Chair
Candidate brief
April 2014
Welcome from the Trustees
Dear Applicant
Thank you for your interest in becoming Chair of the Board of Trustees at Toynbee Hall.
Toynbee Hall is a community organisation with an enviable reputation for pioneering solutions to social
need. Based in the East End of London, we work to reduce poverty and disadvantage and give some of
the country's most deprived communities a voice, providing access to free advice and support services
and working with them to tackle social injustice. We’ve now been a catalyst for social reform in the UK
for more than 125 years, and continue to bring communities, organisations and policy makers together to
create new ways to help those who find themselves in poverty today.
We’re already an organisation that punches above our weight. But we want to continue building on our
reputation in the future and are now at a particularly exciting time in our development. Our strategic plan
for 2013-16 will support our community in responding to the growing challenges and opportunities of
welfare reform, sustaining and developing our community services whilst pioneering new, digital based
models of social action and supporting the implementation of the recommendations arising from the
Tower Hamlets Fairness Commission. But this strategy will be delivered alongside Vision 2020, an
ambitious £12m estate strategy that will transform the current Toynbee Hall estate and is symbolic in
terms of our growing reach, and change in philosophy and culture.
We’re seeking a Chair who will lead and inspire a diverse and highly engaged team of Trustees and
ensure that Toynbee Hall is governed by a strong, strategic and effective Board, that models the
participatory approach we aim for as an organisation. Delivering excellent services with demonstrable
outcomes and impact measures remains core to sustaining services. But as we continue to develop, our
ability to build and maintain valuable relationships and alliances with a particularly broad range of
stakeholders – from local community members to corporate funders and national opinion formers – will
be critical. You’ll support the Chief Executive in delivering the vital estate development but, alongside
this, will also be a visible and influential figurehead for Toynbee Hall as we continue to leverage new
funding opportunities and use our pioneering approaches to inspire change nationally.
Your background may be in the corporate Boardroom or you may have an established profile in public
life, be an influential journalist, academic or chief executive. Whatever your experience, you’ll be a
proven leader who instinctively knows how to get the best out of a diverse and energetic team and will
offer relevant networks and contacts. You’ll be passionate about the role that community-based
organisations like ours can play in serving those most in need, and will be able to galvanise people
around that; but you will also see the clear opportunities for Toynbee Hall on a much bigger scale. With
outstanding communication and interpersonal skills, you’ll also have the presence and natural authority
required to take us into the next era and will inspire us to think boldly about how we eradicate poverty,
about our future, what we do and how we do it.
If you believe you have the skills and qualities we’re seeking, we look forward to hearing from you.
The Toynbee Hall Board of Trustees
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History and context
Toynbee Hall was created in 1884 by Samuel Barnett, a Church of England curate, and his wife
Henrietta, in response to a growing realisation that enduring social change would not be achieved
through the existing individualised and piecemeal approaches.
The radical vision was to create a place for future leaders to live and work as volunteers in London’s
East End, bringing them face to face with poverty, and giving them the opportunity to develop practical
solutions that they could take with them into national life. Many of the individuals that came to Toynbee
Hall as young men and women – including Clement Attlee and William Beveridge – went on to bring
about radical social change and maintain a lifelong connection with Toynbee Hall.
Today, Britain is facing another crisis of poverty as new economic, social and demographic trends
undermine established solutions. It is as important as ever for Toynbee Hall to continue to identify
emerging needs, pilot new responses and persuade local and national leaders to adopt them.
.
Our vision and aims
At Toynbee Hall, our vision is to eradicate all forms of poverty. Our strategic aims are:
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To increase financial inclusion
To increase access to justice
To improve people’s wellbeing, opportunities and social networks
To build a strong local community
To build a strong and sustainable organisation
Alongside these aims we have four cross-cutting objectives:
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Mitigating the impact of welfare reform, monitoring and evaluating impact and changes in
demand for services, and identifying ways in which we can mitigate the impact of welfare reform
and support our community through these changes.
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Becoming a Digital pioneer – maximising the potential of a digital society to improve our services,
empower our community and tackle poverty and isolation.
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Becoming more local –strengthening Toynbee Hall’s connections to our local community and
East London, building greater networks and cross sector relationships to achieve our aims.
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Demonstrating impact – becoming more user-centred and holistic, achieving excellence and
demonstrating our impact
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Our core values
At Toynbee Hall, we believe:
1) That society benefits from diversity, and we aim to support people’s rights to live free of discrimination,
hate and prejudice.
