We expect a lot of our charity trustees. We look for them to be bold, yet compassionate. We need them to be innovative and entrepreneurial. We ask them to understand fundraising, finance, HR and all manner of detailed policies. And that’s just in a regular month.
In the unfortunate event of an emergency, trustees may be asked for input into crisis management and communications. A whistleblower may even go to them with sensitive information.
The thought of taking on a trustee’s responsibilities can be daunting but doesn’t need to be. We do not want the trustee role to be off-putting, but we need to be supportive and clear about what it involves.
Any one trustee is not expected to be an expert in everything. Trustees bring different skills and experiences to the table, so that strong collective decisions can be reached. No-one wakes up one day and finds they are the perfect trustee - someone who knows how to read quarterly accounts, management reports and all about governance, constitutions and employment rights. There is a need for more training opportunities for trustees across the sector, to help ensure charities and social enterprises embed good governance across all they do.
We’re fortunate to have many long-serving, experienced trustees involved in charities across Scotland. But we also want to encourage younger trustees - and for them to be engaged. It’s important, therefore, that we upskill to equip those who are relatively new to their roles.
One of the fundamentals to understand is why they’re making any specific decision. The right communications and flow of information between senior management and trustees will ensure they have all the information needed to reach a considered and informed response.
Charity trustees cannot, and should not do everything. However, it is important for boards to remember that, whilst trustees may delegate authority, they cannot delegate their ultimate responsibility.
Good training can ensure that trustees understand the key principles of good charity governance: organisational purpose, leadership, positive board behaviours, appropriate controls and effectiveness.
A chairperson with the right mindset, attitude and influence has a vital part to play in setting the tone for the board and how it operates. The best are those with the personality traits to get people together and move forward.
I’m a great believer in the ethos that if you get the basics right, good things will follow. Minutes are a prime example. Are they properly taken and approved, with all votes fully recorded? Are potential conflicts of interest properly declared, managed and noted?
Understandably trustees would not want anything to go wrong, but if it does and OSCR becomes involved, you would want your records to be accurate and comprehensive.
Investing even just a little time in basic training can make a big difference.
You wouldn’t expect a tradesperson to turn up without the tools they need to do a job. The same needs to be true for our charity trustees. We need to ensure they too are properly equipped to understand and do the many things we ask of them.
This articles featured in Third Force News magazine - June 2023.
