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Sir Phillip Dilley’s resignation shows how hard it is to be a public sector chair Sir Philip Dilley’s resignation shows how hard it is to be a public sector chair
(about 3 hours later)
When the former chair of the Environment Agency, Sir Philip Dilley, decided to delay returning from his holiday in Barbados, despite severe flooding in the UK, it proved to be a public relations disaster.When the former chair of the Environment Agency, Sir Philip Dilley, decided to delay returning from his holiday in Barbados, despite severe flooding in the UK, it proved to be a public relations disaster.
He may well have been acting like a leader by providing backroom support for his chief executive and the board, but Dilley failed in his duty as a public figurehead to navigate the choppy and often unpredictable waters of chairing in today’s public services.He may well have been acting like a leader by providing backroom support for his chief executive and the board, but Dilley failed in his duty as a public figurehead to navigate the choppy and often unpredictable waters of chairing in today’s public services.
Related: Environment Agency chairman Philip Dilley resigns over job demandsRelated: Environment Agency chairman Philip Dilley resigns over job demands
Dilley’s resignation on Monday raises questions about the role and public expectations of chairs in public services.Dilley’s resignation on Monday raises questions about the role and public expectations of chairs in public services.
In his resignation letter Sir Philip stated that the “expectations of the role have expanded to require the chairman to be available at short notice throughout the year” and that the media scrutiny is diverting attention from the real issue of helping those whose homes and businesses have flooded as well as the important matter of delivering a long-term defence strategy – two key elements of a chair’s role – the ceremonial and the strategic.In his resignation letter Sir Philip stated that the “expectations of the role have expanded to require the chairman to be available at short notice throughout the year” and that the media scrutiny is diverting attention from the real issue of helping those whose homes and businesses have flooded as well as the important matter of delivering a long-term defence strategy – two key elements of a chair’s role – the ceremonial and the strategic.
Expectations of public chairs and their chief executives have, arguably, never been greater. Being chair of a public body now requires what Chris Banks, chair of the Public Chairs’ Forum, has described as “transformational leadership” qualities to rise to the challenges of the spending review and other social and political challenges.Expectations of public chairs and their chief executives have, arguably, never been greater. Being chair of a public body now requires what Chris Banks, chair of the Public Chairs’ Forum, has described as “transformational leadership” qualities to rise to the challenges of the spending review and other social and political challenges.
But despite a great deal of research and work to support public service boards and chairs, the role of the chair still appears to have an esoteric quality about it, particularly when reported in the press.But despite a great deal of research and work to support public service boards and chairs, the role of the chair still appears to have an esoteric quality about it, particularly when reported in the press.
It’s true that in any organisation, the role of the chair and the difference between it and that of the chief executive is not always easy to fathom. Both are appointed to lead the organisation, both have responsibilities for strategic leadership and both are held to account when things go wrong.It’s true that in any organisation, the role of the chair and the difference between it and that of the chief executive is not always easy to fathom. Both are appointed to lead the organisation, both have responsibilities for strategic leadership and both are held to account when things go wrong.
Chairs and​ boards now take​​ a more active role in decisions that once belonged solely to the chief executiveChairs and​ boards now take​​ a more active role in decisions that once belonged solely to the chief executive
But the lines of demarcation are clear: chairs and their boards are expected to hold the chief executive and leadership team to account, challenging decisions and providing scrutiny and oversight while also fulfilling the more ceremonial function of acting as a figurehead. That means driving the mission of the organisation and publicly promoting organisational values, while chief executives are responsible for the day-to-day operation of the organisation.But the lines of demarcation are clear: chairs and their boards are expected to hold the chief executive and leadership team to account, challenging decisions and providing scrutiny and oversight while also fulfilling the more ceremonial function of acting as a figurehead. That means driving the mission of the organisation and publicly promoting organisational values, while chief executives are responsible for the day-to-day operation of the organisation.
But while that is the theory, the role of the chair within public services has changed over the past 20 years. Chairs and boards now take a more active role in decisions that once belonged solely to the chief executive. Chairs must now combine their ceremonial function as a figurehead with myriad other skills and capabilities. Research in the not-for-profit sector has shown that one of the most challenging areas for boards is the monitoring of non-financial performance, and a chair’s knowledge about the operational side of an organisation is vital.But while that is the theory, the role of the chair within public services has changed over the past 20 years. Chairs and boards now take a more active role in decisions that once belonged solely to the chief executive. Chairs must now combine their ceremonial function as a figurehead with myriad other skills and capabilities. Research in the not-for-profit sector has shown that one of the most challenging areas for boards is the monitoring of non-financial performance, and a chair’s knowledge about the operational side of an organisation is vital.
So as well as being agile, responsive and knowledgeable, the chair must also be effective in setting long-term strategy, horizon scanning and assessing risk. Chairs also need to know when to offer firm direction and when to back off. In today’s 24-hour news culture, political astuteness is also important.So as well as being agile, responsive and knowledgeable, the chair must also be effective in setting long-term strategy, horizon scanning and assessing risk. Chairs also need to know when to offer firm direction and when to back off. In today’s 24-hour news culture, political astuteness is also important.
Not surprisingly, it is far from straightforward to appoint a chair with all these skills and experience. It requires real expertise to do so and Sir David Normington, commissioner for public appointments, recently stated that a drop in departmental capability had led to “a rise in the number of people in government departments who don’t know what they are doing when it comes to making a public appointment”.Not surprisingly, it is far from straightforward to appoint a chair with all these skills and experience. It requires real expertise to do so and Sir David Normington, commissioner for public appointments, recently stated that a drop in departmental capability had led to “a rise in the number of people in government departments who don’t know what they are doing when it comes to making a public appointment”.
Chairing a public body involves complex and often contradictory pressures. Finding – and keeping – the right people for these roles continues to be a real challenge.Chairing a public body involves complex and often contradictory pressures. Finding – and keeping – the right people for these roles continues to be a real challenge.
Jacqueline Baxter is a lecturer in public policy and management at the Open University business schoolJacqueline Baxter is a lecturer in public policy and management at the Open University business school
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