- Title page
- Purpose of this guidance
- Who is this guidance for
- How to use this guidance
- Chapter 1: Relevant legislation
- Chapter 2: Functions and powers of the entity
- Chapter 3: Key relationships
- Chapter 4: Collective duties of the board and individual duties of board members
- Chapter 5: Role of the board chair
- Chapter 6: General responsibilities of members
- Chapter 7: Members' interests and conflicts: identification, disclosure and management
- Chapter 8: Disclosure of information
- Chapter 9: Gifts and hospitality
- Chapter 10: Board meeting procedures
- Chapter 11: Board committees
- Chapter 12: Delegations
- Chapter 13: Crown entities as employers
- Chapter 14: Subsidiaries
- Chapter 15: Planning and reporting
- Chapter 16: Board and member performance evaluation
- Chapter 17: Board appointments and reappointment
- Chapter 18: Remuneration and expenses for board members
- Chapter 19: Liability and protection from legal claims or proceedings
- Summary of minimum content for a governance manual by chapter
Chapter 16: Board and member performance evaluation
Evaluating the performance of the board and board members allows a board, led by the chair, to take stock and reflect on both these aspects of performance. The knowledge gained from the review is a means to continually improve the effectiveness of the leadership and governance of the entity.
The board should assess its own performance in relation to the board's key responsibilities, which include:
- managing the relationship with the Minister and meeting the Minister's expectations;
- strategic planning;
- discharging the board's legal and ethical obligations;
- monitoring entity performance;
- monitoring and reviewing the performance of the chief executive (where there is one); and
- managing relationships with stakeholders.
The benefits of evaluating individual board member performance include:
- providing feedback to individual board members, so their contribution to the board's work can be maximised;
- the ability to put in place mentoring, development or training for individual board members or the board as a whole;
- reinforcing the accountability of the chair for the effective performance of the board; and
- assisting the responsible Minister with succession planning, appointment and reappointment processes.
Evaluating performance should be undertaken each financial year. Having an agreed process and method will assist with the evaluation.
The process for undertaking evaluations is determined by each board. For example, evaluations may be managed internally, or the board may be assisted by an external facilitator.
The chair is expected to offer appropriate feedback to the board and to individual members, and to provide assurance to the monitoring department that a process for performance evaluation is in place and that it is undertaken.