Chairing a Sub Committee

1. Chairing a Sub Committee

2. 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

3. 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

4. Leadership – Abilities Communication skills Inspire or motivate staff & trustees Be a good role model

5. 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

6. VISION 10 –MOVEMENT IMAGES FOR THE NEXT 10 YEARS PLACE 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.

7. VISION 10 –MOVEMENT IMAGES FOR THE NEXT 10 YEARS JOURNEY 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.

8. VISION 10 –MOVEMENT IMAGES FOR THE NEXT 10 YEARS VOICE 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

9. 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 advice Is the right information being received? Are decisions being carried out? Work with the Treasurer and any other officers

10. 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

11. Chairing Meetings of the Board Agenda and supporting papers Enabling all voices to be heard, within a reasonable timeframe Ensuring the Board has time for induction and training and evaluating itself Work with Company Sec. to prepare and call the AGM

12. 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

13. Communication Promote good communication between the Board and the staff Attend meetings between YMCAs in the same Region Attend national YMCA events

14. 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.

15. 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.

16. 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.

17. 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.

18. 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.

19. 2 Possible Questions to Discuss • What should be delegated to a sub committee and what to a staff member. • What should the relationship be between the sub committee Chair and their lead staff member. • What is the relationship between the Board and the sub committee.

20. 1. YMCA Standards – an overarching framework YMCA Standards will eventually affect every part of YMCA life – both for us and for member YMCAs. Clear Purpose Governance Client Focus Equality & Diversity Involvement Committed & skilled staff Good relations with external agencies Management resources & risk International Work Housing Work with young people Work with children Sport, Health Exercise & Fitness Skills & Education Catering (Parenting under consideration)

21. 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.

22. 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