SLCVO Blog 15 May

This week’s blog shares highlights from across the team, alongside a look at three key themes: why governance structures matter, the relationship between boards and sub‑groups and how to get the balance right, and the importance of making meetings matter to ensure time is used effectively and groups can focus on delivering impact.

Team Update

This week has been quite busy for Jo‑Anne, with Michelle unexpectedly having to take some time off, resulting in a whirlwind of meetings and group support.

There were three key meetings across the week. The first, on Tuesday, was the Sir Lewis Ritchie Implementation Steering Group meeting, which was very well attended with over 20 people from NHS Highland, the Highland Council, the Scottish Ambulance Service and community representatives, and focused on reviewing progress across key areas including urgent care services, NHS 24 and system coordination, GP provision challenges in places like Glenelg, future service planning for Raasay, wider health and social care developments, as well as housing, buildings access and maintenance, all aimed at improving how local services are delivered and ensuring they meet community needs in a sustainable way.

The second was the Children and Young People’s Forum on 13 May, hosted by SLCVO, which brought partners together to share updates and agree future priorities, with a focus on early intervention, mental health and wellbeing, youth opportunities, and strengthening coordination across services while making best use of existing resources (see here for Forum notes). This was followed in the evening by a session with a local group, supporting them to restructure their governance so it aligns with legal duties and better shares responsibilities across a number of new sub-groups.

As well as the meetings, Jo‑Anne began updating information about our third sector support services, including developing a new feedback form for groups who have used our support. The updated third sector support webpage now provides clearer information on what is included in our free support offer as the HTSI Rural Delivery Partner, alongside details of our new consultancy and bespoke training services. To find out more and access the feedback form, visit our website: Third Sector Support

Other sections of the website have also been refreshed, starting with our Befrienders page, which will include new online volunteer and referral forms, as well as updates on the new services we are developing and planning to pilot over the next 18 months. Befrienders Skye and Lochalsh

Kal has been out and about in Dunvegan speaking with local people ahead of the next Community Hub session taking place next week. As we continue to develop the hubs and make sure they are meeting people’s expectations and needs, we’ve set up a short feedback form to gather views and shape future sessions. You can access it here: Skye and Lochalsh Community Hub Feedback – Fill out form

Matt attended the NDTi Community Led Support (CLS) Annual Online Spring Festival, a national two‑day event which brings together partners from across the UK to share learning, innovation and real‑life experiences of delivering strengths‑based, community‑focused health and social care. The sessions explored key themes such as co‑production with communities, prevention and early support, developing local support markets, and using data and tools to better understand impact. This was particularly relevant to the work of the Skye and Lochalsh HWWS Collaboration, which is focused on bringing together community groups and public sector partners to design more joined‑up, accessible and community‑led services that reflect local need. There was clear alignment between the festival and the Collaboration’s priorities around co‑production, prevention, and building sustainable, community‑led solutions. Attending the sessions provided valuable insight into how other areas are putting these principles into practice, as well as practical tools and approaches that could be adapted locally. Key learning that can be brought back includes strengthening how we demonstrate impact, further embedding co‑production in service design, and exploring ways to support more community‑based and preventative models of care. Overall, the event offered both reassurance that the Collaboration is on the right path and new ideas to help strengthen and accelerate this work going forward.

Why Governance Structures Matter

Building on our work this week with a local group, supporting them to restructure their governance and operational activities, we decided to use this week’s blog on the importance of strong governance and clearly defined roles within community organisations.

At the heart of any successful group is its board. This group holds overall responsibility for ensuring the organisation has a clear purpose, operates in line with its governing document, and meets all legal and regulatory requirements. While much of the day‑to‑day work may be delivered by staff or volunteers, it is the board that provides strategic direction, ensures financial accountability, and makes decisions in the best interests of the organisation and its community.

One of the key themes from this week’s work was the importance of separating governance from operations. When roles become blurred, it can lead to confusion, slow decision‑making and increased pressure on individuals. By reviewing structures and introducing clearer ways of working, including sub‑groups and shared responsibilities, organisations can become more effective and resilient.

Alongside the wider board, office bearers play a vital role in keeping the organisation running smoothly. While all members share equal responsibility, roles such as Chair, Treasurer and Secretary provide additional leadership and structure. The Chair supports effective meetings and inclusive decision‑making, the Treasurer ensures financial oversight and accountability, and the Secretary helps coordinate communication and maintain accurate records. These roles are essential in translating the board’s responsibilities into practical action.

What became clear through this week’s support is that clarity is key—clear roles, clear responsibilities and clear processes. Taking time to review how a group is structured not only helps ensure compliance but also creates a stronger foundation for growth, funding and long‑term sustainability.

For many groups, governance can feel like a challenge, but it is also an opportunity. By getting the basics right, organisations are better placed to support their volunteers, work more effectively in partnership, and ultimately deliver greater impact in their communities.

This week’s work is a great reminder that even small changes—whether that’s updating role descriptions, improving meeting structures or sharing responsibilities more evenly—can make a significant difference. Strong governance isn’t just about meeting requirements; it’s about enabling community organisations to thrive and continue making a positive difference locally.

You can find out more about roles and office bearers in our online guides. SLCVO Guides

If you’re looking to review and restructure your current operations in a more structured way, and need support to plan next steps, please get in touch with SLCVO’s Chief Officer, Jo‑Anne Ford: jo.ford@slcvo.org.uk .

