New Forest Ninth Centenary TrustTrustee Handbook 2019

Introduction

Welcome to The New Forest Heritage Centre (New Forest Ninth Centenary Trust) Board of Trustees and thank you very much for your interest. This handbook explains how the Board works and provides an introduction to The New Forest Heritage Centre our people and our work. We hope you find it helpful. Please also have a look at our website www.newforestcentre.org.uk

Our Handbook is structured in the following way:

1) About the Charity

2) About our Board

3) Legal responsibilities of a Trustee

4) Board – The role of the Board & individual responsibilities of Board Members

5) Important Information

6) How we recruit and induct Trustees

Appendices

a) Trustee skills surveyb) Trustee Role Descriptionsc) Organogram

About the Charity

A museum for the New Forest had been the dream of many people for a long time. With the celebration of the ninth centenary of the Forest's foundation in 1979 the first moves towards the realisation of that objective became possible.

The New Forest Ninth Centenary Trust was founded in that year and set about raising funds for a museum. The dream became a reality when in the summer of 1988 the New Forest Museum was opened by the Duke of Edinburgh. A further rebuild and refurbishment of all facilities in 2003 made the Museum a cultural centre for the New Forest designed to cater for the local New Forest community as well as the many thousands of visitors who wished to make their initial explorations through its portals.

New Forest District Council has for many years supported the work of the Trust through an annual grant that underpins the work of the Education Service. New Forest District Council and other major supporters have make possible the realisation of the vision of the New Forest Ninth Centenary Trust and their continued support has enabled the Centre to grow and develop.

An Association with the National Park Authority was entered into on the 1 July 2007. Under the agreement the Centre underwent a complete re-branding and updated many of its displays to reflect the National Park status of the Forest. On the 12 June 2008, the Centre celebrated this new phase of

its history with the Chairs of both organisations ceremonially branding a plaque with the initials NFC to denote the New Forest Centre.

The Centre is entirely owned by the New Forest Ninth Centenary Trust, a registered charity (No. 279373). A board of trustees has overall responsibility for the work of the Museum and the Trust.

Vision Statement

The New Forest Heritage Centre inspires its visitors to explore and value the New Forest. It

does this by collecting, conserving and interpreting its collections and by providing

educational activities and information to a broad range of audiences. In doing so, it acts in

ways that are ethical, ecologically sensitive, accessible and affordable”.

About our Board

Our Trust currently has 9 Trustees, but can have a maximum of 12. We meet quarterly during the day. We do understand that occasionally a trustee may need to miss a meeting, perhaps due to family or work commitments, but we do stress that it is important for all Trustees to remain engaged with the organisation and with other Trustees as much as possible in order to fulfil their duties.

Our current trustees:

Chair – The Hon. Mary Montagu-Scott

Vice-Chairman – John Pemberton

Secretary – Clive Sutton

Trustee – Roly Errington

Trustee – Peter Power

Trustee – Barry Surman

Trustee & Acting Treasurer – The Hon. Mrs Emma Page

Trustee – Nicola Martenstyn

Trustee – Jackie Neylon

Legal Responsibilities of a Trustee

“Governance is the process whereby a group of Trustees works as a collective to assure the legal and moral health of the organisation”.

The Board of Trustees is individually and collectively responsible for the successful governance of the organisation; becoming a charity trustee therefore involves a high degree of legal and financial responsibility. Our Board of Trustees is the body that carries out the governance process adhering to Charity Commission rules. The Board must also ensure that the charity is solvent and must implement a system of checks and balances to ensure this.

Basic principles of Board operation - this should be read in connection with the Articles of Association:

The Board is a collective and only has authority as a group.

The Board will pay due regard to best practice.

The Board exists to plan and monitor the New Forest Heritage Centre’s strategic direction, to review and discuss operations, especially service delivery and finance and organisation and to take action where appropriate.

The Board consists of individuals with a broad range of skills and experience and with as diverse set of backgrounds as possible. The Board is actively seeking diversity in its recruitment of Trustees.

