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01. Organisational Structure
01. Organisational Structure
As a company with charitable status, our corporate governance follows and applies "The Charities Governance Code". The Charities Regulator was established in 2014 and is an independent authority.
Awarding Bodies
02. Academic Governance
02. Academic Governance
The academic governance system within Glin National College is relevant to the successful implementation of its high-quality assurance system. The organisation complies with all appropriate regulations, including freedom of records, safety, fitness and welfare, employment and equality rules. For ease of reference, the governance structure is diagrammatically below: Glin National College's separation of commercial and academic decision-making.
04. Roles & Responsibilities, & Governance Arrangements
04. Roles & Responsibilities, & Governance Arrangements
There can often be confusion between the Voluntary Board of Management and the Management Team regarding roles and responsibilities—where the Management Team's role ends and the Board's role begins. Ideally, the Chairperson, the Chief Executive Officer (CEO), and the Training & Business Development Manager must be separated to ensure genuine independent oversight. The following diagram summarises each of their key responsibilities.
Chief Executive Officer (CEO)
The Chief Executive Officer (CEO) of NCU CLG T/A Glin National College oversees all aspects of the NCU CLG business. This role requires a high degree of attention to detail in planning, creating and communicating the vision for the future of NCU CLG while ensuring the maintenance of the charitable mission. Linking in with various Community bodies and organisations is also an integral part of this role.
The CEO is the critical management leader of the NCU CLG. The CEO is responsible for overseeing finance/budget corporate governance standards and is accountable for driving the objectives of the Board as outlined in a Strategic Plan. Other essential duties include capacity building and community outreach programmes. The position reports directly to the Board of Directors and the organisation's Chair.
The obligations of the Chief Executive Officer in general terms are as follows,
Oversight responsibilities for the internal organisation, management and discipline of the NCU group of companies.
Ensuring the Voluntary Board of Management's policies, procedures, guidelines and requirements are followed.
Submitting to the Voluntary Board of Management all such statements and reports affecting the conduct of the NCU group of companies as the Board requires.
In collaboration with the Training & Business Development Manager, I am responsible for day-to-day financial administration and reporting, ensuring finances are maintained according to the Revenue, Charities Regulator, Charities Governance Code, regulations, and guidelines.
The Qualifications and Quality Assurance (Education and Training) ACT 2012 legislation outlines the range of statutory functions and obligations.
Key responsibilities include:
Leadership: being a positive and proactive role model for all staff members, tutors, learners and people within the community.
Receiving feedback/reports from the Training and Business Development Manager and other Glin National College Staff team members.
Managed external relations, establishing and maintaining strategic alliances.
Uphold the highest ethical standards of integrity and transparency required as a non-profit organisation.
In conjunction with the Training and Business Development Manager, oversee all requirements set down by the GDPR May 2018 directive.
Protect the organisation's value by keeping information confidential.
Participate in educational opportunities, read professional publications, maintain personal networks, and join professional organisations to update job knowledge.
Attend industry functions like association events and conferences and provide feedback and information.
Present any information or new business developments to the Board.
Oversee the implementation and facilitation of activities and events, budget spending, material production and distribution, and other resources to ensure that operations' authorised budgets are aligned.
Oversee and review the submission of financial & progress reports and ensure accurate data.
Leading by example to ensure all team members represent the company in the best light.
Improve processes and policies in support of organisational goals.
03. Voluntary Board of Management
03. Voluntary Board of Management
Non-Executive Director & Non-Executive Chairperson
The Non-Executive Director should bring to the board the ability to be independent, impartial, experienced and knowledgeable so that they can:
Uphold the highest ethical standards of integrity and probity,
Constructively challenge and help in developing corporate strategy,
Monitor management performance in meetings and agree on targets and objectives,
Satisfy themselves with the integrity of financial information,
Ensure controls and risk management systems are robust and defensible,
Determine appropriate remuneration levels for the Chief Executive Officer, appointment and removal of same, and succession planning.
In carrying out their responsibilities, Non-Executive Directors are expected to support executives in their business leadership while monitoring their conduct. In doing so, they need to listen sensitively to the views of others, gain the trust of other board members and promote the highest standards of corporate governance and the "Charities Governance Code".
The Non-Executive Chairperson presides over Board meetings and ensures that the board conducts its business professionally and orderly. Non-executive Directors must promote a culture of openness and debate, be responsible for reflective communication, and ensure that the board convenes thrice yearly.
Partnership Example Between the Executive & Non-Executive Board Members
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