Strategy & performance

Strategic & business planning

A key responsibility of trustees is to ensure that the charity has a clear vision, mission and strategic direction.

• Public service delivery: what trustees need to know and do
• Vision and mission – platitude or inspiration?
• Trustees from a commercial background - do they add value?
• Strategic analysis of the future environment
• Board agendas
• Trustees and information technology
• The role of trustees in strategic planning
• Carrying out a constitutional review
• The trustees’ awayday

Performance of the organisation

Trustees are responsible for the performance of their organisation. But how can trustees measure the performance of their charity?

• Key performance indicators that really inform trustees
• Performance measurement and improvement tools
• Getting to grips with performance reporting
• The three key strands of governance
• Making accountability work

Performance of the board

Appraisal of staff performance is now the norm; tools for measuring the performance of organisations are now commonly used; but boards of trustees, directors and governors who reflect on their own performance and effectiveness, are still relatively rare.

• Understanding yourself and others on the board
• Trustee meetings without staff: should they happen?
• Reviewing board performance: first stages
• Survey of board evaluation
• The five S's of governance
• Learning through reviewing board performance (part 1)
• Learning through reviewing board performance (part 2)
• Learning through reviewing board performance (part 3)
• The board’s role in balancing support with constructive challenge
• Dealing with ethical dilemmas
• Things that go bump in the night

Performance of key people

We all need feed back on our own performance. Regular appraisal will help develop the effectiveness of key people and therefore the effectiveness of the charity.

• The chair
• The treasurer

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