GOVERNING BODY ANNUAL REVIEW POLICY
This policy was approved by the Committee of Management on 22 July 2026 It should be reviewed again no later than 30th June 2029
The policy has been assessed through the organisational impact assessment process.
We can, if requested, produce this document in different formats such as larger print or audioformat We can also translate the document into various languages, as appropriate.
SCOTTISH STANDARD 1
HOUSING
The governing body leads and directs the RSL to achieve REGULATOR good outcomes for its tenants and other service users. STANDARDS
STANDARD 2
The RSL is open about and accountable for what it does. It understands and takes account of the needs and priorities of its tenants, service users and stakeholders. Its primary focus is the sustainable achievement of these priorities.
STANDARD 3
The RSL manages its resources to ensure its financial well-being, while maintaining rents at a level that tenants can afford to pay.
STANDARD 4
The Governing body bases its decisions on good quality information and advice and identifies and mitigates risks to the organisation’s purpose.
STANDARD 5
The RSL conducts its affairs with honesty and integrity.
STANDARD 6
The Governing body and senior officers have the skills and knowledge they need to be effective.
1.0 INTRODUCTION
West Granton Housing Co-operative Committee of Management comprises up to 15 volunteers from diverse backgrounds, with varied experience and expertise levels. Responsible for providing collective leadership in setting and achieving strategic objectives, the Committee of Management must also control the activities of WGHC and ensure that they remain within the law, its Rules, and relevant regulatory requirements.
The Committee of Management therefore requires mechanisms that will enable it to review its performance and ensure that its members acquire and continue to develop the necessary skills and knowledge that will support individual and collective effectiveness.
Committee members’ self-assessments of their contributions and learning and support needs will be at the centre of our approach. We will make individual reviews with Committee members a positive experience that strengthens confidence and capacity.
WGHC recognises the importance of the regular refreshing of Committee membership. We will balance the need for turnover alongside the need to retain skills, experience and commitment, all of which contribute to successful community-led governance.
2.0 POLICY AIMS AND OBJECTIVES
The objectives of this policy are as follows:
Implement measures to ensure the effective performance of the Committee of Management as a whole;
Implement measures for the effective performance of individual Committee of Management members, including the Chairperson;
Use the review process to make sure Committee members receive the support they need to carry out their role;
Assess Committee of Management members’ continuing levels of objectivity, effectiveness and ability to offer independent constructive challenge;
Promote membership of the Committee of Management and manage turnover in Committee membership.
3.0 COMMITTEE OF MANAGEMENT ANNUAL REVIEW PROGRAMME
Annual reviews are a way to thank Committee members for their contributions, make all feel valued, and celebrate achievements.
The annual review also provides assurance to our customers, funders and partners that the Committee of Management has the necessary skills and knowledge to effectively discharge its duties.
The annual review should:
highlight skills
identify personal training and development priorities
support and encourage personal development
discuss aspirations and future intentions
Reflect on both individual contributions and the overall effectiveness of our governance
support risk management
assist with succession planning
identify gaps in overall Committee skills and experience to be filled by training or recruitment.
WGHC may appoint a consultant to support the Committee of Management in the process. There will be an annual review cycle, consisting of three main stages as set out below.
3.1 Assessing the Committee of Management’s effectiveness
The Committee of Management and senior staff will annually self-assess compliance with Regulatory Standards and agree a development plan based on this, and a report of the annual review.
This will be carried out through a combination of self-assessment questionnaires (including member’s individual annual reviews), skills/knowledge and training needs audit, evidence validation and discussion.
Facilitated governance training days and workshops may also be used to focus on building on existing governance achievements.
An annual report will be presented to the Committee of Management identifying strengths, achievements, and any required improvements in relation to how the Committee operates.
3.2 Annual review conversations with each Committee of Management member
Each Committee member will take part in an annual review conversation with the Chairperson. Meetings will normally be scheduled for the months of May and/or June.
WGHC will ensure the Chairperson is suitably supported in carrying out this role. From year to year, the person supporting the Chairperson may be changed, for example:
The Vice Chairperson
A member of staff providing administrative and other support or
An external consultant.
Committee members will normally be asked to complete a self-assessment form to prepare for their review conversation. The review conversation will address the individual member’s views on their personal contribution and effectiveness, the full Committee’s effectiveness, and on the future priorities and plans for WGHC.
Review meetings will be informal, to encourage open discussion about the Committee member’s contribution and learning and development needs. A note will be made of each review meeting, to provide a record of the main points discussed and any follow-up actions.
Document Name:
Created:
Owner:
Location / Path:
Larke Adger / WGHC
David Mills / WGHC WGHC \ X:
3.3 The Chairperson’s Review
The Chairperson will be the subject of a separate review (appraisal). The following arrangements will support this action:
An Appraisal Sub-Committee (for the Chair only)
Three members, for example the Vice Chair plus 2 Members, will be involved in the Chairperson’s review. An independent facilitator/consultant or the Secretary will also attend to take notes and procedurally support the Sub-Committee; their role is not to appraise the Chair.