2) That people should be empowered with the knowledge to enforce their rights.
3) In involving service users in the development, delivery and evaluation of our services to ensure the
continued improvement and relevance of our work.
4) That volunteering strengthens the communities we work with. It enriches the quality of our services by
providing volunteers with the opportunity to learn and develop through giving back.
5) In supporting and encouraging the personal and professional development of our staff and volunteers.
6) That by sharing lessons of our work with the local community we help them to tackle social problems
and advocate for their own needs.
7) That by learning from and gathering evidence about the impact of local action and programmes we
will influence national policy.
8) That we can make a greater impact and achieve better outcomes for people by working in partnership
and collaborating with partner agencies; both professional bodies and the community.
9) In the importance of sustaining the environment; as an organisation we are committed and will
continually strive to take positive action to become greener.
10) All people should be treated with respect. As an organisation we value diversity and promote
equality and know that we cannot understand difference unless we are diverse ourselves.
Our priorities
Toynbee Hall's strategic plan for 2013-16 will support our community in responding to the challenges
and opportunities of welfare reform, sustaining and developing our community services whilst
pioneering new, digital based models of social action and supporting the implementation of the
recommendations arising from the Tower Hamlets Fairness Commission.
This strategy will be delivered alongside the implementation of Vision 2020, our estate strategy that
aims to transform the Toynbee Hall estate.
Welfare Reform, debt and money, a digital pioneer, and a fairer future
Welfare Reform is undoubtedly one of the biggest challenges facing the communities of Tower Hamlets
and the City of London over the next 2 to 3 year period. The introduction of a number of changes to
social security will reduce many local household's incomes. Private tenants are particularly vulnerable to
the new benefit cap although over time we forecast that there will be a growing number of larger families
living in social rented property that will be affected. The most immediate impact of these changes is a
risk to increasing levels of rent arrears and growing demand for debt and welfare benefits advice. We will
monitor, evaluate and report on these impacts and position ourselves as a welfare reform observatory.
Providing increasing opportunities for early intervention as well as prevention work will be critical to
making sure we can respond to these growing levels of need, not only at a local level but across London
through our Capitalise Debt Advice Service partners.
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We believe that a multi-dimensional strategy is needed to implement welfare reform:
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Support households to mitigate against loss of income by tackling the poverty
premium
Enable those who need to develop their language and employment skills and
networks to improve employment opportunities
Improve access to the local jobs market
Maximise financial capability and minimise financial detriment
Our work on financial inclusion and providing access to information and advice are critical to supporting
households to be able to manage this change and mitigate the worst effects of increasing poverty.
Through Tower Hamlets Fairness Commission we will review how we work with employability providers
to ensure that people have real opportunities to find meaningful and sustainable jobs. Increasing poverty
has wider ramifications than just increasing debt. It also impacts on issues such fuel and food poverty,
health, aspiration and wellbeing. We will monitor the impacts across these service areas.
Alongside the individual impacts of welfare reform there will be wider implications and changes in welfare
services as a result of the public funding cuts that form an equally strong element of the Government's
deficit reduction programme. This will particularly affect access to justice as legal aid is withdrawn from
many areas of social welfare law. Increasing demand on our Free Legal Advice Over the past year
Toynbee Hall has been closely involved in the work of the Tower Hamlets Fairness Commission.
Centre is forecast to continue to grow as other local advice services contract. It will also affect our
wellbeing services as adult care budgets are reduced and service reductions follow. The Commission
will report later in 2013 and is expected to recommend that Toynbee Hall lead on a number of actions to
tackle the underlying unfairness of the poverty premium as well as piloting improvements to the local
JobCentre Plus and job search market. These projects will require additional resources but closely align
to existing work programmes and build on our expertise and networks.
Regeneration and social isolation
The neighbourhood surrounding Toynbee Hall's is changing rapidly and is undergoing a major period of
regeneration with very significant housing growth in the area, major transport improvements and
increased creative and digital media sector growth. This provides valuable opportunities for our local
community in terms of jobs and skills. It does however pose challenges in terms of social isolation and
increasing polarisation within the community that we will respond to in our wellbeing service
developments.
