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Governance

The strategic direction of a Development Trust and management of the executive director is the responsibility of the Board. They should see themselves as ultimately responsible - not as an advisory group to the staff.

• Board members are personally responsible for ensuring that the Trust fulfills its objectives. While they may be appointed by other member organisations, they must work as a team for the benefit of the Trust.
• Since the Board of a Trust will be drawn from a range of different interests it will take some time for them to find a common style. Agreeing a mission statement can provide a good focus for developing common priorities and principles.
• If a major funder is involved in setting up the Trust they may provide guidelines on Board composition and area of operation.
• As well as developing the Trust's business plan with the executive director, the Board must review it and check that the Trust work programme falls within the plan.
• The Board should receive regular financial and project reports from the staff and ensure that the Trust is solvent.
• Board members must understand relevant legislation.
• Board members will have an important role in maintaining contact with key interests in the community.

Checklist

• Does the Trust have a mission statement which has been developed and agreed by the Board?
• Does the Trust conform to funder or other guidelines on:

  its memorandum and articles?
  composition of the Board?
  area of operation?

• Do the Board understand and implement:

  their responsibilities under the Companies Acts and Charities Acts?
  the Trust's policies?
  an equal opportunities/anti-discriminatory policy?

• Does the Board review the Trust's business plan?
• Does the Board receive regular financial and project reports?