 Charity Governance
Creating the right, working, governance structure and attracting suitable trustees is a challenge for charities of all sizes.
This workshop gathers insights from a wide range of senior executives and trustees at a range of charities that have addressed these challenges successfully.
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Contributors to this workshop include:
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Susan Ringwood
CEO,
beat -
Tom flood CBE
CEO,
BTCV -
Philip Sugarman
CEO,
St Andrew's Healthcare -
Laurie South
Chief Executive,
The Prime Initiative -
Cliff Prior
CEO,
UnLimited -
Lynne Berry OBE
Chief Executive,
WRVS -
Simon Blake
CEO,
Brook
Latest Videos[-]
Susan Ringwood, CEO of eating disorder charity beat, talks about joining the charity, and the changes she felt compelled to make to the governance sturucture.
This video forms part of a series:
This video forms part of a series:
| Transforming charity governance at beat, part 2: engaging trustees |
Transforming charity governance at beat, part 1: motivations for change
Susan Ringwood, CEO, beat
Click on the links to see more from this sequence:
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Charity governance: About St Andrews' Healthcare
Philip Sugarman, CEO, St Andrew's Healthcare
Lynne Berry, chief executive of age positive charity WRVS, introduces herself and discusses the work which her charity does.
This video forms part of a series:
This video forms part of a series:
| Creating the right Governance Structure at WRVS, part 2: key governance challenges |
Creating the right Governance Structure at WRVS, part 1: the charity's background
Lynne Berry, Chief Executive, WRVS
Peter Fonagy, Chief Executive of the Anna Freud Centre, describes how the board and the CEO interact at the Anna Freud Centre, and advises on how one should recruit trustees.
In this interview Peter Fonagy covers:
• What the Anna Freud Centre does
• How the board and the executive team work together
• What the board realized when changing orientation
• How to go about choosing the right people to be trustees
In this interview Peter Fonagy covers:
• What the Anna Freud Centre does
• How the board and the executive team work together
• What the board realized when changing orientation
• How to go about choosing the right people to be trustees
Peter Fonagy on the Anna Freud Centre’s Board-CEO relationship, and getting the right trustees
Peter Fonagy, Chief Executive, The Anna Freud Centre
Peter Fonagy, Chief Executive of the Anna Freud Centre, reflects on how not paying the trustees might influence the work they do.
In this interview [Peter Fonagy] covers:
• Impacts of not paying board members
• Which sectors his trustees are drawn from
In this interview [Peter Fonagy] covers:
• Impacts of not paying board members
• Which sectors his trustees are drawn from
Peter Fonagy reflects on whether trustees should be paid
Peter Fonagy, Chief Executive, The Anna Freud Centre
Latest Forum[-]
This issue came up good deal during the interview sessions we ran, and a common theme was that Trustees should not be paid (largely because they don't need to be).
We sense that if you "sell" the charity (and the trustee role) in the right way to a prospective trustee, then they will want to join and be fully motivated.
Are there alternative views? Is there a difference between different types/sizes of charity in terms of their ability to attract the right (unpaid) Peter Fonagy, a world-leading psychoanalyst is CEO of the Anna Freud Centre and here shares his tips on structuring agendas.
Susan Ringwood, CEO of Beat, has further ideas on making meetings productive.
For pieces of advice, see Simon Blake, CEO at Brook on how he engages his trustees.
Lynne Berry, CEO at WRVS, has further advice on getting the most out of your board, and making sure they know their responsibilities.
Do you have contrasting, or additional, practical A potential corporate trustee might expect to be paid - here Philip Sugarman, CEO at St Andrews Healthcare, on why you shouldn't do that. He further discusses their more commercially oriented 'unitary' board and its NEDs.
The Anna Freud Centre's CEO Peter Fonagy
We sense that if you "sell" the charity (and the trustee role) in the right way to a prospective trustee, then they will want to join and be fully motivated.
Are there alternative views? Is there a difference between different types/sizes of charity in terms of their ability to attract the right (unpaid) Peter Fonagy, a world-leading psychoanalyst is CEO of the Anna Freud Centre and here shares his tips on structuring agendas.
Susan Ringwood, CEO of Beat, has further ideas on making meetings productive.
For pieces of advice, see Simon Blake, CEO at Brook on how he engages his trustees.
Lynne Berry, CEO at WRVS, has further advice on getting the most out of your board, and making sure they know their responsibilities.
Do you have contrasting, or additional, practical A potential corporate trustee might expect to be paid - here Philip Sugarman, CEO at St Andrews Healthcare, on why you shouldn't do that. He further discusses their more commercially oriented 'unitary' board and its NEDs.
The Anna Freud Centre's CEO Peter Fonagy
