| Mark Hodkinson: Inside the Boardroom Pt. II on 21:35 - Mar 22 with 1243 views | TomRAFC |
Another really interesting piece. Hopefully there is plenty more to come. |  |
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| Mark Hodkinson: Inside the Boardroom Pt. II on 23:08 - Mar 22 with 1144 views | Dalenet |
This generates more questions. You can't be a Board Director and not have voting rights. If you are registered at Companies House as a Board Director you carry accountabilities. You can of course have the title of Director and be an attendee at Board. But you won't be registered at Companies House.
So based on what you have said we have 3 non executive directors including the non executive acting Chairman, 1 executive director (David B who is salaried to run the club) and 2 Board attendees that don't vote. Not a strong governance structure for a business that has a turnover of £5m+ | | | |
| Mark Hodkinson: Inside the Boardroom Pt. II on 23:45 - Mar 22 with 1116 views | D_Alien |
| Mark Hodkinson: Inside the Boardroom Pt. II on 23:08 - Mar 22 by Dalenet |
This generates more questions. You can't be a Board Director and not have voting rights. If you are registered at Companies House as a Board Director you carry accountabilities. You can of course have the title of Director and be an attendee at Board. But you won't be registered at Companies House.
So based on what you have said we have 3 non executive directors including the non executive acting Chairman, 1 executive director (David B who is salaried to run the club) and 2 Board attendees that don't vote. Not a strong governance structure for a business that has a turnover of £5m+ |
And no doubt this is why MH is setting out each section as a relatively short piece, to enable each element of the position which the board has arrived at to be considered in turn
That's quite subtle, with this particular element revealed in its stark insufficiency |  |
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| Mark Hodkinson: Inside the Boardroom Pt. II on 14:13 - Mar 23 with 804 views | 49thseason |
The average age of the 4 Directors is just shy of 65, suggesting that there has been a lack of succession planning over the years which inevitably impacts on the decision making process. The gap between the Board, those that they manage and the customer base becomes wider and whilst they have vast experience to lean on, where do they find the sort of input that reflects the community they claim to represent? Their attitude to the Trust suggests the sort of inflexible thinking that seems endemic. Why didnt they invite the Trust to put forward a non executive Director? If they wanted to discuss topics they didnt want the Trust to be party to, they could simply ask the person to leave the room. Maybe not ideal but a step forward from where they are now and a way for the board and Trust to establish a more trusting relationship and perhaps bring in another point of view for consideration.
A £5m turnover business isnt exactly huge these days, less than most Secondary schools, most of which have as many as a dozen or more Governors. Something for the Club to consider perhaps? |  | | |
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