This page has been validated.
- undertaking other Audit Committee responsibilities as set out in the guidance from the UK Charity Finance Group.
This committee should be chaired by a member of the board, and have one independent member appointed by the board on recommendation of the Governance Committee.
It is envisaged that governance committees would meet less frequently than the board (and sometimes by teleconference or Skype) but when they do meet their meetings should be held at least two weeks before board meetings so minutes of their meetings can be circulated with board papers.
4.2 Governance processes
4.2.1 Recruiting and inducting members
9.
The company members of the organisation should be asked to agree to changes to the Articles so that three trustees can be directly appointed by the board (i.e. co-opted). This would help to ensure that, following elections, the board has the skills and experience required to deliver its future plans. In the first instance these three members of the board should be sought by public advertisement, if necessary with support from external recruitment consultants. Provision may need to be made to ensure that all their terms of office do not end at the same time.
10.
When encouraging people to stand for election or be considered for appointment, the Governance Committee should stress the importance of having a diverse board. Continuing efforts should be made to achieve diversity including finding women trustees and those with substantial experience of the governance of organisations with a global public profile.
11.
In addition to induction[1] there should be a continuing programme of professional development for all board members in which skill gaps are identified and addressed through individual development and group activities for the board as a whole.
- ↑ Guides to trustee induction can be found in a number of books on charity governance. See for example Dyer P, The Good Trustee Guide, NCVO, London, 2008, chapter 20.
Compass Partnership
19
