Trustees and Chair

Location
Herefordshire, Worcestershire, Shropshire, Telford & Wrekin (Hereford HQ)
Salary
voluntary
Posted
23 Aug 2016
Closes
23 Sep 2016
Function
Trustees & Chair
Sector
Human Rights
Hours
Part Time

 

Role Description for Chair of Trustees

 

 

Chairing the Board:

 

The Chair’s role is to ensure that the Board fulfils its duties as described above and that, in doing so, the Board maintains the highest standard of integrity and acts according to the Nolan principles of public service (see below) and in accordance with the charity’s Memorandum and Articles of Association. This includes:

  • ensuring the efficient and open conduct of the business of the Board, following established procedures;
  • taking care that the business of committees or sub groups of the Board is reported appropriately;
  • ensuring that the views of all trustees are sought at meetings, that members work together effectively as a team, and that individual knowledge and expertise is capitalised upon;
  • ensuring clear understanding of proposals, the decisions to be made, and their subsequent true recording in the minutes; and
  • being satisfied that the Code of Conduct for trustees is observed at all times.
  • Working with senior staff:
  • Building a professional, constructive, trusting and supportive relationship with the CEO to assist her in achieving agreed objectives and guided by the shared aim of developing the charity, continuously improving the quality of its work, and building its reputation and standing;
  • Liaising with the CEO on the drafting of agendas and supporting papers for Board meetings;
  • Offering both general and specific support to the CEO where strategic, major and/or problematic issues are involved;
  • Appraising the CEO’S performance;
  • Leading the selection process for the CEO where a vacancy arises.
  1. Working with Trustees:             
  • encouraging trustees to fulfil all aspects of their role;
  • promoting the critical self-assessment and continuing quality improvement of Board processes;
  • ensuring that the Board itself upholds the principles of equality and diversity and that the balance in membership of the Board is appropriate to the needs and profile of organisation and its service users;
  • attending meetings of Committees or sub groups of the Board ex officio as appropriate;
  • ensuring that business is conducted efficiently and accountably between meetings and reporting back to the Board accordingly;
  • maintaining the Board’s commitment to board renewal and succession management, in line with the charity’s governing document and /or current best practice;
  • providing personal support to trustees and, if and when necessary, discussing matters relating to attendance, performance or conduct; and         
  • taking a lead in ensuring good working relations between the Board/individual trustees and staff.   
  1. Representation

    Seeking to promote the best interests of the charity wherever possible, be its ambassador, and represent it at external meetings, presentations and conferences.
     

The Chair should possess the following attributes:

As a highly effective leader and Chair of the Board and also someone who is influential and visible in promoting the charity externally, the Chair should have:

  • demonstrable experience of chairing Boards/Committees;
  • a proven track record in a strategic leadership in a role of significant seniority;
  • an ability to display (or quickly to gain) an in-depth understanding of the work of the charity and the context in which it operates;
  • the skill to guide the charity in a business-like manner through the challenges created by its increasingly difficult and ever-changing external environment;
  • a personal resonance with the values, mission and ethos of WMWA;
  • the willingness to work closely with the CEO and senior staff, respecting role boundaries;
  • an ability to champion the cause of the organisation  and the significant contribution it  makes to the lives of its service users;
  • excellent interpersonal and communication skills with the tact and diplomacy to involve, influence and lead;
  • an inclusive, developmental and facilitative personal style;
  • a commitment to the highest standards of charity governance and ethical behaviour; and
  • the sense of involvement and flexibility to be able to devote sufficient time to this important role.

    Principal Responsibilities of Good Governance

    As charity trustees we embrace the Seven Principles of public life (‘The Nolan Principles’), which provide an ethical framework for the personal behavior of governors, namely: 

  • Selflessness:  Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends.
     
  • Integrity: Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.
     
  • Objectivity: In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.
     
  • Accountability: Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.
     
  • Openness: Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands it.
     
  • Honesty: Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
     
  • Leadership: Holders of public office should promote and support these principles by leadership and example.

 

 

Role Description for Trustee / Director

 

To implement and embed the core values and expectations adopted by the charity, trustees will undertake to:

  1. Formulate and agree the mission and strategy including defining the ethos of the charity.
  2. Be collectively accountable for the business of the charity, providing constructive challenge to the leadership team and taking decisions on all matters within their duties and responsibilities.
  3. Ensure there are effective underpinning policies and systems, which facilitate the voice of the service user and foster exceptional service delivery.
  4. Ensure that the charity is responsive to social, demographic, economic and legal trends by adopting a range of strategies for engaging with all stakeholders.
  5. Adopt a financial strategy and funding plans which are compatible with the duty to ensure sustainability and solvency of the organisation.
  6. Ensure that effective control and due diligence takes place in relation to all matters including mergers, acquisitions, subcontracting and partnership activity.
  7. Meet and aim to exceed statutory responsibilities for equality and diversity.
  8. Ensure that there are organised and clear governance and management structures, with well-understood delegations.
  9. Regularly review governance performance and effectiveness.
  10. Safeguard the reputation and interests of the charity.
  11. Attend the AGM, annual awayday and at least 3 of 4 quarterly meetings.

Ideally, a Trustee will have the following attributes:

  • Understanding that domestic abuse occurs as a result of women’s unequal position in society
  • Understanding of the needs of women and children affected by domestic abuse
  • Commitment to campaigning against domestic abuse and for the right of women and children to live, and enjoy their lives, in safety.
  • Commitment to a feminist service for women and children which deals with the effects of domestic abuse.
  • Ability to bring a range of relevant skills to the organisation.
  • Ability to attend meetings on a regular basis.
  • Ability to distinguish and maintain the distinction between strategic and operational areas of activity.
  • Willingness to learn about the organisation and attend training and other events to maintain this knowledge.
  • Ability to work as part of a team.
  • Ability to learn from others as well as to share own skills and knowledge.
  • Ability to express an opinion clearly and confidently
  • Ability to listen, contribute to and engage with debate.
  • Ability to assess information, think critically and make independent judgements.
  • Willingness to adhere to decisions and uphold collective responsibility even where she may disagree with the outcome.

    Ex-service users who wish to join the Board may not have had the opportunity to gain the range of skills outlined above.  Experienced Board members will provide support and mentoring to enable such women to acquire the necessary skills.

    Principal Responsibilities of Good Governance

    As charity trustees we embrace the Seven Principles of public life (‘The Nolan Principles’), which provide an ethical framework for the personal behavior of governors, namely: 

  • Selflessness:  Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends.
     
  • Integrity: Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.
     
  • Objectivity: In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.
     
  • Accountability: Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.
     
  • Openness: Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands it.
     
  • Honesty: Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
     
  • Leadership: Holders of public office should promote and support these principles by leadership and example.