Compass support board trustee volunteer roles
Actively Interviewing
This organisation is scheduling interviews as applications come in. They're ready to hire as soon as they find the right person. Don't miss your opportunity, apply now!
Remuneration: None, voluntary position. Expenses for travel may be claimed.
Time Commitment: Four formal three-hour board meetings per-year,
Sub-committee and other officer roles require additional time. Additional meetings as and when circumstances require.
Term: Three-year terms for a maximum of three consecutive terms after which a Trustee may be reappointed following a year away from the board.
Location: Oxfordshire
Reporting: To the Board of Trustees
Reference Documents:
Charity Commission Essential Trustee Guide
Charity Governance Code
Charity Commission Guidance
Please read our accompanying recruitment pack for more information about working at
Oxfordshire Youth, including our approach to diversity and inclusion through recruitment.
Oxfordshire Youth
Oxfordshire Youth is a boundary-breaking youth development charity, passionate about creating a future for and with young people that gives them the best possible opportunity to realise their potential. Oxfordshire Youth supports the youth sector across the county, working with grassroots leaders; it delivers innovative youth leadership programmes; and it provides a transformational supported accommodation service for young people. In everything it does, OY aims to meet the needs and aspirations of young people. All the charity’s work is grounded in best practice safeguarding and youth work principles and practice.
1.Charity Trustees
The Charities Act 1993 defined charity trustees as those responsible under the charity’s governing document for controlling the administration and management of the charity. This is the case regardless of the terminology used to describe the role. The trustee board at Oxfordshire Youth usually comprises up to twelve trustees, although there is no formal limit on the number of trustees, including the following roles:
● the Chair of the Board of Trustees
● the Deputy Chair and CEO Line-Manager
● the Treasurer and Chair of the Finance, Audit and Risk Sub-Committee
● the Safeguarding Lead and Chair of the Safeguarding,Quality and Impact Sub-Committee the People and Development Lead and Staff Liaison Trustee
2.The Role of the Board
At its most fundamental the role of the trustee board is to receive assets from donors, safeguard them and apply them to the charitable purposes of Oxfordshire Youth. The trustee board must always act in the best interests of Oxfordshire Youth, exercising the same standard of duty of care that a prudent person would apply if looking after the affairs of someone for whom they have responsibility. Trustees are ultimately and legally responsible for everything Oxfordshire Youth does. Trustees fulfil this responsibility by deciding the strategy, establishing organisational policies and implementing appropriate monitoring, reporting and control mechanisms to ensure and evidence compliance. Trustees appoint the CEO and, on recommendation by the CEO, appoint the Senior Leadership Team to manage all operational matters and the operational team in line with the approved strategy, policies and control mechanisms.
3.Duties of a Trustee
The statutory duties of a trustee are:
● Ensure that Oxfordshire Youth complies with its Articles of Association, charity law, and any other relevant legislation or regulations
● Ensure that Oxfordshire Youth pursues its objects as defined in its Articles of Association
● Ensure Oxfordshire Youth applies its resources exclusively in pursuance of its objects. For example, it must not spend money on activities which are not included in the objects, however worthwhile they may be
● Contribute actively to the board of trustees by giving firm strategic direction to Oxfordshire Youth, setting overall policy, defining goals, setting targets and evaluating performance against agreed targets
● Safeguard the good name and values of Oxfordshire Youth
● Ensure the effective and efficient administration of the organization
● Ensure the financial stability of Oxfordshire Youth
● Protect and manage the property of the organisation and to ensure the proper investment of the organisation’s funds
● Ensure appropriate safeguarding governance, processes, training and competences are in place to safeguard children, young people, adults, staff and others that OY may come into contact with
● Appoint the Chief Executive Officer and monitor performance
In addition to the statutory duties listed above, each trustee should use any specific skills, knowledge or experience they have to help the board of trustees reach sound decisions. This may involve leading discussions, identifying key issues, providing advice and guidance on new initiatives and evaluating or offering advice on other areas in which the trustee has particular expertise. Trustees must ensure that the charity has a clear vision, mission and strategic direction and is focused on achieving these.
4.Minimum Time Commitment
Trustees are expected to attend an induction session at Oxfordshire Youth prior to their first board meeting. Trustees are expected to attend the four annual board meetings which last approximately three hours, these usually take place in the evening. Papers, proposals and reports are distributed one week in advance of meetings. Trustees may be asked to join a sub-committee or working group each of which have their own terms of reference and minimum time commitments. There is also an annual strategic planning board away-day or residential held each year.
5.Person Specification
Each trustee should have:
● A commitment to the mission of Oxfordshire Youth
● A willingness to meet the minimum time requirement
● Strategic and forward-looking vision in relation to the charity’s objects and aims
Independent judgement, political impartiality, an ability to think creatively and a willingness to speak their mind
● Good communication and interpersonal skills including a willingness to use tact and diplomacy to challenge and constructively criticize
● Integrity
● An understanding of the legal duties, responsibilities and liabilities of trusteeship (although further training will be provided)
The board of trustees collectively needs skills and experience in the following areas:
● Leadership and human resource management
● Financial management, income generation and enterprise
● Safeguarding experience and expertise
● Public policy and public affairs
● National and local youth sector
For this position, we are looking for an individual to join the Board of Trustees who is currently practicing within the marketing, pubic relations and business development profession; or who has significant skills and experience within this field, and who would be happy to use their position to provide marketing, pubic relations and business development advice and guidance to Oxfordshire Youth.
