The four basic tenets of NDPB survival
“My own view is that, after a rocky start, we managed some remarkable achievements in a short space of time but probably sowed the seeds of destruction in the process. The seeds did not have to grow and flower, but they were sadly watered by the failure to observe some of the basic tenets about survival of an NDPB.”
Chair of a former high-profile NDPB in the field of regeneration
Our research suggests that successful start-up depends on the following four factors:
Understanding the deal
The primary lesson learned by those we interviewed concerned the amount of control held over the NDPB by the sponsor Department and the perceived lack of flexibility that went with it.
When asked “what in your view is the single most important thing a [Chair/Chief Executive/departmental sponsor] of an NDPB start-up needs to know?” the most common response was “that we would never be fully independent.”
A key area of concern for NDPB leaders involves ‘understanding the deal’ when the organisation is set up. Interviews suggest that NDPB start-up tends to be more effective when everyone is clear on the history behind the body’s establishment, its constitution and its purpose.
Our research suggests that this can be addressed in two ways: first the support of an experienced hand as mentor; second by good induction. Sponsor departments need to provide an opportunity for lead sponsors and incoming Chair and Chief Executive to share expectations openly and get pre-emptive guidance from the sponsor team with whom they will work about what is of critical importance and what less so. This should also provide an opportunity to get the working relations between NDPB and sponsor off to a good start.
The power of effective external relationships
Around 60% of people we spoke to said that they had experienced difficulties with the sponsor/NDPB relationship. These ranged from Chairs and Chief Executives feeling unable to access key decision-makers within the Department, to tensions over the setting of business targets, aspects of corporate governance and staff pay.
NDPBs who work in close partnership with their sponsor department, with a strong, twoway flow of information, seem to experience greater success in the long-run, as policy and delivery are better aligned.
There is however a third dynamic which, while critical, often lies outside the immediate control of the NDPB itself. This is the relationship between sponsoring Minister(s) and sponsoring civil servants. The quality of this relationship, our research suggests, also has the power to benefit or undermine successful start-up.
The power of effective internal relationships
The second key relationship, which is fundamentally important to get right, is that of Chair and Chief Executive. Our research indicates that the importance of this partnership cannot be overstated.
Our research reveals that many of the potential tensions that lie in the NDPB’s external relationships can be managed and overcome effectively when a Chair and Chief Executive work together to develop and implement solid and consistent stakeholder strategies. NDPBs benefit from the selection and appointment of the Chair and Chief Executive as a team, with complementary skills, abilities and experience, and with complementary roles and responsibilities.
A message about effective support and mentoring
Only two out of 75 leaders we spoke to said they had been offered support in the form of a mentor or coach when they arrived to do the job.
The biggest concern voiced by leaders overall was the perceived absence of induction and mentoring. Our research suggests that the option of picking up the phone and talking to someone who has been through start-up before, is potentially one of the most valuable sources of support that can be offered to incoming leaders. In addition, leaders said that improved access to simple, helpful information on start-up would be welcome.