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1 GREAT EXPECTATIONS Board 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.

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Presentation on theme: "1 GREAT EXPECTATIONS Board 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."— Presentation transcript:

1 1 GREAT EXPECTATIONS Board Tune Up Kit

2 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 3 The “G” word  Subsidiarity – within parameters  Governance  Regulator(s)  Fear – compliance – over involvement  The Code

4 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 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 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 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 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 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 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 11 Tension CEO 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 12 Tension CEO and Chair/Board  Common causes:  Lack of clarity  Weak governance processes  Change  Many hats syndrome  Incompatible styles

13 13 Tension CEO and Chair/Board  What can you do:  Governance roles/Board mechanisms  Direction and style of leadership  CEO accountability  Manage personality clashes

14 14 Tension within 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 s exchanged between meetings  Attendance dips/people resign  Whispering grass!

15 15 Tension within 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 16 Tension within the Board  What can you do:  Take a look  Deal with people  Set standards – and apply them  Deal with structures  Clarity over roles

17 17 Board Tune Up Kit towards a well oiled Governing Body  Top tips  Leaders must let go  Motivation  Personal issues

18 18 Board Tune Up Kit towards 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 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 20  Lagging behind staff  But catching up fast  Positive approach  Trap doors?  Yes you can (and you huv tae anyway)

21 21 Horses for courses?  Assessing Collective Performance  Assessing Individual Performance  Chair’s Performance

22 22 Things to consider  Forms and templates  Training   360 systems  Consultancy  Guide for users


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