Chairing a Sub Committee

Chairing a Sub Committee

1.Leadership

2.Governance and Compliance 

3.Chairing meetings of the Board 

4.Communication 

5.Delegation 

6.Representation 

7.Relationship with the Chief Executive

Leadership – Understand the YMCA

Tools:• E news

(stephen.buckley@england.ymca.org.uk)• Introducing the YMCA• In Touch• ymca.org.uk Website• YMCA England regional newsletters• HR updates• Enhanced Directory• National Assembly 8-10 April 2005

Leadership – Abilities

Communication skills

Inspire or motivate staff & trustees

Be a good role model

Leadership – VisionOur Movement’s emerging Vision

We have a Vision that people, especially young people, will experience the YMCA as:

• A PLACE

• A JOURNEY

• A VOICE

VISION 10 – MOVEMENT IMAGES FOR THE NEXT 10

YEARSPLACE

The YMCA…• Is in new and surprising places • Feels welcoming, safe and full of life• Is where I feel accepted, even though we are all

different• Opens my eyes to different people around me• Encourages me to express myself and get involved• Is where I meet people from churches who feel at

home too• Feels like a place of faith.

VISION 10 – MOVEMENT IMAGES FOR THE NEXT 10

YEARSJOURNEY

 The YMCA…• Helped me to start again• Raised my hopes for the future• Helped me to make choices about the direction to take• Travelled alongside me, at my own pace• Helped me to see there was so much more to life –

body, mind and spirit• Is where I found the people who helped me were on a

journey too.• I discovered that God was with me.

VISION 10 – MOVEMENT IMAGES FOR THE NEXT 10

YEARSVOICE

The YMCA… • Gives me confidence and skills to speak up for

myself and my friends• Gives me access to people who make decisions• Is outspoken in favour of young people• Speaks up for justice and positive values • Is listened to by leaders in my community• Explains itself clearly

Governance & Compliance

Responsibilities:Memorandum & articles (or constitution)Work with the Company Secretary (normally

the Chief Exec)Regulatory frameworks; Charity

Commission, Companies House, Housing Corporation

When to take professional adviceIs the right information being received?Are decisions being carried out?Work with the Treasurer and any other

officers

Governance & Compliance

Support from YMCA England:

Memorandum & articles, Companies House and the Charity Commission: paul.smillie@england.ymca.org.uk

Housing Corporation: mike.fleming@england.ymca.org.uk

Board development training:

andy.winter@england.ymca.org.uk

Or your Regional Secretary

Chairing Meetings of the Board

Agenda and supporting papersEnabling all voices to be heard, within

a reasonable timeframeEnsuring the Board has time for

induction and training and evaluating itself

Work with Company Sec. to prepare and call the AGM

Chairing Meetings of the Board

Support from YMCA England:

Good Trustee Guide

Regional Secretaries can advise on the conduct of meetings

Andy Winter can undertake formal Board development and facilitate Board self evaluation

Communication

Promote good communication between the Board and the staff

Attend meetings between YMCAs in the same Region

Attend national YMCA events

Communication

Support from YMCA England:

The next substantial piece of HR legislation will be the ‘communication directive’, compelling employers to set up formal channels of communication with their staff.

YMCA England will be issuing guidelines for YMCAs in good time.

Delegation

Delegate tasks to other Board members

Set up a sub committee structure – if you have to. (Recommended best practice today is to have as few as possible)

Advice is available from your Regional Sec.

Representation

Represent the YMCA to your local community – e.g. Council, churches, schools

(Ensure you are fully briefed by your Chief exec and ‘sing from the same hymn sheet’)

YMCA England has many publications that may be of use in different meetings.

Relationship with the Chief Exec

Line manage the Chief Exec – ideally formal 6 monthly work review meetings.

Set clear arrangements in place to review salary. Should not be over generous, or over-looked.

Relationship with the Chief Exec

Support from YMCA England:The HR manual sets out a clear procedure

for conducting a work review. Your Regional Sec or HR officer is available

to discuss any confidential matter without it going anywhere else.

Your HR officer can also carry out a pay review for your Chief Exec (and other staff) if requested.

2 Possible Questions to Discuss

1. What should be delegated to a sub committee and what to a staff member.

2. What should the relationship be between the sub committee Chair and their lead staff member.

3. What is the relationship between the Board and the sub committee.

1. YMCA Standards – an overarching framework

Clear PurposeGovernanceClient FocusEquality & DiversityInvolvementCommitted & skilled staffGood relations with external

agenciesManagement resources & risk

YMCA Standards will eventually affect every part of YMCA life – both for us and for member YMCAs.

International Work Housing Work with young people Work with children Sport, Health Exercise & Fitness Skills & Education Catering (Parenting under consideration)

2. YMCA Regional Development Plans – a framework for ‘Place’

This concept is still out for consultation with Regional Executives. It is proposed that Regional Development Plans will:

• Set out where new YMCA work could be developed

• Whether this should be done by:• Helping existing member YMCAs to extend their

reach• Encouraging ‘national’ YMCAs to extend their

work• The creation of new member YMCAs.

3. YMCA Competencies - a framework for ‘Journey’

The competencies will provide a framework for all training that YMCA England provides

• Understanding & Developing Organisations

• Leading Organisations

• Managing People & Relationships

• Planning & Managing Work & Resources