Public agencies will use evaluation processes to support director and board success.
The Public Agencies Governance Framework (PDF, 0.3 MB) indicates that board and director evaluations are intended to increase the performance of the board as a group, as well as enhancing individual member effectiveness. Results from evaluations should be used for strategic planning, education, board re-appointments and identification of any missing competencies on the board.
The Alberta Public Agencies Governance Act (APAGA) states that a public agency must include in its Mandate and Roles Document a description of the roles and responsibilities in respect of the evaluation of the public agency and its members' performance [s.3(1)(vi)]. In addition, the APAGA says that a member may be re-appointed for an additional term only if the responsible minister is satisfied that the member meets the requirements of the position (s.15). Member evaluations may help inform this decision.
Having the right people as members of a board is critical to effective board governance. Evaluation contributes to an effective board by identifying strengths, achievements and areas for improvement. Evaluation results help with succession and recruitment planning by identifying strengths and gaps in skills and experience needed for the public agency. When qualified members are in place, performance is strengthened and better decisions and direction is provided.
There is no single, standard method of carrying out an effective assessment for all types of boards. Each board should clarify performance expectations of the "board as a whole" and identify and implement the best method for their situation. Generally, the role of the government in the evaluation of a board is limited, although the chair may share the results with the responsible minister. Evaluations should never interfere with the principles of judicial independence of a regulatory/adjudicative agency.
Each member should complete an evaluation against individualized performance expectations to assist them in reviewing their performance. The evaluation results should be considered by a group of peers or the chair who may suggest revisions to the self-evaluation to help inform learning and training plans. For those whose skills are strong and who have the ability and interest, the plan may identify opportunities for assuming increased responsibilities such as mentoring, knowledge transfer and succession to vice-chair and chair positions. The chair may also use the results to inform recommendations to the minister for re-appointment.
- Board Member Self-Evaluation - Basic (PDF, 0.01 MB)
- Board Evaluation - Group (PDF, 0.01 MB)
- Board Evaluation Survey - Detailed (PDF, 0.01 MB)
- Administrative Tribunal Member Evaluation Template (PDF, 0.1 MB)
- Administrative Tribunal Member Evaluation Template (DOC, 0.1 MB)
Sample Documents from Specific Agencies