A new services market
Government funding for a range of social welfare advice has fallen significantly. This is resulting in new
market-led provision of services whereby previously free services are now being provided on a feebased model. This has been particularly pronounced in immigration advice but is now spreading more
widely to other areas of legal advice such as housing and employment. Demand for our free legal advice
services has been growing very significantly over the past 18 months. We forecast this to continue but
do not expect funding to increase to enable us to expand the service. We have therefore decided that we
need to determine whether we can establish affordable legal advice services. We have secured funding
for a feasibility study into setting up a fee-charging immigration advice service. This will be an important
study which will include an options appraisal into the development of affordable credit solutions for this
type of fee-based service. The findings of the feasibility study in 2014 will give us a clear direction
regarding our future role in this emerging market and how best to respond to local need.
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Vision 2020
Whilst we adapt to growing demands on our services and a reducing public sector funding base we will
also embark on the most radical transformation of the Toynbee Hall estate since 1884. Over the next 3
years we will implement vision 2020, our ambitious £26m estate development strategy. This Strategic
Plan does not include the strategic and business plan detail of Vision 2020 which are reported
separately. However assumptions regarding the implementation of Vision 2020 do affect this strategy in
terms of leadership, fundraising, operational planning and risk management and the implementation of
Vision 2020 is therefore embedded as a core assumption for the charity during this period.
Sustaining our services
The underlying strategic goal for the successful delivery of this strategic plan is for Toynbee Hall to be
able to at least sustain our existing service delivery to enable us to continue to meet the needs of our
users and the wider community. This will require us to sustain existing services based statutory funding,
in particular the Money Advice Service grant for face-to-face debt advice as well as a number of local
authority funded services including City advice and Linkage Plus. Our budget assumptions recognise
that this is a challenge given the public funding settlement. However we forecast that commissioning of
debt advice services in particular is likely to increase amongst Registered Providers and this provides an
opportunity for us to secure alternative income to sustain this high volume service. We will also need to
sustain current levels of trust funding whilst increasing our unrestricted donations.
Delivering excellent high quality services with demonstrable outcomes and impact measures is core to
sustaining services. We also recognise that managing increasing demand for services will place growing
pressures on our delivery and the need to prioritise services to those in greatest need. We will also
continue to identify ways to effectively reduce demand including initial assessment, channel shift, greater
focus on assisted self-help and other brokered support. New developments under digital pioneer are one
way that we hope to achieve this.
Toynbee Hall has an enviable reputation for pioneering solutions to social need. We want to continue to
build on this reputation in the future. Critical to this is our interest in understanding the needs of our
communities. Over the past 12 months we have begun to build up a portfolio of research projects;
identifying the extent of the poverty premium in Tower Hamlets, hypothesis testing a concept of social
claustrophobia and most recently working with Oxford University design a research project on the
impacts of poverty on young people. This research work, often supported by volunteers and interns is an
area that we will continue to develop over the next three years. As mentioned earlier we will be
monitoring and analysing the impact of welfare reform as a priority and its wider links to areas such as
payday loan usage, increased levels of personal debt as well as wider issues such as private sector
rented housing. This in turn will be used to continue to develop, pilot and test new models of service
delivery that respond to these changing circumstances.
A strong and sustainable organisation
People are at the centre of a successful Toynbee Hall. We currently have approximately 70fte staff of
whom approx 55 staff are involved in front line service delivery. We are supported by a large group of
around 400 to 500 volunteers each year. We have a strong performance management culture and a
committed professional staff team alongside a growing network of volunteers. We will continue to ensure
our staff and volunteers are valued, supported, and have opportunities to develop. Vision 2020 will
create particular pressures on staff and comprehensive planning and effective communications will be
key to minimising the impact of the building disruption.
We have strengthened our local relationships and networks considerably over recent years, extending
our services into the City of London and becoming a strategic partner for Tower Hamlets in advice,
financial inclusion and fairness. Our continued focus on local voices will continue to provide a strong
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connection and involvement to our local communities. Our biggest challenge in this three year period will
be to sustain this people strength whilst we cope with increasing demand and the enormous upheaval of
implementing our estate strategy. Communications, involvement and engagement will be central to how
the organisation will be led and managed through this period.
Over the past 3 years we have pursued a successful strategy of developing our enterprise and earned
income and have recently increased investment in our communications and fundraising capacity to grow
our unrestricted income. We will build on these solid foundations over 2013-16 to continue to grow these
two areas of unrestricted income that is vital to the organisation's long term independence and financial
sustainability. Our restricted income has remained relatively stable, though we now forecast some small
reductions as statutory income is likely to fall. During this period we have planned to adjust to the loss of
a considerable estate income which will only be replaced when the Vision 2020 development is
completed from mid-2016 onwards.