At least one third of the Board need to be present at a Board meeting for it to be quorate and for its decisions to be valid.

As an effective Board, we monitor our collective performance in governance and ensure that individual Board member performance is evaluated annually.

A trustee may serve on the Board for up to three terms (a term being three years) making nine years in total. After one year away from the Board a Trustee may apply to rejoin for a further three year term.

Trustees are expected to attend as many meetings as possible each year. A Trustee will be required to resign if they are absent from all the meetings of the Directors held within a period of 12 consecutive months, without the permission of the Directors, and the Directors resolve that their office be vacated.

For a more detailed explanation of these matters and a list of legal reasons where you might not be permitted to become a trustee please see www.gov.uk/charity-trustee-disqualification.

The Role of the BoardFor general guidance on Board responsibilities please see https://www.gov.uk/government/organisations/charity-commission/about/publication-schemesection C3 and C3a

Purpose

To be collectively legally accountable for the sustainability and effectiveness of the New Forest Heritage Centre ensuring that it achieves its mission in an ethical, transparent, accountable, and prudent manner.

Accountabilities

Ensure that the New Forest Heritage Centre is relevant to the community it serves through processes that monitor the external environment and define the vision, direction, and strategy.

Define and monitor key areas of performance, assess results, and ensure that steps are taken to continuously improve, develop and evolve, hence ensuring the long term viability of the organisation.

Ensure the short and long term financial sustainability and solvency of the New Forest Heritage Centre

Ensure compliance of the New Forest Heritage Centre with relevant charity and financial laws and regulations and with its own governing rules.

Ensure that adequate risk management strategies are in place, e.g., safety and security, insurance, data backup, staff succession, Trustee succession, prudent fund management etc. so that the New Forest Heritage Centre does not face undue risk.

Define criteria for Board membership, ensure proper recruitment of candidates, provide a mentor system for new trustees, elect Trustees and ensure the proper orientation and development of Board members.

Define and assess Board effectiveness including the effectiveness of individual Board members on a yearly basis.

Define the role and recruit the Centre Manager, appraising and rewarding performance.

Ensure effectiveness of the Centre’s leadership and management without intruding in management’s role and authority.

Act with integrity and avoid any personal conflicts of interest or misuse of charity funds or assets.

NB: These accountabilities are in line with those recommended by the Charities Commission.

Individual Responsibilities of Board Members

Purpose of the role

To be legally and morally accountable for the sustainability and effectiveness of the New Forest Heritage Centre ensuring that the MA achieves its mission in an ethical, transparent, accountable, and prudent manner.

Responsibilities

Attend quarterly meetings, conducting preparation beforehand and thereby assisting with the planning and monitoring of activities within the New Forest Heritage Centre’s Operational Plan.

Attend a yearly Awayday thus contributing to the Centre’s Strategy and long term development.

Assist with specific areas of expertise outside of board meetings where required, working on and contributing to sub committees and / or project teams.

Assist with the recruitment and mentoring of new Trustees and key members of staff where required.

Represent the New Forest Heritage Centre at key events where appropriate – e.g. fund raising events, conferences, training events.

Commit to continual development, undertaking appropriate development activities where required.

General knowledge & experience required

Knowledge of governance laws, requirements and duties. Knowledge / experience of how a Board operates. Understanding of accounts. Numerate.

Competencies & behaviours

Ability to operate as part of a team, providing appropriate input without dominating - sensitive to team dynamics.

Communication skills – able to present an idea effectively & establish rapport and to challenge in a constructive manner.

Long term planning / strategic thinking skills and ability to think creatively. Critical thinking skills – able to accurately simulate and analyse information. Enthusiasm & full commitment to attend regular meetings and to prepare for each beforehand. Ability to represent NFHC externally with professionalism. Sound judgement and common sense. Integrity – high ethical standards.

