1. SERC,London, July 071 FIT FOR PURPOSE Board development for Social Enterprise Chris Mason and Maureen Royce LJMU

2. SERC,London, July 072 Developing Board Skills Reported lack of HR skills detracting from ability to recruit to Board Identification of core skills and gaps Ability to cope with entrepreneurial drive as move to sustainability Efforts to build sustainability in Board and organisation

3. SERC,London, July 073 Changing Institutions STEWARDSHIP approach – board members as stewards, motivated by non financial incentives Moves away from key stakeholder towards a skill set Maintains stakeholder commitment BUT also identifies with performance BOTH representative and sufficiently skilled to be fit for purpose

4. SERC,London, July 074 Bluecoat Arts Centre, Liverpool Core values and governance principles Innovate, stretch, engage Skills Audit 2007 Finance, HR, Marketing, Legal, PR, IT, Governance, Change Arts, Education, Arts management Building, facilities, audience, education, access

5. SERC,London, July 075 Board development since 2004 Strengths in HR, audience development, education, diversity and governance Weaker support in finance, IT, some sections of Arts and Arts Management Skills development programme for board members

6. SERC,London, July 076 Conclusions Proactive orientation of Board skills Effective positioning and training “Functional consultant” approach increases value and contact In project mode – test will be on reopening

7. SERC,London, July 077 Conclusions Stewardship model and effective positioning and training of Board members 2.3% respondents had disability Importance of text book and text availability Difficulty of content and promptness of feedback More positive about timetable organisation

8. SERC,London, July 078 Administrative staff development March 2007 Recognition of front line role SEDA Accredited Diversity and disability module Self reflection and experiential portfolio assessment

9. SERC,London, July 079 Evaluation Visibility but not sustainability Breadth of involvement – devolved but not embedded Skills and knowledge development – progression but incomplete Competing priorities – not integrated with individual and local strategic objectives Managerialism – tick box delivery and impact assessment

10. SERC,London, July 0710 Conclusions Personal responsibility – ethics at the level of the individual academic Knowledge transfer – knowledge appears focused at the level of the individual Sustainability linked to funding constraints Self sufficiency on the social enterprise model a possibility to retain skills and long term development