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PERFORMANCE REVIEW FOR BOARD MEMBERS Scottish Association of Local Sports Councils Updated by Board of Directors on: 19/11/2013


Performance Review For Board Members Updated by Board at meeting on 19/11/2013

CONTENTS Section 1:

Introduction Purpose Benefits Support and Development Review Context

Section 2:

How it Works Step 1 – Preparation Work Step 2 – Pre Review Form Step 3 – The Review Meeting Step 4 – Post Meeting Process Reporting Outputs and Monitoring Appeal and Escalation Process

Appendices: Appendix A Appendix B

Review Meeting Roles and Responsibilities Board Performance Review Questions

SALSC is supported by

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Performance Review For Board Members

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SECTION 1: INTRODUCTION 1.1 SALSC is committed to upholding the highest standards of governance and to demonstrate compliance to recommendations from audit or other professional advisors, including best practice advice. There is recognition of the important of ensuring that board members have access to appropriate support, information and training to enable them to carry out their role effectively. 1.2 The expectations of board members are set out in the role description and the code of conduct sets out acceptable behaviour which define the expectations of what is required from the board to lead SALSC effectively and ensure good governance. It is recognised that board members give of their own time and talents in this voluntary role in what can be a demanding role in order to ensure robust governance. Purpose 1.3

The purpose of conducting regular appraisals of board members is to: (a) Collectively assess the skills, knowledge and diversity that the board should demonstrate in order to discharge governance responsibilities; (b) Individually assess the skills knowledge and diversity of individual members to identify any omissions; (c) Review the board’s effectiveness in leading governing SALSC; (d) Review the contribution of individual Board members to the effectiveness of SALSC’s governance; (e) Identify support and development needs for the Board as a whole and for individual board members; (f) Support the implementation of training and development for the board; (g) Review and make suggestions for the improvement of governance arrangements generally; (h) To identify succession planning requirements.

Benefits 1.4

The overall benefits of this process to the organisation are: (a) To meet with compliance requirements of funders and other bodies; (b) To identify training and development needs and form the basis of a training plan; (c) The opportunity to identify potential for development of the board collectively and for individual members; SALSC is supported by


Performance Review For Board Members

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(d) The opportunity to succession plan for key board positions; (e) To provide a time for reflection in order to identify areas for improvement and build on strengths; (f) A mechanism of recognising individual contributions, addressing any areas of concern and for the basis for development or improvement; (g) A review of previous appraisals to evaluate progress. Support and Development 1.5 Board members have access to a range of support opportunities to help them fulfil their role within SALSC. These include: (a) Attendance at Expert Resource Events organised by sportscotland; (b) Other. Review Context 1.6 The review is to be carried out within a context of following current strategy and operational plan, in the light of the current external environment and funding landscape. It is considered that understanding the needs of members, providing members with good value for money, a credible service and influence with key stakeholders, will be seen as important. In particular it is considered important to identify challenges to member organisations and have strategies to meet those challenges. 1.7

Therefore the review is considered a key activity in meeting the following aspirations: (a) Desire for continuous improvement; (b) Ensuring robust governance by the board collectively; (c) Providing a positive development experience for board members; (d) Delivering the SALSC operational plan; (e) Building and evolving SALSC as a professional organisation; (f) Securing sportscotland funding.

1.8 The review process should be conducted within the spirit of “living our values�. SALSC has an evolving culture based on a value set of integrity, objectivity, accountability, openness, honesty and flexibility. The review process will positively influence SALSC’s culture by promoting communication, continuous learning and development and a shared vision. SALSC is supported by


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SECTION 2: HOW IT WORKS 2.1 The review process begins with an understanding of the organisation’s corporate objectives. These objectives are cascaded down from the 2011-15 Business Plan to the annual Operational Plan, through the organisation to individual board member’s goals. The objectives should provide a framework for reviewing the effectiveness of the board collectively and individual board members. 2.2 SALSC has designed this review process to establish a clear link between individual and corporate objectives. By making individuals aware of the contribution they need to make for the overall effectiveness of the organisation, this system should encourage improved overall performance and motivation to achieve objectives. Step 1 – Preparation Work 2.3 Each director should be clear on the role of the board collectively and their own individual on the board. Definitions of these can be found in the following SALSC documents: (a) Articles of Association; (b) Governance Policy; (c) Role descriptor of Board member; (d) Code of Conduct of Board members. Step 2 – Pre Review Form 2.4 Board members will be asked to complete a pre review form evaluating their own skills and those of the board collectively and other board members individually against the following themes identified by the SALSC Board as key areas: (a) Commitment – level of commitment demonstrated by board member at meetings and in other supporting events; (b) Communication – ability to communicate effectively in meetings; formally on behalf of SALSC; informally on behalf of SALSC within board members and on behalf of board; (c) Contribution – effectiveness of personal contribution to board, working groups and organisation as a whole. 2.5 The pre review form will be organised and collated by the COO. Feedback on other board members will not be shared directly but collated with scores provided by other board members to form an average score. This will allow a discussion to take place at review meetings considering selfassessed scores measured against the average scores from other colleagues on the board and the average rating of the board in its overall effectiveness in each specific area.

