Saskatchewan Indian Gaming Authority - 2010 CEO Evaluation Questionnaire

Saskatchewan Indian Gaming Authority
2010 CEO Evaluation Questionnaire

SIGA Board Management Policy B04-002 states that a President/CEO performance evaluation will be done annually. The policy also specifies that the CEO's performance can only be evaluated in relationship to:

Achievement of organizational goals and strategic priorities defined by the SIGA Board (Ends Policies), and,
Organizational operation within the boundaries of prudence and ethics established by the Board (Management Limitations Policies)

This questionnaire is designed to gather Board member feedback on the CEO's performance on these two broad criteria. Replies will be confidential. Deadline for replies is July 28, 2010.

Ends Policies

SIGA's strategic plan identifies strategic goals under four broad perspectives related to the mandate and mission of the enterprise. Rate the CEO's performance in achieving each goal. Use the following scale:

  5  -  Greatly exceeded target
  4  -  Exceeded target
  3  -  Met target
  2  -  Below target
  1  -  Far below target

The evaluation is for the period from April 1, 2009 to March 31, 2010. Performance measures for each item appear in italics.

Shareholder Perspective (50% weighting)

	Target	Actual	Rating
Net Income (Total revenue less total expenses)	$68.2M	$60.2M
Revenue (Sum of all income streams)	$270.3M	$258.9M
Efficiency (Net income divided by net revenue)	25.2%	23.2%
First Nations Employment (Number of FN employees)	1350	1393
Maintaining corporate integrity through effective communications and business relations (Meetings with shareholders - FSIN, Chief's Tribal Councils - and businesses) (Net income divided by net revenue)	160 Prior year	206
Comments re: Shareholder Perspective:

External Perspective (25% weighting)

	Target	Actual	Rating
Penetration Rate	41.0%	40.7%
Guest Satisfaction (% of guests very satisfied on customer survey)	36.5%	50%
% of population who feel casino is an asset to the community	36.5%	35.4%
Guest Visitations	3.6M	4.1M
% Staff participation in volunteer program	5.0%	5.0%
% Staff trained and refreshed on responsible gaming program at appropriate level	55.0%	47.0%
Enhancing SIGA's image as a corporate citizen in the community through sponsorships, corporate initiatives and representing the corporation at public events (2007 opinion poll vs. 2009/10 opinion poll)	3.71	3.73
Maintaining effective external relations and communications with stakeholders and the media (Meetings, speaking functions and media)	No target set	169
Supporting a balanced approach to providing opportunity to First Nations entertainers through SIGA's entertainment offerings. (% FN entertainers)	No target set	18%
Comments re: External Perspective:

Internal Perspective (10% weighting)

	Target	Actual	Rating
Labour Load (Total cost of labour divided by total revenue - down is positive)	28.0%	29.4%
Managing labour costs (Labour cost per guest - down is positive)	$22.97	$18.76
Ensuring SIGA maintains effective planning processes (Implemented new strategic planning process/Balanced scorecard)	-	-
Conducting business operations with integrity, transparency and internal control (Successfully underwent a number of audits)	-	-
Comments re: Internal Perspective:

Employee Perspective (15% weighting)

	Target	Actual	Rating
Employee Satisfaction Rating	85%	84.9%
Ensuring there is sufficient investment in employee learning and development. Allowance for budgetary constraints to be considered when necessary (# of learning events)	5723 Prior Year	6778
Creating a positive and nurturing corporate culture that supports the personal growth and development of our employees (Total harassment and grievances reported divided by total employee count - down is positive)	208	169
Comments re: Employee Perspective:

Management Limitations (Not weighted)

The various management limitations for the CEO are listed in the chart below. For each one, indicate how well you think the CEO operates within the identified boundaries.

You may want to refer to your Governance Policy Manual for specific information about each category.

Global Constraint	The CEO shall not cause or allow any illegal, imprudent or unethical practices, activities or decisions.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Global Constraint	The CEO shall adhere to compliance laws, regulations and the Casino Operating Agreement.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Human Resources	With respect to treatment of staff, the CEO shall not cause or allow conditions which are unfair or undignified.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Human Resources	With respect to employment, compensation and benefits, the CEO shall not jeopardize fiscal integrity or public image.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Financial	The CEO, in budgeting, shall not deviate materially from Board goals and priorities, risk financial jeopardy, or fail to show an acceptable level of foresight.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Financial	Financial planning shall not adversely affect strategic outcomes, risk fiscal jeopardy or fail to comply with SLGA directives or the Casino Operating Agreement	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Risk Management	The CEO shall not allow assets to be unprotected, inadequately maintained, or unnecessarily at risk.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Board Relations	The CEO shall not permit the Board to be uninformed or unsupported in its work.	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary
Board Relations	The CEO shall not fail to have a team familiar with Board and CEO issues/ processes and capable of providing emergency management	Always operates within this limitation Occasionally deviates Frequently goes outside this boundary

If any of your ratings were other than "always operates within this limitation", please explain below:

Review your answers to all the questions and then complete the summary ratings.

Keeping your answers to the previous questions in mind, how would you rate the CEO's overall performance in achieving strategic goals?

Consistently performs above expectations
Occasionally performs above expectations
Routinely meets expectations
Occasionally does not expectations
Consistently performs below expectations

Now rate how well the CEO stayed within management limitations:

Consistently performs above expectations
Occasionally performs above expectations
Routinely meets expectations
Occasionally does not expectations
Consistently performs below expectations

What were the strongest aspects of the CEO's performance over this past year?

What constructive criticisms would you have of the CEO's performance this year?

What specific recommendations would you make to the CEO to help him improve his performance?

Completed by:

(Necessary only for tracking response and follow-up by the consultant)

Thank you for your cooperation.