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governnce and leadership may slides.PPTX

This session considered the role of leadership in managing organisations and delivering on a strategy which may need revision and change. In times of crisis, it is strong and effective leadership that solves the challenges facing their organisations. Effective communication throughout the organisation with the right ‘tone from the top’ helps build a strong culture, empower the team and bring about effective change. It is more important than ever that you have the right governance processes and structures in place. We will challenge you to look at your organisation and assess your strengths and weaknesses and how you may need to change.

governnce and leadership may slides.PPTX

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Governance and
leadership
Page 2
An effective charity is run by a clearly
identifiable trustee body that has the
right balance of skills and experience to
run the charity effectively, acts in the
best interests of the charity and its
beneficiaries, understands its
responsibilities and has systems in place
to exercise them effectively
Effective governance Strategic
management
Page 3
Page 3
• Opportunities and Threats/SWOT
• Strategic Business plan –
balanced and considered
• Consider Action versus inaction
Mission and objectives
Plans and Actions
• SMART
• Timely
• Specific
• KPIs
• Delegation
Recording and
Monitoring
• Assess if on track
• Communication
• Adjust and adapt
Review and
Reporting
• Budget holders
and staff
• Trustees
• Externally and in
Trustees report
• Effect on
strategic plan –
short and long
term
• What are your objectives?
• How will these been undertaken – what will you do and not do?
• How will you measure success?
• Key risks summary
• Clear linkage of budget with strategy
Financial sustainability
is about generating
resources to meet
your needs now and
in the future to deliver
your ever evolving
strategic plans
Page 5
 Develop a clear understanding of your
organisation’s value, identity and purpose
 Use your organisation’s mission statement to shape
a resilient and realistic budgeting action plan to
enable consistent service delivery in the short,
medium and longer term
 Understand the importance of strategic investment
in your charity and consider how you could
implement this
 Strong relationships with trustees and key
management are essential in successfully securing
funding that aligns with your charity’s strategic aims
 Policies and whistleblowing procedures – important
to support the culture of the organisation
Strategic planning Integrate your
USPs into your
strategy
Strategy on a page

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governnce and leadership may slides.PPTX

