Trustee Induction Pack - Civic Voice · Civic Voice is a company limited by guarantee, registered in England number 7142946 | Charity registration number 1134476 1 CIVIC VOICE TRUSTEE’S

Civic Voice is a company limited by guarantee, registered in England number 7142946 | Charity registration number 1134476

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CIVIC VOICE TRUSTEE’S INDUCTION PACK

HISTORY OF Civic Voice ................................................................................................................ 2 Vision and Mission Statements ....................................................................................................... 3

WHO WE ARE ................................................................................................................................... 3 COMPANY MEMBERS, DIRECTORS AND TRUSTEES .......................................................... 5

STRUCTURE AND FUNCTION OF BOARD OF TRUSTEES................................................... 5 ROLE OF TRUSTEES ...................................................................................................................... 5

CONNECTION WITH KEY PARTNERS ....................................................................................... 7

CURRENT WORK OF Civic Voice ................................................................................................. 7 VOLUNTEERS................................................................................................................................. 10

APPENDIX 1 BOARD OF TRUSTEES 2015-2016 ................................................................... 10

APPENDIX 2 TRUSTEE’S CODE OF PRACTICE ............................................................... 11

APPENDIX 3 JOB DESCRIPTION FOR TRUSTEES .............................................................. 13 APPENDIX 4 Civic Voice BOARD REVIEW ............................................................................... 14 APPENDIX 5 CHAIR OF TRUSTEES JOB DESCRIPTION .................................................... 18

APPENDIX 6 TREASURER JOB DESCRIPTION ..................................................................... 19 APPENDIX 7 TRUSTEE’S INDUCTION CHECKLIST .............................................................. 21


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HISTORY OF Civic Voice

Nowhere should be without its civic society and no-one should be without the voice you can

provide. HRH Prince Charles

Whilst the English Civic Trust ceased to exist in 2009, it has since been superseded by Civic Voice. Civic Voice represents the organisational continuation of a long-standing commitment to support the contribution of voluntary groups in the development of urban centre throughout the country. The commitment to improving the character of towns and cities has been accompanied by a long-standing recognition of local distinctiveness and community involvement. Civic Voice was launched on April 23rd 2010. Civic Voice is the national charity that was set up in 2010 to champion and support the civic movement and the network of civic societies and other local groups across England. We are the national charity for a network of hundreds of community-based, volunteer-led civic societies. We have been joined by over 290 groups already, with over 75,000 individual members The civic society movement is one of the most important social movements in England, with roots going back to the 1840s. We celebrate and promote our members’ work – building confidence within the movement, demonstrating the benefits it provides and helping local groups feel part of something bigger The letter below from HRH Prince Charles demonstrates the importance of the civic movement.


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Vision and Mission Statements

The first five years of Civic Voice have seen us establish ourselves and cement our position. We are proud of our record of achievement. It is now time to look to the future. In the coming 12 months we will hold more events, issue more statements, speak at more conferences and be even more visual than we have been in the past five years. We will be reviewing our website and communications, continuing our work in identifying the nation’s war memorials and strengthening our work on community assets. We want more people to have a say on local development and the Design Awards will help to demonstrate that people will accept new development when they have been properly consulted and it is of the right standard. We will inspire more individuals to be active citizens through Civic Day. We will strengthen our All Party Parliamentary Group and are grateful to Craig Mckinlay MP for accepting the role of Chair. We will campaign on the issues in our manifesto and continue to press our issues to Government. In our advocacy and campaigning, we will be the voice of the movement. Our next five years at Civic Voice will be about shaping and strengthening the movement for the opportunities and challenges ahead. We believe that in order to be proud of the places of the future then we need to grasp the opportunities presented by Localism. This is a time of opportunity and we are being offered the chance to reinvigorate the civic movement. We hope you will continue to support us as we work together in our mission ‘to develop a society where everyone can say I care about where I live’. WHO WE ARE

WHO WE ARE

Civic Voice is the national charity for the civic movement in England. We make places more attractive, enjoyable and distinctive. We promote civic pride.

MISSION STATEMENT

Our mission is to develop a society where everyone can say I care about where I live

Prince Charles’ Statement

Nowhere should be without its civic society and no-one should be without the voice you can

provide.

