There can often be confusion between the Voluntary Board of Management and the Management Team around roles and responsibilities – where the Management Team’s role ends, and the Board’s role begins. Ideally, the roles of the Chairperson and the Chief Executive Officer (CEO) and Training & Business Development Manager should be separated to ensure there is a genuine independent oversight.

Figure 4 The diagram below summarises the key responsibilities of each.

Non-Executive Director and Non-Executive Chairperson

The Non-Executive Director should bring to the board the ability to be independent, impartial, experienced and knowledgeable so that he/she can:

Uphold the highest ethical standards of integrity and probity. Constructively challenge and help in developing corporate strategy.

Monitor management performance in meetings and agreed on targets and objectives. They should satisfy themselves on the integrity of financial information. Ensure controls and risk management systems are robust and defensible.

Determine appropriate levels of remuneration for 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 leadership of the business while monitoring their conduct. Non-Executive Directors should question intelligently, debate constructively, challenge rigorously, and decide dispassionately on all matters. In doing so, he/she needs 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 of Director meetings and ensures that it conducts its business in a professional and orderly manner. He/she must promote a culture of openness and debate and is responsible for reflective communication and ensure that the board convenes three times per year.

Partnership example between the executive and non-executive board members

© Board Excellence

Chief Executive Officer (CEO)

The Chief Executive Officer (CEO) in NCU Training has oversight responsibilities for all aspects of the NCU CLG T/A NCU Training business as well as other duties concerning the Glin Jobs Club and NCU CE Scheme Community Employment Scheme. This role requires a high degree of attention to detail in planning, creating and communicating the vision for the future of NCU while ensuring to maintain the charitable mission of the NCU. Linking in with a variety of Community bodies’ and organisations is also an integral part of this role.

The Chief Executive Officer (CEO) is the critical management leader of the NCU. The Chief Executive Officer (CEO) is responsible for overseeing the staff, administration, finance/budget, corporate governance standards, marketing and PR and is accountable for driving the objectives of the Board as outlined in the Strategic Plan. Other essential duties include managing income streams and the further development of capacity building and community outreach programmes. The position reports directly to the Board of Directors and specifically to the Chair of the organisation.

The obligations of the Chief Executive Officer in general terms are as follows,

• The Chief Executive Officer has oversite responsibilities of the internal organisation, management and discipline of the NCU group of companies.
• The Chief Executive Officer ensures that the Voluntary Board of Management’s policies, procedures, guidelines and requirements are adhered to at all times.
• The Chief Executive Officer submits to the Voluntary Board of Management all such statements and reports affecting the conduct of the NCU group of companies as the Board requires.
• The Chief Executive Officer, in collaboration with the company officer is 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 Chief Executive Officer has a range of statutory functions and obligations as outlined in the Qualifications and Quality Assurance (Education and Training) ACT 2012 legislation.

Key responsibilities include:

• Leadership: being a positive and proactive role model for all members of staff, tutors, and learners and people within the community.
• Receiving feedback/reports from the Training and Business Development Manager as well as other members of the NCU Staff teams.
• Support and oversee the application of all guidelines related to QQI, PHECC, the PSA or any other awarding body associated with NCU Training.
• Oversee resource allocation and Human Resource Management of all NCU Training tutoring and NCU Training support staff.
• Management of External Relations, establishing, and maintaining Strategic Alliances.
• Oversee and advise in the areas of Financial Planning and Financial Management of the organisation to ensure it operates efficiently as a training organisation.
• Oversee the development of new programmes, in conjunction with the Training and Business Development Manager, in line with the NCU Training Mission Statement.
• Uphold the highest ethical standards of integrity and transparency required as a non-profit organisation.
• Oversee, in conjunction with the Training and Business Development Manager, all requirements as set down by the GDPR May 2018 directive.
• Protect the organisation’s value by keeping information confidential.
• Update job knowledge by participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organisations.
• Attend industry functions, such as 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 data is accurate.
• Leading by example to ensure all team members represent the company in the best light.
• Improve processes and policies in support of organisational goals.