Joe Saxton looks back at his 15 years of being a chair of trustees for a charity and outlines his views on the twelve roles that a charity chair has.

This year celebrates my 15th year of being a chair of trustees for a charity. Over that time, I have been a chair of 6 different organisations and trustee of a few more. During these different positions, I have heard a lot of different perspectives on the role of a chair, as well as the broader role of trustees. Much of the received wisdom doesn’t chime with my experience so I thought I’d set out my experience of what a chair actually does.

1. Strategy - big picture, direction, and values
Perhaps the most common role ascribed to a chair and the wider board is that of strategy. While this is undoubtedly true, it is greatly exaggerated in my experience. This is partly because taken to its logical conclusion – trustees do strategy, staff do operations – trustees would only be needed for 6 months every 3 or even five years. Secondly, while trustees, and particularly the chair, are intimately involved in strategy, in all but the smallest organisations, staff do most of the legwork on strategy: presenting a plan that is to a greater or lesser extent approved by trustees. So, chairs are key to strategy, but it’s far, far from being the dominant part of their role.

2. Backstop - when the unexpected happens
I have come to realise that one of the most important roles of a chair may never even be needed, but being a backstop when things go wrong is nonetheless required. At one charity, when the organisation was running out of money, I had to make and carry through the decision to make the CEO redundant or we would be bankrupt (the organisation has worked successfully without a CEO ever since). At another, the CEO went off on long-term sick leave and I had to work out how we dealt with that. In both of these situations, it took huge amounts of time to bring trustees and staff along, both where they didn't agree or wanted more discussion about which direction. The chair’s role in these types of situation is to shepherd people towards a decision, or in some cases just making things happen when deadlines are too tight. A chair’s key role is to pick up the pieces when, for whatever reason, things go wrong.

3. Pre-digester & Sounding board - for ideas and developments
One of the most interesting roles as a chair is to hear about the ideas and developments that staff are thinking about and to give feedback, support and wise counsel at an early stage. I have been on boards where staff have adopted a British Bulldog approach to get trustee approval – rush ideas at the board, accompanied by exhortations of how urgent and critical a decision is, and hope that some proposals get through. It works much better if a chair is on board with the big decisions before they even get to the board. My litmus test is that I don’t ever want to have to speak out against a paper that comes before the board.

4. Scrutineer in chief – help the board hold staff to account
Part of the nitty-gritty of board work is to hold staff to account – are they doing what they said they would do? - What is going right? What is going wrong? What plans are being made for things that might go wrong – based in part on the risk register? Many boards have a wealth of wisdom, and it is part of the chair’s job to try and harness that wisdom to improve the plans and activities of the organisation. Even the most qualified of boards may be unable to predict what might go wrong or put plans back on track. It’s worth remembering that the Kids Company trustee board included the Finance Director of a major PLC when it went bankrupt. So, spotting problems early and acting on them early is a key part of the scrutiny process.

5. Gracious host - and thanker in chief
When I was chair of my children’s PTA, one of my most important jobs was to thank everybody who made things happen, whether it was the summer fete or looking after the finances or the teachers who helped with the fundraising events. In the other chair roles, the role of thanker-in-chief is often as important, although maybe not as obvious: thanking departing trustees and senior staff and even donors. Thanking people for their time, their money, their commitment, their loyalty, and their energy is a small yet critical part of what makes charities thrive.

6. Manager of the CEO – just like any other role
CEO needs managing just like any other job. I have always thought that a chair’s job is to agree on objectives, provide feedback (from the board and staff) and review progress for a CEO. How much time and energy this takes will depend on the organisation, the CEO and the chair, however, it is important that it happens. CEOs are not above the normal laws of people management.

7. Manager of the board – utilising roles and skills
One of the most difficult parts of being a chair I have always found is to keep all trustees fully engaged and their skills used to the full. There are typically 3 types of trustee: those who actively contribute come what may, those who can be fully utilised with good support and guidance, and those who it’s a struggle to engage. The challenge, in particular, is for what I call trustee no 8 – somebody who isn’t an honorary officer or a committee chair or doesn’t have specific skills such as legal. A portfolio approach, giving trustees a particular role or part of the organisation to take interest in, is really important to this end.

8. Nudger/nagger - for trustees and staff
Through meeting notes, text messages, emails, phone calls, personal conversations, the chair needs to make sure that staff and trustees do what they said they would do. This applies whether it was to visit a service, write up a proposal, produce some data, or come to a meeting. However, the real art of giving people a nudge or a nag is doing it without being really annoying or pious!