Oxfordshire Youth (OY) recruits outstanding talent to ensure we provide outstanding programmes services to the young people of Oxfordshire and the organisations who serve them. We are committed to creating a team of people that make diversity and inclusion the normal. Oxfordshire Youth are actively seeking to recruit candidates from Global Ethnic Majority backgrounds, and from candidates who may consider themselves to have lived experiences in the areas in which they work.
Oxfordshire Youth offers Trustees robust training to support them to succeed in their role and to broaden their knowledge on the youth sector, and other relevant issues.
6.Trustee Role Boundaries
Trustees in a decision-making capacity:
● As a board of trustees
● As a sub-committee
● Chair - delegated authority by the board to make decisions between board meetings where necessary
● CEO Line Manager - delegated authority by the board to make decisions between board meetings where necessary
Trustee roles outside of the above decision-making capacity:
1. Advisory role (i.e. offering advice in an area of expertise). In this capacity the Trustee is acting as Trustee but, as noted above, does not have decision-making capacity in their own right.
2. Volunteer role (i.e. participating in an operational working group). Here the Trustee is subject to the decision-making of the operational team-member who is in a position of authority. As a volunteer the Trustee is at liberty to withdraw.
3. Observer role (i.e. attending an OY workshop for young people or observing OY work). In this capacity they are acting as a Trustee but have no role beyond observing or information gathering for the purposes of strengthening their own understanding and / or board-level decision-making.
4. Champion role (i.e. spreading the message about the work of OY). In this capacity they are acting as a Trustee, helping to build the profile of the work of OY, with no decision making, but with the view of creating a positive image and sign-posting people to OY.
The client requests no contact from agencies or media sales.
Thank you!
About Us
Bradford District and Craven Mind is a successful and independent local charity with a rich history spanning over 30 years of delivering person-focused mental health support.
The organisation helps build individual and community resilience, provides early intervention and advice, supports people in crisis and helps people to work towards recovery and sustained wellbeing through services for people of all ages.
We are recognised as a key provider in our local Health and Care system and an active member of the Integrated Care System. Our close relationships with all our stakeholders and our emphasis on developing and maintaining effective cross-sector partnerships and collaborations, allows us to deliver a wide range of innovative services and be recognised as a trusted partner.
We are affiliated to national Mind but rely on our own resources to provide support to local communities. Our services prioritise listening to and understanding the needs of local people and are delivered in partnership across Bradford District and Craven.
Background to the role
The new Chair of the Board of Trustees will be joining us at an exciting time as we move into year two of our strategy, respond to the changes in NHS priorities and funding and adapt to the new governments priorities and approach.
You can read about what we have been achieving through our Impact Reports and Annual Reports on our website.
It is clear however there is still much more to do. We launched our new strategy in August 2024 and during 2024-2028 we will focus on delivering our four key objectives to help drive our reach and impact.
Main Responsibilities
- Provide purposeful leadership - creating a strong and sustained connection to purpose, steering strategy development and leading the Board.
- Be a constructive partner to the CEO - building a trusting, cohesive relationship as the ‘top leadership team’, providing advice, challenge and support to architect and orchestrate the progression of the organisation and supporting infrastructure.
- Develop a highly effective Board – creating the environment for a high performing team, evaluating and facilitating improvement of individual and collective capability and performance, supporting trustees of all experience levels to contribute to the best of their abilities.
- Facilitate and sustain good governance - ensuring delivery of the organisation's purpose in line with its governing document, ensuring appropriate allocation of resources, decision-making, accountability and proactive risk management.
- Influence and collaborate with stakeholders - understanding the environment and systems that the organisation operates within and collaborating with others to collectively achieve the biggest positive impact.
- Engagement and Visibility – being visible and engage well across the workforce, attending key events and maintaining communication
Person Specification
- Personally motivated to make a positive difference to others
- A strategic thinker who can see the big picture and navigate complex and contentious issues
- Able to engage and collaborate effectively with people at all levels from different backgrounds and organisations
- Has the experience and/or personal qualities necessary to bring the best out of people through a ‘coaching style’ approach to leadership
- Progressive and innovative, capable of stimulating, challenging and influencing others to contemplate and consider different solutions
- Able to facilitate others and develop effective team working, with experience of planning, preparing and chairing meetings at senior levels
Diversity and inclusion
We want you to have every opportunity to demonstrate your skills, ability, and potential. Please contact us if you require any assistance or adjustments so that we can help with making the application process work for you.
How to apply
Eastside People is supporting BDC Mind in the recruitment of these roles.
Please apply by submitting your CV and a cover letter both in a Word doc. format, which should indicate why you are interested in applying for the particular role and how you meet the selection criteria.