Key Successes

290 civic societies joined and provide approximately 35% of our core funding

We received support from HRH Prince of Wales and Prime Minister David Cameron MP at our launch event in 2010

Eric Pickles MP, Greg Clark MP, Theresa May MP, Nick Boles MP, Roberta Blackman-Woods MP have all spoke at a civic Voice event in past three years

We provided information and support and ran a help desk which answered over 2000 enquiries from local groups during 2012

We introduced the Marsh Christian Trust and Civic Day awards for volunteers and civic societies making an outstanding contribution to the movement

Over 25,000 people signed our petition against extend permitted development rights


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In partnership with the National Trust we manage to secure the future of Heritage Open Days

Letter of support from Prime Minister, David Cameron MP


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COMPANY MEMBERS, DIRECTORS AND TRUSTEES Membership of the Company is open to anyone who is willing to uphold the aims of Civic Voice. Membership gives the member limited liability of £1 in the case that Civic Voice were to go into debt. To become a Company Member people can apply by completing an application form. There are currently approximately 275 Members. This number changes throughout the year. Membership year starts in April. They have the right to vote at an AGM or EGM at which they elect the Board of Trustees from nominations put forward. The Directors of the Company are seen in law to be the Trustees of the Registered Charity. The Board of Trustees is made up of the Directors. The Board of Trustees Committee acts as the Board of Directors of the Company limited by Guarantee no. 142946. The Treasurer is the Company Secretary. An Annual Return, together with audited accounts, is made to Companies House and a record is kept of all members of the Company and of all Directors. The Board of Directors are also the Trustees of the registered charity. (Charity number: 1134467). An Annual Return, together with a set of audited accounts, is sent to the Charity Commission each year. The Treasurer is responsible for submitting such a document. The Board of Trustees meet six times a year with dates available at http://www.civicvoice.org.uk/about/meetings/ The following roles are currently held: Chairperson: Freddie Gick Vice Chairperson: John Walker Treasurer: Martin Meredith For a full list of current Board of Trustees see http://www.civicvoice.org.uk/about/people/ STRUCTURE AND FUNCTION OF BOARD OF TRUSTEES The Board of Trustees has overall responsibility for policy and development and the employment and deployment of staff. It has the following sub-committees reporting to it: Finance; Fundraising, Expert and Public Relations. As a registered charity and a Company Limited by Guarantee, our organisation is extremely careful to ensure that stringent financial controls are in place and adhered to. Overall, the Treasurer holds financial control. He reviews all financial matters during regular meetings with the Executive Director and Chair and produces a regular management report and financial figures for the Board of Trustees meetings. All accounts information is independently examined by Hargreaves and Woods (Chester based) to produce our annual report and accounts. The Executive Director monitors day to day expenditure and our Treasurer has responsibility for maintaining our Sage bookkeeping package. All staff salaries are paid for via a Salary service provided by Hargreaves and Woods. All cheques require two signatures. Workers are given budgets for specific projects. Expenditure is reviewed during supervision, with an expenditure print out produced for all of the Management team on a monthly basis. ROLE OF TRUSTEES The Charity Commission publish information and guidance available at https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/451020/CC3.pdf “To manage the group’s affairs on behalf of the membership between general meetings” The Board of Trustees acts as the servant of the membership as Civic Voice belongs to its members, not to the Board. Members share the responsibility for actions and decisions so each

http://www.civicvoice.org.uk/about/meetings/

http://www.civicvoice.org.uk/about/people/

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/451020/CC3.pdf


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member should ensure that s/he understands what is involved and the implications of the decisions and actions. Responsibilities include:

To act to achieve the aims of the organisation.

To use resources effectively and efficiently.

To be financially responsible – budget and manage money properly and keep adequate financial records.

To stay within the law, including charity law, company law (where relevant), laws relating to responsibilities to the public, anti-discrimination law, etc.

To manage buildings properly.

To ensure that volunteers are properly treated.

To ensure that members, funders, charity commissioners etc are kept adequately informed.

To monitor and evaluate the performance of the organisation.

To make recommendations to the membership about policy and actions.

To respond to instructions from general meetings.

To develop policies and work within them.

To meet regularly.

To work together and accept majority decisions.

To act as employers, appointing and managing staff. 1. In order to manage well, Board of Trustee members need:

a shared vision, an agreement about why the organisation exists: long-term objectives;

shorter term goals and objectives which are clear and shared

clarity about how success will be demonstrated – how will you know when you have achieved the aims?

understanding of the resources, including money, staff, time, equipment. It is not OK to just accept financial reports, for instance: each member should understand them;

ability and willingness to plan, organise and co-ordinate;

ability and willingness to set targets and standards;

ability and willingness to monitor and evaluate what is being done and the way it is being done;

clarity about roles, about what responsibilities and what authority members, officers and staff have;

2. Financial responsibilities include:

budgeting and planning;

keeping proper financial records;

managing money properly;

ensuring accounts are audited;

ensuring all necessary insurance is arranged: this may include employer liability, public liability, for premises and equipment, for vehicles, volunteers, professional indemnity, trustee indemnity;

making sure that there is enough money to pay outstanding debts including staff salaries;

making provision for staff redundancies;

winding up the organisation if that becomes necessary. 3. Responsibilities for premises includes

ensuring that the terms of the lease are kept by all users;

maintenance;

public safety;

safety for staff and volunteers;


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ensuring that it is used within the law;

that the most effective use is made of the organisation’s resources;

security of the building, of equipment and of records;

ensuring other users are aware of safety and security requirements;

