ELIM HOUSING ASSOCIATION
_____________________________________________________________________________
BOARD INDUCTION, DEVELOPMENT AND APPRAISAL PROCEDURE
_____________________________________________________________________________
INTRODUCTION
This procedure sits under the Board and Governance policy and sets out the approach adopted by
Elim Housing Association (the association) in the management of board member induction,
appraisal and learning and development. These aspects of the management of the relationship
between the association and board members form an important part of the association’s
governance arrangements.
It is essential that Elim Housing is lead by an effective board offering the widest possible range of
relevant skills and expertise and from a range of sectors. Board members, with support from senior
managers, have a responsibility to ensure that all board members are equipped with the
appropriate knowledge and skills and are performing to the required level to lead the association.
Collectively, the Board has a responsibility to govern the association and maintain a strategic
focus, whilst ensuring that the management team are running an effective organisation. They must
have the tools available to monitor collective performance and develop in response to internal and
external changes.
During board recruitment processes applicants will be given a copy of this procedure.
BOARD INDUCTION
Before becoming a full board member, individuals will usually be co-opted onto the Board (and
usually one or more committee). All co-opted board members will receive an induction file which is
tailored to focus on both the requirements of the role and the needs of the individual board
member. Appendix one shows the minimum contents for induction files.
The induction process for new board members will cover at least a six month period which may
include a period of co-opted and full membership. The induction will be managed by the CEO with
input from other key members of staff and the Board. New board members will be required to visit
at least one support service and to shadow a housing officer on a site visit. Appendix two shows
the outline induction plan, although this will be tailored to meet the needs of the board member.
During the first six months of service, new board members will be closely monitored to ensure that
they are able to contribute at the level required and bring value to the work of the association. As a
minimum, two progress reviews will take place during the first six months, the final of which will
include attendance from the chair or vice chair. Review meetings will include:
 Review of contribution made during board, committee and other meetings.
 Discussion about relationships with other board members and the executive team.
 Assessment of progress in the role.
 Review (including self review) of performance against board member competencies
(indentified in individual appraisal in appendix three).
 Identification of any learning, development and training needs.
 Identification of business networks and the value these can bring to the association.
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BOARD APPRAISAL
To ensure that the Board has the range of skills and experience required to carry out Elim’s
business effectively, the Board will carry out regular reviews of its performance through a number
of mechanism outlined below. The objectives of board appraisal are:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
to review the contribution of individual board members,
to review the effectiveness of board relationships and its role as a team,
to monitor changes within the Board and how it is responding to external influences,
to assess the effectiveness of board processes,
to contribute to board training and development plans,
to ensure a balance of skills, experience and disciplines is maintained.
A balance of skills, experience and understanding is required in the disciplines outlined below, and
each aspect of board appraisal takes these into account:














understanding of social housing
awareness of tenants’ needs and concerns
strategic management in a public or private body
general business skills including management of organisations, human resources and
contracts
risk management and internal controls
housing and property management
care and support
finance
legal matters
equality and diversity and community relations
property development and building
partnership working
management of information / IT
PR and fundraising
A number of methods are used to appraise board performance, namely;
(i)
(ii)
(iii)
(iv)
individual appraisal of all board members every year,
appraisal of collective board performance will be carried out every two years,
annual appraisal of the chair, and
annual skills audit and board declarations.
If the chair and the CEO are satisfied that a board member is not meeting the performance or
attendance level required for their role, they will be asked to improve their contribution. If their
performance continues to be below that expected they can be removed from office in accordance
with the rules.
Individual appraisal:
Individual appraisal is important to maximise the Board’s contribution, share ideas, improve
governance and develop the organisation. The association will undertake individual appraisals
every year.
This process will be led by the chair and CEO, with some involvement from the vice chair.
Appendix three shows the current form and process for board member appraisal, although this is
reviewed and updated before undertaking the process.
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Appraisal meetings concentrate on strengths, any areas for development and how the individual is
performing in fulfilling the role of board member. The appraisal process will improve selfawareness, encourage self-analysis, allow contribution to be reviewed, identify competencies and
objectives, address any personal issues and pick up any training and development needs.
Collective board appraisal:
The association undertakes an appraisal of collective board performance every two years. The
current questionnaire is in appendix four, although this is reviewed and updated before undertaking
the process.
