Outlining the Board's strategic and Senior Staff's Operational Relationship

Board/management committee members have overall responsibility for the governance of an organisation and their role is to oversee its strategic outlook, while ensuring it is well governed and maintains a good reputation. A chief officer and management/executive team will carry out operational duties, which are normally the responsibility of senior staff members, although this may vary depending on the size and structure of the organisation. The relationship between the board and the management team can at times become blurred or strained. This can particularly be the case when employees or active volunteers are board members. It can be tricky to navigate these types of situations and lines of reporting or responsibility can easily become confusing or overlap – or even ignored. The same can be said if the board clashes with the senior management team, which can also be difficult to manage. Relationships can become fraught when times are difficult, when there is conflict around a tricky issue or when personalities clash. This is why it is imperative that both the board and the management team understand their own roles and responsibilities.

What is the strategic role of the board?

As a board member/trustee it is vital that you understand your role and how best to define the difference between what is a strategic or a management function. The list below is not exhaustive, but will provide you with an overview of the board's strategic functions, with a focus on overseeing the organisations functions and effectiveness:

• Vision, aims and mission of the organisation
• Developing direction, strategy and planning
• Financial stability and projections
• Establishing, monitoring and reviewing policies and procedures
• Ensuring compliance
• Implementing and overseeing monitoring and evaluation

The board must always act in the interests of the organisation.

What are the functions of management?

You will also be required to understand the functions of management team, like above, this list is not exhaustive but will give you an understanding of how these functions have a focus on the operational running of the organisation and its service delivery:

• Leadership
• Communicating the board’s expectations
• Implementing strategy and delivering organisational plans
• Enforcing policy and procedures
• Managing finances, budgets and fundraising
• Managing staff and holding employees accountable
• Managing the delivery of day-to-day services and activities
• Developing and maintaining external stakeholder relationships

Managing and improving the relationship

Good communication is key. A chat, a phone call, a coffee – consider how to make sure a chief officer talks to the chair and the board. Consider peer support for both board members/trustees and a chief officer. Coaching and mentoring are more formal support approaches.

The chair of an organisation often takes on the responsibility of line-management of the chief officer. Interpersonal dynamics will dictate how formal or how relaxed this arrangement is, but always consider using tools such as annual appraisal to ensure a level of accountability and record-keeping.

Tools such as board or trustee assessment and skills analysis allows a space for discussion about relationships and ensuring a board has the breadth and depth of knowledge required to fulfil its duties. Good induction, training and remembering the importance of a code of conduct, likewise give permission for discussion and personal or relationship development.

Finally, a Scheme of Delegation that sets out in writing who does certain tasks and where day to day responsibilities lie should be developed and agreed.

Further resources and links

OSCR - ‘Who’s in Charge’ guidance

Scotland's Third Sector Governance Forum - Scottish Governance Code

For further free, well-informed information, find your local Third Sector Interface (TSI) at the directory page here