Health and Safety including toilets and washing facilities, stairs properly railed, first aid provision, food hygiene, fire precautions: means of escape, alarms, fire fighting equipment;

equal opportunities including provision for disabled people (access, parking, toilets). 4. Responsibility as employers includes:

ensuring that employment law is kept to;

providing a contract and a clear job description;

paying salary and expenses on time and in agreed form;

providing a pay slip;

making proper deductions from salary including PAYE, NI, pension contributions, trade union subscription;

providing a place of work which satisfies Health and Safety regulations, and appropriate equipment;

treating staff fairly and ensuring that there is no discrimination;

drawing up grievance and disciplinary procedures;

providing clear line management;

being clear about respective responsibilities and authority;

providing clear policies and priorities;

providing supervision and regular appraisal;

training and development opportunities for staff;

giving staff appropriate support. 5. The Board of Trustees includes some members with particular responsibilities, including a

Chair, Vice Chair(s) and Treasurer. There are some responsibilities that usually fall to these officers. It is important that these roles and those of other Board of Trustee members are defined and agreed so we have developed written job descriptions for these posts. These help to make sure that everyone knows precisely what is expected of them. They also make it easy for people thinking of taking on one of the jobs to make an informed decision.

6. A Trustee has a job to do – and you are here to serve the members. CONNECTION WITH KEY PARTNERS 1. Funders/Supporter

Department for Communities and Local Government Historic England Department for Culture, Media and Sport All Churches Trust National Trust Farrells Marsh Christian Trust

2. Joint working

Localism Alliance Grade II Partnership War Memorial Partnership John Thompson & Partners

CURRENT WORK OF Civic Voice Civic Voice’s biggest activity has been our Fair Planning Campaign, following the


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introduction of the Localism Act and the publication of the Neighbourhood Planning Regulations. Results include:

A reference for Civic Voice eight times in a DCLG Select Committee report (as

many as CPRE) querying the Government’s changes

Over 200 civic societies had a related letter printed in a local newspaper

Over 350 MPs were contacted by individual civic societies

Over 10,000 individual members of civic groups contacted an MP

Press releases featuring quotes from Shadow Communities Minister Hilary Benn MP,

Shadow Planning Minister Roberta Blackman-Woods MP, Zac Goldsmith MP and Lord

True of Richmond. Key Documents produced

Civic Voice Manifesto Localism for Real

Collaborative Planning for All

Street Design for All

101 Civic Ideas

Civic Societies and Localism Report

History of the Civic Society Movement

Street Clutter Campaign Toolkit The All Party Parliamentary Group for civic societies was launched in the House of Commons on 1st November 2011 and over 70 MPs are signed up. In the previous Parliament, we hosted events featuring Nick Boles MP (Planning Minister), Brandon Lewis (Planning Minister) Greg Clarke MP (Planning Minister), Eric Pickles (secretary of State) Robert Goodwill (Transport Minister), Helen Grant (Heritage Minister), Robert-Blackman Woods (Shadow Planning Minister) and Andrew Stunnel (Big Society Minister) The group is Chaired by Craig McKinlay MP (Thanet South)

The group will be re established in November 2016 and has to be re-registered each year according to Parliament rules. Civic Day Civic Day is a national celebration of civic pride. It is a day when communities across the country say "we care about where we live". In 2014, 250 events were organised by communities across the country. Events ranged from the

Leader of the House of Commons, John Bercow MP awarding a “good citizen of year”

launched by the Secretary of State for Communities in 2013 in the Houses of Parliament.

Home Secretary, Theresa May MP helped launch Civic Day in Maidenhead in 2015. Collaborative planning At Civic Voice we are aware of the growth agenda and the need for more homes to be built. Our members understand this too, yet all over England many of these members have had to engage in fighting Local Plan and planning proposals that they feel passionately are not right for their local area. Planning Minister, Brandon Lewis MP, and Shadow Planning Minister, Roberta Blackman-Woods MP, attended a packed meeting in March of the All Party Parliamentary Group for Civic Societies, where Civic Voice said that it is time to change the way things are done and that we need to bring communities genuinely to the heart of planning and place making. We called for participation not consultation and for people to be involved in plan making through collaborative planning. This was supported by the launch of a publication called ‘Collaborative Planning for All’.

