor department. It is important whatever the process that it is clear and that the board and the sponsor contribute to the process.

Post-appraisal activities

皇冠体育app senior sponsor must:

• Keep a written record of the appraisal.
• Make the outcome of the evaluation available to the Responsible Minister, the PAO and the senior sponsor.
• Ensure, as is set out in the Governance Code for Public Appointments, 鈥淣o reappointment or extension being made without a satisfactory performance appraisal, evidence of which must be made available to the Commissioner on request鈥�. This will form a key part of wider consideration by Ministers on potential reappointment.