Modernising Trust Ports 2nd Edition.pdf - SailingNetworks

3. THE BOARD.3 Guiding Principles - Appointment.3.1 This chapter of the guidance, covering appointment, is intended to set out abasic set of standards around which individual trust ports may build anappointment process tailored to their specific requirements. The basic tenetsof the appointment process are set out below, and are based on existinggood practice in both public and private sector..3.2 The objective is to obtain a board that is independent and fit for purposerather than representative of particular interests. The intention is to open upthe process to allow trust ports to range wider to locate the expertise thatthey need to function effectively. All trust ports must work to phase out anyremaining reserved appointments from their constitution. Even whereexisting reserved appointments (eg where the local authority appoints) areconducted according to these principles, trust ports should look to go onestep further and create entirely open competition for board membership..3.3 The following basic process should be adopted to provide a simplified,consistent, open and accountable system for board appointment:• All vacancies should be filled against job descriptions to ensure the correctbalance of skills and competencies across the board. Core skills,characteristics and experience required by a board member are outlined inthese standards, and should be made clear to potential candidates.Annex ? contains examples of existing job descriptions and a modeladvertisement and application form which can be customised.• All vacancies should be advertised in the local and regional press, on localradio, notice boards, websites and in specialist publications as appropriate.All applications and nominations should be sifted by the intended interviewpanel and a short list for interview put to the board.• The criteria by which a selection panel will judge the candidates for the postmust be made clear to applicants in advance. The selection panel mustadopt selection procedures that accurately measure candidates againstthose criteria, and must be in a position to provide evidence to support itseventual decision. All candidates should be offered the chance to receivefeedback on their performance in the application process.• The selection panel should comprise the chairman or deputy chairman, astakeholder representative and an independent. It would be acceptable forthe chief executive to advise this group. The independent member mightbe drawn from the Government or local authority listings of independentassessors, provided by the local authority from among its officers(Personnel Director or equivalent), or from some other locally accreditedand recognised independent source to be determined by the board.• All unsuccessful candidates should remain confidential and the papersshould be destroyed or returned to the applicants.Seven Guiding Principles of Trust Board Appointment, adapted from the Code of Practiceestablished by the Commissioner for Public Appointments.ResponsibilityThe ultimate responsibility for making an appropriate appointment of someone fit for purposerests with the chairman of the board.MeritAll appointments should be governed by the overriding principle of selection based on merit and 28the well informed choice by the board of new members who through their abilities, personalexperience and qualities match the needs of the trust port.Independence