http://www.civicvoice.org.uk/uploads/files/Civic_Vo

http://www.civicvoice.org.uk/uploads/files/street_d

http://www.civicvoice.org.uk/uploads/files/101_civi

http://tinyurl.com/localismreport

http://tinyurl.com/civichistory

http://tinyurl.com/streetcluttertoolkit


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Localism for Real Civic Voice launched its first ever manifesto, ‘Localism for Real’ which pulled together work that had engaged the civic society movement. The project, led by Civic Voice Trustee, David Tittle, was started at the Civic Voice 2013 AGM in Liverpool. To achieve real localism, Civic Voice called on the Government to: Make improving the quality of the public realm in our cities, town and villages a priority Give all citizens opportunities to actively shape the future of their place Give local communities the powers they need to enable their town and city centres to prosper. Many civic societies across the country presented the manifesto to their local MP. Community Rights In a big year for our Community Rights work, we welcomed Sarah James to the team after receiving funding from DCLG for Civic Voice and The Localism Alliance. The project has supported communities in 15 areas across England to promote wider community engagement based on the community rights provisions in the Localism Act 2011. The pilot, called Use Your Voice Change Your Community, focused on raising awareness of the new community rights, in particular, the Right to Bid. We were pleased that 15 civic societies participated in this pilot and helped generate 320 potential nominations for Assets of Community Value. In a further success for our ACV campaign, Civic Voice was pleased to submit written and oral evidence to the Department for Communities Select Committee on the success of community rights legislation. We were delighted that the Committee then took into account the views of the civic society National Design Awards Civic Voice was exceptionally proud to hold its first National Design Awards – a celebration of good design. The award is unique in that all schemes are nominated by local communities rather than professionals. 62 schemes were submitted and twelve were selected to receive an award for their contribution to improving the quality of the built environment. War Memorials Demonstrating the significance of the civic movement, following on from a vote at the Civic Voice Coventry AGM in 2012, Prime Minister, David Cameron announced a £5-million-pound project for Civic Voice, Historic England, Imperial War Museum and War Memorials Trust to work together to save the nation’s war memorials. In partnership with Historic England, Imperial War Museums and War Memorials Trust, Civic Voice has been awarded government funding to ensure that the nation’s war memorials are a fitting tribute to the fallen of the First World War. Not only is this activity raising awareness of our rich war memorial heritage, but the upto-date information being gathered is helping communities access £2 million of extra funding for repair and conservation, which is available throughout the First World War Centenary. Since January, further workshops have been held throughout England to train over 400 volunteers from more than 50 civic societies and other organisations. Civic society members from Aldershot, Blackpool, Chester, Coventry and Worcester are just a few that have put this training into action in 2015. The programme will aim to achieve:

Assessments of the condition of up to 20,000 war memorials

National listing of 2500 war memorials by English Heritage

5000 volunteers engaged in this national project.

250 workshops with a war memorial focus delivered across England.

A minimum of 100 communities taking forward restoration projects


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Civic Voice has been allocated £480,000 to take forward this campaign. Regional Forum The introduction of a new regional forum under the chairmanship of Tony Fooks has been a significant development in the improvement of communication between our board and our membership. Composed of the chairs of the various regional and country associations, this new groups now meets four times a year to discuss all aspects of the work of Civic Voice, suggest initiative to be considered by the board and to promote the flow of information to our members. In addition, Tony is working closely with Civic Voice to build further cluster and country associations aimed at facilitating greater cooperation and exchange of ideas and information between societies. VOLUNTEERS We recruit volunteers to help us with a variety of tasks. All volunteers have an induction into the organisation and are offered relevant training. We also use volunteers to provide admin support for some of our projects. We currently have one who helps to produce the newsletter every other month. APPENDIX 1 BOARD OF TRUSTEES 2015-2016

This list has been issued to members of the Board of Trustees of Civic Voice for their sole personal use in order that they may make contact with one another.

Trustee Term

Freddie Gick (Chair) [email protected] 07802405419 October 2016 John Walker (Deputy Chair) [email protected] 07584572944 October 2016 Martin Meredith (Treasurer) [email protected] 01244675525 October 2016 David Tittle [email protected] 07773778087 October 2016 Neil Sinden [email protected] 01299 404041 October 2016

Roger Sutton [email protected] 01684 565273 October 2017

Joan Humble [email protected] 01253 500881 October 2017 Paul Bedwell [email protected] 07966 271053 October 2017 Christine Furminger [email protected] 01634 320598 October 2018 Phil Douce [email protected] 01905 352438 October 2018 John Kershaw [email protected] 07970991642 October 2018 Martin Gunson [email protected] 01253 739 611

mailto:[email protected]













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APPENDIX 2 TRUSTEE’S CODE OF PRACTICE This Code of Practice based on Charity Commission best practice has been developed to support Trustee’s in their role within Civic Voice and to assist in its continual development and ensure good governance of the organisation. This code of practice has been derived from national good practice for the voluntary sector. The key principles of good governance Board Leadership

The role of the Board - Trustees have and must accept ultimate responsibility for directing the affairs of their organisation, ensuring it is solvent, well-run, and delivering the outcomes for which it has been set up. Strategic Role of The Board - Trustees should focus on the strategic direction of their organisation, and avoid becoming involved in day to day operational decisions and matters.

