Board Role on your New Year's Resolution List?

I like to use this lovely hazy period between Christmas and New Year to reflect on the year that has passed.?One of the things that I have most enjoyed this year has been my volunteer roles. ?I am a board member for two charities- one very much in my field of international development and one focused on UK youth unemployment.?I am also a committee member for a community initiative where I live.??I have enjoyed this work immensely and learned a great deal from it.?Some reflections below, for anyone thinking about volunteering as part of their 2022 New Year’s resolutions.

What is a Charity Trustee? Charities, like companies, have boards to oversee their work.?Board members are accountable for all aspects of the charity’s performance and conduct.??This means, board members are responsible for ensuring that the policies of the charity meet UK standards and that there are implementation systems in place.?They are responsible for the performance and impact of the charity - overseeing everything from strategy and planning, programme delivery, HR and finances to safeguarding.??This is a serious undertaking, with clearly defined roles set out by the Charity Commission. Commitment and hard work are required -?Trustees can be held personally and criminally liable for their / the charities actions. However, contributing is also deeply rewarding and, in my experience, very valuable for the volunteer. ?

What have I learnt?

Firstly, that it is an achievable goal.?A former mentor suggested I become a board member some time ago. Honestly... initially, I ignored the advice.??I did not think that I was the ‘right’ kind of person – I have never been a CEO, I am younger than I thought trustees were and with a young family, I just did not think I could find the time.?I am glad I got over these misperceptions.??

I have been an avid follower of Getting on Board who advocate for more diverse boards.?This made me realised that charities need all sorts of trustees with all sorts of backgrounds and expertise.??It is that diversity of perspective and opinion, that provides the challenge function needed for good governance, so I decided to give it a go.?

The time commitment has been less than I had thought and was made more convenient during the pandemic, when everything moved to a virtual world.??The work ebbs and flows, but most weeks I spend an hour on my charity work.?There is more to do in the run up to quarterly board meetings – reviewing papers and considering what questions need asking.?But what I’ve found is, it just doesn’t feel like work.?It is something I really enjoy doing.

Secondly, it is an opportunity to deepen executive skills – This is what I was most looking forward to when I was applying for board roles.?I am fascinated by how organisations work.??I have led key sections of organisations and have sat in an executive leadership team.??But my board roles have given me the opportunity to have a complete overview of two very different organisations.?

Trustees should be working together – taking collective responsibility and giving one message to the executive.? In these roles, I’ve been part of organisational strategy setting, monitoring organisational level results, drafting policies that align with legislation and work for the nature and scale of the organisation. ?I have been involved in fund raising targets and lessons from fundraising initiatives. We have discussed the scale of the organisation – balancing the demand for services with realistic income targets.?I have reviewed systems and ensured appropriate reporting – not least on safeguarding.?Most sobering for me is always reviewing the reserves policy – if things go wrong, what is the minimum reserve we would need in place to wind up responsibly?

There is a huge benefit to seeing things from the other side. When I started at CARE International, I used to be terrified of presenting to the board.?Becoming a board member has given me a new perspective on that!??Board members are just people.?Busy people, who need clear, concise information, clearly signposted risks and honest information on failings.??They are professionals brought in because of their broad experience or specific expertise – and they are there voluntarily because they want to help.?Seeing them for the champions that they are and the free insight they can provide is important.?I think that I am a better employee because of this perspective. ???

Broaden Approaches to Leadership - I have the great privilege of working alongside fantastic board Chairs and CEOs.??All with completely different backgrounds, experiences and leadership styles.?I have learned a great deal from them about how they prioritise, invite input, challenge, build teams and take decisions.?Watching them has given me a bigger leadership toolbox and experience to apply within my job.

Broadening my Professional Network – Both of the boards I am on have experts on finance, fundraising, law and other topics, coming from a range of sectors.??I get the benefit of their professional expertise but also insight into the companies and sectors in which they work.?I have learnt so much from their experience – commonalities of approaches in fundraising, financial management, working with the voluntary sector and so on. ?It has also been helpful to see how transferable many skills are.

Interpersonal Skills – The role of a board is to have an overview and to provide a challenge function, to ensure a professionally run organisation.?Constructive challenge is a critical skill and can be a difficult one to hone and use appropriately.?Being a board member – ultimately accountable – has encouraged me to think a lot more about this.?Am I asking the right questions??Have I got to the bottom of an issue or a risk??Or, am I disagreeing just because I would do things differently??Knowing when to speak up, when to listen and when to ensure the right people have been invited to give their view, is a delicate balance.

Finally, these roles have provided me with a strong sense of satisfaction and new friends.? The feeling of contributing to issues that really matter to me, particularly during the pandemic, has been hugely rewarding.?I have forged new relationships and friendships – that blossomed even when we could not meet in person.?The challenges these roles have provided has developed my confidence as much as my skills. I am better equipped to do my job, because of everything I have learned from these roles.?So, if you are thinking about what to put on your New Year’s resolutions list, I can highly recommend adding a charity board role.

Victoria is currently Associate Director at EBRD leading bilateral donor relationships and the EBRD Shareholder Special Fund.??She was formally Director of Programmes and acting Executive Director of Policy, Advocacy and Programmes at Care International UK. Prior to that, she was an aid worked and British Diplomat. She is a trustee on the board of Coach Core and until recently the Deputy Chair of Good Neighbours UK.?She is also the Treasurer of local community Initiative.

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