  • 2. Page 2 An effective charity is run by a clearly identifiable trustee body that has the right balance of skills and experience to run the charity effectively, acts in the best interests of the charity and its beneficiaries, understands its responsibilities and has systems in place to exercise them effectively Effective governance Strategic management
  • 3. Page 3 Page 3 • Opportunities and Threats/SWOT • Strategic Business plan – balanced and considered • Consider Action versus inaction Mission and objectives Plans and Actions • SMART • Timely • Specific • KPIs • Delegation Recording and Monitoring • Assess if on track • Communication • Adjust and adapt Review and Reporting • Budget holders and staff • Trustees • Externally and in Trustees report • Effect on strategic plan – short and long term • What are your objectives? • How will these been undertaken – what will you do and not do? • How will you measure success? • Key risks summary • Clear linkage of budget with strategy
  • 4. Financial sustainability is about generating resources to meet your needs now and in the future to deliver your ever evolving strategic plans
  • 5. Page 5  Develop a clear understanding of your organisation’s value, identity and purpose  Use your organisation’s mission statement to shape a resilient and realistic budgeting action plan to enable consistent service delivery in the short, medium and longer term  Understand the importance of strategic investment in your charity and consider how you could implement this  Strong relationships with trustees and key management are essential in successfully securing funding that aligns with your charity’s strategic aims  Policies and whistleblowing procedures – important to support the culture of the organisation Strategic planning Integrate your USPs into your strategy
  • 7. 7 pricebailey.co.uk Strategic planning cycle SMT brainstorm, revise last strategic operational plan and create new operational plan to deliver against required strategic direction. Feed into process historical data, outcomes on key performance indicators, key improvements required and any new initiatives Financial modelling and stress testing of operational plan. Include wider teams in feedback and adaption. Consider feasibility and affordability and timeframe for delivery. Development of planned action - both short and long term. High level key performance indicators Build preliminary departmental /business unit budgets based on delivery of both short and long term plan . Ensure improvements and initiatives required fully captured and integrated Build overall budget from departmental/business unit budgets and consider any adjustment or realignment required. Holistic review to ensure plan still aligned to key operational strategy. Communicate to everyone key messages and key KPIS. Continually publish KPIs and, assess whether on target for delivery. Continual communication with employees. Quarterly consider whether any adjustment to plan required, any external influences which have influenced or changed plan and communicate and agree any changes at SMT and/or Trustees dependent on extent. B u d g e t i n g c y c l e S t r a t e g i c p l a n n i n g c y c l e Outcomes and key KPIs agreed Trustee input
  • 8. Page 8 Interpret your strategy Balanced scorecards or dashboards usually cover four typical areas: 1. Learning and growth 2. Governance or business processes 3. Customer (ie beneficiary) 4. Financial  Balanced scorecards/dashboards - just part of the tools used to inform strategy - provide overview of performance  Track key metrics in the process derived from strategic objectives  Need to be high level and few in number so easy to see changes and implications  Use charts, graphs, reports and summaries to make financial data accessible to all.  Not a replacement of full reporting or financial information
  • 9. So what is the Boards role?
  • 10. Page 10 Skills and experience on Board Consider Equality, diversity and inclusion Be clear on roles and responsibilities  Job/role descriptions and attributes  Written code of conduct and ethics  Officers – Chair, Vice-chair, treasurer  Constant re-assessment – what skills and diversity needed?  Age, gender, diversity, charity representation  Business/Financial  HR  Legal  Trustee appraisals?  Rotation of trustees  Manage conflicts of interest
  • 11. Page 11 Tone from the top Be clear on roles and responsibilities  Honesty  Act with integrity and ethically  Follow the rules  Leaders are observed - so lead by positive example  Be communicative – both formally and informally  Ensure whistleblowing procedures in place and encouraged. Protection/anonymity of whistleblowers  Training, employee handbooks and finance procedures  Reward correct behaviours and those who uphold ethics/culture and take action on poor behaviours Lip service leads to a dysfunctional organisation
  • 12. Page 12 Your culture Its what you do not what you say What's your culture?  Values – can you name them?  Are these commonly shared and understood?  How do you recruit? Purely around skills or also culture?  Are your key management and trustees visible and accessible?  Do you track employee perception of your organisation? Build the right training programmes and attributes in the team to develop your culture.  Listen and observe….  Do your employees trust your organisation?  Do you know what needs to change to develop the culture you want?
