In keeping with good governance practice, the Board of Governors of Cambrian College is committed to implementing a fair and unbiased, formal performance management process to assess the effectiveness of the College President on a regular and on‐going basis. By employing a formal process, performance expectations can be made clear for both the Board and the President. The President, Board Chair, and each individual Board member have responsibilities for ensuring the consistency and effectiveness of this process.
The purpose of performance management is to:
Ensure the President and Board effectively work together to achieve the goals and priorities of the
College, consistent with the approved Strategic and Operational / Business plans
Identify where performance gaps may exist and develop plans to address those shortfalls
Foster open, transparent, two‐way communication as a way to build trust between Board and
Allow for a determination of compensation and other performance awards
Performance Management Process
The performance management process consists of:
Defining the criteria upon which the performance will be evaluated
Determining specific goals / objectives to be achieved including specifying the measures for goal
Determining the behavioural competencies required of the President for successful goal achievement
The Board receiving progress reports from the President on a regular basis throughout the
A formal evaluation of the President’s performance relative to the criteria established at the outset
Feedback to the President on the evaluation findings.
Role of the President
Working with the Board Chair (and as appropriate other designated Board members), the President
will be responsible for providing the Board with preliminary performance objectives, derived from the
Strategic and Business / Operational Plans by February.
The President will keep the Board informed of progress toward the achievement of the agreed upon
objectives on a regular basis (September and February.)
At the end of the performance year – March 31, the President will provide the Board with a selfassessment
of his / her achievements on meeting the agreed upon goals and performance measures.
The President will be an active participant in the performance evaluation and feedback session to be
completed no later than June with Board Chair or Designate, identifying opportunities for future
improvements including participating in the completion of a Learning and Development plan for future
Role of the Board Chair
The Board Chair will assume a lead role in keeping the lines of communication open with the
President, including providing regular and constructive feedback on the President’s effectiveness in
meeting the results and behavioural competencies of the performance plan and ensuring that all
agreed upon timelines with respect to the performance management process are adhered to.
The Board Chair (or Designate) will manage the process of obtaining Board member feedback on the
evaluation of the President’s achievements and competencies.
The Board Chair (or Designate) will compile the feedback from the Board and ensure the preparation
of a report outlining the evaluation of the various items on the performance plan, an overall
evaluation and an assessment of key strengths of the President, as well as any areas identified for
When appropriate, the Board Chair will recommend to the Board performance based compensation
awards for the President.
Role of the Board Members
Board members will participate in the development / approval of the performance objectives of the
President on an annual basis.
They will receive and, as required, ask questions related to the progress being made relative to the
achievement of the agreed upon objectives during the year.
External Board members will provide their individual assessment of the effectiveness of the
President’s performance to the Board Chair (or Designate) when asked.
Board members will provide constructive feedback on the performance management process and
performance criteria to the Board Chair in order to improve the utility of the process for future years.
Board members will respect the confidentiality of the performance management process, including
the performance objectives to be achieved, the performance ratings assigned to the performance
criteria and the deliberations of the Board with respect to determining the President’s performance
rating and the determination of any rewards flowing from those discussions.
The timeframes and roles outlined in this policy may need to be revised in the event of a new
incumbent President during the first year of appointment.