Charlie Helps has both breadth and depth of understanding of the multi-faceted challenges of 21st century public sector governance. He combines a keen analytic mind with a high level of emotional intelligence. He recognises the importance of a dynamic, open and challenging Board culture. He is skilled in his support to Boards that are determined to develop a robust grip on the organisation’s performance – not least because he has the courage to identify shortcomings in an organisations governance architecture.
In a rapidly evolving health and social care system, Charlie is unusually astute and ‘system literate’ – that is, he is versed in the legal context of governance, understands organisational inter-dependence (within the NHS and beyond) and the ways in which the ‘law of unintended consequence’ can confound policy makers and frustrate well intentioned.
As a result he can help organisations and those who govern them to make sense of complexity and respond positively to the crisis that threatens the fabric of local health and social care economies.