Transcript Good Practice for Management Committees Irish Society of

Management Committees
West Cork Development Partnership
November 2012
Trainer: Caroline Egan
Consultant & External Relations Manager
Exercise 1
In pairs: what makes being a member of a
board or committee a positive experience?
Responsibilities of the Committee
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Direction – Keeping true to the objectives;
Strategic planning
 Assets – Looking after Money and Property
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Accountability – To members, funders,
service users and the general public
 Legality – Complying with Company Law,
Employment Law, Health & Safety, Equality
(See briefing note on the Charities Act 2009)
Role of All Committee Members
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Ensure that the committee sticks to its purpose
Give the committee direction by setting aims and
objectives
Ensure legal requirements are met
Ensure accountability to members and funders
Ensure financial stability
Ensure any property is protected and managed
Ensure smooth running of the committee – conflict,
communication styles and conduct at meetings
Role of the Chairperson
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Plan meetings with the Secretary and staff
Keep order at meetings
Encourage contributions / ask questions to clarify
Ensure decisions are made / keep to the point
Summarise decision at the end of agenda item
Make sure decisions are implemented
Represent the organisation externally
Establish clear reporting lines with management
Role of the Secretary
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Plan meetings with the Chair
Respond to correspondence
Make arrangements for meetings
Prepare and circulate the agenda
Take minutes
Keep contact details of members
Role of the Treasurer
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Present budgets and accounts
Present financial reports
Alert committee to any cash flow problems
Ensure accounting procedures and controls are in
place
Liaise with staff about financial matters
Advise on financial implications of new projects
Make sure appropriate insurance is taken out
Typical Problems for the Chair to
Handle
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The talkative show off
- get a word in, use a pause for breath, bring
others in.
Too talkative – gushes
- use a timed agenda, interrupt to summarise
Says nothing at all
- ask questions
Typical Problems for the Chair to
Handle
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People holding meetings within the meeting
- pause meeting, question them
Chip on the shoulder
- is problem real? Focus on meeting
purpose, promise to discuss at later date