Susana Morgado Gomez shares her experience of how being a trustee benefits both volunteer and charity.
‘Every year Mind In Camden provides a range of services to some 1,000 people with serious mental health needs and the staff who work with them, in partnership with national and local organisations, and the NHS.
‘I work in the banking sector and wanted to use my skills to make a contribution to a cause I believe in, as well as increase my Board exposure in a different sector. Mind In Camden were looking for a new trustee who, along with financial acumen, would bring strategic skills. They really wanted someone that shared the charity’s values, especially around the core principle of seeing mental health as a continuum on which we are all at different points, at different times in our lives. This means there is no ‘us’ (= well) and ‘them’ ( = ill).
‘In joining Mind In Camden as a trustee, I feel I am making a contribution to an organisation where people are very passionate about their work, but are working under very different circumstances and resources to my day job.
This is a highly complementary experience to the commercial and financial background that I have.
‘Being a trustee is a strategic role, it is not a day to day role, and it’s important to understand the difference. Trustees are ultimately accountable to the public and regulators – so it is important that the fit is right between the charity, the trustee and the chief executive.
‘From a practical perspective a trustee is expected to attend and actively contribute to effective Board meetings and decision making, in his or her area of core competence. A considerable part of the trustee role is about self-education in the sector and the charity to which he or she belongs. This is paramount to help you support and challenge the management team, as necessary. The support angle is very important to maintaining the motivation of the team, but it is equally important to challenge, helping them recognise any blind spots and mitigate risk, or not miss opportunities.
Additionally, a Trustee is a representative of the Charity and should not only be available to represent the charity as required, but also act as an Ambassador for the organisation.
‘In this particular experience I enjoy the different kind of environment and diverse background of the Board – the diversity contributes to you growing as an individual and a professional. In joining a team like the Board of a charity, you have to adapt to contribute – and use your transferable skills.
‘Being a trustee is an extremely personal experience that requires passion and energy. It is very rewarding and very energising.’
For more information on Mind services visit Mind In Camden.
To find a trustee or a trustee role, visit Reach Volunteering.
Parkinson’s UK Chair of Trustees, Mark Goodridge shares his thoughts on what digital means to his organisation and the opportunities it offers. This blog is published as part of the building boards for a digital age campaign.
Mark’s approach to leading Parkinson’s UK is open and exploratory, and this is reflected in his approach to digital. From his perspective, technology has always influenced how organisations are structured, so the challenge any organisation is to make sure that they are structured around today’s technology rather than yesterday’s. This offers Parkinson’s UK some exciting opportunities.
‘The way things are is often shaped by the legacy of older technology,’ says Mark. ‘This is why we should keep asking if they are fit for purpose. Like many large charities, Parkinson’s UK has many branches which provide a localised way to fundraise, to connect with individuals on the ground, and to offer peer support. To some extent, this structure is, in itself, a product of the technology available at the time it developed. But times change and so we have to look at that structure in today’s context.
‘People are diagnosed with Parkinson’s at an earlier age and these people often have jobs, families, commitments, that mean that face-to face group sessions may not be the best option for them. But it’s not just younger people who want digital services.
There is a tendency for people to assume that older people are not online – but they are.
‘Digital offers opportunities to do some things much better. Local groups will always play a valuable role, and we can further support these groups through digital channels by helping them to collaborate and share good resources. But there is a huge range of different kinds of people who need to access quite detailed information from us – from people with Parkinson’s to carers to Parkinson’s branch secretaries – and we need a very sophisticated information architecture to accommodate this effectively.
‘We have great content on our website – very well respected information – but Parkinson’s can be a complex illness which affects people in quite different ways.
Online services can offer greater personalisation – and this is crucial in helping people with difficult and complex needs which often cluster in quite individual ways.
‘Parkinson’s UK has great reach – we have over 35,000 members – but this still does not constitute the majority of people with Parkinson’s, and their carers. We want to support many more people, and digital offers us some intriguing ways that we might do that – connecting and mediating mutual support for example, or bringing together particular demographics such as young people with Parkinson’s.
We will never be able to do it all, all by ourselves, but we can play a role in enabling others to do more, and digital can help us do this.
