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Leading the CEO and Chair to Effective Governance 0 1.Pdf Combining updated versions of previous ACEVO publications • Appraising the Chief Executive • Leading the Organisation • Your Chair and Board –a survival guide and toolkit for CEOs Updated to comply with the Charities Act 2006 and the Companies Act 2006 Published by ACEVO First published 2008 Updated 2012 Copyright © 2012 ACEVO All rights reserved. No part of this book may be reproduced by any means, or transmitted, or translated into a machine language without prior permission in writing from the publisher. ISBN 1-900685-47-7 Contents 3 Acknowledgements 4 Foreword 6 Part One Introduction to the Guide and Leadership 8 1. Purpose of the guide 8 2. How to use the guide 9 3. About ACEVO 9 4. Leadership and governance 11 Guidance: Charity Commission CC60 – The Hallmarks of an Effective Charity 12 Guidance: Overview of key leadership theories 15 Case studies: Perspectives on leadership 16 Part Two Third Sector Governance and Board Structures 18 1. Context developments in the sector’s approach to governance 22 2. Defining governance and management 25 3. Board performance: creating a learning culture 28 4. Board structures 30 5. Board and CEO 32 Tools: Sample board review questions for third sector organisations, based on the Code of Good Governance 34 Tools: Sample self-assessment questions for board members 35 Case study: Matters reserved to the board 36 Case study: An example of a completely unitary board (St Andrew’s Healthcare) 37 Case study: An example of an organisation paying all of their trustees (Anchor Trust ) 38 Part Three The Chair and the CEO 40 1. Importance of the relationship 42 2. The relationship in context 43 3. The Chair’s role: first among equals 48 4. Governance: the Chair’s domain? 50 5. The relationship: getting the basics right 55 6. Communication 58 7. Further factors affecting the relationship 64 8. Resolving problems and conflicts 66 Guidance: Key principles for an effective Chair/CEO relationship 68 Guidance: CEO toolkit 74 Tools: Role analysis exercise for Chairs and CEOs 76 Tools: Role description – Chair of the board 78 Tools: Role description – Vice-chair Contents 78 Tools: Role description – Treasurer 79 Tools: Role description – Board member Leading the CEO and Chair to Effective Governance 1 80 Tools: Exercises for Chair and CEO 81 Case Study: Role description for a Chair (Bield Housing Association) 83 Case Study: Role description for a Chair (Whittington Park Community Association) 85 Case Study: Role description – CEO (ACEVO) 87 Case Study: Role description – CEO (Bield Housing Association) 89 Case Study: Role description – CEO (London Voluntary Service Council) 92 Case Study: Person specification for a CEO (London Voluntary Service Council) 93 Case Study: Role description – Treasurer (Whittington Park Community Association) 95 Case Study: Role description – Treasurer (The College of Teachers) Role description – Honorary Treasurer as Trustee (The College of Teachers 98 Case Study: Role description – Company Secretary (Unlimited Potential) 100 Case Study: Role description – Managing Director/CEO (IoD) 101 Case Study: Role description – Chair (IoD) 102 Case Study: Role description – Leaders (Tomorrow’s Company) 104 Part Four Appraising the CEO 106 1. Are all CEOs appraised? 107 2. Why appraise the CEO? 111 3. How to introduce an appraisal system 115 4. Peer involvement and 360º appraisal 120 5. Golden rules – getting the appraisal process right 129 Guidance: Third sector leadership 132 Tools: Introducing appraisal for the CEO – a tasklist for Chair and CEO 134 Tools: Checklist for the selection support and review of the CEO 135 Tools: Senior Civil Service performance appraisal 136 Tools: Basic 360º questionnaire 137 Tools: Questionnaire for board members on CEO performance 139 Tools: Directors’ attributes (IoD) 140 Tools: Professional skills for government – Civil Service leadership qualities 141 Tools: A leadership framework for third sector CEOs leading public service-providing organisations 144 Tools: Code of professional conduct for ACEVO members 150 Case Study: Personal and strategic development objectives 151 Case Study: CEO review and development form 152 Case Study: CEO appraisal process (ACEVO) 153 Case Study: How not to run an appraisal process 154 Case Study: CEO competencies for upward appraisal (Homeless Link) 161 Case Study: Competency framework (Bield Housing Association) 168 References and Reading Contents 2 Leading the CEO and Chair to Effective Governance Acknowledgements ACEVO would like to thank all its members for their many contributions to this guide. We would particularly like to thank those who provided materials and quotes, including: • Catherine McLoughlin, Chair, Age Concern • David Vere, CEO, Development Partnership • Debby