The Board of Trustees 2012/13:
- Loyd Grossman OBE, FSA (Chairman)
- Dr Ben Cowell (Deputy Chair), The National Trust
- Charles Angus (Honorary Treasurer)
- Catherine Croft, The Twentieth Century Society
- Dr David Souden, Historic Royal Palaces
- Dr Ben Cowell, The National Trust
- Crispin Truman, The Churches Conservation Trust
- Nick Way, Historic Houses Association
- Denis Dunstone, The Transport Trust
- Mary King, The King Partnership
- Peter Hinton, Institute for Archaeologists
- Selina Fox, RandallFox
- Bernard Donoghue, Association of Leading Visitor Attractions
The Heritage Alliance Trustees Role Description 2012
The role of the Board of Trustees is to ensure that The Heritage Alliance has a clear vision and strategy. It main responsibilities are to:
- Shape strategy
- Inspire effective advocacy
- Improve The Heritage Alliance’s performance
- Ensure accountability
The Memorandum and Articles of Association set the Board at not less than 5 and not more than 12. The Trustees and Chairman are also Directors of the Company. In 2007 the maximum term of office for Chairman and Trustees was set at two terms of three years, dating from 2002. This is an unpaid post but expenses will be paid.
The Board should comprise the best balance of skills and expertise to help The Heritage Alliance achieve its objectives:
The Heritage Alliance’s mission is to champion a strong and prominent independent heritage sector. That means being a catalyst for the collective influence of the non government heritage organisations, in order to advance the effectiveness of the heritage movement as a whole. Central to this mission is theAlliance’s role in promoting understanding of the value of heritage in contemporary society.
In 2012-15 The Alliance will place more emphasis on
- Promoting public understanding of the social values of heritage
- Extending its membership to a larger number of heritage groups including those caring primarily for intangible heritage
- Exploring and supporting the financial resilience of the non-government heritage bodies.
Members of the Board of Trustees should be able to demonstrate:
- an understanding of, a commitment to, and an enthusiasm for The Heritage Alliance, its purpose and its work
- objectivity, fairness, independence of mind, integrity, wisdom, discretion and good judgement
- a commitment to act solely in the best interests of The Heritage Alliance, and of the wider public, without regard to personal interest or benefit
- strategic vision and the ability to focus on practical issues
- readiness to take and be accountable for decisions
- lively awareness of how the world is changing politically, economically and socially
- the necessary time to be an effective trustee
- a good team player
- able to take on an ambassadorial role for The Heritage Alliance
- no significant potential conflicts of interest.
The Board should act as a team, accepting collective responsibility. The Board overall should have all the attributes needed to fulfil its role and responsibilities, including in particular:
- knowledge of the aims and purposes of the The Heritage Alliance and issues facing the organisation for 5-10 years ahead
- a thorough understanding of the themes and priorities identified in The Heritage Alliance’s strategic plan
- experience of leadership and board level decision making
- experience of organisations with many stakeholders
- experience of wider financial issues and specific skills in audit and risk management and in making senior appointments.
- a broad experience of good governance in business, the public sector or not-for-profit organisations and an understanding of the governance of charities and the duties and responsibilities of trustees.
Knowledge and skills
The Board as a whole should encompass knowledge of the following areas:
1. Knowledge and understanding of the work and needs of the sector: Archaeology – all disciplines
Landscapes, parks and gardens
Museums, libraries and archives
Places of Worship
Transport and maritime heritage
2. Knowledge of professional issues currently facing the sector
Education and Interpretation
Diversity and Social Inclusion
3. External engagement
Public affairs and advocacy
Political acumen and contacts
Working with and through the media
4. Leadership and management
Financial management – strategic
IT strategic advice
The Board meets 3 times a year. The focus of the Board work is on giving the Chief Executive and secretariat clear strategic direction and on monitoring delivery of the annual Operations Plan.
The Heritage Alliance Board, April 2012.