recruiting trustees to your charity
TRANSCRIPT
TRUSTEE RECRUITMENT
DAN FRANCISGOVERNANCE CONSULTANT, NCVO
IAN JOSEPHCHIEF EXECUTIVE - TRUSTEES UNLIMITEDMANAGING DIRECTOR - RUSSAM GMS
How many trustees are there in the UK?
Over 1,000,000
What proportion of charities have a trustee vacancy?
Almost 50%
THIS SESSION
In this session we will cover…
• Why is trustee recruitment important• Diversity and its value• Preparing for new trustees• Adverting and recruiting to vacancies • Answer any questions
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WHY IS RECRUITMENT IMPORTANT
WHO ARE THE TRUSTEES?
The persons having the general control and management of the administration of a charity.
Section 177 of the Charities Act 2011
162,965VOLUNTARY ORGANISATIONS
21,800,000FORMAL VOLUNTEERS
827,000EMPLOYEES
£43.8bINCOME
CURRENT CHALLENGES
FINDING NEW TRUSTEES
CC30: Trustees matter a great deal to any organisation. It is very important for any charity to have trustees committed to their task and with the skills, knowledge and experience that the charity needs.
In more detailTrustees play an essential role in the governance of charities. They also have a lot to contribute to their success. For example they can:• Serve as a means of communication with communities that a charity exists to
serve• Bring valuable professional or other experience to charities• Help to ensure that charities are well-managed through the appointment of senior
executive staff
BOARD COMPOSITION97% of trustee
chairs are white and
seven out of ten are men
0.5% of the trustee
population is made up of 18-24 year
olds
43% women
Disabled and black people
are “scarce” on boards
Over a quarter of charities feel that their leadership
team lack sufficient diversity
57 average age of trustees
Evidence that suggests boards recruit in their own image
WHY IS IT IMPORTANT
• Talking about diversity in its broadest sense• Not tokenistic or a tick-box exercise – diverse board make better decisions• A diverse board can increase public confidence and accountability• Different types of trustees and a healthy changeover help to keep the board fresh
and new ideas and prevent leadership becoming stale• A diverse board contains a broader mix of skills, knowledge and experience which
should give it greater flexibility to overcome challenges• Many charities have a public duty to promote equality either in legalisation or their
own articles
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PREPARING FOR NEW TRUSTEES
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CONTINUITY AND SUCCESSION Seven tips for succession planning for the public sector and charities…• Don’t leave it too late• Seek external advice• Be open minded• Cultivate a good reputation• Know your people• Its not about grooming• Don’t concentrate on the past The guardian 2015
SUCCESSION PLANNING
Skills Audits/ appraisals/ train &
development
Motivate/ strategic plans etc
Gap analysis/ ready to recruit?
Recruit new directors/ inductions
Review & evaluate process/ amend
Celebrate exits!
DEVELOPING A ROLE PROFILE• It’s sensible to have role descriptions for all trustees• Trustees with specific roles are often called honorary officers • Honorary officers can only carry out aspects of the charity’s business
if they're authorised to do so. They generally include the chair, vice-chair, secretary and treasurer.
• Role descriptions for trustees and honorary officers should include their responsibilities, and a person specification that sets out the skills, experience and qualities that are expected
• Sample role profiles are available through our website but these should be tailored to your organisation
SKILLS AUDIT TOOL• Help you identify what skills, knowledge and experience you already have
on your board and what (if any) are missing• This exercise is intended to identify what, if any, gaps exist on the board, not
in individual trustees. • Informs recruitment and training plans for the board• Can also monitor background and diversity• Compare with strategy and environmental analysis to determine priority
areas
INDUCTION PLANNING• Induction is an opportunity for new trustees to learn about their role
and the charity• It should be a planned as there’s considerable risk in getting it wrong
Five key things to think about in induction:
1. What training needs for the individual?
2. What information do you need to provide the new trustee with?
3. How do you build relationships and trust between board members?
4. Who does the new trustee need to meet?
5. How is this new trustees time best used?
INDUCTION PACKThe charity
Vision, mission and values
Most recent annual report and accounts
Strategic and business plans
Key policies (eg health and safety, safeguarding, reserves)
Report of annual risk audit
Legal status and regulatory guidance
Copy of the governing document and associated documents
Copy of the Charity Commission guidance The Essential Trustee: What you need to know (CC3) and Hallmarks of an Effective Charity (CC60)
Copy of Good Governance: A code for the voluntary and community sector
Governance
Role descriptions
Code of conduct for trustees and other relevant policies
Diagram of governance structure
Terms of reference for committees
Delegated authority
List of current trustees and contact details
List of important dates
Details of travel and subsistence allowances for trustees
Management
Contact details for the chief executive
Diagram of management structure
Role description for the chief executive and other senior staff
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ADVERTISING AND RECRUITING
TESTING THE MARKET• Refer to your constitution about process!• Engage the whole board in the process• Create a role description and person specification• Create a compelling candidate pack• Write a punchy advertisement! • Use social media and other channels to promote your opportunity• Consider using a professional recruitment firm with a track record of
recruiting trustees.• Have a clear process for informal meetings, tours of services and
interviews• Interviews should be evidenced based to test motivation as well as
skills and experience• Take references – always verbal
ROLE DESCRIPTION• Remuneration• Location• Commitment• Key responsibilities e.g. Ensuring the charity has a clear vision,
mission and strategic direction, Being responsible for the performance of the charity and for its culture
• Statutory duties (part 2 of CC3) e.g. Ensure your charity is carrying out its purposes for the public benefit
• Additional duties
PERSON SPECIFICATION (EXAMPLE)Part One
The successful Chair will be able to give evidence of:
1. Experience of board or committee membership, in a charitable, public sector or commercial organisation and ideally as Chair
2. Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship and an understanding of the respective roles of the Chair, Trustees and Chief Executive
3. A record of proven and significant achievement within your chosen profession which will ideally be business, law, IT, professional services, publishing or the media
4. A proven ability to work effectively as a member of a team while contributing an independent perspective
5. A very strong personal interest and commitment to integrity in social spheres, especially as it affects developing and transition countries
Part Two
6. An understanding of, and commitment to, the values of accountability, probity and openness
7. A proven track record of being able to process detail and get to the heart of an issue
8. Confident and effective communication skills with a range of audiences
9. A willingness to devote the time and effort required to effectively discharge the duties of this role
10. A willingness to undertake training as might be required
CHANNELS• LinkedIn (direct or groups e.g. Young Charity Trustees or alumni)• ICAEWVolunteer• Do-it.org• Charityjob• Jobsincharities • Guardian• Broadsheets (online or print)• Local CVS• Word of mouth!• Engaging recruiters
TESTING THE MARKET• Have a clear process for informal meetings, tours of services and
interviews• Interviews should be evidenced based to test motivation as well as
skills and experience• Take references – always verbal
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FOR MORE…WWW.KNOWHOWNONPROFIT.ORG/TOOLS-RESOURCES/BOARD-BASICS/