The process is aimed to:
identify the Board’s ability to scan the operating environment, think strategically and adapt as
necessary,
(ii) review how well the Board performs its key roles and how successful it has been,
(iii) review the effectiveness of board relationships and its role as a team,
(iv) asses how the Board is viewed by key contacts, such as regulators, investors, local
authorities, tenant groups, staff etc,
(v) review the composition of the Board, the skills and contribution of its individual members,
(vi) review the organisation’s ability to recruit and retain the balance of board members it needs,
(vii) assess the effectiveness of board processes, including its accountability,
(viii) assess the level and quality of the information the Board receives,
(ix) review the training and development needs of individual board members as well as the Board
as whole,
(x) include the assessment of the chair and vice-chair,
(xi) result in a clear plan to support continuous improvement of the Board to meet the challenges
faced by the organisation; and
(xii) address whether the Board provides enough support, scrutiny and challenge to the senior
team.
(i)
Annual skills audit:
The Board will undertake an annual skills audit which will involve individual members completing a
register of skills and experience. This process will enable any learning and development needs to
be identified, and an assessment of skills, experience and disciplines to be carried out,
LEARNING AND DEVELOPMENT
Individual board members have a responsibility to ensure they update their skills and participate in
any development opportunities which may enhance their role. All board members are expected to
show a commitment to the role, which would include attending meetings (see below), visiting our
support services and general needs properties on a regular basis, reading papers in advance and
volunteering for working groups as required, all of which will positively impact their own
development and knowledge.
Board member learning and development can take place in a number of ways:
Induction learning and training for new board members:
This is a structured process which will include; meetings with the CEO, the chair and key staff, at
least one support service visit and shadowing of a housing officer. Please see appendix two for
more information.
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Subscription to sector publications and / or websites:
The association will arrange subscriptions (such as Inside Housing) where requested and will
provide support to board members to identify where and how to access useful subscriptions and
websites.
Board and other meetings:
Board and committee meetings provide an opportunity for improving members’ knowledge of
current issues and for debating relevant topics. Annual away days, staff presentations and the use
of external trainers and facilitators are also used to implement this form learning.
Board members are expected to attend 75% of board meeting and committee meetings when they
are a member of that group. Board members are encouraged to attend committees that they are
not members of from time to time, join working groups and meet with staff to aid their learning and
development and enhance knowledge of the association.
Specialist Internal and external training:
The association provides a number of training opportunities to board members throughout the
year. These include training after board and committee meetings and courses offered in
collaboration with the Bristol 5. Examples include; introduction to and developing your role as
board member, introduction to social housing, equality and diversity, housing association finance,
treasury management, benefits awareness.
Individual members of the Board may wish to access specialist training to address their particular
needs in particular areas. The association will make arrangements for such training as required.
Board members are expected to attend at least one training event per year.
Conferences:
National and regional conferences, such as the national board members conference, can be an
effective form of training and learning, and board members are encouraged to take up this
opportunity as it arises.
Networking and meetings:
There are a number of opportunities outlined above which provide opportunities for networking,
such as shared training. It can also be arranged for board members to attend and observe board
meetings of other housing associations, should this be of interest.
Sarah Parker
HR Manager
January 2012
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ELIM HOUSING ASSOCIATION
APPENDIX ONE
_____________________________________________________________________________
BOARD MEMBER INDUCTION FILE
_____________________________________________________________________________
Name:
1. Business plan
2. Elim strategies
3. Board of directors terms of reference
4. Committee terms of reference
5. Board and governance policy
6. Board induction, development and appraisal procedure
7. Board member declaration (to be completed and returned to the CEO)
8. Summary of delegated authority
9. Equality and diversity policy
10. Nation Housing Federation code of conduct and governance
11. Guidelines on using the board member side of website
12. Publicity documents produced in last 18 months
13. Two most recent resident newsletters and the annual report
14. Contact details for other board members
15. Expense forms and details of how to claim
Sign off to confirm documents received and read:
Board member signature:
Date:
CEO signature:
Date:
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ELIM HOUSING ASSOCIATION
APPENDIX TWO
_____________________________________________________________________________
BOARD MEMBER INDUCTION PLAN
_____________________________________________________________________________
Name:
Planned induction activity
Agreed
timescale for
completion
Board member comments
First meeting with the CEO.
Meeting with the director of operations
Meeting with the director of finance
Training arranged: introduction to and
developing your role as board member.