Specific areas of required knowledge & expertise for the Board can be found in the role descriptions included in this Handbook

Important Information

We meet at The New Forest Heritage Centre in the middle of Lyndhurst, adjacent to the main car park in the town. Meetings are held in one of two upstairs meeting rooms. Away days, usually held in early spring will be held at another venue to be decided each year. Trustee meetings are held during the day and usually take 2.5 hours.

Our dress code for our meetings is smart casual.

Our Trustees are not paid but travel, subsistence and other pre-approved costs are reimbursed.

To ensure that we utilise the time we spend in our physical meetings to its full potential, we ask that reports and other documents are read in advance of meetings.

The Board will, from time to time, seek volunteers for various sub-committees as and when they are needed. This is purely optional and will very much depend on the workload of the trustee. There is absolutely no obligation to join a sub-committee though, of course, offers of extra support are always gratefully received.

Board members will complete a skills audit from time to time and new Board members will be asked to complete a simple skills questionnaire on being appointed

The Trust produces a Business Plan (typically for 5 years) that is reviewed annually. The Centre Manager produces and maintains an annual Operational Plan that is updated for Full Trust meetings.

All trustees should familarise themselves with the main plans, policies and procedures. The key plans will form part of your induction training and a full list of policies can be found in the Operational Plan.

In circulating meeting papers and in conversations/meetings held through email, private email addresses will be shared between trustees and key personnel.

How we recruit and induct trustees

The Board will periodically review its Trustee make-up and decide when it needs to recruit. If suitable Trustees approach the Board in between times, the Board will decide if the applicant has an appropriate skillset and may invite them to apply. The following outline applies to all potential applicants, whether directly recruited or in response to speculative enquiries:

Following an informal discussion with the Chair of the Board, the applicant will be invited to attend a Board meeting as an observer. The Chair will make contact with the applicant prior to their first meeting and will support them during meetings and at other times as necessary. The applicant will have access to the Chair for as long as they wish and should feel absolutely comfortable in raising any queries with them. We have all been new trustees ourselves and remember how overwhelming it can sometimes to be to get to grips with a new organisation and

its practices. We aim to make the induction process as comprehensive and friendly as we can, whilst ensuring applicants understand what will be expected of them should they decide to become a Trustee.

We expect that from time to time an applicant may feel that becoming a trustee of the MA is not right for them and they may withdraw from the recruitment and induction process.

If both parties feel that they would like to proceed, the Trustee is formally voted onto the Board of Directors.

Appendix 1

Board Skills Audit Matrix

New Forest Heritage Centre

[TRUSTEE NAME]

Thank you for participating in this survey.

Skills Highly Skilled

Skilled Some Proficien

cy

No Expertise

1 Audit / Risk Management2 Financial Management 3 Commercial / Business

Experience 4 Investment 5 Income Generation /

Fundraising6 Legal 7 Human Resources8 Performance Management

and Staff development9 Volunteer Management10 Strategic Planning11 Policy12 Governance / Chairing13 External Representation14

Relationship Management and Partnerships

15 IT/ CRM Systems16 Operational Management

17 Organisational Development18 Monitoring / Evaluation19

Marketing / Branding / Social Media

20 Retail Operations21 Project Management22

Buildings Maintenance Management

23 Capital Build Projects24 Knowledge of National Parks25 Learning26

Museum and Curatorial Knowledge

27 Heritage Operations28 Library/Archive Services29 Visitor Services30

Relevant Subject Knowledge – Natural History, History

31 Environmental Conservation 32 Tourism

If you have any other skills please list them below:-

Appendix 2

Trustee Role Descriptions

New Forest Heritage Centre

Owned and run by the New Forest Ninth Centenary Trust (reg.charity no: 279373)

Chair of Trustees

Job Title: Chair of Trustees

Direct Report: Senior Members of paid staff (Centre Manager)

Background: A general background in strategy, governance, finance, HR, fundraising would be useful. Previous experience as a Chair or trustee would be welcomed.

1.0 Role Summary

Provides leadership and direction to the board of Trustees and enables the Board to fulfil their responsibilities for the overall governance and strategic direction of the organisation.

