As Service Manager at BounceOT Stirling CIC, I recently had the opportunity to attend two SCVO training sessions led by Philippa Bonella: “Running Effective Board Meetings” and “Staff and Board Relationships.” These sessions couldn’t have come at a better time, as I begin to take a more formal role in preparing for and reporting to our Board of Directors.
The training has not only deepened my understanding of governance but also equipped me with practical tools to help strengthen the relationship between our operational team and the board. Here’s how I plan to apply this learning within BounceOT:
1. Making Board Meetings More Strategic and Impactful
The first session emphasised that board meetings should be more than routine—they should be purposeful, engaging, and forward-looking. I’ll be working closely with our Chair and Directors to:
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Plan meetings with intention: Align agendas with our strategic goals, ensure key items like finance and performance are regularly reviewed, and build in time for reflection and learning.
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Improve preparation: I’ll ensure that papers are circulated in advance, clearly summarised, and linked to decision-making needs—making it easier for board members to engage meaningfully.
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Foster a positive meeting culture: I’ll encourage behaviours that promote open dialogue, respectful challenge, and shared accountability. Our Board is fantastic and they make this very easy already.
2. Strengthening the Board–Staff Relationship
The second session helped me reflect on the dynamics between staff and trustees. As someone who bridges both worlds, I see a real opportunity to:
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Clarify roles and boundaries: I’ll support the board in staying focused on governance and strategy, while ensuring the operational team has the autonomy to deliver.
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Encourage mutual understanding: I plan to create more opportunities for informal connection between staff and board members, helping us build trust and appreciate each other’s perspectives. We all talk so passionately about the work that more opportunities to do this will be useful between meetings to keep ideas flowing and engagement high.
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Support the Chair and Directors: I’ll assist in preparing reports, managing follow-ups, and ensuring that board members have the information they need to make informed decisions.
3. Embedding a Culture of Learning and Collaboration
One of the most powerful takeaways from both sessions was the importance of collective responsibility and diverse thinking. At BounceOT, we’re a passionate team with a shared mission—and I want to ensure that our governance structures reflect that same spirit of collaboration.
I’ll be advocating for:
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Regular skills and diversity audits to ensure our board reflects the communities we serve.
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Constructive questioning and open feedback loops to keep us learning and improving.
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A shared commitment to our mission, where every meeting, decision, and relationship is grounded in the purpose that brought us together.
Looking Ahead
These sessions have given me a renewed sense of purpose in my role. I’m excited to help shape a governance culture at BounceOT that is inclusive, strategic, and resilient. With stronger board-staff relationships and more effective meetings, I believe the organisation I’m so proud to work for will continue to go from strength to strength.
We really couldn’t have a better group of people on our side to support the work we do. With that said, we are open to notes of interest if anybody reading this believes they have something to bring to our Board, in particular from a fundraising and/or marketing perspective.
Visit Vacancies | BounceOT | Activity Based Occupational Therapy in Stirling and/or email hello@bounceot.com should you wish to be considered.
Have a lovely day!
Eliza :)