  • 16. Growth Mindset • Avoid a fixed mindset • Embrace change • “Wash away old experiences” • Avoid complacency • Lets enjoy the challenge • Learn from our mistakes • Learn, unlearn and relearn • Have fun and smile Let’sbepositiveandproactive
  • 17. Presenteeism Pressure on staff Risk of profit/ productiviy reducing Engaged staff and volunteers High efficiency Profits high Talent retention and acquisition High sickness absence Low engagement Low profitability Negative impact on service delivery and service users Engagement reducing Poor staff retention High High Low Low Employee Wellbeing Organisational Wellbeing Organisation vs Employee Wellbeing
  • 18. Page 18 • Do you understand your mission • What do you do and WHY? • How do you remain relevant and evolve and adapt your services to best use your resources? • Do you listen to your management and employees? Trustees and your mission If each Board member was asked to describe the charity and its key mission would you all say the same thing?
  • 19. Page 19 Trustees always retain ultimate responsibility Delegation and decision making Use committees – cover detail, able to commit more time, focus on specific areas or projects Follow governing document , constitution and any regulations Role of trustees  governance – lead and direct  decision making, oversight and supervision Role of senior management  management – implement, deliver and day to day running Need respect and good working relationships
  • 20. Focus on Mission • Direction • Priorities • Achievement – measure impact • Behaviours • Negotiate behind closed doors??? • Board dynamic Partnership of SMT and Board
  • 21. Page 21 Finance Committee detailed review finances, forecasts and cahflow. Can also cover risk or have separate committee Usually have Clear scheme of delegation to committees as to their remit and authorisation limits Reporting to Board Clear reporting structures Income generation or fundraising committee income generation oversight Remuneration committee setting CEO remuneration or dealt with by the Board Others: audit, grant making, governance, clinical, investment, nominations, H&S etc
  • 22. Page 22 Does everyone understand the organisational structure, authorisation processes and delegated authorities? Can employees bypass controls or authorisations? What motivates your employees? Do your employees know your ‘mission’ – all would say the something and agree with Board's definition? Organisational chart/structure Affects financial but also operational management Who makes decisions?? Clear reporting structures
  • 23. Chart title to go here Page 23 Critical function • Monitor performance • Operational – execution of approved plans • Strategic – meeting objectives set • Financial – achieving budget • Legal and regulatory compliance Monitoring role • Remember your agreed KPIs - what does success look like
  • 25. Page 25 Role of CEO and Chair  CEO  Champion of the Board – taking ownership of decisions  Leads/directs the staff  Chair  Lead, initiate and facilitate discussions at Board  Engage, stimulate and inspire  Balance of appropriate time to air discussions versus timed agendas  Work together  Cohesive top team  Promotes trust and confidence  Helps effective governance  To deliver the strategy
  • 26. Page 26 Chair relationship with CEO Understand your own style and behaviours  Respect and feedback  Getting to know CEO, their knowledge and expertise and strengths and weaknesses  Common values and build trust not friendship  Shared goals on big ticket items at least?  Feedback and appraisal process  Assessing delivery of plan  Delegation  Clear lines of communication and authority  Setting boundaries and not meddling  Freedoms but also sufficient accountability  Time  Agree ways of working which suit both parties  Sufficient time for discussions with the CEO/staff  Needs to see bigger picture and delve into the detail as needed  Act as sounding board versus being too remote?
  • 27. Page 27 • Openness and transparency – build trust • No secrets, undermining or hidden agendas! • Regular communication • Provide appropriate updates • KPIs and assessment • Involve the Chair? • Timings of communication/feedback to Chair • Regular scheduled schedules? • Crisis management plan • Relationship with Chair and Board • Own Board approved strategy • Champion board decisions to staff and external parties Relationship of the CEO with the Chair
  • 28. Page 28 Page 28 Relationship with Board/Chair Role development and training Weaknesses and competencies Strategy Personal objectives – short and long Performance and delivery Barriers and solutions Accountability As leader Ambassador Reporting Support and development Deliverables/competencies – Board decision? Sub committee? Beware – Chair appraise CEO and CEO appraise Chair! CEO Appraisal
  • 29. Page 29 Tensions can create toxic culture at Board level Lack of clarity  Roles and seen interference/undermining  Lip service  Delegation  Overview versus detail Trust  Reporting  Delivery  Hijack meeting Divisions  Cause disharmony at Board level  Discomfort on decision making and taking sides  Challenge –not just nod things through  Too comfortable? Egos
  • 30. Collating the right data can transform an organisation Collecting the wrong data can drive unwanted behaviours and decrease impact
