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Governance Guide
Gettting the Right People on Board
Core Directorial Skills
Personal Attributes
Good Governance Structures
Recruitment Process
Questions
The Board's Role
Policy leadership
The Chair
Other Policies
Questions
CEO
Do you want a CEO
Finding the right chief executive
Board-CE Relationship
Define and delegate
The Chair-CEO relationship
CEO's Performance
Conflict
Questions
Provide Strategic Leadership
Strategic Leadership
Operational Planning
External facilitator
Stakeholder relations
Strategic risk management
Questions
Making Board Meetings Count
Common Pitfalls
Roles and Responsibilities
The Chair's Role
The CEO's Role
Should the Board meet alone?
Questions
Stay on top of the Governance role
Monitoring versus evaluation
Policies as the basis for monitoring
Performance measures
Scanning the environment
Tools for Strategic Thinking
Questions
Develop The Work Plan
Regularly Review the Board's Peformance
Typical reasons for resistance to board evaluation
Board self-review - how often and how deep?
Peer and self-feedback and assessment
Sport New Zealand online governance evaluation system
Policy-based evaluation
Questions
Provide Purposeful Director Induction
Effective induction processes
Conflicts of Interest
Questions
Useful Links
Trustees
Home
Governance Guide
Gettting the Right People on Board
Core Directorial Skills
Personal Attributes
Good Governance Structures
Recruitment Process
Questions
The Board's Role
Policy leadership
The Chair
Other Policies
Questions
CEO
Do you want a CEO
Finding the right chief executive
Board-CE Relationship
Define and delegate
The Chair-CEO relationship
CEO's Performance
Conflict
Questions
Provide Strategic Leadership
Strategic Leadership
Operational Planning
External facilitator
Stakeholder relations
Strategic risk management
Questions
Making Board Meetings Count
Common Pitfalls
Roles and Responsibilities
The Chair's Role
The CEO's Role
Should the Board meet alone?
Questions
Stay on top of the Governance role
Monitoring versus evaluation
Policies as the basis for monitoring
Performance measures
Scanning the environment
Tools for Strategic Thinking
Questions
Develop The Work Plan
Regularly Review the Board's Peformance
Typical reasons for resistance to board evaluation
Board self-review - how often and how deep?
Peer and self-feedback and assessment
Sport New Zealand online governance evaluation system
Policy-based evaluation
Questions
Provide Purposeful Director Induction
Effective induction processes
Conflicts of Interest
Questions
Useful Links
More
Home
Governance Guide
Gettting the Right People on Board
Core Directorial Skills
Personal Attributes
Good Governance Structures
Recruitment Process
Questions
The Board's Role
Policy leadership
The Chair
Other Policies
Questions
CEO
Do you want a CEO
Finding the right chief executive
Board-CE Relationship
Define and delegate
The Chair-CEO relationship
CEO's Performance
Conflict
Questions
Provide Strategic Leadership
Strategic Leadership
Operational Planning
External facilitator
Stakeholder relations
Strategic risk management
Questions
Making Board Meetings Count
Common Pitfalls
Roles and Responsibilities
The Chair's Role
The CEO's Role
Should the Board meet alone?
Questions
Stay on top of the Governance role
Monitoring versus evaluation
Policies as the basis for monitoring
Performance measures
Scanning the environment
Tools for Strategic Thinking
Questions
Develop The Work Plan
Regularly Review the Board's Peformance
Typical reasons for resistance to board evaluation
Board self-review - how often and how deep?
Peer and self-feedback and assessment
Sport New Zealand online governance evaluation system
Policy-based evaluation
Questions
Provide Purposeful Director Induction
Effective induction processes
Conflicts of Interest
Questions
Useful Links
Questions
Monitoring and evaluation
Does your board have its finger on the pulse? Is it satisfied it is monitoring organisational and chief executive performance effectively?
Performance measures
Are performance expectations and performance measures well expressed?
Scanning the environment
Are you tracking activity or results?
Do you consider your board is ‘wide awake’?
Does it systematically review what is happening in its wider environment?
Tools for strategic thinking
Does your board have a clear sense of the matters it should consider strategic?
Does it know how to actively use a range of strategic thinking tools to remain focused on the future?
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