Training arranged (for those not working in
the sector): introduction to social housing
Visit a support service
Site visit / shadow a housing officer
Interim progress review with CEO
Identification of networks and contacts
Identification of learning and development
needs
Final review of progress
Sign off when completed:
Board member signature:
Date:
CEO signature:
Date:
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ELIM HOUSING ASSOCIATION
APPENDIX THREE
______________________________________________________________________________
INDIVIDUAL APPRAISAL
______________________________________________________________________________
Appraisee :
……………………………………………………
Date
……………………………………………………
:
Instructions:
This appraisal is in three parts:
Part one
:
a personal review of your contribution to the Board of Elim Housing,
Part two
:
your views on the future and how your contribution will change or develop,
Part three :
a discussion with chair and CEO following return of the form.
Part one
Contribution / Competency
A
Applying specialist knowledge
B
Self management, eg preparation for
meetings, attendance, governs (but does
not manage), seeks clarification prior to
meetings, enthusiasm and commitment
to the Board
C
Personal development, eg open to
learning, demonstrates learning, keeps
in touch, undertakes training,
understanding of the sector,
communicates with residents
D
Leading and motivating, eg
commitment to social housing and Elim’s
purpose, maintains standards, maintains
relationships with people, delegates
appropriately
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Comments on your strengths and weaknesses. Please
provide any relevant examples and identify any particular
gaps.
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Contribution / Competency
E
Directing strategy, eg see long term
implications, offers creative ideas,
contributes to setting objectives,
willingness to take calculated risks,
recommends direction and provides
vision
F
Representing, eg attends events,
makes contact with people and
organisations on Elim’s behalf,
demonstrates loyalty, maintains a good
image of Elim
G
Critical information, eg analyses data,
examines problems in the round, takes
an original perspective, keeps to
appropriate detail, considers social and
commercial aspects, suggests solutions
H
Team working, eg supports the Board’s
aims and goals, respects the role of
others, respects the feelings of others,
willingness to compromise, sticks to
decisions, remains objective, relationship
with EMT and staff
I
Group decisions, eg influences through
persuasion, doesn’t dominate, listens to
others, provides reasoned thought
through argument, reaches rational
conclusions, allows others to contribute,
contributes at the right time and in the
right way
Comments on your strengths and weaknesses. Please
provide any relevant examples and identify any particular
gaps.
Part two : personal qualities and looking to the future
1.
One personal contribution I make which adds to the Board’s effectiveness is:
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
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2.
An area in which I could develop/change/improve my contribution is:
………………………………………………………………………………………………………
………………………………………………………………………………………………………
………………………………………………………………………………………………………
3.
Taking into account the challenges faced by the Elim Housing Association and my current
contribution, I have a view on how long I might serve on the Board, and this is
………………………………………………………………………………………………………
………………………………………………………………………………………………………
4.
Over the next two years, I see myself:
(a)
adding the following to my contribution:
………………………………………………………………………………………….......
……………………………………………………………………………………………...
……………………………………………………………………………………………...
(b)
undertaking training and development in the following areas to serve the Board well:
……………………………………………………………………………………………...
……………………………………………………………………………………………...
……………………………………………………………………………………………...
Signed :
………………………………………………….
Date
………………………………………………….
:
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ELIM HOUSING ASSOCIATION
APPENDIX FOUR
______________________________________________________________________________
COLLECTIVE BOARD APPRAISAL
______________________________________________________________________________
This appraisal considers the Board’s collective performance. It explores key governance areas under eight
headings. Under each heading a number of behaviours are described.
Please will you score the Board’s collective performance for each of these behaviours on a scale of 1 to 5;
poor to excellent. Your name is optional.
All responses will be anonymised. However, it will help us monitor responses.
