1

GREAT EXPECTATIONSBoard Tune Up Kit

2

Running Order such as it is

The “G” word

5 out of 6 ain’t bad…..

Fergie’s hairdryer

….. but 6 out of 6 is better

3

The “G” word

Subsidiarity – within parameters

Governance

Regulator(s)

Fear – compliance – over involvement

The Code

4

This Code first issued 2009 – Second (current) edition was issued October 2010 and remains in force.

Supported by the Charity Commission.

5 out of 6 ain’t bad

5

Principle 1

An effective Board (Committee) will provide good leadership by understanding their role.

Members understand their roles and responsibilities collectively and individually in relation to:

•Legal duties

•Safeguarding assets

•Governance Documents

•External environment

•Structure of the organisation

•Setting and safeguarding the organisation's vision, values and reputation

•Overseeing the work

•Managing and supporting staff and volunteers

The Code has 6 principles

6

Principle 2

An effective Committee will provide good governance and leadership by ensuring delivery of organisational purpose.

By…

•Ensuring organisational purposes remain relevant and valid

•Developing and agreeing a long term strategy

•Agreeing operational plans and budgets

•Monitoring progress against plans and budgets

•Evaluating results and outcomes

•Reviewing and amending the plan as required

7

Principle 4

An effective Committee will provide good governance and leadership by exercising effective control.

As the accountable body, the Committee will ensure that:

•The organisation understands and complies

with all regulatory and legal requirements that

apply to it

•There are good internal management and

financial controls

•It identifies risks and has systems to manage

these

•There is a proper delegation system – which

works effectively

8

Principle 5

An effective Committee will provide good governance and leadership by behaving with integrity.

As it will…

•Safeguard and promote the organisation’s reputation

•Act According to high ethical standards

•Indentify, understands and manage conflicts of interest and loyalty

•Maintain independence of decision making

•Deliver services that best meets user needs

9

Principle 6

An effective Committee will provide good governance and leadership by being open and accountable.

Lead in being open and accountable inside and out, by way of….

•Open communications telling people about the organisation’s work

•Consulting people appropriately

•Listening and responding to all stakeholders

•Handling complaints constructively, impartially and effectively

•Recognising the impact of the organisation’s wider responsibilities

10

Fergie’s hairdryer a winning team deals with its problems

Tension between Chief Executive and Chair (Board)

Tension within and between Board members

Board Tune Up Kit

11

TensionCEO and Chair/Board

Symptoms: Board thinks CEO:

Gets too defensive – excludes Board from financial matters – fails to recognise Board authority – is not right for the job – sees the Board as little more than a necessary evil/rubber stamp

CEO thinks Board is:

Too picky – lacks trust – unable to recognise CEO authority – straying into operational matters – an obstacle.

12

TensionCEO and Chair/Board

Common causes:

Lack of clarity

Weak governance processes

Change

Many hats syndrome

Incompatible styles

13

TensionCEO and Chair/Board

What can you do:

Governance roles/Board mechanisms

Direction and style of leadership

CEO accountability

Manage personality clashes

14

Tensionwithin the Board

Symptoms:

Personal accusations hurled around at meetings/arguments abound and no-one listens

People pressed into taking sides

Individuals ramble on forever trying to validate their positions

Post meeting huddles/angry calls and e-mails exchanged between meetings

Attendance dips/people resign

Whispering grass!

15

Tensionwithin the Board

Common causes:

Passions run high

Board doesn’t know how to manage conflict

People can be pains!

Formal structure

Wind up merchant

16

Tensionwithin the Board

What can you do:

Take a look

Deal with people

Set standards – and apply them

Deal with structures

Clarity over roles

17

Board Tune Up Kittowards a well oiled Governing Body

Top tips

Leaders must let go

Motivation

Personal issues

18

Board Tune Up Kittowards a well oiled Governing Body

Self-assessment checklists: (session in its own right)

Vision and direction

The signs of a productive Board

Recruitment and future membership needs

Leadership/management

Promoting the organisation

Finance/resources

never a quick fix – always look for root causes

19

Principle 3

An effective Committee will provide good governance and leadership by working effectively both as individuals and as a team.

Committee will have policies, attitudes and behaviours that enable individuals and the Committee as a whole to work effectively, including..

•Finding and recruiting new members to meet ever changing skills, experience and diversity needs

•Good induction for new members

•Training and development opportunities for Committee members according to their needs

•Periodically reviewing their performance both as individuals and as a team

…. but 6 out of 6 is better

20

Lagging behind staff

But catching up fast

Positive approach

Trap doors?

Yes you can (and you huv tae anyway)

21

Horses for courses?

Assessing Collective Performance

Assessing Individual Performance

Chair’s Performance

22

Things to consider

Forms and templates

Training

360 systems

Consultancy

Guide for users