The strategic direction of a
Development Trust and management of the executive director is the
responsibility of the Board. They should see themselves as ultimately
responsible - not as an advisory group to the staff.
- Board members are personally
responsible for ensuring that the Trust fulfills its objectives.
While they may be appointed by other member organisations, they
must work as a team for the benefit of the Trust.
- Since the Board of a Trust will
be drawn from a range of different interests it will take some
time for them to find a common style. Agreeing a mission statement
can provide a good focus for developing common priorities and
- If a major funder is involved in
setting up the Trust they may provide guidelines on Board
composition and area of operation.
- As well as developing the Trust's
business plan with the executive director, the Board must review
it and check that the Trust work programme falls within the
- The Board should receive regular
financial and project reports from the staff and ensure that the
Trust is solvent.
- Board members must understand
- Board members will have an
important role in maintaining contact with key interests in the
- Does the Trust have a mission
statement which has been developed and agreed by the
- Does the Trust conform to funder
or other guidelines on:
its memorandum and articles?
composition of the Board?
area of operation?
- Do the Board understand and
their responsibilities under the
Companies Acts and Charities Acts?
the Trust's policies?
an equal opportunities/anti-discriminatory policy?
- Does the Board review the Trust's
- Does the Board receive regular
financial and project reports?
© David Wilcox email@example.com.
Tel +44 (0)1273 677377. Fax: +44 (0)1273 677379. These information
sheets may be freely distributed with this attribution, but not
republished as a whole.
Guide to Development Trusts and