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Sport Governance Conference In Partnership with the Legal Panel Framework

Cynhadledd Llywodraethu Chwaraeon Mewn Partneriaeth â’r Fframwaith Panel Cyfreithiol. Sport Governance Conference In Partnership with the Legal Panel Framework. PRINCIPLES OF GOOD GOVERNANCE WORKSHOP GWEITHDAI EGWYDDORION LLYWODRAETHU DA. Defining and Evaluating the Role of the Board

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Sport Governance Conference In Partnership with the Legal Panel Framework

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  1. Cynhadledd Llywodraethu Chwaraeon Mewn Partneriaeth â’r Fframwaith Panel Cyfreithiol Sport Governance Conference In Partnership with the Legal Panel Framework PRINCIPLES OF GOOD GOVERNANCE WORKSHOP GWEITHDAI EGWYDDORION LLYWODRAETHU DA Defining and Evaluating the Role of the Board Diffinio a Gwerthuso Rôl y Bwrdd Linda Laurance(Linda LauranceAssociates)

  2. SPORT+RECREATION ALLIANCE Sportwales chwaraeoncymru Sport Governance ConferenceCardiff City Stadium28 October 2013 Linda Laurance Linda Laurance & Associates

  3. Voluntary Code of Good Governancefor the Sport and Recreation SectorSecond principle: Defining andEvaluating the role of the Board • The Board needs to understand and evaluate the role it plays and the way it can contribute to the organisation

  4. What is your organisation’s governing document? • Do you have a copy of it? • When did you last read it? Being familiar with the governing document, eg articles if a registered company

  5. Reviewing and updating thegoverning document • How often should you do this? • What is the procedure? • Who should be involved?

  6. Being aware of the structureof the organisation • What form does the structure take? • Is it the most efficient structure for your organisation? • Is there another structure that might work better?

  7. Creating clear roles and divisions of responsibility and having role descriptions for key roles on the Board • What are the key roles on the Board? • When were they last reviewed?

  8. What are the main Board responsibilities? Having clarity on the role of the Board overall and the various functions it will fulfill

  9. Helping to appoint senior staff members and Board members (elected, selected and independent), as your governing document allows and dictates Mission Priorities Objectives • What does your governing document state? • How much involvement should the Board have in staff appointments?

  10. Recruiting, appointing, monitoringand supporting the CEO Long-term vision Mission Priorities Objectives • Do you have a sub-committee tasked with appointment process? • How do its members • communicate with the full • Board? • What role does the Chair • play in monitoring and • supporting the CEO?

  11. Taking responsibility for the welfare of staff Long-term vision Mission Priorities Objectives • Where does the delegated responsibility of the CEO end and the • Board’s responsibility • begin?

  12. What information do you need: • for general knowledge about the organisation’s activities? • for strategic decision-making? • for crisis management? Having appropriate information onall aspects of your organisation

  13. Do you have a Code of Conduct for Board members? • Are new trustees provided • with terms of engagement? • How do you deal with • disagreements within • the Board? Putting in place codes of conduct and terms of engagement for the Board

  14. Ensuring Board members understandtheir personal legal responsibilities: • under Charity Law if a charity (whether or not registered) • under Company Law • (if incorporated) • under laws relating to • sporting activity

  15. What do potential Board members receive to inform them about the role? • What do newly appointed • Board members receive? • How are new Board • members supported? Running effective Board inductions

  16. Establishing divisions of responsibility between the Chair and Chief Executive and having them set out in writing and agreed by the Board • Are these in place? • If not, is there a model • you can access? • What are the key areas • that might need • particular clarification?

  17. When Board members are appointed, are their training needs identified? • Do you hold annual ‘away-days’? • Is there a budget to meet the • costs of individual and • collective training? Providing all Board members with ongoing training and development to ensure they are adequately informed and confident in their roles

  18. Do you know what skills your Board needs to be effective? Collectively reviewing and runninga Board skills audit once a year

  19. Do you have a format for self-assessment? • Does the Chair build in • time each year for • one-to-one meetings? Ensuring each member of the Board carries out a self-assessment and has an informal annualone-to-one meeting with the Chair

  20. Ensuring the Chair receives an annual formal review from a designated member or members (two maximum) of the Board • Do you have a formula for the review? • Who carries out • the review?

  21. Are there differences in the two roles of an incorporated • charity Board member: • director and trustee? Ensuring that if your organisation is constituted as a company your directors are aware of Company Law requirements and their individual responsibilities

  22. Skilled consultancy for your organisation Linda Laurance Principal Associate Web: lindalaurance.com Email: linda@lindalaurance.com Mobile: 07710 200515

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