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Heather Newill offers some tips for managing a board effectively.

An effective Board is usually led by a committed, energetic Chairman, who understands the dynamic and culture of the sector and has a strong, trusting relationship with his or her Chief Executive. A code of best practice with a clear definition of where authority and responsibility lie will help avoid the overly hands-on, or totally absent Chairman, or the Chief Executive who takes policy decisions beyond his brief.

The Board is primarily responsible for governance, answerable to Companies House, the Charities Commission and UK laws. Recent legislation on equal opportunities employment and disability access means that members need to be more aware than ever of the implications the law can have on their organisations. Other key responsibilities include Employment, Legal and Financial control, Strategic Planning, Advocacy, Marketing and Succession Planning. All Board members should know how their organisation runs on a daily basis, so time spent with the management team is highly recommended.

Board structure

The old adage of the three Gs ? Give, Get or Get Off is too restrictive for the breadth of skills needed on Boards today, and the broader three Ws ? Work, Wealth or Wisdom provide more enlightened criteria. A Board that reflects the diversity of an average audience and includes financial, legal, marketing, personnel and education skills, as well as representation from the arts community, will ensure that the emphasis is no longer purely on fundraising, but that professional advice and mentoring become equally, if not more, valid. Beware the collector of Board titles and use the Great and the Good as Patrons or Presidents, with a clear brief!

Recruiting Board members

So, how do you set about finding new members and then persuading them to join you? Ideally, a new Chairman is chosen from within the Board. If no succession is in place, qualities to look for in a newcomer are: time commitment, diplomacy, listening and communication skills, strategic thinking, financial acumen and proven experience in public speaking and chairing meetings. An understanding of people development is also important, particularly for smaller organisations.

To recruit Board members, draw up a specification of the skills needed, think broadly about where to find new people and put a succession plan in action. Include representatives of black and ethnic minorities reflective of your consumer demography. In addition to word of mouth, other search methods include advertising in programmes, leafleting the audience, sending a mail shot to the mailing list or soliciting coverage in the local papers.

Finding members with professional skills can be tricky with regard to their time commitment, but many societies now expect their members to fulfil Continuous Professional Development objectives and the Law Society, for example, counts time spent working in the not-for-profit sector towards these. Many small organisations fear that showing a deficit will frighten professionals away. As far as I am aware, no one in the sector has ever been held personally liable for the liquidation of a company, but it is essential to have an achievable recovery plan in place to reassure potential candidates.

Succession planning

Bringing in new blood is essential. The best way to ensure a regular turnover is to implement a fixed term of service, usually 3 years, with the potential for a second term. Resignation by rotation tends not to work, as the same people are invariably reinstated. Monitoring members? attendance record at meetings, events, exhibitions or performances can be effective in assessing commitment and may provide helpful evidence towards an exit strategy, if required. Removing the Chairman is more difficult and can only be done if the full Board is behind the decision or if a Deputy Chairman is in place who can initiate the change. A rolling agreement, reviewed annually prior to the AGM should be negotiated at the start of office.

Heather Newill is Managing Director of AEM International, a search firm specialising in placing senior executives for Arts, Entertainment and Media companies.
e: hnewill@aeminternational.co.uk

The Arts Councils and Arts & Business have regional programmes for increasing diversity and Arts & Business runs a Board Bank scheme matchmaking organisations with potential board members. The National Council for Voluntary Organisations also offers excellent information, regional training and advice for not-for-profit trustees.