Thank you for joining us . Special Interest Group – Chairs & Trustees conference call will commence shortly at 7pm. If you can not hear anything at the moment, please don’t worry. We have muted ourselves until we begin.
Community Leisure UK Special Interest Group – Chairs & Trustees Cate Atwater, Community Leisure UK Nigel Harrison, Chair, Oldham Community Leisure Apologies from Tim Davies, active newham
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Agenda The landscape for trusts Governance • • Landscape threats A Code for Sports Governance • • Landscape opportunities Oldham Community Leisure’s • Trust threats governance • • Trust opportunities Reflections and discussions • Resilience • Conclusions
The landscape for trusts Cate Atwater, Community Leisure UK
Landscape Threats • Spotlight on “outsourcing” o = bad, = private, = loss of “control” o Trust(s) going back in-house o Teckal arrangements o “Only a VAT saving” • Threatened marketplace (is there a market?) o Brexit – EU Procurement Directive o Private sector operator “non profit” structures o Leisure consultants influencing • Expectations of leisure contracts o Zero subsidy or payback
Landscape Opportunities • (Continued) positioning in charity / social business space • Non-profit-distributing • Unified collective of NPDOs • Services focused on public benefit • Political movement – Mutuals , Carilion’s collapse • Vocal support of Social Value Act • Championing and rebalancing procurement • Through strategic alliances • Influenced the re-branding of the association
Trust Threats • Re procurement • Reducing management fees • Increasing revenue pressures - energy, NLW, NMW…. • Increasing demand for services • Continued / increasing short termism • Merging District & County Councils, and London Boroughs • Lack of access to capital • Lean staff structures
Trust Opportunities • (Continued) positioning in charity / social business space • Services focused on public benefit • Implementing the proposition research and recommendations • Articulating charity status to customers (& non) and stakeholders • Wrapping right around local strategic objectives • Committing energy and time into local authority relationships • Embedding within local VCSE sectors • Community anchors • Moving from procurement to partnership • Contract extensions • Providing solutions, and being part of solution
Conclusions • Challenging immediate and medium term • Brexit uncertainty & lack of political engagement • Trust model is needed more than ever • Trusts can provide a sustainable model focused on communities • Significant opportunities as solutions are needed • We will be right alongside trusts, working for trusts and engaging with policy makers and key decision makers
Discussions Reflections
UK Code for Sports Governance Trust Chair’s Meeting 24 01 19 Nigel Harrison
Background • Introduced in 2017 to improve sports governance across agencies government fund • Mandatory for all those who receive funding from Sport England and UK Sport • Three tiers – Tier 3 is for those organisations receiving long- term funding (or over £1m); Tier 1 is for one-off less than £250k;
Five Principles – 58 Requirements STRUCTURE PEOPLE COMMUNICATION 26 requirements 13 requirements 5 requirements STANDARDS AND POLICIES AND CONDUCT PROCESSES 6 requirements 8 requirements
Structure – highlights and implications "1.1 The Board of the organisation shall: (A) be the ultimate decision-making body and accordingly exercise all of the powers of the organisation; (B) be responsible for setting the strategy of the organisation; and (C) maintain and demonstrate a clear division between the Board’s management and oversight role and the executive’s operational role. “ • Need clear roles and responsibilities document in place setting out delegated functions to the Exec – not just financial but policies, staffing and major decisions
Structure – highlights and implications "1.8 The Board shall be of an appropriate size to: (A) meet the requirements of the organisation; (B) have the appropriate balance of skills, experience, independence and knowledge; (C) manage changes to its composition (including that of its committees) without undue disruption; and (D) promote an open dialogue amongst the directors." 1.9 The size of a Board shall not exceed twelve persons unless agreed with UK Sport / Sport England. • Ideally Boards should be 8-12 people – where there are appointed people on Trust Boards (councillors, staff, customer reps) this may be limit the ability to attract people with the right skill set • Many Boards are too big to be effective working as a team
Structure – highlights and implications A director may serve on the Board for a maximum of either: (A) four terms of two years; (B) two terms of four years; or (C) three terms of three years“ When a director has completed their maximum term, at least four years must elapse before they can be eligible to stand as a director for that organisation again. • Could have major implications for current members of the Board • Forces organisation to think about succession planning – especially around the Chair’s position • Need to ensure rotation is fairly spread out, and be on top of who is due to finish when
Structure – highlights and implications 1.19 At least 25% of the Board shall be independent non-executive directors • Independent includes not having worked for the company over the last two / three years • May be an issue with the Board having a number of representative members e.g. Councillors, staff 1.20 Each Board shall appoint one of its independent non-executive directors to be the Senior Independent Director. • Specific role to hold the Chair to account – separate role description required
Structure – highlights and implications 1.19 At least 25% of the Board shall be independent non-executive directors • Independent includes not having worked for the company over the last two / three years • May be an issue with the Board having a number of representative members e.g. Councillors, staff 1.20 Each Board shall appoint one of its independent non-executive directors to be the Senior Independent Director. • Specific role to hold the Chair to account – separate role description required
People – highlights and implications "2.1 Each organisation shall: (A) adopt a target of, and take all appropriate actions to encourage, a minimum of 30% of each gender on its Board; and (B) demonstrate a strong and public commitment to progressing towards achieving gender parity and greater diversity generally on its Board, including, but not limited to, Black, Asian, minority ethnic (BAME) diversity and disability. “ • Specific target relating to the gender balance of the Board (generally aimed at getting more women on Boards) • No specific target for BAME and disability but general expectation that the composition of the Board is reflective of the community it serves – or at least sets out plans of how it will achieve this in the next few years • Strong, public commitment using specific wording on the website: For example “We recognise and embrace the benefits of having a diverse Board, and see increasing diversity at Board level as an essential element to achieve our stated aims and objectives. A truly diverse Board will include and make good use of differences in the skills, experience, background, race, gender and other qualities of Trustees. We are committed to progressing towards achieving gender parity and greater diversity generally on our Board, including, but not limited to, Black, Asian, minority ethnic (BAME) diversity and disability. As a reflection of this commitment we will achieve and maintain a minimum of 30% of either gender. These differences will be considered in determining the makeup of the Board and be balanced appropriately whenever possible. All Board appointments are made on merit, in the context of the skills and experience required to fulfil its responsibilities”
People – highlights and implications 2.2 Each organisation shall identify proportionate and appropriate actions to be taken to support and/or maintain (as appropriate) the diversity targets set out in Requirement 2.1. 2.3 The Board shall ensure that the organisation prepares and publishes on its website information (approved by the Board) about its work to foster all aspects of diversity within its leadership and decision making, including an annual update on progress against the actions identified in Requirement 2.2. • Requirement of a Diversity and Inclusion Action Plan for the organisation which is published annually on the website
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