trustee conference pm2: developing high performance in your board

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DEVELOPING HIGH PERFORMANCE IN YOUR BOARD

CAROLINE COOK DAN FRANCIS7 NOVEMBER 2016

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GOVERNANCE AND BOARD REVIEW

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SESSION PROGRAMME • What we mean by ‘high performing board’

• Improving governance through review and quality standards

• An introduction to the PQASSO quality management system

• How PQASSO provides the benchmark for the key performance indicators

• The Governance Wheel Tool

• Using the Wheel

• Qs and As

HIGH PERFORMING BOARDS

Quick exercise at tables

WHAT WE MEAN BY ‘HIGH PERFORMING BOARD’

The concept of high-performing teams was pioneered in the 1950s by Tavistock thinkers who understood that to be truly ‘high-performing’ a team must be aware of not only what it is achieving but also, crucially, how it is working together.

WHAT WE MEAN BY ‘HIGH PERFORMING BOARD’

The governance framework - robust structures including clear roles and responsibilities, policies, administration, effective recruitment, practices and processes

Culture - openness and integrity

Shaping strategy, and monitoring through operational plans

PQASSO IMPROVING GOVERNANCE THROUGH QUALITY STANDARDS

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IMPROVING GOVERNANCE THROUGH REVIEW AND QUALITY STANDARDS

Benchmarking

Review

Improvement

AN INTRODUCTION TO THE PQASSO QUALITY MANAGEMENT SYSTEM

Quality is about trying to do better: better in both the services the organisation offers and in the way the organisation runs

Quality management system Organisations need to manage quality in a comprehensive and systematic way. This process of formal management is called a ‘quality management system’ – often shortened to ‘quality system’

WHY INVEST IN QUALITY?

• Improve effectiveness and efficiency

• Improve satisfaction of users, staff and volunteers

• Develop consistency across sites and services

• Checking and prevention of errors and problems – fewer things going wrong

• Set improvement targets and priorities and monitor progress against them

• Demonstrate quality of service to funders

PQASSO IS …

• A quality standard for not for profit organisations • A self-assessment tool using a step-by-step approach to

identify what you are doing well and what could be improved • A holistic and generic approach• Evidence based • Used by all size of organisations• Continuous improvement

There is a new online tool to support the self-assessment process

PQASSO QUALITY AREAS

11 Quality Areas 1. Governance 7. Managing money

2. Planning 8. Managing resources

3. Leadership and Management 9. External communications

4. User-centred Service 10. Working with others

5. Managing people 11. Assessing outcomes and

6. Learning and development impact

PQASSO QUALITY MARK

• PQASSO Quality Mark is the externally assessed service for

PQASSO users

• Builds on self-assessment

• Assessors - verify judgements made by self-assessment

• Award lasts for 3 years

HOW PQASSO PROVIDES THE BENCHMARK FOR THE KEY

PERFORMANCE INDICATORS

The governance framework

Culture - openness and integrity

Shaping strategy and monitoring through operational plans

THE KEY PERFORMANCE INDICATORS

The governance framework - robust structures including clear roles and responsibilities, policies, administration, effective recruitment, practices and processes

1.1.1 Board members are appointed and resign or retire in line with legal requirements and the organisation’s governing document. There is a steady renewal of Board membership. Eligibility checks are undertaken before appointment.

1.1.2 Board members are recruited to meet the skills, knowledgeand experience needed to govern the organisation efficientlyand effectively.

THE KEY PERFORMANCE INDICATORS Culture - openness and integrity

1.1.6 Board members understand their individual and collective roles, responsibilities and powers, and the need to act in the best interests of the organisation at all times. Any conflicts of interest are declared and managed by the Board.

3.1.3 Board members and managers lead by example, taking decisions and actions that reflect the organisation’s values, and encouraging a culture consistent with those values.

THE KEY PERFORMANCE INDICATORS

Shaping strategy, and monitoring through operational plans

QA1 standard: The Board has the skills and information it needs to achieve the organisation’s mission and uphold its values. It ensures that the organisation is governed effectively and responsibly, determining strategy and policy. …..

1.1.10 The Board receives reports on progress against the operational plan and on financial performance against budget at least quarterly, including information on outputs and outcomes achieved. ………

SUPPORT WITH USING PQASSO

PQASSO Training

Implementing PQASSO

Bespoke PQASSO training delivered at your organisation

NCVO website

PQASSO Mentors

PQASSO e-bulletin

Consultancy and technical support

FOR MORE INFORMATION

www.ncvo.org.uk/pqasso

Email: pqasso@ncvo.org.uk

Tel: 020 7520 3187

THE GOVERNANCE WHEEL TOOL

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GOVERNANCE WHEEL • The Governance Wheel is a simple tool that helps boards

identify areas of focus• It offers an instant visual impression of strengths and

weaknesses • Based on perceptions• It links to the Code of Good Governance• This is not a tick box exercise • It should be used to inform planning and board

development• When used periodically and when plans are acted on

effectively it can he helpful in achieving quality standards

GOVERNANCE WHEEL The Governance Wheel covers eight areas of good governance. Includes six key principles from the Code:

understanding their role ensuring delivery of organisational purpose working effectively as individuals and a team exercising effective control behaving with integrity being open and accountableIt also covers two other areas: trustee engagement external leadership.

HOW IT WORKS• Can either be done individually, or in small group discussions • Work through the eight areas of good governance• Use the detailed scale in each area to help you decide where

your board is on its journey• Circle your chosen number on each spoke of the Wheel• This will help you to see where you’re doing well and where

you need to focus • Range and mean of results are both helpful• Important to share findings and agree actions as a whole

board

Pick one or two of the areasSpend 5 minutes reflecting on your own board or organisation Assign a score

REFLECTIONS ON THE WHEEL

When do you think this would this be an appropriate exercise to undertake?

How can you create the right environment for this type of review?

How regularly would you undertake the exercise?

INFORMATION AND SUPPORT

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• NCVO Consultancy: www.ncvo.org.uk/training-and-events/consultancy

• High Performance Board training: https://www.ncvo.org.uk/training-and-events/training

• NCVO Annual Trustee Conference: https://www.ncvo.org.uk/training-and-events/trustee-conference

• Charity Commission: www.gov.uk/government/organisations/charity-commission

• Other infrastructure bodies e.g. ACEVO, Small Charities Coalition, WCVA

• Local infrastructure bodies: Council for Voluntary Service/Voluntary Action, Volunteer Centre

USEFUL RESOURCESNCVO publications

www.ncvo.org.uk/practical-support/publications• The Good Trustee Guide, 6th ed., NCVO 2015• Good governance: a practical guide for trustees, chairs and

CEOsUK Civil Society Almanac 2016: https://data.ncvo.org.uk/category/almanac/voluntary-sector/sector-overview/

NCVO: www.ncvo.org.uk, knowhownonprofit.org and https://knowhownonprofit.org/studyzone

Good Governance: A Code for the Voluntary and Community Sector www.governancecode.org

Charity Commission guidance: www.gov.uk/government/organisations/charity-commission

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THANK YOU

CAROLINE.COOK@NCVO.ORG.UKDAN.FRANCIS@NCVO.ORG.UK

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