Page:Wikimedia UK gov review rpt v5.djvu/14

{| class="wikitable" !|Appointing and evaluating the Chair || !|Overseeing organisation performance || !|Performance of governance ||
 * Using an agreed grid of skills and experiences to search for new board members|||
 * With an agreed grid of skills and experiences needed in future years|||
 * Deploying a range of methods to attract candidates|||
 * Providing substantial information to inform the electorate |||
 * Giving board members a wide range of experiences during their induction|||
 * Leading to a board that has all the skills and experience to provide excellent governance|||
 * Providing substantial information to inform the electorate |||
 * Giving board members a wide range of experiences during their induction|||
 * Leading to a board that has all the skills and experience to provide excellent governance|||
 * Giving board members a wide range of experiences during their induction|||
 * Leading to a board that has all the skills and experience to provide excellent governance|||
 * Leading to a board that has all the skills and experience to provide excellent governance|||
 * A board that uses a range of methods to recruit candidates for the role of Chair, and appropriate methods to select the Chair|||
 * Who ideally was a member of the board before becoming its Chair|||
 * Whose performance is evaluated with input from board members|||
 * Who ideally was a member of the board before becoming its Chair|||
 * Whose performance is evaluated with input from board members|||
 * Whose performance is evaluated with input from board members|||
 * A board that uses ‘traffic lights’ or similar to track performance against plans|||
 * That reviews the organisation’s risk register at least once a year|||
 * Where the Chair reviews the Chief Executive’s performance once a year|||
 * Taking input from board members and the senior management team if appropriate|||
 * Where the Chair reviews the Chief Executive’s performance once a year|||
 * Taking input from board members and the senior management team if appropriate|||
 * Taking input from board members and the senior management team if appropriate|||
 * Taking input from board members and the senior management team if appropriate|||
 * A board that formally reviews its own performance every 1-2 years|||
 * That uses a range of methods to review its performance|||
 * And spends at least 2 hours per year striving to improve its own performance|||
 * That formally reviews individual board member performance at least every 2 years|||
 * And that systematically reviews the performance of board members before they stand for second or subsequent terms of office|||
 * And that publishes attendance at board meetings by individual|||
 * }Compass Partnership
 * That formally reviews individual board member performance at least every 2 years|||
 * And that systematically reviews the performance of board members before they stand for second or subsequent terms of office|||
 * And that publishes attendance at board meetings by individual|||
 * }Compass Partnership
 * And that publishes attendance at board meetings by individual|||
 * }Compass Partnership