Purpose
The Chair will hold the Board and Executive Team to account for the Charity’s mission and vision, 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 Board Chair is responsible for the leadership of the Board and ensuring its effectiveness in all aspects of its role, including the good governance of the Trust and the effective operation of its committees. The Board of Trustees holds ultimate accountability for the affairs of Shaw Trust. It’s job is to ensure that it is solvent, well-run, and delivers the charitable outcomes for the benefit of the public for which it has been set up.
The Board Chair will reinforce the Board’s role in anticipating risk, overseeing change and growth, and providing critical support and stretch to the Chief Executive and their team.
The Board Chair will routinely:
- Chair Board meetings and the annual general meetings (AGMs)
- Oversee and contribute to the setting and shaping of strategic direction
- Oversee and contribute to good governance including financial stewardship, stability and sustainability
- Ensure the Board’s delegated authority is recorded in writing by means of terms of reference for board committees, role descriptions for honorary officers and for key staff etc., and the board monitors use of these delegated powers
- Ensure that the Board has on it the skills it requires to govern the charity well and these skills are utilised, and that the Board has access to relevant external professional advice and expertise
- Offer valuable resource in terms of supporting, questioning and holding to account the Chief Executive, and engaging in particular projects from time to time
- Call on their personal and professional networks and contacts in support of the Trust’s activities and reputation, and act as ambassador
- Ensure that the organisation complies with its governing document, charity and company law and any other relevant legislation or regulations
- Ensure that the organisation pursues its objects as defined in the governing documents, safeguard its good name and value and protect its resources the charity’s financial dealings are systematically accounted for audited and publicly available
- Ensure internal controls and systems (both financial and non-financial) are audited and reviewed regularly
- Ensure the Board and the charity are fair and open to all sections of the community in all the charity’s activities
- Ensure there is a systematic, open and fair procedure for the recruitment and co-option of trustees, future Chairs of the Board and future chief executives
- Ensure the Board and the charity hear the voices and views of key stakeholders, especially beneficiaries
- Regularly review the performance of the Board of trustees
To support the chief executive by:
- Ensuring there are clear and open processes for the recruitment of the chief executive, and for setting and reviewing the remuneration package of the chief executive
- Ensuring that the Board focuses on its governance role and does not slip incrementally, or otherwise, into the management role (unless essential to the good governance of the charity)
- Arranging regular, but not over frequent, meetings with the chief executive and by developing a very professional relationship with the chief executive within which each can speak openly about concerns, worries and challenges
- Ensuring the chief executive’s performance is reviewed regularly
- In partnership with the chief executive, agree respective roles in representing the charity and acting as spokesperson