Workshops
AM5: The board’s role in risk: it’s
all about minimising, right?
Ian Joseph, Chief Executive, Trustees Unlimited...
1. What are the issues your Board is facing that
are asking questions about risk?
2. How would you gauge your Board’s appe...
Section 1 - Nigel
Charity Commission
Charities & Risk Management
2. Avoid
3.
Mitigate
4. Accept
(Insurance)
1.
Transfer
Risk strategies
What’s the underlying assumption?
What’s the underlying assumption?
Risk = Bad
Sir Terrance Conran
Control & Innovation
What could be the benefits of Risk?
Board
PerformanceCompliance
The role of the Board
&
Board
PerformanceCompliance
The role of the Board
Limit risk
Control
Protect
Manage risk
Innovate
Change
&
What will you leave
behind?
Hand Back
“Better”
Hand Back
“Safely”
A Question of Legacy
Sir Clive Woodward
Performance & Fear
Context: The “S” curve
Impact;
£
Time
Organisations follow a similar curve
as they evolve/grow
Context: The “S” curve
Time
Stagnation?
Growth – High Performance
Initiation – Period of high risk
Impact;
£
Group Work 1: Questions
1. How would you know if your organisation
has stagnated?
2. What are the greatest barriers to mov...
Section 2 - Ian
Recruiting the right trustees
The Landscape
FWD Charity Research May 2012
• Fewer than 12% of trustees are under 45
• Less than a third have been in the...
First Principles
• Are we working well together?
• Mem & Arts – purpose/recruitment e.g. terms
• Engage the whole board
• ...
Role Description/Person Specification
Outline responsibilities
• Legal/fiduciary
Clear on expectations
• Time commitment
•...
The Process
• Create a compelling reason but be honest
• Recruitment pack
• Options
• DIY – Your own network
• Free servic...
Tips for improving diversity
• Use alternative recruitment methods – not just word of mouth
• Make use of specialist job b...
Summary tips for recruiting
• Conduct an audit of the competencies, knowledge and/or experience
• Create a role descriptio...
Section 3 - Nigel
Board
PerformanceCompliance
The role of the Board
Limit risk
Control
Protect
Manage risk
Innovate
Change
&
2. Avoid
3.
Mitigate
4. Accept
(Insurance)
1.
Transfer
Risk strategies
2. Avoid
3.
Mitigate
4. Accept
(Insurance?)
1.
Transfer
The 5th Strategy
5. Embrace
Further growth/impact
The Challenge
Continued stagnation
?
Impact;
£
Time
Group work 2: Question
What one thing will we do differently as a
result of this session?
Actions to consider
Fresh insight – Facilitated review of the
Board
Recruitment – Fresh faces on the Board
NCVO support Bo...
Thank You
Nigel Kippax – NCVO
nigel.kippax@ncvo.org.uk
Ian Joseph – Trustees Unlimited
Ian.joseph@trustees-unlimited.co.uk
Evolve 2014
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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 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
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    Fact of the matter is a high performing and balanced board will manage risk most appropriately.
  • The board’s role in risk: it’s all about minimising, right?

    1. 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. 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. 3. Section 1 - Nigel
    4. 4. Charity Commission Charities & Risk Management
    5. 5. 2. Avoid 3. Mitigate 4. Accept (Insurance) 1. Transfer Risk strategies
    6. 6. What’s the underlying assumption?
    7. 7. What’s the underlying assumption? Risk = Bad
    8. 8. Sir Terrance Conran Control & Innovation What could be the benefits of Risk?
    9. 9. Board PerformanceCompliance The role of the Board &
    10. 10. Board PerformanceCompliance The role of the Board Limit risk Control Protect Manage risk Innovate Change &
    11. 11. What will you leave behind? Hand Back “Better” Hand Back “Safely” A Question of Legacy
    12. 12. Sir Clive Woodward Performance & Fear
    13. 13. Context: The “S” curve Impact; £ Time Organisations follow a similar curve as they evolve/grow
    14. 14. Context: The “S” curve Time Stagnation? Growth – High Performance Initiation – Period of high risk Impact; £
    15. 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. 16. Section 2 - Ian
    17. 17. Recruiting the right trustees
    18. 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. 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. 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. 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. 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. 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. 24. Section 3 - Nigel
    25. 25. Board PerformanceCompliance The role of the Board Limit risk Control Protect Manage risk Innovate Change &
    26. 26. 2. Avoid 3. Mitigate 4. Accept (Insurance) 1. Transfer Risk strategies
    27. 27. 2. Avoid 3. Mitigate 4. Accept (Insurance?) 1. Transfer The 5th Strategy 5. Embrace
    28. 28. Further growth/impact The Challenge Continued stagnation ? Impact; £ Time
    29. 29. Group work 2: Question What one thing will we do differently as a result of this session?
    30. 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. 31. Thank You Nigel Kippax – NCVO nigel.kippax@ncvo.org.uk Ian Joseph – Trustees Unlimited Ian.joseph@trustees-unlimited.co.uk
    32. 32. Evolve 2014

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