Whose job is it anyway? Getting the balance right between governing and managing
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Session slides from Trustees' Conference 2018
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Whose job is it anyway? Getting the balance right between governing and managing
- 1. WHOSE JOB IS IT ANYWAY? GETTING THE BALANCE RIGHT BETWEEN GOVERNING AND MANAGING SPEAKERS ROS OAKLEY, ASSOCIATION OF CHAIRS GARETH MITCHELL, MAF UK DAVID BLOOMFIELD, NMC MARIA AGUILAR, HR SERVICES PARTNERSHIP Drinks sponsors: Lead sponsor: Co sponsor: Media partner: Digital partner:
- 2. Ros Oakley Executive Director Association of Chairs
- 3. Getting the balance right between governing & managing Gareth Mitchell Chair, MAF UK
- 4. Drawing, Crossing & Blurring the Line
- 9. HELLO • Dr David Bloomfield, CEO National Migraine Centre • Speaking as an individual not representing NMC
- 10. GOVERNANCE? Corporate governance is the system by which businesses are directed and controlled - Cadbury Report, UK Governance is a word used to describe the ways that organisations ensure they run themselves efficiently and effectively. It also describes the ways organisations are open and accountable to the people they serve for the work they do - an NHS definition Governance is a term used to describe the trustees’ role in: the long term direction of the charity, including its objectives or purposes - a charity definition
- 11. SIZE IS KEY t/o 97% charities < £1m In many Charities, • There are no ‘staff’ only volunteers and these may include trustees / directors • Number of trustees / directors ≥ staff
- 12. LIFE IS NOT STRAIGHTFORWARD……… When does governance that may include light touch mentoring and or coaching become a) suggestive ‘covert’ management? b) overt management?
- 13. RISK: TRUSTEE MGT. vs. GOVERNANCE Size of charity Capability of management Low risk of trustees straying into mgt. High risk of trustees straying into mgt. Moderate risk Moderate risk
- 14. COPING WITH TRANSIENT STRESS Size of charity Capability of management Governance Mentoring & Coaching? Very Light Touch Management: with care??? Governance Governance
- 15. TRUSTEE TYPES 1. The Gem: what we all aspire to be: diligent, constructive, responsive, insightful, helpful, positive and hands off 2. Most of us are striving to be a gem. 3. The Trophy: the disillusioned unresponsive following their own agenda or with no agenda.
- 16. PEOPLE & PROCESS PEOPLE • Culture must be right • Passion? Yes, but controlled. A medical doctor cannot become involved with every patient • Unreasonable: progress occurs when people break the mould – but you can’t continually break every mould – this is the route to anarchy – and there are ways to break the mould! PROCESS • Required to recruit, induct and train trustees. • In utopia - CPD programmes but who has the time? • Board process • Papers out on time • No surprises – honesty & transparency • CEO & Chair relationship
- 17. CHEMISTRY • If you don’t respect and trust your colleagues there is a problem …………… • Liking colleagues helps immensely ……….. • You must buy into a common culture • It is the role of the CEO and Chair to set and change a culture • Cultural change is one of the most difficult processes to deliver • Staff and boards can become stuck and not appreciate the need to change • The new broom can sometimes wish to initiate unnecessary change and or attempt to deliver necessary change inappropriately
- 18. A6: Whose job is it anyway? Maria Aguilar MA FCIPD
- 19. CEO Chair Board
- 21. What do these mean? ‘Strategic’ ‘Oversight’ ‘Governance’
- 24. Do I trust you?
- 25. Ensuring clarity Scheme of delegation Regular dialogue Audit Committee or function CEOs are employees
- 26. Scheme of delegation Delegated matter Reserved by Board Delegated to CEO Strategy Develop strategy having listened to Leadership Team views Develop business plans to deliver strategy Annual accounts Approve accounts Select auditors Ensure accounts prepared Manage relationship People Approve the following policies Settlements above £…….. Appointment of CEO, and Fin Director Ensure policies reviewed by experts Settlements up to £……. Appointment of all other staff
- 27. Thank you for listening Maria Aguilar The HR Services Partnership
- 28. DISCUSSION
- 30. Drinks sponsors: Lead sponsor: Co sponsor: Media partner: Digital partner:
Notas del editor
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