SALSC is supported by


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Step 3 – The Review Meeting 2.6 A review meeting will take place during which the Chair and Vice Chair will meet with each director to discuss that person’s performance for the current year, plan for the year ahead and discuss areas where the board can better work together. Appendix A explains the roles and responsibilities and Appendix B sets out the structure for the review. It is intended that the conversation would last for no more than 1 hour and that both parties would prepare for that discussion. 2.7 The Chair and Vice Chair of SALSC will take responsibility for calling, chairing and providing notes for the meeting. The Audit Director and Member Services Director will be responsible for the review of the Chair and Vice Chair. 2.8 The first review process is to be piloted by the end of November 2013. Thereafter, from 2015, board member reviews will take place between February and April every two years to coincide with the setting of SALSC’s targets for the year ahead. 2.9 The meeting will take place in a confidential meeting space in a central location to be agreed by all. Step 4 – Post Meeting Process 2.10 Notes of the review meeting will be taken by the Chair/Vice Chair and will only be sent to that board member for approval and signature. Once both parties have agreed and signed a final version of the review, a copy will be kept by the COO (for SALSC’s records) and the individual in question. When the individual board member ceases to be a member of the board, for whatever reason, all copies of that person’s review shall be destroyed. Reporting Outputs and Monitoring 2.11 Following the completion of all interviews, a report will be made to the Audit Working Group making suggestions and recommendations for improving the review process. 2.12 A report to the board of the overall themes and points is to be produced by the Chair / Vice Chair for submission to the board for consideration and approval of action points which would be included in the operational plan. Appeal and Escalation Process 2.13 In the event of a dispute or differing of opinions the appeal process can be escalated as set out in the Disciplinary, Grievance and Appeals Policy.

SALSC is supported by


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APPENDIX A: REVIEW MEETING ROLES AND RESPONSIBILITIES 1.1 The reviewers will be the Chair and Vice Chair of SALSC. The Chair will undertake the role of the reviewer. The reviewer may seek input or involve others responsible for allocating pieces of work, projects or specific objective during the review period. Reviews will be carried with each board member separately. 1.2

The chair (reviewer) is responsible for: (a) Providing on-going review and constructive feedback; (b) Creating the appropriate environment for formal reviews to take place; (c) Taking sufficient time to prepare, plan and gather evidence; (d) Identifying training, development and support needs for the board member; (e) Maintaining a realistic, open and objective approach; (f) Ensuring fairness and equality; (g) Ensuring that needs, support and action identified are met; (h) Carrying out the review on a timely basis and working within timescales provided.

1.3

The board member is responsible for: (a) Self-development; (b) Self-assessment; (c) Their own performance; (d) Maintaining a realistic, objective and open approach; (e) Identifying support requirements from line manager and other staff as appropriate; (f) Identifying development and training needs.

SALSC is supported by


APPENDIX B: BOARD PERFORMANCE REVIEW QUESTIONS

BOARD PERFORMANCE REVIEW QUESTIONS Scottish Association of Local Sports Councils Reviewer 1: Board Member:

Reviewer 2:

Board Member Role:

Date of Review:


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Reflection on Last Year Highlights; Challenges: Opportunities: Personal or Collectively as a board

Personal Contribution Your strengths; your skills and expertise; any areas of development; support required

What we could do better? How to move the board forward? Identify your top three specific suggestions for improving the board

My future within SALSC moving forward Re-election; priorities for coming year; areas of influence; training and development needs

SALSC is supported by


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Pre Review Form Questions Please rate the commitment level relating to board duties Please rate the commitment level relating to working group duties Please rate the commitment level relating to additional duties Please rate the level of constructive input/quality of contribution provided during meetings to support the work of SALSC Please rate the level of constructive input/quality of contribution provided outside of meetings to support the work of SALSC Please rate the level of ability to communicate verbally Please rate the level of ability regarding written communication Please rate the ability to listen and consider the opinions of others when communicating as part of a group either real

Self-Assessment Score

Peer Assessment Average Score Board Score

Training and development that is required & desired: High - within next 3 months; Medium - within next 6 months; Low - within next 12 months Development Activity Priority Provider/Method of Delivery Achieved? What next?

Please outline any other developmental activity or additional comments

Signed by Board Member:…………………………………………………………………………………………………….……………

Date: ……………………….……………………….

Signed by Reviewer 1:………………………………………………………Reviewer 2:………………………………….…………… Date: ……………………….………………………. SALSC is supported by


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