Overall Purpose

The Board of Trustees are responsible for the overall governance and strategic direction of the Margaret Carey Foundation, developing the organisations aims, objectives and goals in accordance with the governing document, legal and regulatory guidelines. They meet as a full board on a quarterly basis in Shipley. There are additional sub group meetings held on an approximately monthly basis. 

Main Responsibilities
  • Ensure that the Margaret Carey Foundation complies with its governing document (its Articles of Association), charity law,
    company law and any other relevant legislation or regulations
  • Ensure the Margaret Carey Foundation pursues its objects as defined in its governing document
  • Contribute actively to the board of trustees' role in giving firm strategic direction to the Margaret Carey Foundation, setting
    overall policy, defining goals and setting targets and evaluating performance against agreed targets
  • Safeguard the good name and values of the Margaret Carey Foundation
  • Ensure the financial stability of the Margaret Carey Foundation
  • Appoint and support the Director of the Margaret Carey Foundation and monitor his/her performance.
  • Promoting and developing the charity in order for it to grow and maintain its relevance to society.
  • Maintaining sound financial management of the charity’s resources, ensuring expenditure is in line with the organisations’ objects, and investment activities meet accepted standards and policies.

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 leading discussions, focusing on key issues, providing advice and guidance on new initiatives, evaluation or other issues in which the trustee has special expertise.

The board of trustees collectively needs skills and experience in:

  • financial management, income generation and enterprise
  • the criminal justice sector 
  • legal sector
  • the voluntary sector - particularly experience of working with vulnerable groups
  • digital strategy
  • charity retail/ social enterprise
  • human resource management
  • volunteering management 
  • funding/foundations
  • collaborative partnerships
  • community development 
  • social impact
  • cycling