The document discusses effective strategies for recruiting an effective board. It emphasizes the importance of having a clear vision and plan for the organization, and targeting recruitment efforts based on the specific skills needed. An effective board requires diversity in skills, backgrounds, and perspectives. Recruitment should not rely solely on personal recommendations, and ongoing succession planning is important to refresh the board and avoid stagnation.

1. How to recruit an effective boardHow to recruit an effective board
Peter D Cox at thePeter D Cox at the
Charity and Voluntary Sector Group annual conferenceCharity and Voluntary Sector Group annual conference

2. The Conference billingThe Conference billing
How to recruit an effective boardHow to recruit an effective board
This session will look at theThis session will look at the
various elements involved invarious elements involved in
recruiting an effective board,recruiting an effective board,
from information packs,from information packs,
shortlists and interviews toshortlists and interviews to
developing / retaining suitabledeveloping / retaining suitable
board members and theboard members and the
investment a Company shouldinvestment a Company should
be prepared to make in thebe prepared to make in the
leaders of their organisation.leaders of their organisation.

3. Why me?Why me?
I worked independently for over 35 yearsI worked independently for over 35 years
as a consultant at a strategic level foras a consultant at a strategic level for
commercial and not-for profitcommercial and not-for profit
organisations, arts organisations, localorganisations, arts organisations, local
authorities, fire services, governmentauthorities, fire services, government
departments and in higher education.departments and in higher education.
Chair/board member for a number ofChair/board member for a number of
charities/not-for-profits and is currentlycharities/not-for-profits and is currently
board member Cardiff & Vale Credit Unionboard member Cardiff & Vale Credit Union
(an FCA(an FCA ‘‘approved personapproved person’’) and vice-chair) and vice-chair
of Cardiff Civic Society.of Cardiff Civic Society.

4. How itHow it’’s going to works going to work
- I change the slides and talk- I change the slides and talk
- you interrupt with questions,- you interrupt with questions,
comments, argumentcomments, argument
- in 45 mins I will have learnt a lot- in 45 mins I will have learnt a lot
with luck, so might you, but itwith luck, so might you, but it’’s as a
collaborative processcollaborative process
there may be prizesthere may be prizes

5. Not just any old board, butNot just any old board, but
probably in theprobably in the ‘‘third sectorthird sector’’
charitablecharitable
artsarts
historic, heritagehistoric, heritage
mutuals including credit unions,mutuals including credit unions,
housing associationshousing associations
may be an omnibus organisation egmay be an omnibus organisation eg
WCVAWCVA
from tiny, to some of the biggestfrom tiny, to some of the biggest
businesses - holding over £53 billion inbusinesses - holding over £53 billion in
assetsassets
[Charity Commission (December 2010) Facts and[Charity Commission (December 2010) Facts and
Figures. www.charity-commission.gov.uk—Figures. www.charity-commission.gov.uk—
factfigures.aspx]factfigures.aspx]
And the trustees themselves are aAnd the trustees themselves are a
massive group, more than a millionmassive group, more than a million
people in 180K registered charities andpeople in 180K registered charities and
another 80K unregisteredanother 80K unregistered
Probably half of these boards have aProbably half of these boards have a
vacancy of at least one trustee.vacancy of at least one trustee.

6. So whatSo what’’s the offer?s the offer?
Almost always no pay (a non-execAlmost always no pay (a non-exec
doing the same work would expectdoing the same work would expect
£25k plus pa)£25k plus pa)
The compliance whether registered orThe compliance whether registered or
not can be onerousnot can be onerous
ItIt’’s no longer a game for non-experts -s no longer a game for non-experts -
trustees need a high level oftrustees need a high level of
competence that might include almostcompetence that might include almost
continuous personal developmentcontinuous personal development
It can, like any board post, be hugelyIt can, like any board post, be hugely
stressful - many charities live on astressful - many charities live on a
financial knife edgefinancial knife edge
And because people are usuallyAnd because people are usually
interested in the charityinterested in the charity’’s objectives, its objectives, it
can be personalcan be personal

7. What might a board member getWhat might a board member get
then?then?
Involvement in a community or cause that matters to youInvolvement in a community or cause that matters to you
Meeting and networking with a diverse group of peopleMeeting and networking with a diverse group of people
Leaning new skills, adding to your experience (CPD and CV)Leaning new skills, adding to your experience (CPD and CV)
Challenges that are not the same as your day job, working inChallenges that are not the same as your day job, working in
a teama team
Being valued not just for yourBeing valued not just for your ‘‘professionalprofessional’’ skills but the otherskills but the other
qualities you bring to the tablequalities you bring to the table
Making a difference, often to a cause that you may haveMaking a difference, often to a cause that you may have
been personally touched bybeen personally touched by

8. Recruiting the right boardRecruiting the right board
So, if we look at whatSo, if we look at what
we've got we just needwe've got we just need
more of the same, Yes?more of the same, Yes?
Probably notProbably not

