Chair of Trustees

Remuneration:  The Chair does not receive any financial remuneration, although expenses for travel may be claimed

Location:  Hertfordshire

Time commitment: Approximately ½ to 1 day a week. In addition, there are 5 x 4 hour Board meetings per year. The Chair is also expected to have regular discussions with the Manager and represent HDAH at various events and meetings with key stakeholders.

Reporting to  Board of Trustees

Objective of position

The Chair will hold the Board and staff to account for HDAH’s Mission and Vision, providing leadership to the Board of Trustees, ensuring that each Trustee fulfils their duties and responsibilities for the effective governance of the Charity. The Chair will also support and, where appropriate, challenge the Manager and ensure that the Board functions as a unit and works closely with the entire Executive of HDAH to achieve agreed objectives. He or she will act as an ambassador and the public face of the Charity in partnership with the Manager.

Principal responsibilities

Strategic leadership

The Chair will provide leadership to HDAH and its Board, ensuring that the:-

•     Charity has maximum impact for its beneficiaries.

•     Trustees fulfil their duties and responsibilities for effective governance.

•     Board operates within its charitable objectives and provides a clear strategic direction.

•     Board is able to regularly review major risks and associated opportunities and satisfy itself that systems are in place to take advantage of opportunities and manage and mitigate the risks.

•     Board fulfils its duties to ensure sound financial health of the Charity, with systems in place to ensure financial accountability.

The Chair will also:-

Governance

•     Ensure that the governance arrangements are working in the most effective way.

•     Develop the knowledge and capability of the Board of Trustees.

•     Encourage positive change where appropriate and address and resolve any conflicts within the Board.

•     Appraise the performance of the Trustees and the Board on an annual basis.

•     Ensure that the Board of Trustees is regularly refreshed through succession planning and incorporates the right balance of skills, knowledge and experience needed to govern and lead the Charity effectively, and which also reflects the wider population.

•     Work within any agreed policies adopted by the Charity.

External Relations

•     Act as an ambassador for the awareness of domestic abuse and HDAH.

•     Maintain close relationships with key leaders in Hertfordshire and with key influencers.

•     Act as a spokesperson for the Charity when appropriate.

•     Represent the Charity at external functions, meetings and events.

•     Facilitate change and address any potential conflict with external stakeholders.

Efficiency and effectiveness

•     Chair meetings of the Board of Trustees effectively and efficiently, allowing all to have a voice and bringing impartiality and objectivity to the decision-making process.

•     Ensure that Trustees are fully engaged and that decisions are taken in the best, long-term interests of the Charity and that the Board takes collective ownership.

•     Foster, maintain and ensure that constructive relationships exist with and between the Trustees.

•     Give direction to Board policymaking and ensure that meetings are well planned, meaningful and reflect the responsibilities of Trustees.

•     Monitor to ensure that decisions taken at meetings are implemented.

Relationship with the Manager and any other staff

•     Establish and build a strong, effective and constructive working relationship with the Manager, ensuring s/he is held to account for achieving agreed strategic objectives.

•     Support the Manager, whilst respecting the boundaries which exist between the two roles.

•     Ensure regular contact with the Manager and develop and maintain an open and supportive relationship within which each can speak openly about concerns, worries and challenges.

•     Liaise with the Manager to maintain an overview of the Charity’s affairs, providing support as necessary.

•     Conduct an annual appraisal and remuneration review for the Manager in consultation with other Trustees. This task may be delegated to a nominated Trustee.

•     Ensure that the Manager has the opportunity for professional development and has appropriate external professional support.

•     Ensure that the Manager and any other staff undertake regular professional counselling to mitigate any stress arising from the nature of the Charity’s field of work.

The Chair’s Specific Duties:

•     Be aware of the way the County of Hertfordshire operates taking into account restructures, boundary changes etc of organisations such as councils, NHS Trusts, Police, Integrated Care Boards in order to position the Charity to maximum effect.

•     Keep a watching brief on issues/events etc in the County to look for opportunities to engage with other organisations, apply for funding and raise awareness of the Charity, and ensure all Trustees and staff do likewise.

•     Use delegated spending authority to £500 and authorise expenditure above that with the consent of 2 (minimum) trustees.

•     Share responsibility with nominated Trustee for approving all Bank payments set up by the Treasurer, including staff expenses.

•     Draw up Board and AGM meeting agendas in consultation with Trustees and staff.

•     Write the summary and sign off the Annual Report.

•     Maintain regular contact with Trustees between meetings.

•     Maintain the list of Trustees’ Declarations of Interest and Dates of Appointment and Resignation.

•     Be the first point of contact for the recruitment of any new Trustees and, if they are accepted, co-ordinate a programme of induction for them.

•     Brief the President, Vice President and Patrons from time to time.

•     Draft any staff contracts, calling on Trustee assistance when required.

•     Be the nominated Safeguarding Lead for the Charity (the Manager will contact the Chair to discuss any safeguarding concerns which arise).

•     Be required on occasions to write/email thank you letters for grants etc and references for staff.

Additional information

The Vice-Chair acts for the Chair when the Chair is not available and undertakes assignments at the request of the Chair.

The above list is indicative only and not exhaustive. The Chair will be expected to perform all such additional duties as are reasonably commensurate with the role.