Further information
Further details can be obtained at www.toynbeehall.org.uk
We have also provided the following as downloadable attachments on this site:
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Strategic Plan (please note the income projections have been superseded by those presented in
the case for support)
Case for Support
Annual Report 2013
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About the Board
Richard Allan, Trustee
Richard Allan spent his career working in KPMG where, as a partner, he had extensive experience of
advising clients in a broad range of industries, both in the UK and internationally. Since retiring from
KPMG, he has been a director, and latterly Chairman, of The Pen Shop, and acted for eight years as a
non executive director of Newcastle Building Society. Richard has maintained a financial involvement in
the voluntary sector and acts in a financial review capacity for the national Chance to Shine charity. He is
a former member of Shelter’s Audit, Risk and Finance Committee, and acted as Treasurer of Notting Hill
Housing Trust for five years.
Mary Canavan, Trustee
Mary was until last year the Director of Human Resources at the British Library. Prior to this she worked
in local government, for diverse, and politically different, London local authorities. She has held a variety
of senior management positions developing HR strategies in the local government context, where
modernising HR has been high on the agenda. Mary is well known in the HR community as a “thought
leader.” A conference speaker, and professional spokesperson, Mary was listed in the Top 30 Most
Influential HR Practitioners, 2010.
Clare Corbett, Trustee
Clare Corbett was a residential volunteer at Toynbee Hall from 2003-2005 and joined the trustee board
in May 2009. In her professional life, Clare leads campaigning work on financial services for Which? the
consumer organisation. Prior to this, she was the first campaigns manager at The National Autistic
Society, worked in the campaigns team at Mind, the mental health charity, and worked as a carer for
older people and as a support worker for children with special educational needs. "Toynbee Hall is a
special place with a vital mission to deliver and advocate creative and practical solutions to enable
people to escape the poverty trap. Having gained enormously through my experience as a Residential
Volunteer, it's a privilege to be involved with the organisation as a trustee".
Emma Davies, Trustee
Emma Davies is a career diplomat working in the Foreign and Commonwealth Office. She is currently in
the Policy Unit, leading Policy Excellence, including strategic challenge and open policy making. She is
also a former trustee of a legal advice charity. “Toynbee is a pioneer in social change and an important
part of the local community. I am delighted to be able to support Toynbee as it faces new challenges and
continues to lead innovative national policy through local solutions.”
Perdita Hunt, Trustee
Perdita Hunt is Director and Trustee of Watts Gallery. Perdita is a trained arts administrator. She has
worked in senior positions at the Arts Council, Heritage Lottery Fund and WWF-UK. In addition she
served as theatre projects co-ordinator at Chapter Arts Centre in Cardiff, Marketing and Development
Director at the Aldeburgh Foundation in Suffolk and Press Advisor to Suffolk Crafts Society. She is a
Trustee of Baynards Zambia Trust, and tutor on The Recess College an international leadership
programme for senior executives and professionals. As Director of the Watts Gallery, Perdita lead the
Hope Restoration Project to save the future of Watts Gallery and its collection and is now leading a
campaign to save Watts’s house and studio. Perdita Hunt was appointed Deputy Lieutenant of Surrey in
May 2011. “I feel privileged to be working with an historic institution which maintains with passion and
perseverance its mission of alleviating poverty through innovative thinking in the spirit of its founders. I
am also delighted to renew the connection between Watts Gallery and Toynbee Hall. G F Watts, the
great Victorian artist, was a great advocate of the activities at Toynbee Hall in the last century.”
