• Susan Daniels OBE

  Chief executive , National Deaf Children's Society

  Susan Daniels has been Chief Executive of the National Deaf Children's Society since 1992, and has seen the charity grow from an income of £1 million in 1992 to over £25 million in 2023. Prior to this, Susan was Head of Education, Employment and Training and then Head of Policy and Research at the Royal National Institute for Deaf People, (now Action on Hearing Loss). In 2006, she was awarded an OBE for services to deaf children and their families.

  Susan was a Commissioner of the Disability Rights Commission from 2003 until its merger with the Commission for Equality and Human Rights at the end of September 2007 and until November 2010 she was Chair of the UK Council on Deafness. 

  Currently Susan is Chair of the NHS Newborn Hearing Screening Programme Quality Assurance Advisory Group and Chair of Groundbreakers, an informal networking group for women leaders in the voluntary sector from organisations of all sizes.

9.55am	Log in to ensure prompt start at 10am
10.00am	Brief Introductions The changing environment in which trustees and charities have to operate Ensuring a deep understanding by Chair and CEO of the fundamentals of governance. Role and expectations of chairs the chair’s leadership role what the chair cannot do - limitations on the chair’s role respecting the collective authority and responsibility of trustees Ensuring boards fulfil their governance role: Trustees’ role and the chair’s and CEO’s relationship with trustees Success and failure of organisations - the link with governance Two different models of governance and what each has to offer. The three key strands of governance: corporate/fiduciary; strategic and impact.
	Making informed decisions: Ensuring the board gets the information it needs for good governance. When too much detail is dangerous – when detail could be important What should be in a CEO’s report to the board What constitutes a good proposal to the board Basic rules for board papers The chair’s and CEO’s role in quality controlling board papers Making sure your board is addressing the right issues Why well-crafted agendas are so important. Why planning is vital to help boards fulfil their duties and responsibilities, and stick to their governance role
2pm	End

9.55am	Log in to ensure prompt start at 10am
10.00am	Case study
11.00am	Break
11.10am	Re-join Chair/CEO and CEO/board relationship: Ensuring the board can hold the CEO to account without meddling in management  Building a successful chair/CEO relationship Behaviours that can damage the relationship. Refreshing the board and finding new trustees providing support to and ensuring new trustees become effective as quickly as possible. Open session - a chance to raise any other governance issues
12. 30pm	End

 

Please note, this programme is subject to change.

Substitution and cancellation policy: On receipt of your booking form, your place is confirmed. Delegate substitutions are allowed. Up to and including 14 days prior to the event, a refund (less a 15% administration fee), or one complimentary transfer to another training date can be issued. Only one complimentary transfer can be issued, no refund will be issued for a cancelled transfer.  Once a transfer has been processed, refund for the original booking will not be issued. Refunds or transfers are not available less than 14 days before the event date. Confirmation of cancellations MUST be in writing and sent or faxed to Civil Society Media at 15 Prescott Place, London, SW4 6BS 020 7819 1200 (fax: 020 7819 1210).