9. Recruiting the right boardRecruiting the right board
Some things may need addressing in the board itselfSome things may need addressing in the board itself
wrong mix of people/skillswrong mix of people/skills
high turnover, low turnoverhigh turnover, low turnover
poor leadershippoor leadership
lack of a clear vision, no detailed objectives, poor planninglack of a clear vision, no detailed objectives, poor planning
lack of diversity, recruiting on recommendation, missing out on talentlack of diversity, recruiting on recommendation, missing out on talent
leaving it all to the CEO/artistic directorleaving it all to the CEO/artistic director
or - being an executive trustee and having to do the actual workor - being an executive trustee and having to do the actual work

10. What is the boardWhat is the board’’s rôle?s rôle?
To contribute to and approveTo contribute to and approve
medium and long term plans for themedium and long term plans for the
organisationorganisation
To approve all policies and procedureTo approve all policies and procedure
To monitor the implementation ofTo monitor the implementation of
policy – eg through monitoring targetspolicy – eg through monitoring targets
in business plan and ensuringin business plan and ensuring
programme fulfils key aimsprogramme fulfils key aims
To ensure compliance with the lawTo ensure compliance with the law
To be responsible employersTo be responsible employers
To appoint the CEO(s)To appoint the CEO(s)
To ensure the financial solvency of theTo ensure the financial solvency of the
business - approving budgets, monitoringbusiness - approving budgets, monitoring
financial performance and protecting thefinancial performance and protecting the
assetsassets
To act as ambassadors and advocatesTo act as ambassadors and advocates
Provide leadership, support andProvide leadership, support and
encouragementencouragement
Ensuring the board is effective, includingEnsuring the board is effective, including
succession planningsuccession planning
Ensure the fulfilment of the objectives ofEnsure the fulfilment of the objectives of
the charitythe charity
Provide an overviewProvide an overview

11. It also has a leadership rôleIt also has a leadership rôle
Think strategic, long term,Think strategic, long term,
forward planning – the bigforward planning – the big
picturepicture
Keeping focused on theKeeping focused on the
organisational mission andorganisational mission and
objectivesobjectives
To support and safeguard theTo support and safeguard the
charitable objectivescharitable objectives
To own, debate, develop andTo own, debate, develop and
advocate the vision for theadvocate the vision for the
organisationorganisation
Engage in policy debateEngage in policy debate
Make clear delegation – trust theMake clear delegation – trust the
staff to make day to day decisionsstaff to make day to day decisions
Ensure the organisation hasEnsure the organisation has
necessary policies andnecessary policies and
procedures – and review regularlyprocedures – and review regularly
Understand how the organisationUnderstand how the organisation
worksworks

12. So how do we recruit theseSo how do we recruit these
paragons?paragons?
Almost half of (49%) of new trusteeAlmost half of (49%) of new trustee
appointments primarily came via personalappointments primarily came via personal
recommendations from existing trustees.recommendations from existing trustees.
Only 20% of respondents stated outsideOnly 20% of respondents stated outside
advertising as their primary means ofadvertising as their primary means of
recruitment.recruitment.
target what you need (skills check)target what you need (skills check)
focus a campaignfocus a campaign
use specialist services if appropriateuse specialist services if appropriate
thinkthink ‘‘out the boxout the box’’
exploit social mediaexploit social media

13. Preparation, preparationPreparation, preparation
Have board got clear rôle descriptions (especially if namedHave board got clear rôle descriptions (especially if named
position eg chair, treasurer)?position eg chair, treasurer)?
Is there a clear vision for the organisation, a business plan,Is there a clear vision for the organisation, a business plan,
governance documents?governance documents?
Is the web site attractive, useable?Is the web site attractive, useable?
Will there be a chance to meet other board members?Will there be a chance to meet other board members?
Is there a clear format for applications?Is there a clear format for applications?
How will selection be undertaken?How will selection be undertaken?
When will induction be carried out?When will induction be carried out?
Who isWho is
going to dogoing to do
all this?all this?

14. Skilled andSkilled and
diversediverse
““We look for members who can genuinely add toWe look for members who can genuinely add to
the work that our very professional staff team arethe work that our very professional staff team are
already doing rather than just replicating it.already doing rather than just replicating it.
””The Board also looks for people from a wideThe Board also looks for people from a wide
range of backgrounds.range of backgrounds.
““WeWe’’re not embarrassed to say that half of ourre not embarrassed to say that half of our
Trustees are currently women, 20% are disabledTrustees are currently women, 20% are disabled
and 20% are from ethnic minorities.and 20% are from ethnic minorities.””
Ben SummerskillBen Summerskill
Chief Executive, Stonewall UKChief Executive, Stonewall UK

15. Focus on the outcomeFocus on the outcome
““We want altruistic people who can, above all,We want altruistic people who can, above all,
add value.They should recognise theadd value.They should recognise the
opportunity that trusteeship is.opportunity that trusteeship is.
ItIt’’s a chance to be a part of somethings a chance to be a part of something
special. I think everyone who works forspecial. I think everyone who works for
Stonewall feels that way.Stonewall feels that way.
We look for members who can genuinely addWe look for members who can genuinely add
to the work that our very professional staffto the work that our very professional staff
team are already doing rather than justteam are already doing rather than just
replicating it.replicating it.””