9. Meeting maestro – on time and inclusive
There is nothing worse than going to a trustee meeting where the agenda isn’t followed, or a few individuals dominate the conversation, or in which all decisions are fudged. Chairs' have a key role in making sure that meetings are the right length, include all those who want to speak, and more the organisation’s work forward.

10. Ear to the ground – to find out what everybody thinks
One of the biggest mistakes I ever made as a chair, was to only listen to a new CEO. When after a few months one of the few staff I did have contact with, asked if I was going to give staff the chance to probation feedback to which I thought ‘good idea’. The feedback I got on the CEO was scathing. The staff were not happy - at all. I had failed to have communication channels with staff across the organisation. As a result, I had failed to have any sense of what staff were feeling, while the CEO just told me how well everything was going. Bad mistake. Some governance experts in the US say that the chair and the board should funnel all communications just through the CEO. I cannot think of anything more foolish, or more likely to be a recipe for a board being out of touch.

11. Brutus – despatching colleagues
On occasions, a chair’s job is to usher people out of the organisation, whether gently or brutally. Making the CEO redundant I mentioned above was one of the hardest things to do. They had bought their whole family south, who weren’t settling in well. I had headaches for the week before I told them. Equally despatching a colleague can be as simple as encouraging somebody to apply for a job, or ensuring that term limits for trustees are kept, or restructuring committees to lose a poor committee chair.

12. Cat-herder – moving boards forward on important decisions
One of the roles of the chair is to try and move the board forward on big or important or difficult decisions, particularly where there isn’t consensus. These might be about the appointment of a new CEO, or a new strategy or a rebrand or a host of other things. Boards don’t always find decision-making that easy, particularly in a culture when one or two board members disagreeing can be treated like a veto. The chair is there to firmly guide the board towards a decision.

 

Being a chair is much more about soft power and authority than a clear-cut set of decisions that the chair has the authority to make. In my experience, the role of the chair is about persuasion and diplomacy, with an occasional burst of more executive-style decision making when the need arises. Let nobody tell you it is a straightforward job, nor one which is solely about strategy.

In 2016, we partnered with Third Sector and the Charity Future programme to carry out a National Trustee Survey. Click on the 'Downloads' button below to see the data from that work - exploring a range of trustee topics, including demographics, guidance, possible improvements and deadline with crises.

Source online accessed 21/06/19 - full article availble here 

Community Camps are residential experiences held at the Eden Project in Cornwall, offering a mixture of practical activities, workshop sessions and networking opportunity.

The Camps are for people across the UK who want to start a community project or are already doing something and want to take the next step. They are suitable for people who are just starting out on their journey, or those who are more experienced but keen to learn from and share with others.

Camps are specifically for the benefit of community members, and unfortunately we're unable to allocate funded places to professionals, to people who are paid to support a community and its members. The cost of travel and accommodation is included for successful applicants.  

Full details available on the link below 

https://www.edenprojectcommunities.com/community-camps

eden cc

Legislation aimed at strengthening the protection of children and other vulnerable people has been introduced at Holyrood:

 

The Disclosure (Scotland) Bill will make it mandatory for anyone working with children or vulnerable adults to be checked under the PVG scheme.

Lifetime membership of the scheme will also end, with PVG certificates instead having to be renewed every five years, and the application process will be simplified.

Automatic disclosure of minor criminal offences, for example those committed as a young person, would also end with decisions taken on a case-by-case basis.

 

More information from here.

 

The Scottish Government’s Community Land Unit will be in Orkney to provide information on routes to asset ownership available to community groups.  The session will cover Community Right to Buy and Asset Transfer routes.

If your group would like to know more about asset ownership through either community right to buy or asset transfer, please register for an information session. The session will be held on the 24th of July in the King Street Halls, The morning will focus on aspects of Community Right to buy followed by Asset Transfer aspects in the afternoon.

There is a limited opportunity for individual appointments with the Community Land Unit, and booking is essential. To find out more, please contact Meghan at Meghan.mcewen@vaorkney.org.uk or to book your place please contact enquiries@vaorkney.org.uk

Highland Park will be holding a Market Place Event at the Ayre Hotel from 1pm on Thursday 11th July 2019 to highlight their ‘Giving More’ Scheme.  Employees will be given an opportunity to select an organisation to support either through volunteering or fundraising contributions matched by the Edrington Group.  
 
In taking part, your organisation will have a table stall at the event, promoting your activities and answering questions from Highland Park employees.
 
If your organisation would like to take part in a marketplace event for Highland Park employees to find out more, please contact Rob at Robert.mcgregor@vaorkney.org.uk
 
Spaces are limited so you will need to act fast, this is an opportunity for registered charities only. 
 
 

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