Ensures that the organisation pursues its objects as defined in its governing document, charity law, company law and other relevant legislation/regulations.

Works in partnership with the Centre Manager / senior staff member and supports the

employees, helping them achieve the aims of the organisation; and to optimise the relationship between the board of Trustees and the staff.

Facilitates the board of trustees in stimulating excellent, well-rounded and carefully considered strategic decision-making.

2.0 Main Responsibilities of the Chair

In relation to the Board Formulate strategic plans and regular review of long-term strategic aims of the charity. Develop organisational policies, define goals, targets and evaluate performance against

agreed targets. Approve the annual cycle of the board meetings, meeting agendas, chair and facilitate

meetings, monitor decisions taken at meetings and ensure they are implemented. Liaise regularly with the Treasurer to maintain a clear grasp of the charity’s financial

position and to ensure full and timely financial transparency and information disclosure to the Board.

Lead and mentor other Board members to fulfil their responsibilities and enable access to training/coaching/information to enhance the overall contribution of the board.

Annually review the Board structure, role, staff relationships and ensure implementation of agreed changes/developments are carried out.

Ensure a succession plan is put in place Encourage team working among Board members and encourage them to identify and

recruit new trustees as required. Create a strong, profitable and fulfilling working relationship with trustees and the

Centre Manager through review and self-reflective evaluation of contributions and effectiveness of the board.

In relation to the Centre Manager In participation with the board, appoint the Centre Manager and lead the process of appraising and constructively guiding the performance of the Centre Manager (CM)

Assume guardianship of the legal and financial integrity of the organisation. Consult with CM on matters of strategy, governance, finance and HR. Oversee the CM’s activities in the context of the implementation of Board’s strategy

and policies. Maintain careful oversight of any risk to reputation and/or financial standing of the

organisation. Receive regular informal progress reports of the organisation’s work and financial

performance through the CM.

In relation to the community and code of conduct Represent the organisation as a spokesperson at appropriate events, meetings or

functions. Protect and manage the property of the organisation. Lead the Board in fostering relations with potential funders/donors. Act as final stage adjudicator for disciplinary and grievance procedures if required. Facilitate change and address conflict within the Board of Trustees, within the

organisation and liaise with the CM to achieve this.

Undertake review of external complaints as defined by the organisation’s complaints procedure.

Ensuring adherence and compliance around key policies e.g. Equal opportunities, DDA, Health & Safety and in all decisions and discussions of the Board and its sub-committees.

Attend and be a member of other committees or working groups when appropriate in role as Chair.

In order to perform the above role, the Chair should have reasonable access to all staff and information, in line with the board’s fiduciary duties.

3.0 Qualities of a Chair

Essential Understanding and acceptance of the legal duties, responsibilities and liabilities of

Trusteeship and adhering to Nolan’s seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

Commitment to the charity’s objects, aims and values and willingness to devote time to carry out responsibilities.

Strategic and forward looking vision in relation to the charity’s objects and aims. Good, independent judgement, political impartiality and the ability to think creatively

in the context of the organisation and external environment. Good communication and interpersonal skills and the ability to respect the confidences

of colleagues. Balancing tact and diplomacy with willingness to challenge and constructively criticise.

Desirable Prior experience of committee/trustee work. Knowledge of the type of work undertaken by the organisation. A wider involvement with the voluntary sector. Experience of chairing meetings, committee work, some experience of charity finance,

charity fundraising. Leadership skills exercised through a period of change.

4.0 Time Commitment

The Chair is expected to attend all Board meetings. It is important that the Chair is able to visit the organisations office(s) and be available

to the CM /senior paid staff members on a regular basis. In addition to Board Meetings, other contact – usually electronic or by telephone – will

be necessary.

General Trustee Roles

Remuneration The role of Trustee is not accompanied by any financial remuneration, although expenses for travel may be claimed.