16. RecruitmentRecruitment
maybe just themaybe just the
beginningbeginning
Need for new trustees isNeed for new trustees is
often merely the tip of anoften merely the tip of an
icebergiceberg

17. ““When I arrived, [Stonewall] was on theWhen I arrived, [Stonewall] was on the
brink of insolvency and suffering frombrink of insolvency and suffering from
very poor senior management. It wasvery poor senior management. It was
very clear to everyone that things had tovery clear to everyone that things had to
change, and quickly.change, and quickly.””
This need for change extended to theThis need for change extended to the
Board itself, which quickly began toBoard itself, which quickly began to
address how it went about recruitingaddress how it went about recruiting
new members.new members.
““I recall showing some of the Board aI recall showing some of the Board a
map with the home addresses ofmap with the home addresses of
trustees marked on it. Eight or nine out oftrustees marked on it. Eight or nine out of
twelve of them were within an inch oftwelve of them were within an inch of
each other in Islington.each other in Islington.

18. And what comes next?And what comes next?
Succession planningSuccession planning
Refreshment – new ideas, newRefreshment – new ideas, new
contacts, new thinkingcontacts, new thinking
Avoid over-reliance on oneAvoid over-reliance on one
person/group of peopleperson/group of people
New skills to meet new challengesNew skills to meet new challenges
Ensure quorate meetingsEnsure quorate meetings
To implement Nolan good practice egTo implement Nolan good practice eg
advertising appointmentsadvertising appointments
Avoid stasis and the comfort-zoneAvoid stasis and the comfort-zone
(moribund organisation)(moribund organisation)
Board membership should be aBoard membership should be a
challenge, not a chore – if you relishchallenge, not a chore – if you relish
the Board rôle, share your expertisethe Board rôle, share your expertise
with new organisationswith new organisations
To keep the organisation (staff andTo keep the organisation (staff and
board) on its toesboard) on its toes

19. How could accountants makeHow could accountants make
the difference?the difference?If you want to serve on a charityIf you want to serve on a charity
board donboard don’’t just be at just be a ““freefree
consultantconsultant””
Of course you have particular skillsOf course you have particular skills
- but ensure you fulfil the total- but ensure you fulfil the total
trustee rôletrustee rôle
That will be most rewarding for you,That will be most rewarding for you,
and most valuable for theand most valuable for the
organisationorganisation
And help the board realise thatAnd help the board realise that
their work isntheir work isn’’t just unpaid publict just unpaid public
service, itservice, it’’s real work for a reals real work for a real
purposepurpose

20. More discussion if we have timeMore discussion if we have time
……
Peter D Cox at thePeter D Cox at the
Charity and Voluntary Sector Group annual conferenceCharity and Voluntary Sector Group annual conference

21. Essential sources/links:Essential sources/links:
http://trusteesweek.blogspot.co.ukhttp://trusteesweek.blogspot.co.uk
Charity Commission for England and Wales espCharity Commission for England and Wales esp
https://www.gov.uk/running-charityhttps://www.gov.uk/running-charity
ACEVO charity leaders network https://www.acevo.org.ukACEVO charity leaders network https://www.acevo.org.uk
http://www.instituteforphilanthropy.org/images/files/the_state_of_uk_chhttp://www.instituteforphilanthropy.org/images/files/the_state_of_uk_ch
arity_boards.pdfarity_boards.pdf
http://www.grant-thornton.co.uk/Global/Publication_pdf/Charity-http://www.grant-thornton.co.uk/Global/Publication_pdf/Charity-
Governance-Review-2013.pdfGovernance-Review-2013.pdf
Linked-in group: UK Charity TrusteesLinked-in group: UK Charity Trustees

22. Peter D CoxPeter D Cox is based in Cardiff, Tel 07971 183879is based in Cardiff, Tel 07971 183879
Email peter@pdconair.comEmail peter@pdconair.com
LinkedIn peterdcoxLinkedIn peterdcox
Twitter @peterdcoxTwitter @peterdcox
Website for media, cv, links http://www.pdconair.comWebsite for media, cv, links http://www.pdconair.com
Blog - an original Guardian short-listed one (ancient) -Blog - an original Guardian short-listed one (ancient) -
intermittently updated at http://www.peterdcox.me.ukintermittently updated at http://www.peterdcox.me.uk