Marie Kemplay, Trustee
Marie Kemplay was a Residential volunteer at Toynbee Hall from 2008 – 2009 and joined the trustee
board in March 2013. She also worked at Toynbee from 2009 – 2012 in the financial inclusion team,
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working on Transact – the National Forum for financial inclusion. Her background is in journalism and
communications and she currently works as a financial journalist at Which? She writes about a range of
issues including consumer rights in financial services. In her spare time she also volunteers as a
counsellor for the charity Childline. Marie says: 'It's a privilege to be on the trustee board of Toynbee Hall
- it's an inspiring place which plays a vital role in helping people achieve better outcomes. I am really
pleased to be able to play a role in the pioneering work the charity does affecting social change, both
locally and nationally'
Meredith Niles, Trustee
Meredith Niles works as Head of Innovation in Fundraising at Marie Curie Cancer Care. Previously, she
worked as an Investment Director at venture philanthropy funder Impetus Trust, where she co-led the
multi-million pound Impetus for Reducing Reoffending Initiative, supporting the scale-up of charities
working with offenders. Prior to joining Impetus Trust, Meredith was an Executive Director in the
Investment Banking Division at Goldman Sachs. Meredith is also a trustee of Hestia Housing and
Support and of Booktrust. "Toynbee Hall has a long tradition of tackling some of the most difficult and
entrenched social problems, from poverty to social and financial exclusion. I am delighted to be able to
support the work of this innovative and dynamic organisation."
Sophia Parker, Trustee
Sophia is an associate head of strategy at the NSPCC, having returned from a visiting fellowship at
Harvard's Kennedy School of Government in 2011. She has a long-standing interest in challenging
social inequality and declining living standards. She has worked on these issues for over a decade in a
variety of roles, including Research Director at the Resolution Foundation, Deputy Director at think tank
Demos, and as the founder of the Social Innovation Lab at Kent County Council. In addition to her roles
at the NSPCC and Toynbee Hall, Sophia is an associate at ethnographic research agency ESRO. "The
Barnetts' pioneering work at Toynbee over a century ago challenged contemporary attitudes to the poor;
subsequently the settlement's work in the local community shaped the evolution of the welfare state. In
today's extremely difficult social and economic conditions, the task for Toynbee is to maintain this
position as a pioneer, as well as a provider, of much-needed services."
Ayesha Rahman, Trustee
Ayesha has acquired the breadth of theory and experience in the voluntary sector, having volunteered,
worked in and studied in the field for eight years. She has secured a first class honours in BSc
Community Sector Management, which encourages partnership working between the third and public
sector to tackle social exclusion. Ayesha joined Islington Council in 2013. Ayesha is in her final year of
the Warwick MSc in Public Leadership & Management, which is designed to develop her knowledge,
skills and capabilities as a leader and manager in the public and voluntary sector. “Toynbee Hall has
done an incredible amount of work in eradicating poverty across the UK and it is a privilege to be
involved with an organisation that is recognised on a national scale. My ambition as a Trustee is to
ensure we build on projects which work to meet the needs and aspirations of our local residents, whilst
maintaining our excellent achievement of national priorities.”
Ben Rowland, Current Chairman
Ben began volunteering through Toynbee Hall in 1994 as a student on summer camps for
disadvantaged children and teenagers, which he continued every summer until 2000. At about the same
time, together with the then Chief Executive of Toynbee Hall, Ben was instrumental in the establishment
of Services Against Financial Exclusion, SAFE. Ben joined the Board in 2000 and was appointed
Chairman in 2009 through an open competitive process. Ben set up and now runs Arch, an innovative
new provider of apprenticeships for employers who want to capture the talent and enthusiasm of young
people who want to get into careers in the knowledge economy, for example in IT and digital
communications. Previously Ben worked for a variety of organisations, including his own consultancy,
helping local authorities to improve and become more efficient. "Toynbee Hall is an extraordinary place.
The energy, creativity and passion that got the organisation up and running 125 years ago are still our
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life blood. It is a great privilege to work with so many talented people, both those on the paid staff and
volunteers. However, the scale of need in our immediate area and beyond remains daunting."
Sarah Squires, Trustee
Sarah Squires is a qualified lawyer, who has worked in the City of London for just over twenty years. As
part of her professional responsibilities, in addition to providing legal advice, Sarah has been actively
involved in graduate recruitment, with a particular focus on diversity and social mobility. Sarah also has
experience of being a member of various bodies engaged in consulting on proposed changes in
legislation. As a junior lawyer, Sarah volunteered at Toynbee Hall's Free Legal Advice Clinic for 4 years.
Sarah says: "Having previously volunteered at Toynbee Hall, I feel privileged to be able to return as a
Trustee. I am very much looking forward to contributing to the continued success of the work done by
Toynbee Hall in supporting the local community".