The closing date for applications is Monday 14th July. Shortlisting interviews will take place shortly after and shortlisted candidates are expected to have an interview with the panel at Bradford District and Craven Mind during the week beginning 28th July.
We want you to have every opportunity to demonstrate your skills, ability and potential; please contact us if you require any assistance or adjustment so that we can help with making the application process work for you.
Registered Charity
101 - 500
To make the best possible difference to the mental health and wellbeing of the greatest number of people.
Thank you!
Actively Interviewing
This organisation is scheduling interviews as applications come in. They're ready to hire as soon as they find the right person. Don't miss your opportunity, apply now!
Invitation to apply for the position of Society Chair
A. Description of the Society
The Society is the third oldest local conservation charity in England, founded in 1897 by many of the public figures who campaigned to procure the passing of the 1871 Hampstead Heath Act, which saved Hampstead Heath as a public open space in perpetuity, and who went on to found the National Trust.
The Society is an unincorporated association, constituted by its contractual constitution, and is a registered charity. Its charitable objects are as follows:
3. (a) to preserve those parts of Hampstead Heath which are subject to section 16 of The Hampstead Heath Act 1871* in their wild and natural state, and also to preserve the natural and characteristic features of the later additions to the Heath, so far as is consistent with their enjoyment by the public;
(b) to promote and maintain the amenities and characteristics of the environs of the Heath, and of the buildings and streets of Hampstead; and
(c) to promote public interest in the study of natural history, conservation, and the history of the areas referred to in paragraphs (a) and (b) of this Rule 3.
*[Section 16 provides: The [Metropolitan] Board [of Works] shall at all times preserve, as far as may be, the natural aspect and state of the Heath, and to that end shall protect the turf, gorse, heather, timber and other trees, shrubs, and brush-wood thereon.]
The Society’s geographical remit is limited to Hampstead Heath, the fringes of the Heath, and the old borough of Hampstead (now legally subsumed into the London Borough of Camden).
It is governed by a ‘general committee’ of some 15 trustees which is supported by (i) three subcommittees (each of approximately a dozen members) responsible for the distinct areas of Hampstead Town, Hampstead Heath, and local planning applications, and (ii) a Plaque Selection Panel which is responsible for the erection of plaques on buildings in Hampstead Town commemorating famous residents.
The Chair, along with principal Society officers, is elected annually at the annual general meeting.
The Society has approximately 2,000 members and is in sound financial and reputational shape. Further details of the Society may be found on the Society's website.
B. General role of the Chair
The general role of the Society Chair includes the duties outlined in the English Charity Commission document entitled “The essential trustee: what you need to know, what you need to do”, namely:
· help plan and run general committee meetings and in members’ meetings
· take the lead on ensuring that meetings are properly run and recorded
· take the lead on ensuring that trustees comply with their duties and the charity is well governed
· act as a spokesperson for the charity
· act as a link between trustees and committee members.
Reference should also be made to “A Chair’s Compass - A guide for chairs of charities and non-profit organisations”.
Given the local remit of the Society, it is desirable that the prospective Society Chair should be resident in Hampstead (including West Hampstead), Belsized, Highgate or Hampstead Garden Suburb. The prospective Society Chair will be invited to join the general committee and ‘shadow’ the current Chair for the appropriate period before taking over.
C. Core and specific tasks of the Society Chair
Convene, set the agenda for, and chair bi-monthly meetings of the general committee, and approve the draft minutes of those meetings
Convene and set the agenda for the Society’s annual general meeting in June of each year, deliver a verbal annual report at that meeting, and approve the draft minutes of that meeting
Write the annual trustees’ report for inclusion in the annual return to the Charity Commission
Settle and approve the Society's annual financial statements as prepared by the Treasurer and the Society's auditors/examiners
Write a column of approximately 2,000 words for the Society's newsletter published in January, May and October
From time to time, as an observer, attend meetings of the Society's three subcommittees (Town, Heath and Planning) and the Society’s Plaque Selection Panel
Support the Society’s vice-chairs in their chairing of the Society’s three subcommittees (see above)
Oversee recruitment to the general committee and, as required, the Society's three subcommittees
As required, be the public or official face of the Society in dealings with the media, and the City of London Corporation (the freehold owner of Hampstead Heath and the sole trustee of the Hampstead Heath registered charity), Camden Council (including Hampstead Ward local councillors) and other local or governmental bodies
As required, lead (even if only in a titular or nominal sense) campaigns run by the Society
Attend and, as required, host Society events, including the New Members Party, the Xmas Party and Society lectures (usually two to three a year)
Maintain relations with other non-governmental bodies with which the Society has regular dealings in matters of common interest, including the Vale of Health Society, the Highgate Society, the Hampstead Garden Suburb Residents Association, the Hampstead Neighbourhood Forum, Heath Hands, the Kenwood Estate, Keats House, Camden History Society, the London Forum and Civic Voice
Identify, and suggest to its editor, items for inclusion in the Society's newsletter
The client requests no contact from agencies or media sales.