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partnerships:azp:board [2017/06/12 10:20] (current)
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 +Board of a Trust
 +Development Trusts are incorporated as companies limited by guarantee,
 +and so the governing body is a Board of directors. If the Trust is
 +registered as a charity, the Board members will also be trustees. In
 +either instance they are responsible for the direction of the Trust.
 +The Board should not see themselves simply as an advisory group for the
 +staff, nor as just representing the interests of other organisations to
 +which they may belong. They should be in charge of policy, and make key
 +decisions in the development and running of the Trust.
 +Provided they are not negligent, their personal liability is limited to
 +the extent of their guarantee (usually £1).
 +Size and representation
 +Since Development Trusts are action-oriented organisations where swift
 +decision-making is important, there is a strong case for keeping the
 +Board relatively small - preferably not more than 12 people. The way the
 +Board is appointed will be specified in the Trust'​s memorandum and
 +articles: see the Constitution sheet. They may be appointed by bodies
 +sponsoring the Trust and/or elected by the Trust'​s membership. The Board
 +should contain a mix of interests, preferably from public and private
 +sectors and and the residential community. Local councils generally must
 +limit their representation to 20 per cent or less if they are to avoid
 +financial penalties under local government legislation. The aim should
 +be to have only two layers of control in the Trust - the Board and the
 +staff. Board members should not derive any direct financial benefit from
 +their position, and staff should not be members of the Board. Board make
 +the policy, staff carry it out. Board members should be chosen for the
 +benefits they can bring to the Trust in terms of their skills, standing
 +in the community and contacts. The role of chairperson is particularly
 +important. As well as presiding over Board meetings, he or she will be
 +the day-to-day link between the Board and executive director.
 +The Board may set up sub-committees and co-opt people for their specific
 +expertise, but the Board must remain responsible for the actions of
 +these sub-committees. Any sub-committee should be given clear
 +instructions on their purpose, how they should operate, the extent of
 +their decision making powers, how often they should meet, and how they
 +should report back to the Board.
 +Strategic planning
 +One of the top priorities for the Board should be developing and making
 +policy decisions about the direction of the Trust. They should be
 +responsible,​ with the executive director, for developing and reviewing
 +the business plan which prioritises the work of the Trust.
 +Financial management
 +The Board should plan budgets with the executive director, make the
 +major spending decisions, and receive regular financial reports. They
 +should know what fundraising activities the staff are engaged in, and
 +may themselves assist through their personal contacts. The Board may set
 +up a finance sub-committee to undertake detailed work and make
 +recommendations to the Board.
 +Staff management
 +Even when the Trust has full time staff to run the Trust on a day-to-day
 +basis, the Board are responsible for managing the executive director and
 +for recruitment decisions.
 +The Board will have a key role to play in making and maintaining the
 +link between the Trust and the many interest groups it must serve. To
 +this end they may be involved, with staff, in meetings and other
 +events - particularly where these relate to their own spheres of
 +Board members are far more likely to maintain their interest in the
 +Trust if they have some direct involvement on a personal basis in one or
 +more of the Trust'​s projects. This may be done by different members
 +taking an interest in different projects, by setting up one or more
 +projects sub-committees and by Board members with specific skills
 +contributing these to the staff team responsible.
 +Board composition
 +In recruiting a Board for the Trust, consider
 +-   Will you have Board members from the public and private sectors and
 +    the residential community?
 +-   Will the Board be seen as acceptable to their interest groups?
 +-   Will the Board have a range of skills and contacts relevant to the
 +    planned work of the Trust?
 +-   Will the Board lend credibility to the Trust?
 +-   Will the Board as a whole have the necessary managerial and
 +    administrative skills to supervise the running of the Trust?
 +© David Wilcox <​>​. Tel +44 (0)1273 677377.
 +Fax: +44 (0)1273 677379. These information sheets may be freely
 +distributed with this attribution,​ but not republished as a whole.
 +[Partnerships Online](../​index) : [The Guide to Development Trusts
 +and Partnerships](../​pguide/​index):​ [other
partnerships/azp/board.txt · Last modified: 2017/06/12 10:20 (external edit)