The youth sector 'gods' who continue to fail

They should also learn from failure. After decades of being told to emulate the perceived expertise of the private sector and to embrace the market, perhaps there is something to learn now from the failure of the financial system?

One analyst explained why Lehman Brothers, the US bank, collapsed. It was, he wrote, "a structure almost programmed to fail: an overmighty chief executive ... an executive team not noted for healthy debate ... Furthermore, the board was woefully lacking in expertise". Well, I know some organisations like that in our sector.

Happily, I'm now involved as a trustee with several national youth bodies that demonstrate the opposite. In these, the chief executive reports frankly to the board and also creates an inclusive, collegiate atmosphere in the organisation by drawing together the skills and experience of staff. Trustees expect to receive board papers in advance, which set out performance on a range of indicators. We also expect to see senior staff at our meetings in order to hear them report directly on their responsibilities. Not least, we expect to receive an annual, independent report on staff morale and development.

The second failure of our times has been that of the regulators. This applied to the banks but was also the case in some of our public services, most notably the safeguarding of children in Haringey in the case of Baby P. Here, Ofsted shares some of the blame. How had it concluded that everything was okay with the services in Haringey? The answer is that it looked at the wrong evidence.

The inspectorate adopted the approach of looking predominantly at files and data, rather than at what was happening on the ground. Reliable inspection needs to assess both. It also needs to be able to deploy inspectors who are skilled and experienced to make the judgment call on the diverse services that make up the sector and contribute to demanding outcomes.

Good trustees on a national or local third sector board are the same. At their best, they bring a variety of expertise, perspectives and independence of mind. They also share one further characteristic: a fierce determination to secure the goals and retain the values of the organisation and hence a willingness to challenge, as well as to support, the chief executive. Good services for the young require processes and people that ensure accountability.

- Tom Wylie is former chief executive of The National Youth Agency.