Board Leadership Stage 1: High-Performance Boards

19–20 November 2020

A course on governance for both experienced and new chairs and chief executives

We know how important it is for trustees and charity leaders to keep up-to-date with regulations and governance guidelines, particularly during challenging times. We are therefore delighted to announce that this training course will be taking place online.

The course is for both experienced and new chairs and chief executives (ideally attending together). Taking place over two mornings, it will 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. 

Speakers

  • Dorothy Dalton

    Editor

    Dorothy Dalton is a leading expert on governance. She has written several books on the subject. She was founding editor of Governance: essential information for effective trustees – a post she held from July 2005 to January 2016.

    With a ‘first’ in mathematics, Dorothy, a former Headteacher, was chief executive of ACEVO, the association of chief executives of voluntary organisation from 1992 to 2000. From 2000 to 2003 she was a non-executive director of the Inland Revenue.

    She is currently Chair of Governors of the Petchey Academy in Hackney. She has been a trustee of many charities including Marie Curie and has been chair of trustees of the Journey of a Lifetime Trust (JoLt) and chairman of governors of Orley Farm School Trust. She is a fellow of the Leadership Trust Foundation and of International Students House. She founded the Journey of a Lifetime Trust (JoLt), the Network of Women Chairs, and Groundbreakers: Voluntary sector women leaders. 

Programme

The changing environment in which trustees and charities have to operate
Ensuring a deep understanding by Chair and CEO of the fundamentals of governance.
Governance Code
Serious Incidents Report
Role and expectations of chairs
  • the chair’s leadership role
  • what the chair cannot do - 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
  • The three key strands of governance: corporate/fiduciary; strategic and impact.
 
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 to and ensuring new trustees become effective as quickly as possible.
 
Case study of where things went wrong – tackling difficult/sensitive situations and learning from others’ mistakes.
  • Delegates split into groups to decide how best to lead the charity in the case study out of its difficulties.
 
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
 

Prices

(prices exc VAT)
 
Governance & Leadership subscriber - £119
Standard rate - £159
Non-charity Governance & Leadership subscriber- £300
Non-charity delegate- £400
 
For group bookings email [email protected] or call 020 7819 1208

Terms & Conditions

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. Only one complimentary transfer can be issued, no refund will be issued for a cancelled transfer.  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).

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