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Improving organisational resilience: What trustees need to consider

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A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.

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Improving organisational resilience: What trustees need to consider

  1. 1. IMPROVING ORGANISATIONAL RESILIENCE: WHAT TRUSTEES NEED TO CONSIDER 5 NOVEMBER
  2. 2. Resilience and board leadership Ros Oakley Association of Chairs
  3. 3. Poll: How is your board doing? How are you feeling about your board’s performance during the crisis? Very satisfied Quite satisfied Neutral Quite dissatisfied Very dissatisfied
  4. 4. We are not all in the same boat, but we are in the same storm
  5. 5. Four perspectives • Personal • Decision-making • Behavioural • Strategic
  6. 6. What helps resilience? • taking care of self • drawing on close relationships • shaping an optimistic outlook • building a sense of medium and long term purpose • combining proactive determination to move forward with an acceptance of what can’t be changed or controlled • a multi-faceted, balanced approach- physical, emotional, mental, spiritual Julian Powe
  7. 7. Strengthening resilience • At individual level • Board level • At sector level
  8. 8. Imagination is everything. It is the preview of life’s coming attractions Einstein
  9. 9. 10 Thank you www.associationofchairs.org.uk Ros.Oakley@AssociationofChairs.org.uk Twitter: @RosOakley LinkedIn
  10. 10. Financial Resilience Rui Domingues CFG
  11. 11. Help for charities • Charity Commission • Networks you belong to • Independent examiner/auditor • Other orgs: • Small Charities Coalition • National Council for Voluntary Organisations (NCVO) • Welsh Council for Voluntary Action (WCVA) • Institute of Fundraising • Charity Finance Group • Charity Tax Group • Directory of Social Change • Association of Chairs
  12. 12. What’s the immediate financial situation?Cash flow • Forward view • Look at varying timescales (few weeks / month / quarter / 6 months) • Will give you a sense of the urgency to any decisions What options are there…Costs / Income • To minimise costs? • Protect or increase income? • Use reserves? (General / Designated / Restricted / Endowments) • Is your business model fit for purpose? What does the new normal look like?New normal • Indicators that recovery has been established • Frequency and type of monitoring • Scenario planning • Early warning signs
  13. 13. CFG resources • “Planning for the future in the light of Covid-19” webinar (Aug 2020) • Finance Focus – Monthly newsletter • Links to Covid hubs from BDO, Crowe and Haysmacintyre
  14. 14. Resilience: Personal well-being through Covid-19 1. Look after yourself in this crisis 2. Create psychological safety for your teams/colleagues 3. Support your team to achieve a positive work-life balance Nicki Deeson – Leadership coach and business mentor – CFG Blog 7 Apr 2020
  15. 15. NCVO Trustees Week panel discussion ‘Improving organisational resilience: what trustees need to consider’ Philip Kirkpatrick Head of Charity and Social Enterprise 5 November 2020
  16. 16. Partnerships and Collaboration
  17. 17. • What is resilience for? – Survival of charity? – Effective delivery of purpose? • Do you need to survive to deliver? • The Stephens Question • Going faster or bailing out? Why merge or collaborate?
  18. 18. Why collaborate? Why Collaborate? Reduce costs/increase funds Sharing skills/ knowledge Better services? Preserve/prevent ceasing Opportunities from funders, stakeholders Increased presence/digital Share risk/strength in numbers
  19. 19. Options for collaboration Informal Alliance Contractual Alliance Joint Venture Hiving off activities Group Structure Full Merger
  20. 20. Merger models A
  21. 21. • How will our combined capabilities improve outcomes? • How can we be better governed? • How can we be better managed? • What more income can we get? • What costs can we save? • Risks – Due diligence • What will it cost? – Transaction – Disruption – Staff time – Morale A clear-eyed view
  22. 22. Philip Kirkpatrick Head of Charity and Social Enterprise Bates Wells 10 Queen Street Place London EC4R 1BE 020 7551 7777 p.kirkpatrck@bateswells.co.uk www.bateswells.co.uk
  23. 23. Young Trustee Alice Rath
  24. 24. Journey to becoming a Young Trustee 2004 - 2016 Patient at Great Ormond Street 2012 - 2018 GOSH Youth Forum 2016 - 2019 GOSH Charity Ambassador 2016 - 2019 NHS Youth Forum 2018 - Present GOSH Governor 2019 - Present Trustee at Crohn’s & Colitis uK 2016 - Present Career in the charity sector as a Digital Marketer June 2019 Discovered the Young Trustee Movement
  25. 25. The challenges for young people becoming Trustees Awareness Lack of opportunities Confidence Tokenism
  26. 26. Benefits of a Young Trustee Representation New perspective Challenge the status quo Enthusiasm Line of succession
  27. 27. NCVO champions the voluntary sector and volunteer movement to create a better society. We connect, represent and support over 13,000 voluntary sector member organisations, from the smallest community groups to the largest charities. This helps our members and their millions of volunteers make the biggest difference to the causes they believe in. • Search for NCVO membership • Visit www.ncvo.org.uk/join • Email membership@ncvo.org.uk 28

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