GREAT EXPECTATIONS Board Tune Up Kit

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. 5 out of 6 ain’t bad This Code first issued 2009 – Second (current) edition was issued October 2010 and remains in force. Supported by the Charity Commission.

5. The Code has 6 principles Principle 1 An effective Board (Committee) will provide good leadership by understanding their role. • Members understand their roles and responsibilities collectivelyand 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

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. …. but 6 out of 6 is better 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

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