The board’s role in risk: it’s all about minimising, right?

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The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014. …

The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.

The presentation was given by Ian Joseph, Chief Executive (Trustees Unlimited) and Nigel Kippax, Consultant (NCVO). In this workshop decision making issues facing the board are discussed and appetite for risk.

Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference

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  • Ian
  • Nigel
  • Ian
  • Ian
    Fact of the matter is a high performing and balanced board will manage risk most appropriately.

Transcript

  • 1. Workshops AM5: The board’s role in risk: it’s all about minimising, right? Ian Joseph, Chief Executive, Trustees Unlimited Nigel Kippax, Consultant, NCVO
  • 2. 1. What are the issues your Board is facing that are asking questions about risk? 2. How would you gauge your Board’s appetite for risk? Introductions - Ian
  • 3. Section 1 - Nigel
  • 4. Charity Commission Charities & Risk Management
  • 5. 2. Avoid 3. Mitigate 4. Accept (Insurance) 1. Transfer Risk strategies
  • 6. What’s the underlying assumption?
  • 7. What’s the underlying assumption? Risk = Bad
  • 8. Sir Terrance Conran Control & Innovation What could be the benefits of Risk?
  • 9. Board PerformanceCompliance The role of the Board &
  • 10. Board PerformanceCompliance The role of the Board Limit risk Control Protect Manage risk Innovate Change &
  • 11. What will you leave behind? Hand Back “Better” Hand Back “Safely” A Question of Legacy
  • 12. Sir Clive Woodward Performance & Fear
  • 13. Context: The “S” curve Impact; £ Time Organisations follow a similar curve as they evolve/grow
  • 14. Context: The “S” curve Time Stagnation? Growth – High Performance Initiation – Period of high risk Impact; £
  • 15. Group Work 1: Questions 1. How would you know if your organisation has stagnated? 2. What are the greatest barriers to moving beyond stagnation?
  • 16. Section 2 - Ian
  • 17. Recruiting the right trustees
  • 18. The Landscape FWD Charity Research May 2012 • Fewer than 12% of trustees are under 45 • Less than a third have been in their post for more than 5 years • 50% charities struggle to recruit (48% top 300) • Biggest reason is time commitment (46%) and lack of commitment (20%) Charity Commission Research 2012 • Estimate 1m trusteeships Trustees Unlimited Research November 2012 • 20% trustees say their board lacks a diverse range of skills • 51% believe a more diverse board would enhance their charity’s effectiveness
  • 19. First Principles • Are we working well together? • Mem & Arts – purpose/recruitment e.g. terms • Engage the whole board • Skills audit • Personality audit! Not all risk averse!
  • 20. Role Description/Person Specification Outline responsibilities • Legal/fiduciary Clear on expectations • Time commitment • When are the board meetings? • Sub committees Experience/skills sought Values • Nolan principles/others
  • 21. The Process • Create a compelling reason but be honest • Recruitment pack • Options • DIY – Your own network • Free service – Such as NCVO Board • A little more – TU/Reach/advertising • Blow the budget - Headhunters • Application process • Interviews • References • Meeting board and seeing the services • Induction!
  • 22. Tips for improving diversity • Use alternative recruitment methods – not just word of mouth • Make use of specialist job boards/ explore advertising on LinkedIn groups • Organise board meetings at times that are convenient to all • Have a set policy in place for expenses such as travel and childcare • Make sure the venue in which you hold your board meetings are accessible • Have arrangements for sign language or audio, Braille or large print • Set limits for trustee terms
  • 23. Summary tips for recruiting • Conduct an audit of the competencies, knowledge and/or experience • Create a role description • Engage the whole board in the process • Think about why someone would be interested in coming to you • Write a punchy advertisement! • Prepare an information pack for candidates • Use social media to promote your opportunity • Consider using a professional recruitment firm with a track record of recruiting trustees • Be clear about who is making the decision • Have a clear process for informal meetings, tours of services and interviews • Interviews should be evidence and behavioural based • Take references – always verbal • Have a good induction process in place
  • 24. Section 3 - Nigel
  • 25. Board PerformanceCompliance The role of the Board Limit risk Control Protect Manage risk Innovate Change &
  • 26. 2. Avoid 3. Mitigate 4. Accept (Insurance) 1. Transfer Risk strategies
  • 27. 2. Avoid 3. Mitigate 4. Accept (Insurance?) 1. Transfer The 5th Strategy 5. Embrace
  • 28. Further growth/impact The Challenge Continued stagnation ? Impact; £ Time
  • 29. Group work 2: Question What one thing will we do differently as a result of this session?
  • 30. Actions to consider Fresh insight – Facilitated review of the Board Recruitment – Fresh faces on the Board NCVO support Board Reviews Trustees Unlimited support recruitment
  • 31. Thank You Nigel Kippax – NCVO nigel.kippax@ncvo.org.uk Ian Joseph – Trustees Unlimited Ian.joseph@trustees-unlimited.co.uk
  • 32. Evolve 2014