Leading your organisation:

1. City Action Workshop 23 November 2010Ruth Lesirge and Hilary BarnardCentre for Charity Effectiveness

2. Leading your organisation:

3. Manager LeaderRisk averse Risk takerHead Heart Your efficiency Your characterManagement Facts........Leadership Feelings (Facts create understanding; feelings create the energy for action)

4. ‘Managers do things right, leaders do the right things’ ..... You need to be both!ManagementLeadershipSystems VisionOrganise present Create futureControl Liberating

5. Leadership theory: Heroic – military Modest – working through teams

6. Leadership in 2011Will additionally require: - vigour and speed of response to clients - creating climate in which volunteers thrive - resilience - integrity of purpose

7. Liberating Leadership:“Consistently achieving results beyond expectations by creating a climate in which others can shine” Essential features: - Build trust - Demonstrate courage - Provide focus - Challenge and support - Communicate effectively

8. Developing your team: - Delegate and empower - Manage through coaching - Share knowledge - Reward* learning(*Reward = anything which contributes to my self-worth)

9. Leader & Manager - developing yourself Exploration: • What leading/managing approach works for you? • What does the organisation now need of you? • What additional management/leadership skill would help you deliver? • How can you/will acquire the skills and knowledge you need? • How do you like to learn?

10. Aspiring to Good Governance • “NfPs have a wider range of objectives than a commercial company, their outputs and outcomes are more difficult to measure and the constituents they serve are harder to define……This makes the question of how they should be governed a crucial issue” • Sir Adrian Cadbury, forward to ‘Rethinking Governance’ • acevo Dec 2003

11. The premise ‘ Boards of NEDs/trustees are either adding value to the organisation or wasting its resources’

12. What is governance for? • Hold organisation in trust for current & future generations • Ensure integrity of purpose/mission • Comply with the law • Hold executives to account • Be accountable for public money • Maximise efficiency, economy, effectiveness

13. The Role of the Board (Code of Good Governance 2005) • Set & maintain vision, mission and values • Develop strategy • Establish & monitor policies • Ensure compliance with governing document & the law • Maintain fiscal oversight • Understand & support the role of staff and volunteers • Maintain effective Board performance • Champion the organisation • Ensure appropriate employment procedures • Select, support and monitor the chief executive

14. Good Governance Code • Key principles: • Leadership • Control • High performance • Review and renewal • Delegation • Integrity • Openness

15. What should ‘good boards’ do? (Proportionate Governance) Board and trustees : i. Understand their role ii. Ensure delivery of organisational purpose iii. Be effective both as individuals and as a team iv. Exercise controlv. Behave with integrityvi. Be open and accountable (sector consultation NCVO2009)

16. Effective boards……. “(Effective) boards undertake the tasks they do best while carefully avoiding micro-management ….. (they) avoid wasting time and energy. Good boards, well aware that they lack the time and resources to tackle all of their responsibilities at once, manage to adapt -perhaps by devoting extra energy to a single task, before moving on to the next challenge. Generally, the key isn’t to do more but to focus more.” Dynamic Non-profit Boards, Paul J. Jansen and Andrea R. Kilpatrick, McKinsey Quarterly 2004

17. Consider your governance processes…….. What is your Board’s contribution to: • Recruiting new trustees? • Reviewing key policies? • Strategy development? • Selecting the Chair? • Dealing with a crisis?

18. Boards: Survival of the Competent… • The most effective Boards are clear-eyed about their own strengths and limitations • Effective boards hold the governance-management boundary well • Effective trustees recognise the need for continuous learning • Effective Chairs consistentlysupport and work in partnership with the CE • Effective boards recognise the achievements of their executive team and work positively to mitigate any limitations (individual and collective)

19. So what? • Chair and Director are jointly responsible for ensuring good governance of their organisation • The style of governance leadership needs to be negotiated and agreed by Chair and Director • In the current climate your organisation needs an alignment of a skilled executive team & an effective board Governance is an art; it requires constant attention and good will

20. Big Society: David Cameron’s vision • “To change forever the way the country is run...breaking apart the old system with a massive transfer of power, from the state to citizens, politicians to people, government to society. That is the power this country needs today.” • David Cameron , 6 October 2010

21. What is Big Society? • “If you talk about the small state, people think you’re Attila the Hun. If you talk about the big society, people think you’re Mother Teresa” • David Davis, senior Conservative MP • The Conservative Party’s big idea • Cover for major cuts in public expenditure? • Clever public relations repositioning the Conservative Party? • A confused idea stemming from its multiple origins – Philip Blond and Red Tory, Iain Duncan Smith and Centre for Social Justice, David Cameron? • An unrealistic dream for which families and individuals lack the time?

22. Increased social responsibilities for individuals and families • Power devolved to the lowest possible level including communities taking over local amenities • Greater responsibility for civil society and the little platoons undertaking social action projects • A smaller national and local State with lower taxes and break up of State monopolies • Increased accountability of government including a right to know and right to data • Greater activity being undertaken by the third sector • Reform of the planning system Characteristics of Big Society

23. Big Society and the existing third sector • A rich and diverse third sector and civil society • Centuries of charitable action and public benefit • Established funding mechanisms • Infrastructure support and partnerships • Leader in participation • Skilled volunteering operations • Different traditions of activism and organisation (e.g. coops and mutuals)

24. How Big Society is put in place • Office for Civil Society • Cross Government Big Society Ministerial Committee • Big Society Bank making loans to social investors and community lenders • National Citizens Service for 16 to 19 year olds • 5,000 community organisers • Four Big Society vanguard projects including Sutton • Communities First Neighbourhood Grant Fund • Big Society Day

25. Big Society and the cuts • Average 19% in Government Departments; 28% by local authorities; NPC estimated loss to third sector at £3.2 - £5.1 billion • Cuts in support for volunteering – case of V • Cuts in discretionary spending – case of play • Deep cuts in capital programmes • Cuts in resources supporting development and innovation • Less ability for some users to pay charges • Increased demand for services with rise in unemployment • GP Consortia – orientation towards private sector support • Tighter procurement working against smaller organisations

26. Questioning about ‘Big Society’ concept • Some issues for third sector organisations: • Too party political • Too unclear in nature and consequences • Risk to reputation • Fear that Big Society will implode

27. We can help..... You can contact us at Cass CCE..... Ruth Lesirge: ruth.lesirge@btinternet.com Hilary Barnard: Hilarybarnard@aol.com