Volunteering magazine article, issue 87, April 2003
Everyone wants an effective trustee board but often this can seem elusive. Kate Sayer, of charity consultants Sayer Vincent, gives her advice for starting to involve trustees successfully.
When it comes to human resources management, too few organisations take a truly joined-up approach. Difficulties often arise because charities feel that they have to treat volunteers differently to staff, and that voluntary trustees have to be treated differently again.
Trustees are volunteers too
Volunteer trustees do play a different role in the charity to volunteers contributing to the operational areas of the charity’s work. Nonetheless, they need to have a clear understanding of their role and what is expected of them. Whilst acknowledging that they do give their time freely, all volunteers can operate more effectively within a clear framework. As part of developing that framework, charities should consider the following:
Recruitment
Many charities have examined their recruitment process for trustees and try to represent users and ensure that there is diversity among the board. You need to think about how you will find trustees and consider marketing the charity to attract the right people. Writing a short and simple recruitment leaflet aimed at potential trustees is much more effective than just sending out the annual report, as it can explain what is required of a trustee. Many charities now advertise for trustees in a similar way to staff; you will have to consider the appropriate way to reach potential trustees effectively. Having reached potential trustees and received indications of interest, most charities adopting this approach will ask for CV’s. Charities are advised to set up an appointments committee which will undertake the whole recruitment process, rather than the whole board attempting to undertake recruitment. This will include a selection process – you do not have to accept every person who comes along. If they are not right for the board, see if they can volunteer in another way to help the charity.
Induction
A good induction programme is a powerful tool for charities, as it will lay the groundwork for the future relationship the trustee has with the charity. Induction can be seen as the first phase in a process of continual training and development. It is an opportunity to go through the role description and explore the ways in which the trustee feels they can contribute to the charity. A successful board maximises the potential of trustees by finding ways in which they can contribute.
Appraisal
Appraisals should continue the process started at induction. The most appropriate methods of appraisal for trustees will usually be self-reflective, often using a questionnaire. Frequently the chair will be the person to discuss the appraisal with the trustee, but it does not have to be the chair. The appraisal is an important opportunity to encourage trustees to consider how best they can contribute to the organisation. Getting trustees into the right roles will ensure that you get the most from them.
Performance targets
The trustees are involved in setting performance targets for the organisation and the chief executive, but should also set targets for themselves as a board. They should challenge themselves – what value do they add? What do they do for the beneficiaries?
Key relationships
Obviously the relationship between the chief executive and chair is key, but fundraising staff can also build effective relationships with trustees. In many cases, staff seem reluctant to use the trustees to help with fundraising, perhaps fearing interference and meddling. Yet trustees can be a valuable asset if the staff can find the right way to channel their energy.
Clearly, this does need careful handling – managers should be left to manage and trustees need to understand their role in this situation. Although part of the Board and therefore the employer, a trustee is not part of the management structure and should not undermine management. In fact, the trustee in this situation is another volunteer, although deference to the status of trustees may have to be overcome in some charities.
Staff and trustees can often work most effectively together in small working groups set up for a specific purpose. Such groups should have a clear remit and timetable. If they go on into infinity, then they are not working!
Relationships within the board
The Board has to work as a team, so it may be necessary to do some team building with the trustees. Too often, there is too little opportunity for trustees to get to know each other as individuals, especially on boards where there is a heavy emphasis on business at meetings and huge committee papers. Take stock and consider:
- Do all trustees on the board have an equal knowledge of the organisation, so that they can all contribute to discussions?
- Are discussions structured in such a way that all trustees can contribute, or do a few trustees dominate the discussion, while others feel intimidated and say very little?
- Is the agenda planned for meetings so that it is a sensible workload and allows for proper discussion of issues?
These are just a few points, but highlight the need for careful planning of meetings and team building amongst trustees to ensure that every contribution is valued.
This may all sound like challenging stuff, but trustee boards that become complacent are not much fun either. People volunteering in this way want to be sure that their time is being well used and that they can really make a difference. It may take some time to develop these processes, but the charity will be much more effective as a result.
Trustee Induction Manual
You can help the whole recruitment selection and induction process by drawing together relevant materials into a manual for trustees. This might include:
Background information
Current trustees
Committee structure
Terms of reference for committees
Management and staff team – organisation chart – who does what
Strategic plan
Last annual report
Past audited financial statements
Trustee role
Role description
Code of Conduct
Guidance on conflicts of interest
Register of interests form
Reimbursement of expenses
Expenses claim form
Trustee self-assessment form
Constitution
Summary of the rules on appointment of trustees
Summary of the rules on meetings
Memorandum and Articles of Association or trust deed
Charity Commission Guidance:
CC3 Responsibilities of Charity Trustees
This article is based on material from the annual Trustee Conference organised by three leading advisors to the voluntary and community sector: Sayer Vincent, Sinclair Taylor & Martin and The Projects Company.
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