Making Meetings Matter

Meetings are at the heart of most third sector and voluntary organisations, providing the space where decisions are made, ideas are shared and progress happens. However, without careful planning, they can easily become time‑consuming and unfocused. Taking a more structured approach to meetings can make a significant difference, helping groups use their time more effectively and ensuring that discussions lead to meaningful outcomes.

A good meeting always starts with a clear purpose. Being clear about why the meeting is happening, what needs to be achieved and who needs to be involved helps keep discussions focused and ensures that everyone understands their role. Without this clarity, meetings can drift and leave participants unsure about what has actually been decided or achieved. Linked to this is the importance of planning ahead. A well‑structured agenda, shared in advance along with any relevant papers, allows attendees time to prepare properly so that meetings can focus on discussion and decision‑making rather than lengthy updates.

During the meeting itself, keeping discussions focused on what really matters is key. Time should be prioritised for items that require decisions or collective input, while general updates can often be circulated beforehand. This helps prevent meetings becoming overloaded and ensures that valuable time is spent progressing work rather than simply reporting on it. The role of the Chair is particularly important here, as strong chairing helps keep conversations on track, ensures that all voices are heard and brings discussions to a clear conclusion with agreed actions.

Another important shift is focusing less on activity and more on outcomes. Rather than listing everything that has happened, meetings should concentrate on what has been achieved, what difference it has made and what needs to happen next. This helps ensure that meetings are driving progress and supporting the organisation’s wider goals, rather than simply acting as a reporting space. Clear actions are also essential, with agreement on who is responsible for each task and when it should be completed. Sharing action notes soon after the meeting helps maintain momentum and keeps everyone accountable.

Good administration underpins all of this. Accurate, concise minutes provide an important record of decisions and actions, which is vital not only for day‑to‑day running but also for governance, accountability and future reference. Investing time in ensuring meetings are well supported administratively can save significant time and confusion later on. It is also helpful to reflect at the end of each meeting—taking a few moments to consider what worked well and what could be improved can support continuous improvement and strengthen how groups work together over time.

For third sector and voluntary organisations, where time and capacity are often limited, improving how meetings are run can have a real impact. Well‑structured, purposeful meetings lead to better decision‑making, clearer accountability and more effective use of resources. Ultimately, they help organisations stay focused on what matters most—making a difference in their communities.

Boards and Sub-Groups: Getting the Balance Right

Getting the the relationship between a Board and its sub‑groups right can make a real difference to how an organisation operates.

In many organisations, it is written into the governing document that the Board can delegate certain responsibilities to sub‑groups. This is an important and practical approach, allowing work to be shared across a wider group of people and making it easier to focus on specific areas such as finance, fundraising, maintenance or development work. However, it is important to remember that while tasks can be delegated, overall responsibility always remains with the Board.

A key feature of good practice is ensuring that there is a clear link between the Board and each sub‑group. This is often achieved by having a Board member (or trustee) sit on each sub‑group. This helps ensure two‑way communication, keeps the Board informed, and supports better decision‑making across the organisation. It also helps sub‑groups understand the wider priorities and responsibilities of the organisation, ensuring their work stays aligned.

From the examples we have been working through, sub‑groups can take on a wide range of roles depending on the needs of the organisation. Some are ongoing, such as groups focused on fundraising and events, finance, or maintenance, supporting the day‑to‑day functioning of the organisation. Others may be short‑life working groups, set up to explore a specific project or idea, such as assessing the feasibility of a new service or development before bringing recommendations back to the Board. This flexible approach allows organisations to draw on different skills and involve more people without overloading the core Board.

For this to work effectively, each sub‑group should have a clear Terms of Reference (ToR) in place. A ToR is a simple but essential document that sets out how the group will operate and what it is responsible for. At a basic level, this usually includes:

• The purpose of the sub‑group and what it is there to do

• Its scope – what it can and cannot do

• Membership, including the role of the Board representative

• Roles and responsibilities within the group

• How often it meets and how it reports back

• How decisions are made and what must be referred back to the Board

• Any limits on authority, such as financial thresholds

Having this agreed from the outset ensures everyone is clear on expectations and helps avoid confusion or duplication. It also reinforces that while sub‑groups can take forward work, they do not operate independently and must report back and seek approval where required.

Another important aspect is ensuring that sub‑groups follow agreed standards of conduct, communication and information sharing. This includes handling information appropriately, communicating respectfully, and not representing the organisation externally without agreement. These expectations help protect both the organisation and the individuals involved, while maintaining trust and accountability across the structure.

What this all comes down to is finding the right balance. Sub‑groups can be a powerful way to share workload, involve more people and make progress on key areas, but only when they are clearly structured, well‑connected to the Board and operating within agreed boundaries. Taking the time to put these foundations in place can strengthen governance, improve efficiency and ultimately help organisations deliver more for their communities.

If you are looking to better understand the relationship between your Board and sub‑groups, SLCVO can work with you to review your governing document and support you to put in place clear policies and Terms of Reference, helping ensure your governance is robust, well‑structured, and working in the best interests of your organisation.

If you would like to discuss how we can help, please contact Michelle at michelle.sevour@slcvo.org.uk.