The relationship between the trustees and the CE can be like a rather complicated dance, with a grave risk of crushed toes unless both partners understand their role and the rules of the game! The important thing to remember is that at the end of the day, the trustees are responsible for what happens in the charity. They should make the top level decisions, setting the direction for the charity, and providing a clear steer for the CE. But yes, they do need to be properly informed, and the CE should be responsible for providing them with relevant information, such as management accounts, forthcoming funding and staffing issues and opportunities, and a realistic risk assessment of continuing/not continuing certain activities. A wise Board of trustees with confidence in their CE will take their advice and recommendations very seriously - but at the end of the day it is the board's decision, and their responsibility to ensure they have been properly informed.
The line between managment and governance decisions can, in my experience, become blurred. We are holding a Trustees away day to try and sort this out.
Yes, I agree there can be a blurring between the board and management, which is one of the key reasons why we recommend each board sets out the boundaries betwen the two parties, in writing!
This prevents arguements later on which can turn out costly and often result in one party, a chair or CEO leaving.
OTS logo
The relationship between the trustees and the CE can be like a rather complicated dance, with a grave risk of crushed toes unless both partners understand their role and the rules of the game! The important thing to remember is that at the end of the day, the trustees are responsible for what happens in the charity. They should make the top level decisions, setting the direction for the charity, and providing a clear steer for the CE. But yes, they do need to be properly informed, and the CE should be responsible for providing them with relevant information, such as management accounts, forthcoming funding and staffing issues and opportunities, and a realistic risk assessment of continuing/not continuing certain activities. A wise Board of trustees with confidence in their CE will take their advice and recommendations very seriously - but at the end of the day it is the board's decision, and their responsibility to ensure they have been properly informed.
The line between managment and governance decisions can, in my experience, become blurred. We are holding a Trustees away day to try and sort this out.
Yes, I agree there can be a blurring between the board and management, which is one of the key reasons why we recommend each board sets out the boundaries betwen the two parties, in writing!
This prevents arguements later on which can turn out costly and often result in one party, a chair or CEO leaving.
best wishes
stefan kuchar
investing in governance