Responsibilities and duties of NPC Directors/Board members/Trustees
Trustees collectively hold the NPC “in trust” for current and future beneficiaries by:
- Ensuring that the NPC has a clear vision, mission and strategic direction and is focused on achieving these;
- Being responsible for the performance of the NPC and for its “corporate” behaviour;
- Ensuring that the NPC complies with all legal and regulatory requirements;
- Acting as guardians of the NPC’s assets, both tangible and intangible, taking all due care over their security, deployment and proper application;
- Ensuring that the NPC’s governance is of the highest possible standard, and by abiding by the agreed governance principles
- Being collectively responsible, with the other trustees, for all aspects of the NPC.
Full details of the Responsibilities and Duties of the role of Trustee are outlined below.
1.Ensuring that the NPC has a clear vision, mission and strategic direction and is focused on achieving these;
To work in partnership with other trustees, the chief executive officer and other senior staff to ensure that:
a) the NPC has a clear vision, mission and strategic plan that have been agreed by the board, and that there is a common understanding of these by trustees and staff.
b) the business, operational and other plans support the vision, mission and strategic priorities.
c) the chief executive officer’s annual and longer term objectives and targets support the achievement of the vision, mission & strategic priorities.
d) board policies support the vision, mission and strategic priorities
e) there are effective mechanisms to listen to the views of current and future beneficiaries;
- to review the external environment for changes that might affect the NPC;
- to re-assess the need for the NPC and for the services it provides, or could provide and
- to review regularly its strategic plans and priorities.
2.Being responsible, with the other trustees, for the performance of the NPC and for its 'corporate' behaviour;
a) To agree the method for measuring objectively the progress of the NPC in relation to its vision, mission, strategic objectives/priorities, business plans and annual targets, and to receive regularly reports on the performance of the NPC.
b) To ensure that the fundamental values and guiding principles of the NPC are articulated and reflected throughout the NPC.
c) To ensure that views of beneficiaries on the performance of the NPC are regularly gathered and considered by the board.
d) To appoint the chief executive officer, to set his/her terms and conditions and to ensure that the chief executive officer and the NPC invest in the chief executive officer's ongoing professional development.
e) To receive regular reports from the chief executive officer on progress towards agreed strategic priorities.
f) To hold the chief executive officer to account for the management and administration of the NPC.
g) To ensure that the chief executive officer receives regular, constructive feedback on his/her performance in managing the NPC and in meeting his/her annual and longer term targets and objectives.
h) To ensure that the chief executive officer develops a learning organisation and that all staff, both paid and unpaid, review their own performance and regularly receive feedback.
i) To articulate the values of the NPC.
j) To agree board policies.
k) To ensure that there are mechanisms for beneficiaries, employees, volunteers, other individuals, groups or organisations to bring to the attention of the trustees any activity that threatens the probity of the NPC.
3.Ensuring that the NPC complies with all legal and regulatory requirements;
a) To be aware of, and to ensure the NPC complies with, all legal, regulatory and statutory requirements.
b) To maintain familiarity with the rules and constitution that govern the NPC, to ensure that the NPC complies with its governing instruments and to review the constitution regularly.
c) To agree the levels of authority delegated to board committees and to the CEO, to ensure that these are recorded in writing by means of minutes, terms of reference for board committees and sub-committees, job descriptions for honorary officers, trustees and key staff, etc., and to ensure that there are clear reporting procedures which are also recorded in writing and complied with.
d) To ensure that the responsibilities delegated to the chief executive officer are clearly expressed and understood, and directions given to him/her come from the board as a whole.
4.Being guardians of all the charities assets, both tangible and intangible, taking all due care over their security, deployment and proper application.
a) To ensure that the NPC has satisfactory control systems and procedures for holding in trust for the beneficiaries all monies, properties and other assets and to ensure that monies are invested to the maximum benefit of the NPC, within the constraints of the law and ethical and other policies laid down by the board.
b) To ensure that the major risks to which the NPC is exposed are reviewed annually and that systems have been established to mitigate or minimise these risks.
c) To ensure that the income and property of the NPC is applied for the purposes set out in the governing document and for no other purpose, and with complete fairness between persons who are properly qualified to benefit.
d) To act reasonably, prudently and collectively in all matters relating to the NPC and always to act in the interests of the NPC.
e) To be accountable for the solvency and continuing effectiveness of the NPC and the preservation of its endowments.
f) To exercise effective overall control of the NPC’s financial affairs and to ensure that the way in which the NPC is administered is not open to abuse by unscrupulous associates, employees or volunteers; and that the systems of control are rigorous and constantly maintained through regular evaluation and improvement in the light of experience.
g) To ensure that intangible assets such as organisational knowledge and expertise, intellectual property, the NPC’s good name and reputation etc are properly valued, utilised and safeguarded.
h) To ensure that all income due to the NPC is received and that all tax benefits are obtained and all rating relief due is claimed.
5.Ensuring that the NPC’s governance is of the highest possible standard.
a) To ensure that the NPC has a governance structure that is appropriate to a NPC of its size/complexity, stage of development, and its charitable objects, and that enables the trustees to fulfil their responsibilities.
b) To reflect annually on the board’s performance and your own performance as a trustee.
c) To ensure that the trustee board has the skills required to govern the NPC well, and has access to relevant external professional advice and expertise.
d) To ensure that there is a systematic, open and fair procedure for the recruitment or co- option of trustees.
e) To ensure that there are succession plans for the chair and the chief executive officer.
f) To participate in individual and collective development and training of trustees.
g) To abide by the code of conduct for trustees.
h) To ensure that major decisions and board policies are made by the trustees acting collectively.
