So, you’re in position now as a new Trustee – and we talked about the basics of the role of the Trustee last time. Now you need to be looking at the governance of the organisation and ensure that everything is in order. But where do you start?
Firstly, there is the new “Good Governance Guide” that has been written for voluntary organisations. In that guide there are 6 principles – it says that “an effective Board will provide good governance and leadership by:
- Understanding their role
- Ensuring delivery of organisational purpose
- Working effectively both as individuals and a team
- Exercising effective control
- Behaving with integrity
- Being open and accountable”
Each of these points is looked at in more detail within the guide.
It is also useful to have a Code of Conduct for your Trustees. In it I would expect you to consider:
- Nolan principles (more later)
- Best interests of the Charity being paramount
- Avoid conflicts of interest
- Take an active part
- Act collectively – rigorous debate then collective responsibility
- Keep proper and clear records
- Confidentiality v transparency
- Trustee induction and training
There will no doubt be other things that you could think of to include.
The Nolan Principles are the seven principles of what is expected of people in public life – and I would expect Trustees to adhere to them:
- Selflessness: acting solely in terms of the public interest and not in order to gain financial or other benefits for themselves, their family or their friends
- Integrity: not placing 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: making choices on merit when carrying out public business, awarding contracts, or recommending individuals for rewards and benefits
- Accountability: being accountable for decisions and actions to the public and submitting to whatever scrutiny is appropriate
- Openness: being as open as possible about all decisions and actions taken, giving reasons for decisions and restricting information only when the wider public interest clearly demands
- Honesty: a duty to declare any private interests and taking steps to resolve any conflicts arising in a way that protects the public interest
- Leadership: promote and support these principles by leadership and example
For any help you may need in ensuring that your Board of Trustees is working effectively, please get in touch.
(This material is taken from a presentation given by Giselle Davies, partner of Geldards Solicitors at a recent seminar on Charity Governance and Risk)