Time commitment Trustees are expected to attend all Board meetings

Job Description

To be a Trustee of an organisation is an exciting and fulfilling role. The most effective Boards are ones which benefit from individuals from a diverse range of backgrounds, experiences and skill sets. The role of a Trustee is to ensure that The New Forest Heritage Centre fulfils its duty to its beneficiaries through the operation of the Museum and Library Service and delivers on our vision, mission and values.

Our Vision Statement reads:

The New Forest Heritage Centre inspires its visitors to explore and value the New Forest. It

does this by collecting, conserving and interpreting its collections and by providing

educational activities and information to a broad range of audiences. In doing so, it acts in

ways that are ethical, ecologically sensitive, accessible and affordable”.

The statutory duties of a trustee are:

To ensure the organisation complies with its governing document - known as the trust deed, constitution, or articles of association.

To ensure that the organisation pursues its objectives as defined in its governing document.

To ensure the organisation applies its resources exclusively in pursuance of its objectives - the charity must not spend money on activities which are not included in its own objectives, no matter how 'charitable' and 'worthwhile' those activities are.

To contribute actively to the Board of Trustees' role in giving firm strategic direction to the organisation, setting overall policy, defining goals and setting targets and evaluating performance against agreed targets.

To safeguard the good name and values of the organisation.

To ensure the effective and efficient administration of the organisation. To ensure the financial stability of the organisation. To protect and manage the property of the organisation and to ensure the proper

investment of the organisation's funds. To appoint the senior staff member currently the Centre Manager and monitor his or her

performance.

In addition with other trustees to hold the charity “in trust” for current and future beneficiaries by:

Ensuring that the charity has a clear vision, mission and strategic direction and is focused on achieving these.

Being responsible for the performance of the charity and for its “corporate” behaviour; ensuring that the charity complies with all legal and regulatory requirements.

Acting as guardians of the charity’s assets, both tangible and intangible, taking all due care over their security, deployment and proper application.

Ensuring that the charity’s governance is of the highest possible standard.

As well as the various statutory duties, any trustee should make full use of any specific skills, knowledge or experience to help the board make good decisions.

The above list of duties is indicative only and not exhaustive. The Trustee will be expected to perform all such additional duties as are reasonably commensurate with the role.

Specialist Trustee roles

Role Title: Honorary Treasurer

Direct Report: Works closely with the Chair, Centre Manager and the board of trustees.

Background: Finance, Strategy and Governance, Fundraising, Legal, Risk.

1.0 Role Summary

Monitor the financial standing of the charity and reports to the Board and Centre Manager regarding cash-flow forecasting, income streams, out-going expenses and the overarching strategic management of the organisation’s financial resources.

Oversee the charity’s financial risk-management process and report financial health to the board of trustees at regular intervals.

Acts as a counter signatory on cheques and applications to funders and ensure that annual accounts are submitted to all relevant regulators in a timely fashion.

Liaising with external auditors on financial issues and ensuring that the organisation’s finances are responsibly managed/invested for the betterment of the organisation’s work and for the beneficiaries it serves.

2.0 Main Responsibilities of the Treasurer

In relation to FinanceBudgeting and strategic financial planning

Ensure all strategic plans are financially appraised and budgets are aligned to both short-term and long-term objectives each year.

Oversee planning/budgeting processes in participation with the Board and constructively challenge where required.

Suggest alternative scenarios while evaluating strategic plans as a part of the risk management process and as a part of performance and reporting scenarios.

Create greater transparency and accountability to improve resource allocation and charity’s image by adding specific measures as per SORP guidelines.

Management Reporting Ensure a high standard of management accounting is maintained in order to safeguard

assets. Liaise with Centre Manager and trustees to prepare and produce management

accounts regularly.

Statutory Financial Reporting Board level liaison with external auditors on specific issues in the auditing process and

related board representations. Guide and advise fellow trustees to formally approve the annual report and audited

accounts. Explain technicalities of accounts in plain language which is fully understood by the

trustees.Reserves Policy

Develop reserves policy and safeguard the organisation’s finances. Keep the board informed of free reserves position regularly and advise to cope with

changing circumstances.

