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Chair of the Board of Trustees Remuneration : The role of Chair is not accompanied by any financial remuneration, although expenses for travel may be claimed Time commitment: Six Board meetings per year. The Chair is also expected to have regular meetings with the Chief Executive and represent SHPT at various events and meetings with key stakeholders. They may be required to sit on sub committees and have occasional additional meetings with other Board or staff Members. Reporting to: Board of Trustees Objectives The Board is collectively responsible for the success of the Charity, as the leader of the Board the Chair plays a pivotal role; the effectiveness of the Board is a reflection, in large part, of his/her performance. The Chair is responsible for leading the Board and for ensuring it deals effectively with all aspects of its role and Board business. The Chair will hold the Board and Executive Team to account for the delivery of the Charity’s mission and vision. The Chair must seek to get the best performance from the collective and individual Trustees, ensuring that each Trustee understands and fulfils their duties and responsibilities for the effective governance of the Charity and is accountable for their performance. The Chair will support, and, where appropriate, challenge the Executive and ensure that the Board functions as a unit and works closely with the entire Executive of the Charity to achieve agreed objectives. The Chair will act as an ambassador and the public face of the Charity in partnership with the Executive. The Chair’s role includes: Meetings * take the lead on ensuring that Board meetings are planned, properly run and recorded, including the provision of relevant agendas * take the lead on ensuring that all Trustees can express their views in meetings and that the Board takes collective ownership of any decisions * take the lead to ensure that the Board receives the necessary information for decision making, appropriately presented, at the right time and arrive at decisions in an orderly, timely and democratic manner and vote as detailed in the governing document * ensure that the Board can regularly review major risks and associated opportunities, and satisfy itself that systems are in place to take advantage of opportunities, and manage and mitigate the risks * have a second or casting vote if a vote on a Trustees’ decision is tied * ensure that the Board fulfils its duties to ensure sound financial health of the Charity, with systems in place to ensure financial accountability * take the lead on ensuring that Trustees comply with their duties and the Charity is well governed Board Members * foster, maintain and ensure that positive relationships exist with and between all the Trustees * encourage continuous development of the capability of the Board of Trustees * take the lead on ensuring that the Board’s performance is continuously evaluated – including skills balance and experience * ensure procedures are in place for the effective recruitment of new Board members Stakeholders * take the lead in ensuring that the timing, coverage and quality of communications with all stakeholders is appropriate including the production of reports * may act as a spokesperson for the Charity to maintain close, positive and productive relationships with key stakeholder bodies Staff relations * act as a primary link between Trustees and staff * ensure the Executive is held to account for achieving agreed strategic objectives and liaise with the Executive to maintain an overview of the Charity’s affairs * establish and build a strong, effective, constructive and supportive working relationship with the Executive within which each can speak openly about concerns, worries and challenges - whilst respecting the boundaries which exist between the two roles * monitor performance and conduct an annual appraisal for the Executive in consultation with other Trustees * ensure that the Executive has the opportunity for professional development and has appropriate external professional support * ensure appropriate and timely communications between the Board and staff Committees * may establish or propose the establishment of committees of the Board, and may assign tasks and delegate responsibilities to Board committees and/or directors, depending upon the Charity's needs * serve as an ex-officio member of all Board committees and serve as a voting member of committees if required * ensure committees operate within agreed terms of reference to the Charity Board * ensure committee meetings are planned, properly run and recorded, including the provision of relevant agendas * provide reporting schedules for updating the Charity Board * support committee chairpersons in appointing members and in identifying and resolving problems * establish a strong working relationship with the Chair of Haversham Trading, the Charity’s subsidiary company, responsible for non-arts commercial income streams Administration * Signing Officer - The Chair is normally designated by the Board of Directors and/or governing document as one of the signing officers for certain documents. In this capacity, the Chair may be authorised or required to sign or countersign cheques, correspondence, applications, reports, contracts or other documents on behalf of company. Knowledge, Skills and Attributes The role of Chair is demanding and requires that they display several key qualities in carrying out the role: * demonstrate a strong and visible passion and commitment to the Charity, its strategic objectives and cause * strong inter-personal and relationship building abilities and be comfortable in an ambassadorial role * demonstrate tact and diplomacy, with the ability to listen and engage effectively * show leadership by word and deed * grasp complicated issues, distil from them the most important elements and identify the areas for decision-making. * obtain the best from the team of Trustees, ensuring that each can contribute fully * build relationships within the organisation and the community * be challenging of but empathetic towards the Executive team * encourage debate and discussion of the key areas, making decision-making more robust and conclusions more satisfactory * experienced in commercial business and ideally with previous experience of a relevant role * good understanding of charity governance issues and a broad understanding of charity finance issues Skills that would be an advantage to bring to the Chair role, might include: * an arts background in a senior role * finance * fundraising * commercial business * marketing, PR and/or social media * legal, regulatory, compliance * customer service * operational/facilities management To apply: Please send a covering letter and a copy of your CV to Craig Titley-Rawson at