Project: CHIEF EXECUTIVE'S PERFORMANCE MANAGEMENT

Synopsis: The development of a comprehensive performance management relationship between the chief executive and the governing board.

Catalyst has provided support to a range of local authorities (territorial and regional), SOEs, Crown Entities, companies, trusts and non-governmental organisations (NGOs) on the performance management of the CEO.

Our generic methodology (shown below) has been recognised by the Auditor-General in his best practice publication.

Our methodology complies with the requirements of the Local Government Act 2002.

Catalyst has provided assistance to a range of governing boards on development of:

• Policy for conducting CEO's performance assessments,
• Job Descriptions (general performance requirements),
• Annual Performance Agreements,
• Performance reviews (including 360o methodology),
• Facilitation of Performance Assessments with Board Members and CEOs.

Contact: Kevin Wearne or Bill Murphy

Project: GOVERNANCE: APPRAISAL OF BOARD PERFORMANCE

Synopsis: “Directors have told us that after they initiated board performance appraisals their meetings went more smoothly, they got better information, they acquired greater influence, and they paid more attention to long-term corporate strategy. Done properly, board performance appraisals may also improve the working relationship between the board and management – a powerful argument in itself for doing them.” Source: Conger JA, Finegold D and Lawler EE (January/February 1998); “Appraising Boardroom Performance”, Harvard Business Review.

Catalyst have developed both formal and informal methods for appraisals of board members at both the individual and collective levels.

Appraisals which have been facilitated include companies and trusts. For State-owned Enterprises (SOEs) the appraisal needs to fulfil the requirements of the Crown Companies Monitoring and Advisory Unit (CCMAU). These cover appraisal of both the board members and the chair.

Matters to be considered in any appraisal should cover:

• key governance responsibilities
• legal conformance
• practice of governance
• board composition and succession
• relationship with the chief executive

Catalyst’s approach has been described by one SOE chair as “comprehensive, fair and analytically well-based.”

Contact: Kevin Wearne or Bill Murphy

Project: EVALUATION METHODOLOGY FOR PROPOSALS

Synopsis: The tender evaluation methodology used for roading contracts (LTNZ’s Competitive Pricing Procedures), is not always suitable for other contracts involving delivery of professional services or physical works, particularly when they are performance-based.

Catalyst has developed a project-specific methodology for evaluation of proposals for a long-term contract for Utilities (water supply, wastewater and stormwater).

This closely followed the delivery-chain graphic:

While assessment of inputs can usually be verified by those undertaking evaluations through a review of documents, the reliability of business processes cannot always be confirmed.

The Catalyst methodology introduces “confidence” factoring of assessments of inputs and/or business processes. The unique methodology is therefor specifically designed to meet the requirements of the service for which proposals are being requested.

Project Reference: 394

Contact: Kevin Wearne

Project: GOVERNANCE TRAINING FOR NON–GOVERNMENTAL ORGANISATIONS

Synopsis: Catalyst’s 2–day governance Workshops for directors/trustees/board members of non–governmental organisations has proved a hit:

“Very good, highly recommended – pleased to be able to attend.”
[Participant’s evaluation]

These interactive workshops have been delivered by Catalyst’s experienced director, Kevin Wearne. The scope included 6 modules, with working exercises for participants:

Principles of Corporate Governance What is governance; governance/management interface, key governance functions; nature of entities – companies, trusts, incorporated societies; responsibilities of directors, trustees, board members. Financial Management Financial terms, financial reports, how to interpret information, managing risks. Strategic Planning What is it; Why do it; how to do it; roles of board and management; implementing and monitoring progress. Being Effective Board meetings, good governance practice, relationships with management and staff, managing the chief executive, monitoring performance. Joint Ventures, Contracts, Liabilities Issues relating to joint ventures; contracting with government agencies; compliance issues for directors/trustees. Policy Development What is policy; approaches to writing policy; content, formulation, specific policies.

“I am taking away valuable information . . .”
[Participant’s evaluation]

Contact: Bill Murphy or Kevin Wearne