Draft, develop and review the mission and vision
Develop and approve the mission and vision
Prepare and manage the business model
Understand, develop and approve the business model and ensure the effectiveness of its delivery
Draft and manage strategy, planning process and risk
Develop, agree and monitor the strategy, planning process and risk register
Devise and implement programmes
Oversee and support programming policy, checking that the actual programme matches the policy
Manage legal and financial obligations
Ensure legal and financial obligations are adhered to
Appoint and appraise other staff and be mindful of their development and well-being
Appoint and appraise the chief executive/director/artistic director and be mindful of their development and well-being
Manage organisational change
Oversee organisational change
Manage Health and Safety Safeguarding matters and ensure other policies are conformed to
Have responsibility for Health and Safety Safeguarding and other policies
Prepare for board meetings; ensure appropriate staff prepare for committees
Attend board meetings and events, including committees when appropriate
Manage fundraising processes
Assist with fundraising and contacts
Lead the organisation
Advocate for the organisation
Reserves - the funds a charity keeps in reserve - can strengthen a charity’s resilience against, for example, drops in income or the demands of a new project. Find out what charity reserves are and how to develop and report on a charity's reserves policy.
The best strategy to avoiding problems is being aware of how things could go wrong, taking steps to avoid issues and knowing what steps you would take if something did happen. Awareness and prevention are better than a cure. The AoC provides some useful resources for charity boards you can use.
This guidance provides a model role description for a charity secretary of the board that a charity of any size can adapt for their own organisation’s needs.
This resource is aimed at supporting charities to ensure the proper procedures and policies are in place to manage the charity’s resources effectively and, where appropriate, to make changes to their charity. Published: 2014.
There are several statutory obligations that registered companies must comply with or they will face financial penalties.
A director’s practical guide to asking the right questions at the right time.
The guide will prove relevant to CEOs and their chairs but is also recommended reading for all those involved in the governance of third sector organisations. Published: November 2013.
In response to evidence suggesting an increase in concern regarding governance-related issues in the voluntary sector, the ACEVO Governance Commission set out to produce a practically-focused piece of work, focused on supporting voluntary organisations to understand and address the issues and challenges that can affect their governance. Guided by the concerns raised by respondents to the Commission’s consultation exercises, the report focuses on three main areas: appraisal and accountability; understanding roles and responsibilities; and board management. Published: 2013.
Helps Chairs explore and strengthen the relationship they have with their CEO. Published: 2016.
A Chair’s Compass – a guide for Chairs of charities and non-profit organisations focuses entirely on the Chair’s perspective and the particular challenges and opportunities of the role. Whether you are a new Chair, or highly experienced, this guide provokes both thought and action.