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Whose job is it anyway? Getting the balance right between governing and managing
This document summarizes a presentation on balancing governance and management for nonprofit organizations. It includes presentations from Ros Oakley of the Association of Chairs, Gareth Mitchell of MAF UK, and David Bloomfield of the National Migraine Centre. They discuss defining governance and management, when governance crosses into management, the risks of trustee overreach, and ensuring proper processes and relationships are in place. The final presentation by Maria Aguilar of HR Services Partnership emphasizes clarity on strategic vs operational roles through a scheme of delegation and regular communication between the CEO and board.
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Whose job is it anyway? Getting the balance right between governing and managing
- 1. WHOSE JOB ISIT 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:
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- 3. Getting the balanceright between governing & managing Gareth Mitchell Chair, MAF UK
- 4. Drawing, Crossing &Blurring the Line
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- 9. HELLO • Dr DavidBloomfield, CEO National Migraine Centre • Speaking as an individual not representing NMC
- 10. GOVERNANCE? Corporate governance isthe 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/o97% 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 NOTSTRAIGHTFORWARD……… 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 TRANSIENTSTRESS Size of charity Capability of management Governance Mentoring & Coaching? Very Light Touch Management: with care??? Governance Governance
- 15. TRUSTEE TYPES 1. TheGem: 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 youdon’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 jobis it anyway? Maria Aguilar MA FCIPD
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- 21. What do thesemean? ‘Strategic’ ‘Oversight’ ‘Governance’
- 24. Do I trustyou?
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- 26. Scheme of delegation Delegatedmatter 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 forlistening Maria Aguilar The HR Services Partnership
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- 30. Drinks sponsors: Lead sponsor: Cosponsor: Media partner: Digital partner:
Editor's Notes
- #29 You can collect copies on the way out Ask them to give their name and org
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