The Board in control

Compliance - The Board must ensure that the organisation complies with its own governing document, relevant laws, and the requirements of any regulatory bodies. Internal controls - The Board should maintain and regularly review the organisation’s system of internal controls, performance reporting, policies and procedures. Managing risk - The Board must act prudently to protect the assets and property of the organisation, and ensure that they are used to deliver the organisation’s objectives. The Board must regularly review the risks to which the organisation is subject, and take action to mitigate risks identified. Equality and diversity - The Board should ensure that it upholds and applies the principles of equality and diversity, and that the organisation is fair and open to all sections of the community in all of its activities.

The high performance Board

Trustee duties and responsibilities - Trustees should understand their duties and responsibilities and should have a statement defining them. The effective Board - The Board should organise its work to ensure that it makes the most effective use of the time, skills and knowledge of trustees. Information and advice - Trustees should ensure that they receive the advice and information they need in order to make good decisions. Skills and experience - The trustees should have the diverse range of skills, experience and knowledge needed to run the organisation effectively. Development and support - Trustees should ensure that they receive the necessary induction, training and ongoing support needed to discharge their duties. The Executive Director - The Board should make proper arrangements for the supervision, support, appraisal and remuneration of its Executive Director.

Board review and renewal

Performance appraisal - The Board should regularly review and assess its own performance, that of individual trustees, and of sub-committees, standing groups and other bodies. Renewal and recruitment - The Board should have a strategy for its own renewal. Recruitment of new trustees should be open, and focused on creating a diverse and effective Board. Review - The Board should periodically carry out strategic reviews of all aspects of the organisation’s work, and use the results to inform positive change and innovation.


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Board delegation Clarity of roles - The Board should define the roles and responsibilities of the chair and other honorary officers, in writing. Effective delegation - The Board should ensure that staff, volunteers and agents have sufficient delegated authority to discharge their duties. All delegated authorities must have clear limits relating to budgetary and other matters. Terms of reference - The Board should set clear terms of reference for any sub-committees, standing groups, advisory panels, etc. Monitoring - All delegated authorities must be subject to regular monitoring by the Board.

Board and trustee integrity No personal benefit - Trustees must not benefit from their position beyond what is allowed by the law and is in the interests of the organisation. Conflicts of interest - Trustees should identify and promptly declare any actual or potential conflicts of interest affecting them. Probity - There should be clear guidelines for receipt of gifts or hospitality by trustees.

The open Board

Communication and consultation - Each organisation should identify those with a legitimate interest in its work (stakeholders), and ensure that there is a strategy for regular and effective communication with them about the organisation’s achievements and work. Openness and accountability - The Board should be open and accountable to stakeholders about its own work, and the governance of the organisation. Stakeholder involvement - The Board should encourage and enable the engagement of key stakeholders, such as users and beneficiaries, in the organisation’s planning and decision-making.

Expectations of Trustees Trustee’s attendance at Board meetings It is expected that Trustee’s should attend at least 4 Board meetings a year. This will be recorded by the Executive Director and reported to the Chairperson of the Board on a yearly basis. If a member without good cause, fails to attend 4 Board meetings, the Chairperson will be responsible for discussing this matter with the relevant Trustee to identify a suitable conclusion to the issue. If Trustee’s are unable to attend 3 consecutive meetings, they should inform the Chairperson (preferably in advance of the period). Leave of Absence There may be occasions where Trustee’s need to consider taking a prolonged leave of absence, due to personal reasons. A Trustee should request this leave of absence from the Chairperson identifying the likely length of time they are to be absent from their role as Trustee. If the Chairperson, does not agree to this leave of absence, the Trustee can, if so desires, request this be considers by the whole of the Board. Training and Development Trustees should feel confident in their role. It will be the role of the Chairperson, and Executive Director, to support trustees to develop, by providing a variety of training and support opportunities. It is the role of the Trustee, to identify whether there is any additional support or training they desire. Civic Voice will then endeavour to identify appropriate opportunities to meet these needs. Support for Trustees Travelling allowances may be claimed by members for the duties as Trustee of Civic Voice in accordance with the following provisions: -


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Travelling allowances shall be paid at the agreed rates and must be claimed within 2 months from the date of the event for which the allowance is claimed. In respect of travel by public transport the rate of travel shall not exceed the amount of the standard fare with, in the case of travel by train, a seat reservation. Receipts for travel must be provided. The rate for travel by motor car is 40p per mile. Travelling by motor cycle or bicycle will paid at a rate of 20p per mile. Claims should normally be based on travel from the member’s home address or from the actual starting point, whichever is the shorter. Claiming Expenses Civic Voice (the Treasurer) shall maintain a record of all payments made under this scheme, which shall specify in relation to each payment the name of the recipient and the amount and nature of the payment. All Trustees claims for expenses must be submitted within three months of the undertaking. A claim submitted outside this period and/or a claim, which is retrospective to the last financial year, will be paid only after the express approval of the Chairperson. APPENDIX 3 JOB DESCRIPTION FOR TRUSTEES Job purpose: to further the work of Civic Voice keeping within its charitable objectives. Main tasks 1. To take part in formulating and regularly reviewing the strategic aims of the organisation. 2. With other trustees to ensure that the policy and practices of the organisation are in keeping

with its aims. 3. With other trustees to ensure that the organisation functions within the legal and financial

requirements of a charitable organisation and strives to achieve best practice. Main duties 1. Formulating strategic aims