In relation to Governance Lead the Board’s duty to ensure proper accounting records are kept, financial

resources are controlled, invested and economically spent in line with governance, legal and regulatory requirements.

Advising on the financial implications of the charity’s strategic plans and overseeing the charity’s financial risk-management process.

Lead in the development and implementation of financial reserves, cost management and investment policies.

3.0 Person Specification

Essential Qualified accountant with demonstrated commercial awareness and knowledge. Knowledge of charity SORP and impending changes. Competent use of IT skills. Proven ability to communicate and explain financial information to members of the

Board and other stakeholders. Analytical and evaluation skills, demonstrating good judgement. Understanding and acceptance of the legal duties, responsibilities and liabilities of

trusteeship. Good communication and leadership skills

Desirable Demonstrated knowledge and experience of charity fundraising and finance practices.

Dedicated to the organisation’s cause and objectives and willing to act as the charity’s ambassador to external bodies, charities and companies.

Skills and experience in one or more areas of non-executive governance and management.

A team-oriented approach to problem solving and to management.

4.0 Time Commitment

You are required to attend all Board meetings. You may also be a sub-committee member and attend specific meetings

Role Title: Human Resources Trustee

Background: A general background in Strategy, Governance, Finance, HR, Legal.

1.0 Role Summary

Committed to ensuring highest standards of governance in policies and practice related to employee relations, recruitment, retention, reward and recognition as well as staff and trustee development.

Assessing risks and measuring the impact of HR interventions in the light of changing legal requirements and best practice.

Implementing company policies and practices in the context of furthering charitable objectives and evaluating how they impact beneficiaries and staff.

Ensuring long-term strategic oversight of the organisation’s personnel and staffing requirements in relation to the overarching goals of the charity.

2.0 Main Responsibilities of an HR Trustee

To review and recommend current and future strategic resourcing, training and development and annual budgets and plans to the Trustee Board

To actively contribute to policy setting, strategic direction, goal and target setting, and evaluate performance against targets, budgets, plans and charitable objectives

To ensure that HR activities and interventions are linked to the company’s charitable objectives and complement the company culture

To ensure the Trustee Board monitors and reviews the performance of the Centre Manager, rewards performance accordingly and identifies appropriate development opportunities

To monitor whether the service complies with its governing document and standards and if the needs of the beneficiaries are being met

3.0 Qualities of an HR TrusteeEssential

Experience of performance management, HR/employment law issues and implementing them contextually

Willingness to actively participate in discussions concerning needs of company’s beneficiaries, staff and the trustee board

Willingness to act in the best interest of the charity while adhering the Nolan principles of public life

Sound, independent judgement and ability to think creatively Working effectively as a team member and demonstrating a willingness to learn and

develop

Desirable

Strong intellectual and analytical ability; innovative thinker and ability to focus on issues requiring action

Experience in the charitable or voluntary sector Experience of charity law and governance

4.0 Time Commitment You are required to attend all Board meetings. You may also be a sub-committee member and attend specific meetings

Role Title: Marketing, Communications, Public Relations TrusteeReports to: The Board of Trustees.Background: A background in all or some of these areas Marketing, Communications,

Public Relations, Social Media Marketing, Advertising, Governance, Digital

1.0 Role Summary

To assist in the development of an integrated strategic marketing and communications plan to advance brand identity of the organisation

To broaden awareness of the charity’s values and priorities; and increase its visibility across a wider audience

2.0 Main Responsibilities Work with the trustees and staff to recognise internal and external communications

opportunities and solutions, and define appropriate strategies to support them Oversee the ongoing development of the organisation’s marketing and

communications strategy in conjunction with management and the Board Serve as communications spokesperson on behalf of the trustees when required

3.0 Qualities of a TrusteeEssential

Marketing and PR/Communication expertise Demonstrated leadership and management, communication and presentation skills Experience of business, commerce or industry Experience of the strategic use of social media as effective communication mechanisms

to support services and activities Application of marketing strategy to charitable/not for profit organisations

Desirable Experience of working within the charity, voluntary and public sector

4.0 Time commitment In addition to Board meetings, you may be required to attend ½ to 1 day per month on

average You may also be a sub-committee member and attend specific meetings

Role Title: Fundraising Trustee

Report to: The Board of trustees

Background: A background in any of the following areas i.e. Marketing or Finance or Public Relations, Sales

1.0 Role Summary

To assist the Board to see the bigger picture; bring a fresh perspective to fundraising plans and strategy, support the organisation’s fundraisers.

