Our annual CEO and Chairs Training day is taking place on the 1st of December 2014 in Dublin 2. This training fills up quickly so please be sure to book early to avoid disappointment. For further information of to book a place, please contact Eva Gurn at email@example.com or call the office on 01-671 5005.
The performance of any not-for-profit organisation is underpinned by the relationship that exists between the CEO and Chair. The training explores this critical Management/Governance interface, and is relevant to both seasoned practitioners and those just stepping up to the top job.
The full-day training course is delivered by Governance expert Dorothy Dalton. Dorothy is editor of the UK-based Governance magazine and a prominent figure in the area of good governance training. Throughout her career, Dorothy has advised several leading national charities on their governance structures and has published a number of short books on the area of good governance in the charity sector. Click here to visit her website.
Price: 325 euro per organisation which includes lunch.
Location: Arthur Cox, Earlsfort Terrace Dublin 2.
Time: 9:30am to 4:15pm
Main topics will include:
- Roles and expectations of Chairs and trustees
- Ensuring trustees fulfil their governance role
- Refreshing the Board and finding new trustees
- Case study of where things went wrong
- Developing a learning organisation
CEO and Chair Training Timetable
9.30am Registration and coffee
Roles and expectations of chairs and trustees
- the chair’s leadership role
- what the chair cannot do – limitations on the chair’s role
- respecting the collective authority and responsibility of trustees
Ensuring trustees fulfil their governance role:
- trustees’ role and the chair’s relationship with trustees
- the three key strands of governance: corporate/ fiduciary; strategic and impact
11.30am Coffee break
11.45am Refreshing the board and finding new trustees
- providing support to and ensuring new trustees become effective as quickly as possible
- ensuring trustees address the right issues: why it is important to get the right agendas
- making informed decisions: ensuring the board gets the information it needs for good governance
- chair/CEO relationship including: ensuring trustees can hold the chief executive to account without meddling in management
2.00pm Case study of where things went wrong – tackling difficult/sensitive situations and learning from others’ mistakes.
Delegates split into groups to decide how best to lead the charity in the case study out of its difficulties
3.15pm Tea and coffee
3.30pm Developing a learning organisation – why reviewing performance is important even at board level:
- appraising the chief executive’s performance
- reflecting on the chair’s performance
- the board collectively reflecting on its performance