Consider the organisation as a whole and its beneficiaries, whether as a member of the trustees or any of its committees, sub-committees, group’s etc. Reflect the organisation’s vision and principles, strategy and major policies at all times. Contribute specific skills, interests and contacts and support the organisation in fundraising activities.

2. Ensuring policies and practices are in keeping with aims.

Follow the Code of Conduct at all times, particularly when exercising the functions of the trustees, or any of its committees, sub-committees, and groups.

Attend meetings of the Board of Trustees. Reflect the trustees’ policies and concerns on all its committees, sub-committees, groups.

3. Ensuring best practice.

Be an active member of the trustee body in exercising its responsibilities and functions. Maintain good relations with senior managerial staff. Take part in training sessions provided for the benefit of the trustees. Fulfil such other duties and assignments as may be required from time to time by the trustee body.


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APPENDIX 4 Civic Voice BOARD REVIEW

Competence Not Started

Started Achieved

1. Values, vision and policy

1.1 The organisation regularly re-assesses the need it was set up to tackle.

1.2 The values of the organisation are clearly understood and stated.

1.3 There is a clear vision and sense of purpose.

1.4 There is a statement of mission or aims, which is well known.

1.5 The mission is fully aligned to the objects set out in the governing document.

1.6 The Board has defined policies to guide the organisation’s activities.

2. Priorities and strategy

2.1 The Board has agreed the major priorities for the work of the organisation.

2.2 The Board has agreed a long-term strategy to achieve its priorities.

2.3 The Board regularly reviews the external environment for changes that may affect the strategy.

2.4 The organisation has realistic objectives and plans to put the strategy into action.

2.5 The authority given to staff to implement plans is clearly defined.

3. Monitoring and standards

3.1 The Board has agreed standards for judging the value of the organisation’s work.

3.2 The standards are used systematically to monitor the progress of the organisation.

3.3 The systems for monitoring performance provide reliable, valid and timely information.

3.4 The organisational structure is fit for its purpose and adds value to the organisation.

3.5 There is an agreed code of conduct for Board


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members, which is monitored by the Board.

4. System and governance

4.1 There is a clear structure for governing the organisation.

4.2 The role of the Board, sub-committees and working groups are clearly defined.

4.3 The roles of the Chair, Vice-Chairs and Treasurer have been clearly defined.

4.4 The Board, sub-committees and working groups demonstrably add value to the organisation.

4.5 Board meetings are effective when measured against standards set by the Board.

4.6 There is a budget for the full costs of the Board, sub-committees, which is regularly reviewed.

5. Capacity to govern

5.1 The Board contains a suitable balance of skills and experience to carry out its role effectively.

5.2 The Chair and other honorary officers have appropriate skills and experience to carry out their roles effectively.

5.3 There is a Board member recruitment, development and training strategy.

5.4 There is a budget for Board member training and development.

5.5 The organisation provides all reasonable practical support to enable Board members to carry out their roles.

5.6 There are agreed standards for the performance of the Board and its members.

5.7 There is a system for appraising the performance of the Board, and its members.

6. Accountability

6.1 The Board is clear who the beneficiaries of the organisation are.

6.2 The Board has a clear understanding of which other stakeholders there are.

6.3 The organisation accounts systematically to all of its


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stakeholders.

6.4 The organisation communicates effectively with all its stakeholders.

6.5 The Board can account clearly for how the organisation contributes to the greater good the society.

7. Partnership with the Executive Director

7.1 There are suitable processes to ensure and effective partnership between the Board and the Executive Director Officer (Executive Director).

7.2 The role of the Chair in linking the Board to the Executive Director has been clearly defined.

7.3 The role of the Executive Director is clearly defined.

7.4 The boundaries between the role of the Board and that of the Executive Director are clear and are reviewed regularly.

7.5 The Board establishers clear limits to the authority of staff, sub-committees and working groups.

7.6 The Executive Director is provided with effective support and supervision.

7.7 The performance of the Executive Director is appraised each year.

8. Stakeholder participation

8.1 Stakeholders are involved in defining the standards for judging the organisation’s work.

8.2 There are effective processes to ensure that the users of the organisation’s services have a real voice in decisions about the services.