The meeting will include the standard review conversation that applies to all Committee members, and a discussion based on the Chairperson’s Role Description. In this regard, feedback will be invited from other Committee members on how the Chairperson has carried out their role.
3.4
Reviews for
Committee members with 9 or more years’ continuous service
WGHC values the commitment and contribution of voluntary Committee members and does not assume that length of service by itself reduces effectiveness. We will seek reasonable assurance during annual review meetings that committee members affected by the “9-year rule” and who wish to seek re- election continue to be committed and effective in their role.
The Management Committee as a whole is responsible for deciding whether a committee member affected by the 9-year rule may stand again for election. The Office Bearers may make a recommendation on such cases, which the Committee may accept or reject in reaching its decision.
The Committee will refer to the criteria discussed with the member at their annual review meeting. This will include the member’s continued willingness to learn and keep up to date with changes affecting WGHC, their commitment and impact as a committee member remains strong (preparation for meetings, attendance, contributions at meetings, working as part of a team) and their adherence to WGHC’s Code of Conduct for Committee members.
The Committee member who is the subject of the decision should withdraw from the meeting during the Management Committee’s discussion but may ask to address the meeting either before or after the Committee reaches its decision.
3.5 Committee Development Plan
A report will be prepared to include the following:
Action points from the Committee of Management’s review meetings, any selfassessment questionnaires, and/or discussions at training events and workshops throughout the year.
An overview of the issues raised during committee members’ review meetings, and any action points for improving the way committee business is done;
Training and development needs identified during annual review conversations;
Members’ intentions about remaining as a committee member and seeking an officebearer position in future;
Any succession planning or recruitment/promotion issues identified, and proposed action points.
The report will include a Development Plan for the Committee of Management for discussion and approval.
The training and development proposals in the Development Plan will take account of broader factors, as required. For example, the priorities set in WGHCs business plan; changes in our operating environment; and external risks affecting the organisation
The Development Plan will report on the training needs identified for the Committee of Management as a whole.
WGHC will make resources available to meet Committee members’ learning and development needs, including provision for committee training in the annual budget.
An outcome of the Committee Development Plan will be an annual training plan for Committee Members that will identify individual and collective training throughout the year. This will be progressed by the Senior Management Team.
4.0 COMMITTEE OF MANAGEMENT SUCCESSION PLANNING
WGHC’s Rules state the formal arrangements for renewal of committee membership. Onethird of committee members must stand down each year, and retiring members are eligible to seek re-election alongside other members seeking to join the Committee for the first time.
Rule 34.6 (see appendix 1) requires the Committee to be assured that members with nine years continuous service seeking re-election can demonstrate continued effectiveness before standing.
Whilst WGHC benefits from the contributions of experienced members, refreshing committee membership can bring new and different experience or perspectives.
Accordingly, WGHC will aim to achieve a balance between experienced and newer committee members. We will meet regulatory requirements by reviewing the continued effectiveness of longer-standing members whilst encouraging new members.
Our approach to committee renewal and succession planning will involve:
Reflecting on the committee’s membership profile as part of the annual review of the committee’s performance
Discussing future intentions with existing committee members as part of their annual review conversation with the Chairperson;
Deciding whether committee members with 9-plus years’ service should be eligible to stand for re-election, based on the test of continued effectiveness;
Encouraging WGHC tenants with an interest in our work to consider standing for election to the committee;
Considering the use of co-options as a way of broadening the overall range of experience and skills available, particularly in relation to specialist or technical areas.
Version: Version Date:
Owner:
5.0 APPEALS AND COMPLAINTS
WGHC is committed to valuing complaints and ensures that the organisation benefits from feedback to identify areas for change and improvement.
If anyone is dissatisfied with the service they have received because of this Policy, they will be encouraged to use our Complaints Procedure. Similarly, any individuals dissatisfied with decisions made in the operation of the Policy are entitled to appeal against these.
The WGHC Complaints Policy details the way in which complaints can be made, the timescales for responding and the appeals process.
Anyone dissatisfied with the outcome of their complaint having exhausted WGHC’s complaint procedure has the right to refer the matter to the Scottish Public Services Ombudsman.
6.0 EQUALITY, DIVERSITY AND INCLUSION
WGHC will ensure that in implementing this Policy it will not unfairly discriminate against any individual, household or group on the grounds of sex or marital status, on race grounds, or on the grounds of disability, age, sexual orientation, language or social origin, other personal attributes, including beliefs or opinions such as religious beliefs or political opinions. (See Section 8.0 for an Equalities Impact Assessment)
7.0 UK GDPR (GENERAL DATA PROTECTION REGULATION)
WGHC will treat all personal data in line with its obligations under the current UK General Data Protection Regulation and The Data Protection Act 2018.
Information regarding how data will be used and the basis for processing data is provided within the WGHC Privacy Notices (available on the WGHC website, or, upon request).