Name :
1. The board sets the strategy and values for Elim and ensures they are reviewed and achieved
Poor
1
2
3
4
5
Excellent
a. No sense of purpose and no plan
Clear and relevant vision with plans to deliver
b. Allows executive team to set
targets; ineffective monitoring of
performance
Agreeing monitors performance of executive
team
c. No attention to values in
organisation
Maintains ethos and values of Elim Housing
d. Accepts assurance by executive
on critical issues e.g. risk,
finance, asset management
Good appreciation of critical issues e.g. risk,
finance, asset management
Any additional comments:
2. The Board understands its operating environment
Poor
1
2
3
4
5
Excellent
a. Limited appreciation of Elim’s key
stakeholders
Understands the needs of Elim’s key
stakeholders
b. Poor understanding of regulatory
environment eg, TSA, SP
contracts
Good understanding of regulatory
environment e.g. TSA, SP contracts
c. Little knowledge of changing
commissioning environment
Good knowledge of changes in
commissioning and impact on Elim
d. Is unaware of and unprepared for
changes to risks and
opportunities
Aware and responsive to emerging financial,
legislative and policy risks and opportunities
e. Lags behind other organisations
in recognising and using best
practice ideas
Is alive to best practice and keen to enhance
performance through adopting new ideas
Any additional comments:
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3. The Board is getting and using the right information
Poor
1
2
3
4
5
Excellent
a. Agendas are muddled or
formulaic and distract from
focussing on key matters
Agendas ensure meetings focus on key
matters
b. Papers are frequently late or
tabled in meetings making it
difficult for board members to
prepare
Papers are received in good time to enable
board members to prepare for meetings
c. Papers are poorly written, lacking
clarity about decisions required
Papers are clear and well argued with clear
recommendations
d. Too much time is spent on
inappropriate detail
Time is spent on things that are relevant and
significant
e. Relies too heavily on staff
interpretation of performance
Able to assess and interpret data and
performance information
f. Struggles with making key
decisions and misses
opportunities
Track record of effective decision making
particularly on significant matters
Any additional comments:
(This question primarily refers to the Board. If there are any issues with committees, please note here)
4. The Board receives and acts on residents’ views
Poor
1
2
3
4
5
Excellent
a. Resident perspectives are
missing in board reports
Resident perspectives are fully taken into
account in key board reports
b. Board are uninterested in
residents’ views
Board take a keen interest in residents’ views
c. Little contact between Board and
residents and their
representatives
Clear links exist between Board and
residents and their representatives
Any additional comments:
5. The Board works effectively as a team
Poor
1
2
3
4
5
Excellent
a. Poor level of contributions from
some board members
Every Board member makes a valuable
contribution
b. The Board revisits the committee
decisions
The Board accepts and respects the
committee decisions
c. Poor attendance at board
meetings
Good attendance at board meetings
d. Limited use of individuals’ skills
Individuals’ skills are used effectively
e. Poor preparation for meetings
Good preparation for meetings
Any additional comments:
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6. The Board works effectively with its executive team
Poor
1
2
3
4
5
Excellent
a. Board bullies executive team (or
vice versa)
Board and executive team work together with
mutual respect
b. Maverick or other inappropriate
behaviour is tolerated
Egos are kept out of working relations
c. Arguments are common or
passive acceptance of
recommendations
Debates can be lively but effective in
considering future options
d. Staff only meet board members at
board meetings
Board and staff meet and work together on
occasions such as away days, working
groups, scheme visits etc
e. Limited perspective of views are
expressed
Diverse views are aired and considered
Any additional comments:
7. The Board has the right skills and knowledge base
Poor
1
2
3
4
5
Excellent
a. Limited range of skills and
experience, or of irrelevance to
Elim’s work
Wide range of skills and experience of
relevance to Elim’s work
b. Little knowledge of residents and
not used to shape services
Good understanding of resident base which
is used to tailor services
c. Lack of commitment to training or
learning
Committed to developing knowledge and
enhancing ability to govern and attending
training
d. No succession planning for board
members
Good succession planning for board
members
Any Additional Comments:
8. The Board’s governance structures and processes are fit for purpose
Poor
1
2
3
4
5
Excellent
a. Structures are too complex so
accountability is unclear
Structures make it clear where accountability
sits for key decisions
b. Timing and frequency of meetings
leads to big issues being missed
and poor decision making
Timing and frequency of meetings support
effective decision making
c. No assessment of governance
performance or plans to improve it
Annual assessment of governance
performance feeds into an improvement plan
d. No governance code adopted or
awareness of its requirements
A governance code is adopted and guides
improvements
Any Additional Comments:
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9. Please list any final actions that could improve governance at Elim in the future.
(You may wish to refer to some of the sections above.)
10. Now please think about Elim as a whole, operating in a challenging environment and aspiring to be
forward looking. What does this mean for the organisation as whole? Where should we put our
focus?
Thank you for completing this appraisal. If you have any queries please contact INSERT
NAME or your chair or chief executive.
Please send your completed form by email to EMAIL ADDRESS by DATE.
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