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Role Description

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

Time commitment: Approximately 2 days per month including a minimum of four Board meetings per year. The Chair is a member of the Appointments and Remuneration Committee and Finance Committee. The Chair is also expected to have regular meetings with the CEO, and also represent the Charity at various events and meetings with key stakeholders.

Reporting to: Board of Trustees

 

Overview

The Chair will lead the Board and Executive Team in implementing the Charity’s mission and vision.  They will hold both the Board and Executive Team to account, providing inclusive leadership to the Board of Trustees, ensuring that each trustee fulfils their duties and responsibilities for the effective governance of the charity. The Chair will also support, and, where appropriate, challenge the Chief Executive and ensure that the Board functions as a unit that works closely with the entire Executive of the charity to achieve agreed objectives. They will act as an ambassador and the public face of the charity in partnership with the Chief Executive.

 

Principal Responsibilities

  1. Strategic Leadership
  • Ensure that the Board operates within its charitable objectives, and provides a clear strategic direction for the Charity:
    1. Support those facing disadvantage
    2. Prevent or relieve financial hardship
    3. Promote physical, mental and social wellbeing
    4. Promote equality, diversity and inclusion by reducing, preventing and discouraging discrimination and the resulting barriers in the industry
  • Provide leadership to the charity and its Board, ensuring that the Charity has maximum impact for its beneficiaries.
  • Ensure that Trustees fulfil their duties and responsibilities for the effective governance of the Charity, in accordance with the Film and TV Charity governance framework and relevant legislation.
  • Ensure that the Board is able to regularly review major risks and associated opportunities, and satisfy itself that systems are in place to take advantage of opportunities, and manage and mitigate the risks.
  • Ensure that the Board fulfils its duties to ensure sound financial health of the charity, with systems in place to ensure financial accountability.
  • Ensure the board is made up of trustees with the relevant knowledge, skills and experience to fulfil its duties.
  1. Governance
  • Ensure that the governance arrangements are working in the most effective way for the Charity.
  • Develop the knowledge and capability of the Board of Trustees.
  • Encourage positive change where appropriate address and resolve any conflicts within the Board.
  • Appraise the performance of the Trustees and the Board on an annual basis.
  • Ensure that the Board of Trustees is regularly refreshed and incorporates the right balance of skills, knowledge and experience needed to govern and lead the charity effectively, and which also reflects the wider population.
  • Work within any agreed policies adopted by the charity.
  1. External Relations
  • Act as an ambassador for the cause and the charity.
  • Maintain, develop and enhance industry relationships across the Film and TV landscape.
  • Maintain close relationships with key stakeholders and those with key influences.
  • Act as a spokesperson for the organisation when appropriate.
  • Represent the charity at external functions, meetings and events.
  • Facilitate change and address any potential conflict with internal and external stakeholders.
  1. Efficiency and effectiveness
  • Chair meetings of the Board of Trustees effectively and efficiently, bringing impartiality and objectivity to the decision-making process.
  • Ensure that Trustees are fully engaged and that decisions are taken in the best, long-term interests of the Charity and that the Board takes collective ownership.
  • Foster, maintain and ensure that constructive relationships exist with and between the Trustees.
  • Work closely with the CEO to give direction to Board policy-making and to ensure that meetings are well planned, meaningful and reflect the responsibilities of Trustees.
  • Monitor that decisions taken at meetings are implemented.
  1. Relationship with the CEO and the management team
  • Establish and build a strong, effective and a constructive working relationship with the CEO, ensuring they are held to account for achieving agreed strategic objectives.
  • Support the CEO, whilst respecting the boundaries which exist between the two roles.
  • Ensure regular contact with the CEO and develop and maintain an open and supportive relationship within which each can speak openly about concerns, worries and challenges.
  • Liaise with the CEO to maintain an overview of the Charity’s affairs, providing support as necessary.
  • Conduct an annual appraisal and remuneration review for the CEO in consultation with other Trustees.
  • Ensure that the CEO has the opportunity for professional development and has appropriate external professional support.
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Additional Information

The Vice-Chair acts for the Chair when the Chair is not available.  The Vice-Chair and Trustees will undertake assignments at the request of the Chair e.g. chair committees.

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