This blog is part of the building boards for a digital age campaign.
Are you thinking about becoming a digital trustee? Or perhaps you have you just begun the process? Here, Reach digital trustee Dominic Tinley, offers some advice based on his own experience.
In my case, Reach wanted a trustee with digital expertise to support the board overseeing the major digital redevelopment of the Reach service and website. Others may need someone at Board level to ensure that existing digital operations are performing at optimum level or help develop an entire new strategy to achieve the charity’s objectives.
Is the charity seeking website experience or is it a long-term strategy for digital communications, customer service experience and business improvements? Do they have a clear idea of what they do want or need?
You’ll be taking on a long-term commitment at a board level. Unlike short-term projects you may have taken on as a digital expert, board responsibilities may consume more time than you can give. Boards traditionally meet four to six times a year, but additional time may be required on an ad hoc basis. Do inquire what might be expected.
Technology is developing quickly, but many small charities are a few steps behind, so you need the patience to explain technology to others and support them in building their knowledge. As a digital expert you may be used to working on well-funded projects, or in a team environment where there are other specialists to provide support. In a small charity, you will need to be more self sufficient, but this also provides a great opportunity to expand your knowledge. You’ll be learning about all other aspects of running a charity and build your skills in other areas – from fundraising to marketing, from accounting to volunteer recruitment.
Unlike short-term projects, this will be an ongoing relationship. It’s important everyone can get along. As a prospective digital trustee it’s important to meet the other board members, to meet the Chair and the Chief Executive Officer. Take your time over this. In joining the board as an observer you can get a feel for the organisation and others can get a feel for you.
Are the charity’s objectives those that your feel passionately about? Not only will you have helped the charity become more sustainable, but you will benefit, too, in knowing that you have contributed to a cause you care about.
Dominic Tinley is a digital expert and trustee of Reach Volunteering. Read more about the Reach story.
This case study was authored by In-Deep for the building boards for a digital age campaign.
In-Deep Community Task Force is a small charity founded in 2002 that works to support communities and tackle Isolation in Westminster, Lambeth and Battersea. Our turnover is in the region of £40,000 per year, funded through a combination of grants and fundraising activities. We are completely volunteer run. Our board currently has five active members, including our Chair and Founder, Charity Secretary, Treasurer and one service user.
One of our trustees works for Microsoft. Microsoft’s London base was formerly around the corner from our main site in Westminster. They were keen to encourage their staff to volunteer and as a local charity we were connected with them through our volunteer centre, One Westminster. As a result we have had a number of volunteers from Microsoft join us over the years. One of these volunteers was Kate. She had been a long-term volunteer before agreeing to join the board of trustees in 2015.
As an organisation we knew that our website was not meeting our needs.
It was difficult to maintain and we had to rely on a former volunteer to update content, which was a very slow process as the volunteer in question was often hard to reach and had little time available. This meant that we couldn’t keep the site up to date, which was a problem as we are often introducing new services and running one off events. It also didn’t send the right impression to potential funders and partners to have a website that was out of date.
Kate quickly carried out a review of our site. As well as picking up on the problems we were aware of, she also identified a major risk that we hadn’t identified.
Apparently search engines are moving to a stage where they will automatically read the content of a site and what they find determines where the site appears in search results. The technology behind our site was apparently so dated, that search engines would shortly not be able to read it at all, and it would stop coming up on searches all together.
Kate put together a proposal for the development of a whole new site. This would be based on open source software so wouldn’t cost the earth. It would also be very simple to use so that our regular volunteers would easily be able to update the content. With the board’s support Kate put together a call for developers, which she uploaded onto an online marketplace for web developers. As a result we received responses from developers all over the world. Kate ran a selection exercise with the board and we are currently working with a developer in India to put together a brand new site for just £500. Kate is also going to train a group of volunteers to manage the site.
The new site will be easier to navigate and ensure that we can keep our service users and their families up to date on our new and existing activity. It will also help us to reach new service users. Finally we will be able to present a more professional image to funders, potential donors and partners.
My advice to other charities would be that a board member with digital knowledge and skills is invaluable.
