Role Description – Trustees

Trustee Role Description

Our trustees play a vital role in making sure that JRCT achieves its core mission. They provide oversight for the overall management and administrator of the charity. They also ensure that JRCT has a clear strategic director and that our work aligns with our vision. Just as importantly, they support and challenge the executive team to enable the Trust to grow and thrive, and through this, strengthen the missions of those we fund.

Board members have a collective responsibility. This means that trustees always act as a group and not as individuals.

Summary of duties

Adhere to the standards and commitments as set out in JRCT’s Code of Practice and honour the content and spirit of the code in their duties.
Support and provide advice on JRCT’s purpose, vision, strategy and activities.
Approve operational strategies and policies and monitor and evaluate their implementation.
Have oversight of JRCT’s ﬁnancial plans and budgets and monitor and evaluate progress.
Have oversight of and responsibility for the Trust’s investment strategy
Ensure the eﬀective and eﬃcient administration of the organisation.
Ensure that key risks are being identiﬁed, monitored and controlled eﬀectively.
Review and approve JRCT’s ﬁnancial statements.
Provide support and challenge to JRCT’s CEO/Leadership in the exercise of their delegated authority and aﬀairs.
Use independent judgement, acting legally and in good faith to promote and protect JRCT’s interests, to the exclusion of their own personal and/or any third-party interests.
Contribute to the broader promotion of JRCT’s mission, aims and reputation by applying your skills, expertise, knowledge and contacts.

Additional duties, committees and working groups

There may be times when trustees will need to be actively involved beyond Board meetings. This may involve; scrutinising board papers, leading discussions, participating in working groups, membership of grant or board committees, providing advice and guidance on new initiatives, or other issues in which the trustee has special expertise

Personal skills and qualities

Willingness and ability to understand and accept their responsibilities and liabilities as trustees and to act in the best interests of the organisation.
Ability to think creatively and strategically, exercise good, independent judgement and work eﬀectively as a board member.
Eﬀective communication skills, a willingness to participate actively in discussion and provide constructive challenge as appropriate.
A strong personal commitment to equality, diversity and inclusion.
Enthusiasm for our vision and mission.
Willingness to lead according to our Quaker values.
Commitment to good governance practice aligned with the principles of the charity governance code.

Terms of appointment

Trustees are appointed for a 5-year term of oﬃce, renewable for a further term (on mutual agreement) to a maximum of 10 years.
Trustees are invited to observe one or two board meetings before their appointment is conﬁrmed at the next meeting of trustees.
This is a voluntary position, but reasonable expenses are reimbursed in line with expenses policies.

Process of review

Trustees are asked to participate in an initial review meeting with the Trust Chair after their ﬁrst 12 months in post to discuss their experience of trusteeship.
Annual review meetings with the Trust Chair will take place thereafter.
A full review meeting with the Trust Chair will take place 6 months before the end of the trustee’s ﬁrst term date (54 months). Feedback will be gathered from trustees, staﬀ and co-optees to inform a collaborative discussion on term renewal. Renewal for a further term of 5 years is subject to mutual agreement and board decision at the Trust Quarterly Meeting that follows.

Time commitment (meeting attendance)

Attending four Board meetings annually. Currently meetings are held in person at The Garden House, York however remote attendance by Zoom is possible. Occasionally, meetings may be held in London.
For grant committee chair/co-chair: attending three committee meetings annually. The location of these meetings varies by committee. In addition, trustees are expected to carry out assessment visits as required.
For board committee chair/co-chair: attending two committee meetings annually, except in the case of investment committee when three committee meetings annually are required.

Trustee Grant Committee Chair/Co-Chair

Working at all times within the Trust’s mission statement and scheme of delegation, a grant committee chair/co-chair has the following responsibilities in addition to those of a trustee grant committee member:

Jointly with programme managers and committee co-chair(s), to agree which applicant assessment visits should be undertaken and which other applications should be included in the committee agenda.
To agree with the programme manager and co-chair(s) the items of business to be brought to committee meetings, and the order and aiming of committee agendas.
To chair/co-chair committee meetings, striving for a process that draws on the insights of Quaker business method to be inclusive, participatory, reﬂective, disciplined, timely and fun.
To review and agree committee minutes prior to their inclusion in the Trust Quarterly Meeting papers.
To present committee minutes and any matters arising for considering by the full Trust Quarterly Meeting, focusing on matters that require full Trust approval or discussion.

Trustee Grant Committee Member

To support the committee in deciding on grant applications for longlisting, shortlisting, consultation and refusal.
[In the absence of the chair/co-chair] to present committee minutes and any matters arising for consideration by the full Trust Quarterly Meeting, focusing on matters that require full Trust approval or discussion.
To act as a support and sounding board for the committee as required on matters arising in relation to the grant programme between meetings.
Jointly with committee staﬀ and co-chair(s) to have oversight of the co-optee recruitment process, including taking part in interviews as required.
To assist the committee in understanding and working within the overall mission and priories of the Trust.
To help the full Trust board to understand the priories, experience, insights and concerns of the committee.

Board Committee Chair/Co-Chair

Trustees who are asked to attend, chair or co-chair either the Investment or Operations and Finance Committee should refer to their separate role descriptions and terms of reference.