Chair of Trustees

For a full description and details of how to apply please click 'redirect to recruiter' to see the full details on our website page. Thank you. 

Role specification 

The National Holocaust Museum is at a pivotal moment in its journey, rich in history, purpose, and potential. We are seeking a new Chair who can harness this momentum and lead the organisation into its next chapter of growth and influence. 

This is a unique opportunity for a strategic and values-driven leader to elevate an already respected institution to the next phase. The ideal candidate will bring a deep commitment to the Museum’s mission and will serve as both an ambassador and catalyst, aligning Board and executive leadership, strengthening governance, and unlocking new opportunities for reach and long-term sustainability. 

The Chair must be able to navigate the nuanced context of a Christian-founded Holocaust museum, appreciating both the complexity and the significance of this positioning. They will champion the Museum’s work with young people and wider audiences and support the leadership team to deliver on an ambitious vision with clarity, purpose, critical insight and unity. 

Core responsibilities 

As Patrick Dunne outlined in “Boards”, the role of a Board is to ensure the organisation has the right strategy, right governance and right resources. The main tasks required of the new Chair are: 

1. Align and develop the Board into a highly effective collective voice that provides professional governance in line with the expectations of the Charities Commission, The National Lottery Heritage Fund (TNLHF) and Arts Council England for public money, and the Museum’s most loyal philanthropic funders. A careful review of Board effectiveness is needed to inform future Board diversity, development and ways of working, both as a Board and in collaboration with the Executive Team. 

2. Support the development of the Funding Strategy, identifying and working with a range of existing and potential funding partners, while contributing the Chair’s own set of networks and influence to support the future strategy.

3. Work with the Board and Leadership Team to build towards the next iteration of the strategic plan for the NHM of the future – which must focus on funding as a priority and consider the strategic prioritisation necessary given external and funding constraints. The plan should define clear KPIs, accountability, financial management process and ways to strengthen culture, people and workflow. Any such plan should also consider relationships and positioning within the wider Holocaust education sector.

Boards require clarity around their own purpose, process and people to operate effectively. As such, the main attributes required of the new Chair are excellent judgement and superb communication and people skills. This includes highly sensitive and strategic “antennae” for how groups can work effectively together, within organisations and across sectors including education, museums, inter-faith and security.  

In addition to the attributes above, the Chair will ideally possess the following: 

• Chair experience or equivalent (e.g Deputy Chair or Chair of a Committee). Demonstrated ability to stimulate and manage productive conflict, avoid groupthink and build meaningful consensus among diverse voices. Must be experienced in Board agenda-setting that balances necessary strategic deliberation with fiduciary requirements.
• Expertise in governance including a minimum level of financial acumen and risk management experience, ideally from the public, private or charitable sectors, with an appreciation of the fiduciary requirements for the use of public or donor funding.
• Experience leading organisations through transition, at both Board and team levels, particularly in the context of shifting external trends, resulting in sharper mission clarity, ambition, execution requirements and accountability.
• An appreciation for the creative arts sector, and an ability to work with and nurture creative individuals and teams.
• Experience working with various funders and the ability to firmly enable constructive and mutually respectful relationships with them. 
• Willingness to bring and develop their network to support the organisation with influence, funding, or other relevant support. Key networks that are important to the Museum: national government and statutory funders (Department for Digital, Culture, Media & Sport, Department for Education, The National Lottery Heritage Fund, Arts Council England) and the Jewish community across the UK, whose generous support is vital to the organisation’s growth.
• The time and energy to fully engage, learn about the organisation, conduct the necessary reviews and any associated changes and build new and existing partnerships and stakeholder relationships.  

Please follow the recruiter link to our website for full details on hwo to apply.