To ensure fundraising is of the highest standard and priority.

2.0 Main Responsibilities

Oversee fundraising and to make sure it is carried out in legal, honest and accountable ways.

A good understanding of fundraising, an ability to monitor progress and hold fundraisers to account and to ask the right questions about fundraising strategy and implementation.

Strategically assess where fundraising fits into the overall organisation strategy and to work with fundraising staff to ensure effective income generation is being achieved.

Contributing knowledge of fundraising techniques and strategies, understanding results and approving budgets with real insight.

Carry out risk assessment at every fundraising stage, especially when considering new or ambitious fundraising strategies.

Network on behalf of the charity to solicit funds on a peer to peer basis. Support and encourage the fundraising team in their work Be an active champion of the organisation. Build relationships and rapport between Board and fundraising staff, especially in

smaller charities. Encourage an entrepreneurial fundraising culture and assess the cost benefit ratio of

each planned type of fundraising.

3.0 Qualities of a Fundraising Trustee

Essential Someone with sufficient fundraising/income-generation knowledge and/or business

development background or having run a medium size business. An understanding of the UK charity sector, good governance, Charity Commission,

Companies House requirements, relevant legislations and statutory requirements. An understanding of the challenges facing small to medium UK charities in maximising

income streams & donor cultivation. Experience of diverse fundraising practices, including statutory funds, corporate and

philanthropic giving would be valuable. Excellent networking skills, influencing and communication skills.

Desirable Knowledge of digital or social media. Knowledge of the voluntary sector. A thorough understanding of the Code of Fundraising Practice.

4.0 Time Commitment You will be required to commit to around one to two days per month in addition to

Board meetings

You may also be a sub-committee member and attend specific meetings.

Role Title: Project Management Trustee

Report to: The Board of trustees

Background: A background in any of the following areas Project Management, Strategic Management, General Management

1.0 Role Summary

Use project management skills gained in paid work or a voluntary capacity to help guide the planning and development of new projects

Provide ideas and processes to monitor project development and implementation

Provide staff with support and guidance to manage the on-ongoing operational challenges that occur within individual projects

To ensure the Board understand the progress and challenges of projects being undertaken

2.0 Main Responsibilities

Using own skills, knowledge and experience to help the trustees reach sound decisions with reference to project management and particularly capital projects

Take the lead in any trustees’ activities where you have special knowledge (project management)

Ensure that major decisions and policies referring to project work are made by trustees acting collectively with all the information they need to make their decision

Carry out risk assessment at every stage, especially when considering new or ambitious projects

Support and encourage the staff team in their work relating to project management Be an active champion of the organisation. Build relationships and rapport between Board and staff, especially in smaller charities. Assess the cost benefit ratio of each project which is discussed.

3.0 Qualities of a Project Management TrusteeEssential

Someone with sufficient professional project management experience in a large or medium size business environment

An understanding of the UK charity sector, good governance, Charity Commission, Companies House requirements, relevant legislations and statutory requirements.

An understanding of the challenges facing small to medium UK charities in managing large projects, particularly of a capital nature

Excellent communication skills. Willingness to devote the necessary time and effort

Strategic vision

Good, independent judgement

Ability to think creatively

Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship.

Desirable Knowledge of project management software Knowledge of the voluntary sector. A thorough understanding of financial management and budgeting

4.0 Time Commitment You will be required to commit to around one to two days per month in addition to

Board meetings

You may also be a sub-committee member and attend specific meetings.