1. Using the EFQM Excellence Model to support the role of a trustee
Fiona Liddle, Account Director
December 2017

2. For clarification – OSCR (Office of the Scottish Charity Regulator)
Who are charity trustees?
The people who control and manage a charity. They are responsible for complying with the law.
The Charities and Trustees Investment (Scotland) Act 2005 states that charity trustees are the people who have the general control and management of a charity.
Being a charity trustee means being fully responsible for how the charity is run and what it does.

3. For clarification- OSCR
General duties for all trustees
As a charity trustee, an individual is trusted to look after their charity’s assets and be responsible for making sure that the charity fulfils its charitable purpose(s)
Must act in the interests of the charity
Must comply with the 2005 Act

4. General duties for all trustees - OSCR
In more detail:
Must act in the interests of the charity
Operate in a manner consistent with the charity’s purpose set out in governing document
Act with care and diligence
Manage any conflict of interest
Must comply with the 2005 Act: Specifically
Charity details on the Scottish Charity Register
Reporting to OSCR
Financial records and reporting
Fundraising
Providing information to the public

5. Using EFQM to support the role of a trustee
A ‘governance layer’ in the EFQM Excellence Model

6. Using EFQM to support the role of a trustee
The Criteria

7. Relevance of Leadership
Excellent organisations have leaders (including trustees) who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the on-going success of the organisation

8. Relevance of Strategy
Excellent organisations implement their Mission and Vision by developing a stakeholder (including trustees) focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

9. Relevance of Society Results
Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of relevant stakeholders (including trustees) within society.

10. Relevance of Business Results
Excellent organisations achieve and sustain outstanding results that meet or exceed the needs and expectations of their business stakeholders (including trustees).

11. The role of trustee touches each of the criteria

12. A ‘governance layer’ or a ‘governance slice’ in the EFQM Excellence Model!

13. Using EFQM to support the role of a trustee
The Fundamental Concepts of Excellence

14. Relevance of Leading with Vision, Inspiration & Integrity
Excellent organisations have leaders (including trustees) who shape the future and make it happen, acting as role models for its values and ethics e.g.
Inspire people………
Champion the organisation’s values………
Set and communicate a clear direction and strategic focus………
Are flexible………….
Promote a culture which supports the generation of new ideas…….
Are transparent and accountable to their stakeholders……….

15. Relevance of Sustaining Outstanding Results
Excellence organisations achieve sustained outstanding results that meet both the short and long term needs of all their stakeholders (including trustees), within the context of their operating environment e.g.
Identify and understand key results required…..
Define and use a balanced set of results….
Establish targets based on comparisons….
Evaluate the set of results achieved…..
Deliver high levels of stakeholder confidence….
Ensure transparency of financial and non-financial reporting ….

16. Governance good practice linked to EFQM
Review and update governing document, at least annually, to ensure it remains fit for purpose
Strategy/Business Results/RADAR
Review and update the charity’s plans regularly
Agree financial budgets and monitor financial performance
Partnerships & Resources/Business Results
Review performance and where necessary, agree steps to improve
All Results/RADAR
Keep up to date with changes in the law and make changes where necessary
Strategy/All Results
Ensure there are rules in place for staff/volunteer grievances
People/People Results
Apply continuous improvement and self-evaluation to governance
All parts of EFQM

17. For information….. In a recent evaluation, recommendations that:
Ensuring good governance is given higher priority
Any future model of governance has at its heart a culture of continuous improvement and self-evaluation
Governance as a consideration
For funders, in terms of the return on their investment
For insurers, in terms of risk

18. Good practice for the role of trustee linked to EFQM
Plan trustee recruitment to ensure relevant numbers, skills and experience to support charity’s purpose
Strategy/People/All Results
Provide trustee induction packs including description of role and responsibilities to ensure integrity and accountability
All parts of EFQM
Review training needs to provide effective governance and leadership
Leadership/People/All Results

19. Using EFQM to support the role of a trustee - RADAR
Define the RESULTS you want to achieve
Develop the APPROACHES that will deliver these results
RADAR is just an acronym to help you remember the parts. You may be familiar with other continuous improvement cycles e.g. Plan, Do, Check, Act etc. but what sets RADAR apart is that it starts with:
R for Results: what is it you are trying to achieve, and how will you know that you have achieved it – what measures will you have?
A is for Approaches: how are you going to achieve this? What methods will you put in place?
D is Deployment: how will you get it in place and make sure that it happens?
A & R is for Assessment and Refinement: of the approach and deployment; how will you check that the approach is working as expected and that deployment is going to plan, so that you can learn and improve?
An example:
Result – you want to understand what staff think about the organisation
Approach – you could use focus groups or perhaps a staff survey; after consideration you choose a staff survey – you can get measures for Results from this: how many people participating would be a success? What level of satisfaction would you like or expect to see?
Deployment - you might decide to do an online survey to keep costs down and speed analysis; how are you going to get it out to staff? What is the timescale for return? When will you have analysed it and got results? You will have milestones along the way.
A&R – you’ll check as you are going along if you are getting the expected returns, and how easy folk are finding it to fill in. Do they understand the questions? If a section of staff don’t have easy access to a computer you might find that you’re not getting returns in – you may have to amend your approach as you are going along, or note the outcomes and change it for next time.
Back to Results – did you get the levels of returns expected from all sections deployed to? Did you achieve the satisfaction levels you expected from the returns you did receive?
Learning from this may let you know that there are other areas to investigate to understand satisfaction levels in order to be able to take actions to improve them. You may also learn that there are changes to this approach or a different approach could be taken to improve results as well.
You can apply RADAR to anything, professionally and personally e.g. planning a holiday, purchasing a car.
ASSESS the impact and REFINE based on analysis and learning
Systematically DEPLOY the approaches

20. RADAR questions to help trustees review performance of charity
Does the charity have good approaches?
Sound and integrated
How well are the approaches implemented?
Deployment
Are approaches and their deployment reviewed and improved?
Assessment and refinement
Are the right things being measured?
Relevance and usability of results
Are targets set?
Performance
Is performance compared with others?
Comparisons
Are performance levels expected to be sustained?
Confidence

21. Questions to help review the role and contribution of the Board
Does the Board have a clear vision, mission and purpose?
Does the Board have a clear strategy?
Does the Board membership have the capacity to deliver the strategy?
Is the deployment and achievement of the Board strategy reviewed?
Is information and learning used to make improvements to the role and contribution of the Board?

22. Governing documents and meetings
OSCR summary
Knowing what the governing document says and understanding what it means, having well-run charity meetings and keeping good records of the meetings are all important factors in complying with the general charity trustee duties set out in the 2005 Act.

23. In summary - A ‘governance layer’ in the EFQM Excellence Model or a ‘governance slide’!