This has been a big piece of work, so having a board member in charge has made the process simpler and easier. As a first step talk to a volunteer broker, like Reach Volunteering or your local volunteer centre. They may have connections with IT companies that can help with volunteers. I know that many IT professionals are keen to use their skills to help charities and community groups.
On International Volunteer Day, we share our gratitude with all our volunteers, and Reach volunteer Jeanne Davis tells why she volunteers and what a difference it makes on both sides.
Volunteering in my later life is far more fulfilling than I had ever thought. Recently retired from a long career in journalism and widowed, I needed to find something to do. I tried freelance journalism. It was not good. Assignments were few and far between and, working alone in my flat, I missed the camaraderie of a busy office.
Then a friend told me that the charity Reach Volunteering was looking for a communications volunteer at their office in London.
How have I used my skills volunteering at Reach? And benefited too? I write up the stories of how a Reach volunteer helped a charity succeed. These experiences help us particularly when we are looking for funding to show the impact that Reach has made. I help edit the annual review.
I have learned to spread the word about Reach through the new communication channels of social media, contributing to blogs, Facebook, Twitter, and more.
And the camaraderie. Reach has a small staff of six and a group of volunteers who like me are donating their professional experience. We take time for lunch and interesting conversation, often from diverse points of view. I have made new friends, meeting to go to the cinema and exhibitions.
Best of all, by helping to make Reach sustainable, I have in my small way, contributed to the success of many other charities. This year, we will place nearly 900 volunteers making a difference in over 600 causes as diverse as the environment, mental health and poverty relief.
I have been with Reach for 13 years and look forward to many more helping in whatever way I can.
The new National Trustee Survey by ACEVO and nfpSynergy has an interesting and surprising finding that has not surfaced in the commentary. Third Sector News ran with the headline Trustees under pressure. But there was some more positive news buried within the survey.
The question about board skills elicited an interesting and unexpected response: trustees ranked web/digital/online skills as the ones that they most needed on their board – far ahead of the kinds of skills that people tend to assume that boards most want, like financial or fundraising and income generation.
The nearest competitor for this pole position was ‘campaigning’. The detail is informative too: trustees were asked to rank skills from the ‘most needed’ to ‘already had sufficient expertise’.
Digital skills came out clearly as winner across the board – both the most needed, and the least held.
And now to a point I’ve heard made quite a few times: it’s not that boards don’t see the point of digital skills, and therefore haven’t prioritised them – only one per cent felt that digital skills were not relevant to their board. Compare this with the 12% who thought campaigning skills were not relevant.
Reach is an ardent advocate of the need for trustee boards to embrace digital. We recently launched a campaign to promote digital expertise at board level and to help boards recruit in these skills – building boards for a digital age.
However, whilst we are convinced of the underlying need, and can happily agree all day with other like-minded organisations about how important this is, we weren’t sure if many charity boards felt the digital skills gap so keenly. Now we know that they do.
Trustees are often accused of being risk averse and old fashioned. I read this survey as an endorsement of trustees’ attitudes – their willingness to look forwards, to embrace the new and unfamiliar, and to consider how their organisation should operate in a new digital world.
Happily, there are some great people with digital experience that are ready and keen to join trustee boards – have a look at some of their profiles.
It’s time to plug that skills gap on the board and recruit a ‘digital trustee’!
This article was authored by NPC’s Director of Development, Tris Lumley for the building boards for a digital age campaign.
It’s great to see an increasing focus within charity governance on what’s needed from a board in today’s (and tomorrow’s) ever more digital world. Recruiting trustees with real experience of digital in other sectors is a great start, and will certainly help a charity navigate the huge opportunities and challenges that digital presents.
But just getting some digital experience on your board is only the start.
If charities really want to embrace the potential of digital transformation, they have some big questions to grapple with, going to the heart of their governance and their mission.
In Tech for common good, NPC’s first report on digital transformation in the charity sector, we started to lay out the enormity of the challenge (and the opportunity). As we’ve already seen in the private sector, digital technology upends existing business models, disrupts entire industries, and redefines relationships between businesses and their customers, suppliers, and competitors. It’s incredibly exciting to think about the potential for social purpose organisations to radically redefine how they operate with digital technology infused into their strategies, operations, communications and engagement with service users. It’s also more than a little terrifying for most boards to even start to go here.
