B1: Building better boards: The role and culture of ethics
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Presented Tuesday 14 November at the NCVO/BWB Trustee Conference 2017
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B1: Building better boards: The role and culture of ethics
- 1. Drinks sponsors: Partner sponsor: Lead sponsor: Media partner: Tech partner: BUILDING BETTER BOARDS: THE ROLE OF CULTURE AND ETHICS SPEAKERS DAN FRANCIS SENIOR GOVERNANCE CONSULTANT, NCVO ROSIE CHAPMAN CHAIR, CHARITY GOVERNANCE CODE STEERING GROUP
- 2. WHAT ARE THE KEY CULTURAL OR ETHICAL CHALLENGES FACING YOUR BOARD? HOW DO THESE DEVELOP? Drinks sponsors: Partner sponsor: Lead sponsor: Media partner: Tech partner:
- 3. THE CODE • 3rd iteration • Voluntary • Aspirational standards • Can be adapted to context • Developed by steering group • Independent chair • Significant consultation 3
- 4. USING THE CODE • www.charitygovernancecode.org • Foundation principle 7 Universal principles, rational and outcomes • Designed to highlight good practice • ‘Apply or Explain’ • Larger organisations encouraged to make a statement in their annual report • A single set of principles but different recommended practice for large and small 4
- 5. PRINCIPLES OF GOOD GOVERNANCE 5
- 6. FOUNDATION 6 • Committed to the cause • Recognise meeting public benefit is an on-going requirement • Understand role and legal responsibilities • But: ‘Charity Commission’s ‘Essential Trustee’ at 12,500 words is only slightly shorter than Macbeth.’ • Commit to good governance
- 7. ORGANISATIONAL PURPOSE 7 The board is clear about the charity’s aims and ensures that these are being delivered effectively and sustainably. • Determining organisational purpose and ensure the charity stays relevant and valid • Achieving the purpose. Clarity about desired outputs, outcomes and impacts. • Analysing the external environment/planning for sustainability • Degree to which long-term planning takes place? • Benefits and risks of partnerships, mergers etc – post Kids Co? • Broader responsibilities. Derived from Companies Act, but suspect little current take-up?
- 8. LEADERSHIP 8 Every charity is led by an effective board that provides strategic leadership in line with the charity’s aims and values. • Leading the charity • The chair’s role • Appointments • Rationale, benefits and risks of subsidiaries. Tail wagging the dog? • Leading by example • Overly polite -v- welcoming differing views. Healthy tension - v- conflict • Staff role in providing information, advice and feedback? (Attendance at Board meetings?) • Commitment • Sufficient time – in between meetings as well as at the Board?
- 9. INTEGRITY 9 The board acts with integrity, adopting values and creating a culture which help achieve the organisation’s charitable purposes. The board is aware of the importance of the public’s confidence and trust in charities, and trustees undertake their duties accordingly. • Maintaining the charity’s reputation • Code of Conduct • Acting in accordance with values • Identifying, dealing with and recording conflicts of interest/loyalty
- 10. DECISION MAKING, RISK AND CONTROL 10 The board makes sure that its decision-making processes are informed, rigorous and timely and that effective delegation, control and risk-assessment and management systems are set up and monitored. • Delegation and control • Delegations and reserved matters documentation • Regularly Reviewing key policies and procedures • Managing and monitoring organisational performance • Actively managing risks • Review effectiveness of the approach as least every year • Appointing auditors and audits • Alleged improprieties, misconduct or wrongdoing
- 11. BOARD EFFECTIVENESS 11 The board works as an effective team, using the appropriate balance of skills, experience, backgrounds and knowledge to make informed decisions. • Working as an effective team • Vice chair, or similar • Ability to work together as a team • Constructive challenge • Access to specialist in-house or external governance advice and support. Access independent professional advice, such as legal or financial • Reviewing the board’s composition • At least five, no more than 12
- 12. BOARD EFFECTIVENESS CONT. 12 The board works as an effective team, using the appropriate balance of skills, experience, backgrounds and knowledge to make informed decisions. • Overseeing appointments • Formal, rigorous and transparent • Good reason if exceed nine years (Should it have been 6 years?) • Elected roles (How to attract candidates who have the right skills?) • Developing the board • Appropriately resourced induction • Board annual review (external evaluation every three years) and explain in annual report
- 13. DIVERSITY 13 The board’s approach to diversity supports its effectiveness, leadership and decision making. • Recruiting diverse trustees • No explicit percentages; e.g. for women. Include diversity in annual board reviews. • Training or reflection on diversity. Do many charities do this? • Positive effort to remove obstacles. Would payment help? • Monitoring and reporting • Publish an annual description. How easy will charities find this?
- 14. OPEN AND ACCOUNTABLE 14 The board leads the organisation in being transparent and accountable. The charity is open in its work, unless there is good reason for it not to be. • Communicating/consulting with stakeholders • Developing a culture of openness within the charity • A register of interest and agreed approach for how these are communicated publicly (Should it be public?) • Publish remuneration levels of senior staff (Low base?) • Member engagement
- 15. CHARITY GOVERNANCE CODE 15 How would the code support you in developing your governance? In particular how will it help tackle the cultural and ethical issues discussed earlier? Are there any further tools, resources or templates you would require to support you with this?
Notes de l'éditeur
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- While many influences on governance, still six overarching key principles which apply to all charities of any size, sub secotr, etc Anyone heard of the Code? Pocket versions on tables. Written by the sector, for the sector. Provides flesh on the bones…. The larger a charity becomes the greater the expectation, from the regulator, funders and other stakeholders that it will embrace and adhere to best practice requirements. It is however incumbent on all charities to adopt practices that are appropriate and effective in its particular circumstances. The whole point of good governance should be to deliver on the charitable purposes or objects and so provide greater public benefit…not simply to “do governance well”! Sets out a statement of best practice in governance. Aims to help enhance the effectiveness of voluntary and community organisations by: clarifying what effective governance looks like and how governing bodies can govern effectively reassuring an organisation’s stakeholders about the way organisations are governed; and maintaining and enhancing public confidence in organisations and in the voluntary and community sector. Three versions – long, summary, version for small org with no staff, consulting on the need for material for large organisations understanding their role ensuring delivery of organisational purpose – purposes remain relevant and valid, strategy in place, operational plans and budgets, monitoring progress, evaluating results working effectively both as individuals and as a team – recruitment, diversity of knowledge, experience, attributes, behaviours relevant to the organisation’s circumstances and needs, induction, training and development, reviewing performance, code of conduct exercising effective control – legal and regulatory, financial controls, risk assessment, delegation is supervised, taking professional advice, need to be assured that everyone acting in the organisation’s name is complying with the board’s directions and the requirements of law and regulation behaving with integrity – promote org’s reputation, manage conflicts of interest and loyalty, independence of decision making being open and accountable – communication, listening, handling complaints – helps to build trust and confidence with stakeholders and to demonstrate legitimacy when representing them.
- I’ve added: Breast Cancer Now National Women’s Register Oasis Domestic Abuse Service