Lost in translation

1. Lost in translation A guide to Chair/Chief Executive partnerships- Voscur Trustee Network

2. Su Sayers, Chief Executive of United Response • “In my experience, the connection between the Chief Executive and Chair is an important part of what makes voluntary and community sector organisations strong, resilient and effective.”

3. For discussion this evening: • Roles and responsibilities • Relationship profiles • Building healthy partnerships • Dealing with conflicts

4. Responsibilities of the Chair • Ensure governance activity complies with regulations and good practice • Plan annual schedule of board meetings • Devise meeting agendas, lead meetings and facilitate discussion • Ensure board decisions are communicated to Chief Executive for implementation • Take action on behalf of board between meetings, as authorised

5. Manage and oversee work of committees • Oversee board’s management of Chief Executive • Work with Chief Executive to foster board strategic engagement • Support and develop Chief Executive • Lead board development activity • Recruit trustees and prepare Chair succession • Represent organisation at functions and meetings

6. Keys to twin leadership • Chair: good chairing skills; capacity to make informed decisions in and between meetings; ability to challenge, criticise and give credit • Chief Executive: willingness to share information and ideas; ability to discuss, make diplomatic suggestions and give credit

7. Keys to twin leadership • Both: no public disagreements; demonstrate mutual support; avoid appearance of ‘stitching things up’; ability to consult

8. Core Chief Exec. responsibilities • Back the mission • Model ethical standards • Lead management and staff • Exercise financial stewardship • Manage fundraising activity • Ensure accountability and compliance

9. Engage board in strategic thinking, planning and leadership • Develop future leaders • Nurture external relationships • Serve as spokesperson and advocate • Ensure effectiveness of programmes • Support and develop board and Chair

10. The ideal relationship profile • Complementary skills and working styles • Shared vision, mission and values • Working agreement • Cordial, professional and respectful • Equal partners • Collaborative • Mutual support

11. Challenges for medium sized organisations • Scarce funds • Competition • Risks • Organisational identity • Good systems which grow with the organisation

12. Qualities needed • Pragmatic • Visionary • Strategic • Flexible • Adaptable

13. Challenges for small organisations • Wearing more than one hat • Taking on paid staff • Allowing paid staff to carry out their role • Managing volunteers • Deciding on the organisation’s future direction/size

14. Building healthy partnerships • Establish core values and policies • Recruit, select and induct Chair and Chief Executive • Determine working styles and form a working agreement • Meet regularly

15. Communicate strategic vision • Engage the board in strategy • Have a governance review • Chief Executive appraisal and development • Chair appraisal and development • Promote board development together

16. Dealing with conflict • Develop a system for dealing with potential conflicts • If conflict occurs, use a facilitated discussion (usually bringing in someone from outside) • Mediation, including professional mediators from CEDR

17. Resources • ACEVO, the professional body for third sector Chief Executives www.acevo.org.uk • CEDR Solve http://www.cedr.com/solve/charities/ • Charity Commission http://www.charitycommission.gov.uk/ • NCVO http://www.ncvo-vol.org.uk/governanceandleadership • Lost in translation from ncvo £10

18. Contact Paula Cannings • paula@voscur.org • www.voscur.org • 0117 9099949