When Tom Loosemore, ex-Deputy Director of GDS (the Government Digital Service) spoke at NPC’s recent annual conference NPC Ignites, he made it very clear what’s required to succeed in a digital world, and to develop effective digital products and services. Rather than the traditional strategic planning process (write strategy, develop detailed requirements, build something, deploy to users, etc.) good tech development totally upends this process. It starts with really getting to understand users’ requirements, and then quickly prototyping something. Testing it out with users then means much more than asking them whether it works for them —it’s about observing their behaviour in detail. Then learning from that testing, and iterating the solution. This process, often referred to as agile development, is the key to all the successes of GDS. Build, test, learn, iterate.
So what relevance does that have to charities’ governance?
It’s incredibly important to recognise that this approach is almost the antithesis of charities’ traditional governance models, and to their fundraising and operations. Boards like to develop strategies slowly, through strategic planning processes that often take many months, and ultimately result in weighty tomes that feel like they are written in stone. These strategies then filter into fundraising and operations from the top-down, resulting in funding applications and programme designs that are pretty rigid and long-term. Grant-makers are asked to support three year programmes based on a set approach, and promised reporting against fixed milestones. The strategy sets the design principles that everything else is built on.
That’s all overseen by a governance model based on the rhythm of quarterly meetings. Tick, tock, steady as she goes.
What Tom Loosemore really drove home in his speech is that top-down strategy doesn’t cut it.
In his words, strategy is delivery. Understand users, build, test and iterate rapidly.
While many charities are starting to wake up to the huge potential of digital technology, I don’t think many have yet begun to confront just how much they need to change to harness it. Fundraising will have to adapt to putting the user at the centre, and being open about not knowing yet how a charity’s products and services will meet their needs. And governance will have to adapt to providing strategic oversight of an organisation that’s rapidly changing, flexing, and to adapt the startup world’s jargon, even pivoting entirely.
GDS did this by being established outside of the silos and bureaucracy of departmental structures. Whether, and how charities will take on the flexibility they’ll need to succeed in a digital world is far from clear.
This article was authored by Director of Policy and Communications at the Charity Commission, Sarah Atkinson for the building boards for a digital age campaign.
Nowadays, more than ever, digital is at the centre of our everyday lives. As a result, charities need to have the skills and confidence to navigate and exploit technology for their organisation. That’s one of the reasons why we are supporting building boards for a digital age, a collaborative campaign to increase digital expertise on charity boards.
The benefits that technology can bring to charities are wide-ranging; they include the chance to reach a greater audience, to engage more reciprocally with supporters, and to increase operational efficiency. There are also risks that come with digital, from cyber fraud to data protection breaches. Having trustees with digital expertise on a board means that charities will be in a good position to exploit these benefits for their charity, but also to mitigate the risks, and be better prepared to manage any problems quickly and effectively. Digital can also support strong governance if trustees are able to use technology to access information and make quick decisions, increase insight into their charity’s activities, and ensure that when trustees delegate, they are using technology to clarify what the charity’s policies and procedures are.
If you have a digital background and are thinking of joining a charity board, there are huge benefits to taking on such a vital role.
Trusteeship is an excellent way to get involved in your community and help a cause that matters to you. It introduces you to new experiences and people, and allows you to develop new skills, stretch yourself and apply your knowledge to real, fresh challenges. What’s more, spearheading the use of new technology amongst trustees to ensure your organisation makes the greatest difference possible will be extremely rewarding.
Of course not all charities are lucky enough to have a trustee board with strong digital expertise. With the support of Grant Thornton and Zoe Amar Communications, the Charity Commission recently launched a new resource, 12 questions about digital for trustees, to highlight the issues that boards should consider when approaching digital.
Across 12 wider areas where digital could have an impact – such as strategy, culture, and service delivery – we’ve looked at the key questions trustees should ask as a starting point to navigate the digital opportunities and risks in that area.