Ounsted, Chair, Joseph Rowntree Foundation • Duncan Fraser, Managing Director, The Way Ahead Group • Elizabeth Balgobin, CEO, London Voluntary Service Council • Helen Ralston, ACEVO member • Jane Barnett, JB Consulting • Jenny Edwards, CEO, Homeless Link • Jeremy Swain, CEO, Thames Reach • Jim Thomson, CEO, Bield Housing Association • John Low, CEO, Charities Aid Foundation and Chair, ACEVO • Lesley Dixon, PSS, ACEVO Member • Linda Laurance, Consultant • Martin Farrell, CEO, Get2ThePoint • Professor Bernard Taylor, Director, Centre for Board Effectiveness at Henley Management College • Stefan Kuchar, Chief Executive, WVSDA • Sir Stephen Bubb, CEO, ACEVO This publication is a combined and updated version of the 2002 editions of Appraising the CEO and Leading the Organisation. Special thanks to Katia Herbert who wrote the original guides. Nick Aldridge, CEO of Missionfish UK and formerly Director of Strategy at ACEVO, combined, updated and contributed new material to produce the book in 2008. All job titles were correct at the time of the original publication and may have changed since. This book was then revised by ACEVO in 2012. Acknowledgements Leading the CEO and Chair to Effective Governance 3 Foreword By Sir Stephen Bubb, CEO, ACEVO This new edition is extremely timely as I hear from ACEVO members that Governance remains their key concern, that they need strong advice and clear guidance to support them in their role as CEO. But, its not just for CEOs - I am a CEO and a Chair (of The Social Investment Business) and need this information in both capacities, as many will. It has been referred to as the ‘Survival Guide’ and never needed more than now when public expectations of our work is at an all-time high. The purpose of this publication is to define what is regarded as good practice in leading non-profit organisations. It is split into four parts: Part One: Introduction to the Guide and Leadership Part Two: Third Sector Governance and Board Structures Part Three: The Chair and the CEO Part Four: Appraising the CEO Each section is then split into three sections: Guidance, which summarises established best practice Tools, techniques which can be adapted for use in a CEO’s own organisation Case studies, which illustrate how specific organisations have adapted the techniques to their own needs We have heard from previous readers of this guide that many have directly benefitted from and used the table entitled: ‘A leadership framework for third sector CEOs leading public service-providing organisations’ which covers: • Strategic perspective • Customer service orientation • Visionary communication Foreword 4 Leading the CEO and Chair to Effective Governance • Affinity and integrity • Confidence, courage and resilience • Motivating and developing a team • Networking and influencing. This table is followed by a case study of personal and development objectives, which lists five key objectives each with a target date for delivery. This, too, is a practical template which could be readily adapted for use by many CEOs. Foreword Leading the CEO and Chair to Effective Governance 5 Part One Introduction to the Guide and Leadership 6 Leading the CEO and Chair to Effective Governance Part One Introduction to the Guide and Leadership Part One Introduction to the Guide and Leadership Leading the CEO and Chair to Effective Governance 7 Introduction to the Guide and Leadership 1. Purpose of the guide Sound governance and dynamic leadership are essential qualities in the best third sector organisations. A solid relationship between Chair and chief executive (CEO), and an effective system for appraising the CEO, are core components. Combining and updating ACEVO’s bestselling publications Appraising the Chief Executive, Leading the Organisation and Your Chair and Board – a survival guide and toolkit for CEOs, this guide provides vital information and advice to third sector chief executives in working with their Chairs and board members to lead the organisation. It will enhance the governance and leadership ability of those at the top, by: • Updating third sector leaders on recent developments in thinking on third sector governance and best practice in other sectors • Guiding and supporting CEOs in developing a constructive working relationship with their Chairs • To provide advice and tools that will support CEOs in agreeing an effective appraisal system with their Chairs and board members. The guide will prove particularly relevant to CEOs and their Chairs, but is recommended reading for all those involved in the governance of third sector organisations. 2. How to use the guide The material is divided into four sections: • Introduction to the Guide and Leadership – this section, which provides background information on the guide and advice on how to use it.
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