1. The Union Chief Executive
Exploring the Role through the CE Lens
Mo Wiltshire, KCLSU
Dan Francis, NUS
Caroline Copeman, Cass CCE
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

2. Negotiation of role is the bedrock of performance conversations
Our agenda for today:
Why our thinking developed
How our thinking developed
Getting your input to the draft model
Exploring how we can enable the CE role to shine Mo

3. Why our thinking developed
There are a number of different definitions of the CE role across Unions, typecast as ‘Humphrey’ ‘Mary’ and ‘Steve’
Can we create a basis for negotiation of role that will enable all CEs to be powerful within their role boundaries?
Can we define what ‘good’ looks like so that we can recruit the right people, manage expectations and ensure fair and purposeful performance management?
Is there interest in the wider SU sector in answering these questions? Open Space event in Sheffield suggests so but want to dig deeper.
Caroline

4. How our thinking developed
We started out with Humphrey, Mary and Steve…
And the understanding that the CE role needs a bit of each…
Needing a basis for negotiation to meet the local context H M S

5. Where we ended up
We’re all the same at the core – some elements up for local negotiation
Board Core
Negotiable
CE Core

6. Policy implementation
Carver helped us think about boundaries and role negotiation
Senior staff
Board
Policy origination
Policy approval
Policy implementation
Monitoring
Review and amendment

7. And then we saw the CE as a bridge
Between staff and board
Between inside and outside
In three key areas
Governance
Representation
Operations
Dan

8. Developing the role definition
Taking the ideas from Carver and the notion of the bridge, we developed key areas of activity for a CE:
Political awareness
Strategic direction
Performance management
Compliance and risk
Democracy, policy and campaigns
External relationships
Organisation development
And wordstormed a set of key activities that we loosely outlined as either CE Core, Board Core or Negotiable according to local context

9. And now we’d like your input
Taking the draft role definition:
What’s clear?
What’s missing?
What have we got wrong?
And then:
How could we make this work?
What kind of governance culture would we need?
Who could help us negotiate?
How do we create a climate for the Board/CE relationship to shine?