For example, when it comes to using digital to build your brand, do you have a website that is easy to navigate and optimised for all devices?
Are you considering the digital trends when it comes to fundraising, such as the rise of crowdfunding?
We hope that boards that don’t yet have a trustee with digital expertise can use this tool to start a conversation and to increase their collective understanding of digital. We also hope that digital trustees, those with a deeper familiarity with and appetite for technology, can use it to evaluate where on a digital journey their charity is, and where there are gaps or opportunities, to ensure the sector isn’t left behind as we move to an increasingly digital future.
Sarah was appointed Director of Policy and Communications at the Charity Commission in October 2014. She is a board member of the Professional Association for Childcare and Early Years and a member of the Chartered Institute of Public Relations Professional Practices Panel.
Entries are now open to charities both large and small, from all sectors, for the Charity Governance Awards 2017 – the UK awards that recognise and reward good charity governance.
Reach Volunteering is delighted to be a partner in these awards that by shining a spotlight on the best of the sector, demonstrate how effective governance can transform a charity and the lives of its beneficiaries.
Entry to the awards is free. Each of the seven categories offers a £5,000 cash prize.
Looking for inspiration for your entry? Want to know what makes an award winner special? Browse the profile pages and short films for the winners, and the shortlisted charities.
You can enter online for free until 13 January 2017. The winners will be announced at the invite-only free awards ceremony drinks reception on 24 May 2017. Follow the conversation at #charitygov17
The Charity Governance Awards are organised by The Clothworkers’ Company – a City Livery company that supports trusteeship initiatives – in partnership with NPC (New Philanthropy Capital), Prospectus and Reach.
Reach has launched building boards for a digital age to increase the digital expertise of charity trustee boards. Working in collaboration with partners, we will be supporting boards to recruit ‘digital trustees’ and maximise their ability to lead their charities through this digital age.
Every charity is operating in a digital world now. When you make decisions about any element of your operations, digital is a key component, whether you chose to embrace it or not. How you should store and organise your data, how best to communicate with beneficiaries, donors and funders, how you promote your services, how you deliver them, and how you measure their effectiveness – these are all digital questions.
Many charities shy away from digital because they fear that they have insufficient expertise, and they worry that digital projects can be expensive, tricky and risky to implement. And they can be all those things.
But the benefits can also be huge – greater reach, scalable services, efficiency savings, to name but a few. And the risk of ignoring digital is even greater – a slow but fatal slide into irrelevance or obscurity.
It is crucial that charities have a strategic approach to digital. Not digital for digital’s sake, but for the contribution it can make to your charity’s strategic goals.
Your board needs to have the expertise and knowledge to:
• see the huge opportunities that digital offers your charity
• make informed decisions about the risks that it brings
• champion digital innovation
• ask probing questions of your plans.
I know from first-hand experience (having led Reach through its own digital transformation) that board buy-in to the project was essential. It made all the difference having trustees with digital expertise who really understood the process. They provided proper oversight, helped source experts, and most crucially of all, kept their nerve at sticky moments. But even if you don’t have any big projects planned, you still need to be considering what role digital should play in your strategy.
We are supporting charities to build their board’s digital expertise, by working together with public, private and voluntary sector partners to provide:
• useful resources and guidance
• links to training
• direct support to recruit trustees with digital expertise.
Digital is a topic that the whole board needs to engage with but it can really help to have at least one trustee with specialist knowledge. Someone that can champion the role of digital and ask more searching questions. We are therefore focusing our efforts on helping charities to recruit digital trustees.
Working with partners, we are building a pipeline of prospective digital trustees. We will promote charities’ digital trustee positions through these and other partners; through our TrusteeWorks recruitment service; and through LinkedIn and other channels.
If you are already thinking about recruiting, we’d encourage you to upload a role with us by 4 November so that you can take advantage of our big push this November. This will include promotion with key partners, a tailored search on your behalf by our TrusteeWorks team, and lots of social media promotion during Trustees’ Week (7 -13 November). And all of this is free!
You can also register to receive regular updates from our campaign and links to free resources – just complete the newsletter sign up details on this page.