Deputy Chair of Trustees

Direct Report:            Chair, Board of Trustees

Closing Date:             30th April 2025

Background:             Involve North East (INE) is seeking to recruit a Trustee to act as Deputy Chair of Trustees for six to twelve months, with an option to apply to become Chair of Trustees. The Chair’s selection will follow a recruitment process in the summer of 2025 with an appointment being finalised in time for our November AGM. Key skills are therefore experience as a Trustee and a good understanding of charity governance; a commitment to leading INE; and excellent people skills in relation to both the Board of Trustees and the CEO. A general background in strategy, governance, finance and HR would be useful.

Role Summary

• Support the Chair in providing leadership and direction to the Board of Trustees and enable the Board to fulfill their responsibilities for the overall governance and strategic direction of the organisation
• Support the organisation in pursuing its objects as defined in its governing document, charity law, company law and other relevant legislation/regulations
• Works in partnership with the Chair, Chief Executive and team, helping them achieve the aims of the organisation; and to optimise the relationship between the Board of Trustees and the staff
• In the absence of the Chair, facilitate the Board of trustees in stimulating excellent, well-rounded and carefully considered strategic decision-making

Main Responsibilities of the Deputy Chair

In relation to the Chair and Board:

• To deputise for the Chair in all functions as required
• Supporting continuity of leadership and decision making at times of absence or transition of Chair
• To act as a critical friend to the Chair, giving informal feedback and advice
• To chair committees, lead on strategic projects or reviews, as agreed 
• To be an intermediary when necessary, for example, liaising between the Board and Chair; CEO and Chair; or with stakeholders should any relationship issues arise
• In the absence of the Chair, approve meeting agendas, chair and facilitate meetings, monitor decisions taken at meetings and ensure they are implemented
• Support the development of strategic plans and the review of the long-term strategic aims of the charity 
• Assist the development of organisational policies and targets and evaluate performance against agreed targets
• Maintain a clear grasp of the charity’s financial position and to ensure full and timely financial transparency and information disclosure to the Board
• In conjunction with the Chair, mentor other Board members to fulfil their responsibilities and enable access to training/coaching/information to enhance the overall contribution of the board
• Support the Chair to review the Board structure, role, staff relationships and ensure implementation of agreed changes/developments are carried out
• Encourage team working among Board members and encourage them to identify and recruit new trustees as required

In relation to the Chief Executive:

• In participation with the board, appoint the Chief Executive and lead the process of appraising and constructively guiding the performance of the Chief Executive
• Where required, consult with the Chair and Chief Executive on matters of strategy, governance, finance and HR
• Along with the Board, oversee the Chief Executive’s activities in the context of the implementation of Board’s strategy and policies
• Support the Chair in maintaining careful oversight of any risk to reputation and/or financial standing of the organisation
• Receive regular informal progress reports of the organisation’s work and financial performance through the Chief Executive

In relation to the community and code of conduct:

• Represent the organisation at appropriate events, meetings or functions and act as spokesperson for the charity when required
• Support the Board in fostering relations with potential clients and potential funders/donors
• In the absence of the Chair or as Acting Chair, act as final stage adjudicator for disciplinary and grievance procedures if required
• Support the Chair to facilitate change and address conflict within the Board of Trustees, within the organisation and liaise with the Chief Executive to achieve this
• Ensuring adherence and compliance around key policies e.g. Equality of Opportunity, Health & Safety and in all decisions and discussions of the Board and its committees
• Attend and be a member of committees or working groups when appropriate in role as Deputy Chair
• In order to perform the above role, the Deputy Chair should have reasonable access to all staff and information, in line with the Board’s fiduciary duties

Qualities of a Deputy Chair

Essential

• Understanding and acceptance of the legal duties, responsibilities and liabilities of Trusteeship and adhering to Nolan’s seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership
• Commitment to equality and diversity
• Commitment to the charity’s objects, aims and values and willingness to devote time to carry out responsibilities
• Strategic and forward looking vision in relation to the charity’s objects and aims
• Informed, independent judgement, political impartiality and the ability to think creatively in the context of the organisation and external environment
• Good communication and interpersonal skills, and the ability to respect the confidences of colleagues
• Balancing tact and diplomacy with willingness to challenge and constructively criticise

Desirable

• Prior experience of committee/trustee work
• Knowledge of the type of work undertaken by the organisation
• A wider involvement with the voluntary sector
• Experience of chairing meetings, committee work, some experience of charity finance, charity fundraising
• Leadership skills

Time Commitment

• The Board meets at least 6 times a year and the Deputy Chair is expected to be available plus the AGM and any planning days that have been arranged
• In the Chair’s absence it is important that the Deputy Chair is able to visit the organisations offices and be available to the Chief Executive on a regular basis. It should be noted that the Chair gives on average of one day per month to the role
• In addition to Board Meetings, other contact – usually electronic or by telephone – will be necessary.