  • 31. Page 31 • LEARN – what is working, needs fixing or needs improving and developing. Better or worse than planned? Do we know why? • PERFORMANCE – challenge and exchange information with the staff, warning of problem areas and focus on key issues • ATTENTION – on time and issues which matter most • BALANCED – considers alternatives, highlights risks and makes recommendations Effective reporting Facilitate transparency and accountability to inform decisions Necessary skills and knowledge – need expert advice?
  • 32. Page 32 You need access to information to evaluate your key strategic risks and emerging trends in the organisation to make informed decisions Having the right financial information • How do your deliver your mission and monitor that? • Do you understand the numbers? • Is the income risk clear to the Board – how much is guaranteed, grant funded/contracted, in the pipeline or purely guestimated • Do your management accounts explain income risk in the forecasts and future budgets • Do you have a clear ‘scorecard’ which explains the numbers - items on track, ahead or behind
  • 33. Page 33 Page 33 Management accounts need to track restricted versus unrestricted funds and flag restricted fund overspends urgently Ensure full cost recovery Income versus expenditure Financials needs to explain how strategy is being delivered – milestones achieved Do you have a ‘summary’ - balanced scorecard or dashboard - linked to strategy which informs decision making? Does every Board member understand that summary and feel comfortable in its meaning? Income needs to be clearly explained in pots of confirmed, potentials being worked on and purely speculative Boards need to know when to turn taps on and off on activity Financial information should contain cash flows and balance sheets. Cash is king but also shows changes in assets or reserves which need attention
  • 34. Page 34 Trusteeship is not just about reading Board papers and turning up at meetings Understanding your business model and knowing what your key indicators mean will help you manage resources, your operational effectiveness and the impact delivered  All Trustees are responsible for understanding the strategy and how this will be tracked and funded  Are reports received in advance so Trustees can prepare for the meeting?  Trustees need to challenge delivery of impact – expenditure on its own is meaningless  KPIs are historical so use information to drive future performance and improvements. Understand trends in the sector, internal/external drivers  Should consider options for future sustainability and potential uses of reserves
  • 35. Page 35 • Lack of vision of your mission • Lack of direction • Reputational risk • Conflicts of interest • Poor staff morale • Failure of trustees to fulfil their control functions • Spiralling costs and potential challenges on income generation • Slow reporting Current governance risks Potential impacts • Mission drift and lack of impact • It can close the organisation • Loss of key staff • Difficulty recruiting • Poor decision making • Unplanned use of reserves
  • 36. Page 36 Governance Code update - Dec 2020 Governance risk mitigations • Regular meetings • Proactive not reactive • Create strategic plans and budgets with KPIs that are monitored • Timely and accurate reporting on financial and operational matters • EDI, culture and tone of organisation • Regular communication with staff • Manage potential conflicts of interest • Training programmes
  • 37. Page 37 Page 37 Invest time in creating a strategic plan with its associated financial budgets and delivery Identify criteria for success and how they will be tracked Conclusions Keep it ‘live’ Evolve and adapt as circumstances change Clear trigger points identified which require changes to the strategy, resources and how funded Income profile, risk and reliability - deal with issues early on Use graphs, charts, reports and metrics – make finances accessible
  • 38. Page 38 Page 38  Management accounts need to track restricted versus unrestricted funds and flag restricted fund overspends urgently  Ensure full cost recovery Further considerations Ensure adequate explanations on budgetary and financial reports  Boards need to know when to turn taps on and off on activity  Financial information should contain cash flows and balance sheets.  Cash is king but also need to understand changes in assets or reserves which need attention – are debars paying for instance? Income and cost control – understanding the financial dashboard Tough decisions Use committees with mixture of Trustees, staff and even beneficiaries to inform decision making
  • 39. Page 39 Contact us Helena Wilkinson Charities Partner 020 7065 2660 07921 353540 helena.wilkinson@pricebailey.co.uk

Editor's Notes

  1. For the accountants – or spreadsheet lovers
  2. All teal coloured. Include features/culture of each quadrant: 1: (ARM) Low staff turnover Wellbeing initiatives Attracting external talent High productivity High profitability 2: (PB) Highly budget focussed Regular review of financial situation High focus on time recorded Tight targets 3. NHS Regularly restructure and/or reorganisation Long working hours Heavy/disproportionate focus on paperwork Feeling that KPI’s are unachievable General sense of feeling out of control Feeling of powerlessness 4: (HRS) Belief that legislation overly protects employees (Employees Rule) Heavy trade union influence Policies that seem to focus on employees