8.3 The views of the stakeholders are regularly gathered and considered by the Board.

8.4 Where appropriate, there are clear systems for the election or appointment of key stakeholders as trustees.

9. Financial health

9.1 The organisation is solvent.

9.2 There are sufficient reserves.

9.3 There is an effective system for financial management and accounting.

9.4 There is effective financial reporting to the Board as a


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whole.

9.5 The Board as a whole is competent in taking financial decisions.

9.6 The assets are well managed.

9.7 There is an effective relationship between the Board and the organisation’s auditors.

9.8 The effectiveness of the auditors is reviewed regularly.

9.9 There is adequate insurance, which is reviewed annually.

10. Legality

10.1 The Board is properly informed as to its legal responsibilities.

10.2 The organisation meets all its legal obligations.

10.3 Board members are aware of their own legal responsibilities.

10.4 The Board has access to appropriate legal and professional advice.


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APPENDIX 5 CHAIR OF TRUSTEES JOB DESCRIPTION PRIMARY OBJECTIVES Provide overall leadership to the charity, in close co-operation with the Executive Director, in a manner which maximises the contribution of trustees and staff alike and ensures that all involved remain focused on achieving the charity's mission. SPECIFIC DUTIES Ensure that the trustees' board functions effectively by: • Identifying the skills and experience required by the board. • Seeking new trustees from diverse sources. • Establishing clear procedures for the re-electing and retirement of trustees. • Developing a succession plan. • Establishing an appropriate sub-committee structure. • Chairing meetings efficiently through the use of carefully structured agendas and briefing

papers and encouraging participation from all trustees. Ensure that trustees understand their responsibilities by: • Using trustee job descriptions. • Arranging comprehensive trustee induction and training programmes. • Ensuring the trustees review both the performance of the board as a whole and their own

individual contributions annually. • Establishing a governance and a management model for the charity. Ensure that the charity plans strategically by:- • Working closely with the Executive Director to ensure there is clarity about the charity's

mission at all levels in the organisation. • Ensuring the Management effort is effectively directed within a framework of clearly stated

corporate strategies and key tasks. Ensure that the boundaries of management authority are clearly defined, in particular by:- • Performing a role analysis exercise with the Executive Director to ensure that both parties

understand each others roles. • Ensuring a financial policy framework is established within which management can be

given freedom to manage the charity's operations. • Ensuring that a performance evaluation process is in progress. • Ensuring that the Executive Director is clear about the key performance indicators that the

trustees wish to use to monitor the management's performance and by which they will hold the Executive Director accountable.

• Analysing the particular risk factors inherent in the charity's activities and establishing whether exceptional arrangements for trustee involvement should be instituted in some areas which override the normal trustee governance perspective.

• Ensuring that the trustees have issued clear guidelines on areas where varying judgements could be applied. For instance, with regards to investment policy, the treatment of earmarked funds held in trust for beneficiaries, equal opportunities practice in staff recruitment, etc.

Other responsibilities • Appraise the Executive Director's performance annually. • Have an involvement in recruitment senior staff. • Ensure that senior staff are properly remunerated. • Promote the charity to its public audience in so far as this assists the Executive Director's

public relations strategy.


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APPENDIX 6 TREASURER JOB DESCRIPTION

The overall role of a treasurer is to:

Maintain an overview of the organisation's affairs

Ensuring its financial viability

Ensuring that proper financial records and procedures are maintained. In small charities without paid staff the treasurer may take a greater role in the day-to-day finances of the organisation.

General responsibilities

To ensure that the organisation complies with its governing document, charity law, company law and any other relevant legislation or regulations.

To ensure that the organisation pursues its objects as defined in its governing document.

To ensure the organisation applies its resources exclusively in pursuance of its objects (the charity must not spend money on activities which are not included in its own objects, no matter how worthwhile or charitable those activities are).

To contribute actively to the board of trustees' role in giving firm strategic direction to the organisation, setting overall policy, defining goals and setting targets and evaluating performance against agreed targets.

To safeguard the good name and values of the organisation.

To ensure the effective and efficient administration of the organisation.

To ensure the financial stability of the organisation.

To protect and manage the property of the charity and to ensure the proper investment of the charity's funds.

If the charity employs staff, to appoint the Executive Director officer and monitor his/her performance.

In addition to the above statutory duties, each trustee should use any specific skills, knowledge or experience they have to help the board of trustees reach sound decisions. This may involve:

Scrutinising board papers

Leading discussions

Focusing on key issues

Providing guidance on new initiatives

Other issues in which the trustee has special expertise

Additional duties of the treasurer

Overseeing, approving and presenting budgets, accounts and financial statements

Being assured that the financial resources of the organisation meet its present and future needs

Ensuring that the charity has an appropriate reserves policy

The preparation and presentation of financial reports to the board

Ensuring that appropriate accounting procedures and controls are in place

Liaising with any paid staff and volunteers about financial matters

Advising on the financial implications of the organisation's strategic plans

Ensuring that the charity has an appropriate investment policy

Ensuring that there is no conflict between any investment held and the aims and objects of the charity

