Opportunities
Chair of Trustees
Role details and requirements
Chair Background: Experience in the areas of leadership, strategy, governance, finance, HR, fundraising would be useful. Previous experience as a Chair or trustee would be welcomed. Please be aware this is a voluntary role
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 THOMAS Project
• Ensures that The THOMAS Project pursues its objects as defined in its governing document, charity law, company law and other relevant legislation/regulations.
• Understands, protects, and supports the methods and ethos of The THOMAS Project.
• Works in partnership with the Project Manager to support employees and volunteers, helping them achieve the aims of the organisation.
• Monitors the implementation of board decisions and the effective management of the charity’s affairs.
• Facilitates the board of trustees in stimulating excellent, well-rounded and carefully considered strategic decision-making.
2.0 MAIN RESPONSIBILITIES OF THE CHAIR
2.1 In relation to the board of trustees
• 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.
• 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 Project Manager through review and self-reflective evaluation of contributions and effectiveness of the board.
2.2 In relation to the Project Manager
• In participation with the board, lead the process of appraising and constructively guiding the performance of the Project Manager.
• Assume guardianship of the legal and financial integrity of the organisation.
• Consult with the Project Manager/Trustees on matters of strategy, governance, finance, and HR.
• Oversee the Project Manager’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 relevant pathways.
2.3 In relation to the organisation, community, and code of conduct
• Represent the organisation as a spokesperson at appropriate events, meetings, or functions where necessary.
• Protect and manage the property of the organisation.
• Protect and manage the reputation of the organisation.
• Lead the board in fostering relations with potential clients, potential funders/donors, and other stakeholders.
• Act as final stage adjudicator for disciplinary and grievance procedures if required.
• Facilitate change and address conflict within the board of trustee and, where appropriate, within the organisation and liaise with the Project team to achieve this.
• Undertake review of external complaints as defined by the organisation’s complaints procedure.
• Ensure adherence and compliance around key policies to e.g., Equality of Opportunity, Health & Safety, Safeguarding and in all decisions and discussions of the board and its subcommittees.
• Attend and be a member of other committees or working groups when appropriate in role as Chair.
• 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 THE CHAIR / PERSON SPECIFICATION
3.1 Essential
• Understanding and acceptance of the legal duties, responsibilities, and liabilities of
• Trusteeship and adhering to seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty, and leadership.
• Commitment to the charity’s objects, aims, methods and ethos.
• Willingness and ability to devote time to carry out responsibilities.
• Strategic and forward-looking vision in relation to the charity’s objects and aims.
• Experience and understanding of the importance of effective governance.
• Good independent judgement, political impartiality, and the ability to think creatively in the context of the organisation and external environment.
• Excellent communication and interpersonal skills and the ability to respect the confidences of colleagues.
• Balancing tact and diplomacy with willingness to challenge and constructively support.
• Leadership skills exercised through a period of change.
• Ability to foster a team environment.
• Ability to listen and reflect, and a well-developed sensitivity to people.
3.2 Desirable
• An understanding of the legal, social, financial, and political environment within which The THOMAS Project operates
• 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, charity finance, charity fundraising.
4.0 TIME COMMITMENT
• The board has evening meetings which are scheduled by the Board and recurrence is dependent upon the Charity’s needs. It currently meets monthly. The Chair is expected to be available for these where applicable.
• It is important that the Chair can make visits to staff, volunteers, and projects on a regular basis as well as to represent the THOMAS Project at external functions where needed.
• In addition to Trustee meetings, other contact – usually electronic or by telephone – will be necessary.
• It is expected that the role will require a time commitment of at least 10 hours per month.
• The Chair is currently expected to provide a line management role to the Charity Manager.
• The Chair role will be supported be by the Trustees to share some of the responsibilities