Talk:Governance Review/Implementation motions

Timing and consultation

As a general point, I am a but concerned that these motions will bounce the chapter into making some pretty fundamental changes without having fully considered the implications and without having adequately consulted the community. A 36 page report was published at 5:20pm on Thursday and you're proposing to adopt motions to implement these at 11:45am on Saturday. I'll add some comments on the particular issues below, but I'd like to ask generally whether you think this is adequate or whether it is necessary to rush these changes in like this? AndrewRT (talk) 22:23, 7 February 2013 (UTC)

Thanks for raising this Andrew. The board has 5 trustees right now, you can imagine what that does to our available 'bandwidth' and stress levels when we have other commitments as well. No, I would not claim to have sufficiently considered implications or consulted the community, even if some of the decisions are quite easy in principle and have been around for a while (such as having a larger number of trustees on the board, to me that's an easy one to agree that I recall discussing when you were our Chairman). However we should be able to draft resolutions (or action their creation) which can then have wide consultation and discussion, and agree which must be a priority for the AGM, to be seen to be addressing the recommendations of the independent governance assessment. --Fæ (talk) 23:15, 7 February 2013 (UTC)

Sometimes having a draft resolution can help focus discussion, but these resolutions are pretty much copy-and-paste jobs from the recommendations, so I don't think they add much value at this stage. We should have the wide consultation, perhaps a couple of workshops, then we can decide which recommendations we want to implement totally, which we want to implement partially, with some modifications, and which we don't want at all. Once we've done that, we can start drafting resolutions. --Tango (talk) 23:26, 7 February 2013 (UTC)

That sounds like a year long consultation. We will need to agree a schedule that can get the most important changes identified, consulted on, and drafted, reviewed and ready to vote on, well before the AGM. Maybe we are looking at phase 1, 2 and 3 that will span a year of change and improvement? --Fæ (talk) 23:35, 7 February 2013 (UTC)

Regarding the changes to the constitution, I've suggested an approach below which kicks off the process, ensures the leg work gets done, leaves room for plenty of consultation but also gets us a proposal to vote on in time for the June AGM. Is that an approach you could support? AndrewRT (talk) 23:40, 7 February 2013 (UTC)

Probably, these are massive changes and I trust your view to be highly knowledgeable. I like the workshopping process, as with big topics I'm feeling less sure that what I understand as a noddy sixty second summary at the trustee level, does enough for me to really claim to have delivered on the strategy setting part of the trustee role. I would like committees to perform and have meaningful delegated power, and perhaps GovCom is a way to get my confidence back that the in-depth spadework of understanding the governance review, assessing charity best practice, bouncing around the options and piecing together a realistic time-frame and writing it up as something legally robust, credibly helps our mission and can be 'sold' to our members is the sort of thing that is not left to a stressed trustee juggling several balls, even if they enjoy juggling.

Hm, I doubt this will all crystallize out before this weekend's board meeting, but I may be making a mountain out of a molehill when it gets explained face to face, so I'll defer judgement as to what is or is not practical for a while longer. I am darn certain that the current board is going to be critically reliant on our network of experienced volunteers and past trustees to help out here, so I'm glad you are already involved. Thanks --Fæ (talk) 00:03, 8 February 2013 (UTC)

A year sounds about right for the whole process - creating a governance committee, then drawing up skill grids and then reviewing board members could be quite a long process, for example. We might be able to make some decisions by the AGM, though. The AGM isn't until June. If we want to vote on the board composition stuff at the AGM (which would be good), then we probably need a final resolution (or collection of resolutions and amendments if there isn't a clear consensus on the way to go) a month before (I can't remember the required notice period, but it's about that), so call it end of April. How about a workshop in mid-March, with online discussion before and after? That should give us enough time to do this properly. --Tango (talk) 00:16, 8 February 2013 (UTC)

Committees

Appointing committees is an easy step to "undo" if it doesn't work or if there is strong opposition, so on that basis I agree that you could do this now. Regarding the Governance Committee, given that the next set of elections is only a few months away it would be good to get that started ASAP. Likewise with the Audit Committee, it would be nice to have this complete by the AGM so the accounts can be signed off by then. I'm a bit confused how you "establish" a committee without actually appointing named individuals to be on it? Are you planning to do this bit later? Finally, you seem to have missed out the point about diversity in the GovCom terms of reference ("the Governance Committee should stress the importance of having a diverse board. Continuing efforts should be made to achieve diversity including finding women trustees") AndrewRT (talk) 22:59, 7 February 2013 (UTC)

Number of board members & co-option

One of the criticisms levelled at the board at the EGM was the inability of community members to propose amendments to constitutional changes and it was agreed at the time that this would be avoided in future. Given the time before the AGM, it's not necessary for the Board to adopt a definitive motion now, without any consultation. Instead, I would suggest a single motion to request the Chief Executive to draft a proposal, in discussion with the community and in conjunction with others, to implement the increased number of board members and expanded power to co-opt. Following discussion, it can then be agreed by the board (possibly in April) for recommendation to the AGM. AndrewRT (talk) 23:09, 7 February 2013 (UTC)

Conflict of interest

The main item of substance here seems to be regarding accepting paid employment after leaving the board. It also, albeit implicitly, makes the "interim" change that was made in November. Whilst this seems eminently reasonable, the board needs to consider the other side of the argument, viz. the risk that having excessively strict rules in this area would lead to substantial challenges in recruiting suitable trustees. I'm not sure the board has seen or requested any evidence on that and it may be appropriate to delay this decision until that information was available - in particular, given this will only have a significant impact after the June AGM. as an alternative, you could make this decision as an interim step, but commission the information so that you can review, say in a couple of months. AndrewRT (talk) 23:19, 7 February 2013 (UTC)

Delegation

I've left the most contentious issue till last :). The review says a lot of things about changing the things that board members do. I remember discussions at the board years ago about how the role was going to change with a Chief Executive and specifically about how the board would move to a more strategic and oversight role. We also talked about how a different role would be developed for volunteers (including people who were currently board members) who were more interested in leading projects. I agree that this is the right way to go. However, there is a real risk that in doing only the first bit, you not only change the relationship between the board and the chief executive but also, more fundamentally, change the relationship between volunteers generally and paid staff. This could go against everything that was articulated in the Vision - "the contribution of volunteers is central to the activity of the organisation" - and the clear and explicit target operating model that is set out in the Volunteer Policy.

Therefore I would suggest that this change needs to go hand in hand with a review of the implementation of the Volunteer Policy and how a non-board role should be developed for volunteers who want to play a leading role in leading projects.

In addition, it seems odd that the Chief Executive is being asked to propose what powers should be delegated to him. If I were him, I might be tempted to just say "give me everything"! A more appropriate motion could be to ask the Chief Executive and Chair jointly to develop a proposal for delegated authority and to do this in conjunction with the proposal above. AndrewRT (talk) 23:37, 7 February 2013 (UTC)