Jacqueline William`s Presentation

Report
Board Governance and
relationships with staff
Jacqueline Williams
16 May 2012
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance
Centre for Charity Effectiveness
To start
“The role and importance of
the charity board has been
transformed in the last 15 years”
Centre for Charity Effectiveness
The importance of the charity board
•
•
•
•
•
•
Charity law
Company law
Constitution
Funding agreements
Employment law
Charity board= accountable.
Centre for Charity Effectiveness
The role of the Board?
3 perspectives:
• The agency or stewardship model
• The political or democratic perspective
• The managerial model.
Source: Boards that Work: A guide for Charity Trustees. David
Fishel. DSC 2003
Centre for Charity Effectiveness
The role of the Board?
The agency or stewardship model
Board “controls” the behaviour
of managers, who tend to act
in own interest
Board’s role is stewardship
of organisation’s resources
Source: Boards that Work: A guide for Charity Trustees. David
Fishel. DSC 2003
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The role of the Board?
The political or democratic perspective
• Board members represent the interests of different stakeholders
• And to express or resolve the differences between those
interest groups
• No particular expertise required.
Source: Boards that Work: A guide for Charity Trustees. David
Fishel. DSC 2003
Centre for Charity Effectiveness
The role of the Board?
The managerial model
The board is at the apex of a management
hierarchy.
Ideas and practice from management are
considered appropriate to governance also.
So board members should be chosen on basis
of expertise and contacts.
Source: Boards that Work: A guide for Charity Trustees. David
Fishel. DSC 2003
Centre for Charity Effectiveness
The role of the Board?
Applies Herzberg to Boards
• “Hygiene factors” need to be addressed first i.e. Law, finance,
etc
• Then motivation making a difference, applying the managerial
model.
Source: Boards that Work: A guide for Charity Trustees. David
Fishel. DSC 2003
Centre for Charity Effectiveness
The role of the Board?
What makes a good trustee?
• “the most rewarding thing about being a trustee is seeing things
happen in the community”
• The most rewarding thing about being a trustee is watching
young people develop, grow in confidence and fulfil their
objectives”.
Source: The Charity Trustee’s Handbook: Mike Eastwood: CAF
and DSC 2001
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The role of the Board?
Why refuse to be a trustee?
“if you don’t agree with, or can’t become excited about what the
charity is doing, don’t become a trustee.”
Source: The Charity Trustee’s Handbook: Mike Eastwood: CAF and
DSC 2001
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Belbin’s team roles
• Monitor Evaluator :
needed to provide a logical eye,
make impartial judgements where required
and to weigh up the team’s options in a
dispassionate way.
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Belbin’s team roles
• A team is not a bunch of people with job titles, but a
congregation of individuals, each of whom has a role which is
understood by other members. Members of a team seek out
certain roles and they perform most effectively in the ones that
are most natural to them.
Dr. R. M. Belbin
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Belbin’s team roles
• The Plant
highly creative and good at solving problems
in unconventional ways.
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Belbin’s team roles
• Shapers
provide the necessary drive to ensure that the team
keeps moving and does not lose focus or
momentum.
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Belbin’s team roles
• The key is balance
• As well as the strength or contribution they provide, each Team
Role also has an associated allowable weakness.
Dr. R. M. Belbin
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How might this apply to charity boards?
• “..mixing professionally qualified trustees and beneficiary
representatives”
And
• “performance and relationships between the
Board and CEO and staff have not always
been trouble free”.
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Board and staff relationships
• The board is a team
• The board and staff are also a team?
• There is also a staff team
• The Board works in and with all these
Teams.
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Board and staff relationships
Ask the questions:
• Who do we need: Board, CEO, SMT?
• Who do we have: Board, SMT?
• Are we effective in how we work- meetings,
information flow, interface?
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Board and staff relationships
NDCS
• Do: Big Picture, Leadership, scrutinise, monitor, challenge
• Don'ts: manage day to day, bypass CEO
• A more managerial model?
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Board and staff relationships
What model are we using, is it the right one?
• Understand role: CC3 (board primarily)
• Manage Risks: CC26 (Board, staff team)
• Understand and manage finances: CC8 (Finance Committee?)
• Assess effectiveness: CC 10, Governance Code, governance
review (ALL).
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Board and staff relationships
• Managing change
Managing change is about helping organisations, teams and
individuals make sense of and adapt to the changes
happening around them.
More at:knowhownonprofit
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Board and staff relationships
• Managing change
Successful change starts with understanding
in detail the change you want to see.
More at: knowhownonprofit
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Board and staff relationships
Manage (and Avoid) conflict
•Understand each other’s role (Board,
CEO, SMT)
•Delegated powers
•Roles, responsibilities
•Code of conduct
•Review regularly
•Make change.
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Have you got it right?
Some questions:
Do all stakeholders (board, staff etc)
spend time occasionally discussing the
ethos or values which underpin their work?
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Have you got it right?
Some questions:
Do all stakeholders understand how the organisation’s
activities further organisational objects and
reflect corporate values?
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Have you got it right?
Some questions:
Do we regularly consult with members,
service users, staff, volunteers etc about
how we could develop?
• i.e. just stewardship
• effective democratic/political model,
• ideal management model, service users + professionals on
board
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Have you got it right?
Yes
• Document
• Celebrate
• Share
• Beware:
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Have you got it right?
RS6: - Milestones: Managing key events in the life of a
charity
• From birth
• To death
• And everything in between!!
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Have you got it right?
No
• What is wrong?
• Why?
• What needs to change?
• How will we change?
• How will we know we have got it right?
• Lessons learnt.
Centre for Charity Effectiveness
Contact details
Jacqueline Williams
Principal Consultant
Centre for Charity Effectiveness
Cass Business School
106 Bunhill Row
London EC1Y 8TZ
T: +44 (0) 20 7040 0901
M: +44 (0) 79 8607 4473
E: [email protected]
W: www.cass.city.ac.uk/cce

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