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4.2.2 Appointing and evaluating the Chair
12.
When possible the term of office of the Chair should begin at least six months after the board has been elected to allow chairing skills to be identified. This should be achieved by careful management of Chair transitions and by giving the Chair a term of office that expires at least six months after elections take place.
13.
There should be a small budget for the Chair to use to access support from a mentor or coach, particularly during the implementation of the recommendations of this report.
14.
One member of the board, possibly the chair of the Audit and Risk Committee, should be responsible for managing the review of the Chair's performance, at least once every two years.
4.2.3 Overseeing organisation performance
15.
The board should agree with the Chief Executive achievable strategic objectives for the organisation. He/she should produce a quarterly high level report on progress, preferably on one or two pages with 'traffic lights' or a similar device indicating progress, together with a succinct commentary.
4.2.4 Performance of governance
16.
The performance of governance should be reviewed at least once every two years by the Governance Committee, using one of the widely accepted methodologies from the voluntary sector such as PQASSO or reviews based on Good Governance – a code for the voluntary and community sector.
17.
While the organisation is developing quickly and as an outcome of this review, an external governance audit should be commissioned to take place nine months and 18 months after delivery of this review.
Compass Partnership
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