The first of two one-day courses on governance for both experienced and new chairs and chief executives (ideally attending together).
The course is designed to help you in your role of building a high-performance board, delivering valuable insights into the key areas of responsibility for chairs and CEOs and providing you with ideas to keep your board moving forward.
28 September 2017
9.30AM - 10.00AMRegistration and coffeeRegistration and coffee
10.00AM - 10.15AMIntroductionsIntroductions
10.15AM - 11.30AMEnsuring boards and their chairs fulfil the governance role
Role and expectations of chairs
- The chair’s leadership role
- Limitations on the chair’s role
- Respecting the collective authority and responsibility of trustees
Ensuring boards fulfil their governance role
- Trustees’ role and the chair’s relationship with trustees
- Success and failure of organisations - the link with governance
- Three different models of governance and what each has to offer
- The three key strands of governance: corporate/fiduciary, strategic and impact governance
11.30AM - 11.45AMTea and coffeeTea and coffee
11.45AM - 1.15PMMaking informed decisions, addressing the right issues and refreshing the board
Making informed decisions
- Ensuring the board gets the information it needs for good governance
- When too much detail is dangerous; when detail could be important
- What should be in a CEO’s report to the board
- What constitutes a good proposal to the board
- Basic rules for board papers
- The chair’s and CEO’s role in quality controlling board papers
Making sure your board is addressing the right issues
- Why well-crafted agendas are so important
- Why planning is vital to help boards fulfil their duties and responsibilities, and stick to their governance role
Refreshing the board and finding new trustees
- Providing support and ensuring new trustees become effective as quickly as possible
Work in two's and three's to find solutions to two different scenarios.
1.15PM - 2.00PMLunchLunch
2.00PM - 3.15PMCase study of where things went wrong – tackling difficult/sensitive situations and learning from others’ mistakeDelegates split into groups to decide how best to lead the charity in the case study out of its difficulties
3.15PM - 3.30PMTea and coffeeTea and coffee
3.30PM - 4.15PMBuilding relationships
Building a successful chair/CEO relationship
- Behaviours that can damage the relationship
Chair/CEO and CEO/board relationship
- Ensuring the board can hold the CEO to account without meddling in management
Open session - a chance to raise any other governance issues
Dorothy Dalton is editor of Governance magazine and a governance expert. She was the first chief executive of Acevo, holding the position from 1992 to 2000. She also founded the Network of Women Chairs and co-founded Groundbreakers, a support group for female chief executives in the voluntary sector.
She was a non-executive director of the Inland Revenue and has been a judge at the Charity Awards for several years.
In a voluntary capacity Dalton has been a trustee of several charities including Marie Curie Cancer Care and regularly participates in fundraising expeditions for JoLt, the Journey of a Lifetime Trust which arranges overseas expeditions for disadvantaged or disabled young people.
With twenty years’ experience of working in the sector, Anne was head of NCVO’s governance and leadership team until 2011 when she launched her own consultancy service, Anne Moynihan Consulting.
She has worked extensively within Citizens Advice – from managing a CAB to being a member of the senior management team of the national organisation.
Anne is a member of the steering group for the sector’s Code of Good Governance, a member of the Charity Law Association and was a board member of Trustees Unlimited.
Lindsay Driscoll is a charity law and governance expert, currently working as a consultant at Bates Wells and Braithwaite. She was a Charity Commissioner and in 2009 was named as chair of the steering group for the Code of Good Governance and chair of the independent expert group drawing up guidance for the sector about expenses disclosure.
Driscoll graduated from Oxford University with Jurisprudence, and went on to qualify as a solicitor at a City of London firm. She has over 30 years of experience in charity law and governance, including acting as assistant registrar general and lecturer at the Post-Graduate school of Law in Kenya.
She spent eight years at the NCVO, latterly as head of the legal and governance department, and went on to become a partner at Sinclair Taylor and Martin, working internationally to provide technical assistance and training on NGO law.
She has been a member of the executive committee of the Charity Law Association and is currently on the board of Dance United, the International Center for Not-for-Profit Law, a community foundation and a small theatre company.
Substitution and cancellation policy: On receipt of your booking form, your place is confirmed. Delegate substitutions are allowed. Up to and including 14 days prior to the event, a refund (less a 15% administration fee), or one complimentary transfer to another training date can be issued. Once a transfer has been processed, refund for the original booking will not be issued. Refunds or transfers are not available less than 14 days before the event date. Confirmation of cancellations MUST be in writing and sent or faxed to Civil Society Media at 15 Prescott Place, London, SW4 6BS 020 7819 1200 (fax: 020 7819 1210).
Governance & Leadership subscriber - £195
Standard rate - £235
Non-charity Governance & Leadership subscriber- £300
Non-charity delegate- £400
For group bookings email [email protected] or call 020 7819 1208
I now feel more confident that my charity is functioning well and have taken dozens of tips and ideas away for doing even better
An extremely useful course with excellent materials
Every trustee should attend one of these courses if they are to do their job properly