Monitoring the organisation's investment activity and ensuring its consistency with the organisation's policies and legal responsibilities

Ensuring the organisation's compliance with legislation

Ensuring equipment and assets are adequately maintained and insured

Ensuring that the accounts are prepared and disclosed in the form required by funders and the relevant statutory bodies, e.g. The charity commission and/or the registrar of companies

If external scrutiny of accounts is required, ensuring that the accounts are scrutinised in the manner required (independent examination or audit) and any recommendations are implemented


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Keeping the board informed about its financial duties and responsibilities

Contributing to the fundraising strategy of the organisation

Making a formal presentation of the accounts at the annual general meeting and drawing attention to important points in a coherent and easily understandable way

Sitting on appraisal, recruitment and disciplinary panels as required Treasurer person specification

Commitment to the organisation

Willingness to devote the necessary time and effort

Strategic vision

Good, independent judgement

Ability to think creatively

Willingness to speak their mind

Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship

Ability to work effectively as a member of a team

Nolan's seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership

Financial qualifications and experience

Some experience of charity finance, fundraising and pension schemes

The skills to analyse proposals and examine their financial consequences

Preparedness to make unpopular recommendations to the board

Willingness to be available to staff for advice and enquiries on an ad hoc basis


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APPENDIX 7 TRUSTEE’S INDUCTION CHECKLIST

Action Date completed

Provide full contact details and banking details to Treasurer

Complete form 288a for Companies House

Read through the Trustee Induction pack

Discuss our funding strategy with Fundraising and Marketing Manager/Fundraising committee

Discuss training provision and support with Chair and Executive Director

Discuss Joint working with the Executive Director

Discuss the Office procedures with the Office Manager

Read relevant sections in Staff Handbook

Attend Audit and Risk sub-committee meeting

Attend four Board of Trustees meetings

Read through Annual Report

Read the Memorandum and articles / Constitution

Read the Annual Accounts

Read Charity Trustees Booklet CC3 on being a Charity Trustee

Read the CC60 Hallmarks of a Well Run Charity

Read the Civic Voice Risk List

Spend a day working in the office with the staff team

Read last three issues of Civic Voice newsletter

Visit one of the projects with a group

Attend a staff meeting

Meet and talk to a volunteer

Visit (premises / resources / residential facility etc)

Attend an A.G.M.

Complete a personal skills audit

This process could take up to twelve months. Please discuss your progress with the Chairperson.


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APPENDIX 8 STAFFING

Ian Harvey: Ian is the Executive Director and has been with Civic Voice since it was first set up in April 2010. Email Ian at: [email protected] Ian is available on 07877096968 Gill is Civic Voice's Operations Manager and has been with the team since November 2013. Gill oversees the events and publications. Email Gill at: [email protected]

Anna is the Senior Development Officer and has been with the team since November 2014. Anna works solely on War Memorials Project. Email Anna at: [email protected]

Sarah is the Senior Development Officer and has been with the team since February 2015. Sarah works on Localism Alliance and ad-hoc projects including Civic Design Awards. Email Sarah at: [email protected] Niamh has been a member of the Civic Voice team since September 2015 in the role of PR and Marketing Officer. Niamh produces website copy for our website, news articles and blogs. She prepares our press releases. Email Niamh at: [email protected] Ben has been a member of the team since May 2015, assigned as Events and Marketing Officer. Ben leads on our twitter and blogging activity. Email Ben at [email protected] Amber is the Office Administrator and has been with us since April 2015. Amber supports the running of the office administration and is first port of call for all enquiries. Amber deals with day to day transactions in partnership with the treasurer. Email Amber at: [email protected] The team can be reached on 0151 707 4319 .









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APPENDIX 9 Civic Voice

Job description for the Executive Director

Reports to the Chairman and Board of Trustees

Job Purpose: To support the Chairman and Board in preparing, reviewing

and implementing plans for the successful operation and development of Civic Voice and the civic movement.

Job Accountabilities 1) To advise and assist the Board in developing and reviewing the strategy of

Civic Voice and its approach to developing the civic movement. 2) To act as a representative of Civic Voice and the civic movement in

promoting their objectives to the media and other external bodies. 3) To develop effective partnerships with other relevant external

organisations in the pursuit of the objectives of Civic Voice and the civic movement.

4) To manage the effective implementation of the Board’s strategy and operational plans.

5) To provide leadership and support to the Board in the identification of potential external partners and funding agencies and the formation of productive, mutually beneficial partnerships.

6) To ensure the provision of high quality support services to Civic Voice member societies

7) To line manage other staff and consultants employed by Civic Voice. 8) To manage the operation of the Civic Voice administrative functions

including the provision of office accommodation, financial operations in association with the Treasurer, record keeping and all relevant safety and other procedures in compliance with all relevant legal and regulatory requirements.