Kate Swade, Trustee
Kate is Development Manager at Shared Assets. She is a passionate advocate of community led
solutions to urban and rural development challenges. As well as being a trustee of Toynbee Hall, Kate is
chair of Waltham Forest Samaritans. Kate has worked in the field of community led regeneration and
development for eight years, supporting community organisations to take a social enterprise approach to
building development and management. She gained valuable experience during her time as a residential
volunteer at Toynbee Hall in 2003.
Max Weaver, Trustee
Max spent the larger part of his career in the 'new universities': teaching law and developing innovative
courses, using 'law in action' to test 'law in the books', producing several articles and conference papers
and heavily engaged in national quality assurance. In the mid-1980's Max became involved in the
management of the now London Metropolitan University, managing such functions as: strategic
planning, estates strategy, human resources and finance. In December 2004, Max became Chief
Executive of Community Links, an innovative Newham-based charity, with a very wide range of projects
and a distributed model of delivery, a post from which he retired in 2009. Max joined the Board of
Toynbee Hall in 2007 and holds a number of other trusteeships of charities, including several ones local
to Toynbee Hall or working in similar fields. He also teaches law and is involved in research and
writing."Toynbee Hall responds to a wide range of local needs in a part of London in which poverty,
social exclusion and isolation are all too evident. Its work both brings immediate benefits to needy
people and is innovative, contributing importantly to the development of better strategies."
Annette Zera, Trustee
Annette was the founding Principal of Tower Hamlets College. Over 14 years her team took the College
from the bottom of the league table of colleges to the top 10%. She now works as an independent
facilitator, coach and trainer specialising in participative leadership and management. “Toynbee Hall’s
work in pioneering practical approaches to challenging poverty and promoting civil society is as
important today as it has ever been. It needs and deserves all the support it can get”.
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Role Description
Role title
Chair of the Board of Trustees, Toynbee Hall
Key relationships
Trustees; Chief Executive; external stakeholders
beneficiaries of Toynbee Hall’s services.
and
users
and
The role of the Chair is to provide leadership and direction to the Board of Trustees, in order that they
are able to fulfil their responsibilities for the overall governance and strategic direction of the
organisation. The Chair works in partnership with the Chief Executive and Senior Management Team,
supporting them to deliver the strategy of the organisation. The Board has already reviewed and
changed the way it works: it is now smaller, more efficient and strives to model the participatory
behaviour Toynbee Hall aims to achieve throughout the organisation. In leading the Board, the Chair will
set the tone for Board culture and ultimately influence the organisation as a whole.
Specific Duties of the Chair
A Strategic Board
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With the Trustee Board and Senior Management Team, set clear, strategic, long term direction
for the organisation.
Working closely with the Chief Executive, ensure the right structure of Board meetings and subcommittees is in place, and plan agendas that enable the organisation to deliver its strategy and
evaluate its performance.
Participate in Finance Committee meetings to maintain an overview of key financial issues and
ensure the long-term financial robustness of the organisation.
A Strong Board
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Ensure the Trustee Board has an appropriate mix of skills and experience, reviewing on a regular
basis and ensuring an effective process is in place to recruit new Trustees as and when needed.
Appoint trustees as chairs and members of sub-committees, deploying their skills to best effect.
Lead the Trustees in regular self-review of performance, both individually and as a Board.
An Effective Board
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Set clear expectations for the Chief Executive and SMT about the level and quality of information
to be presented to the Board and sub-committees
Facilitate Trustee Board meetings to ensure that:
o discussions are at strategic not operational level
o all trustees are able to contribute, drawing on specific skills, knowledge and experience
o clear decisions are reached
o clear authority to deliver as a result of decisions is delegated to the Chief Executive and
SMT
o performance reports & evaluations are appropriately analysed to inform future decisionmaking
Productive Relationships
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Appoint, set annual objectives for and appraise the Chief Executive, developing and maintaining
an excellent working relationship, both supporting and challenging, and acting as a ‘critical
friend’.
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Be an inspiring advocate for Toynbee Hall to external stakeholders, networks and partners
Act as a representative of the Trustee Board to staff, volunteers and service users
General responsibilities of Trustees
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To commit to the vision, aims and values of Toynbee Hall
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.
To ensure that the organisation complies with its governing document, charity law, company law
and any other relevant legislation or regulations.
To ensure the financial stability of the organisation and its effective and efficient administration
To safeguard the good name and reputation of Toynbee Hall.
To understand the issues and challenges faced by those the organisation seeks to support
To act as a ‘critical friend’ to the Senior Management Team of the organisation
In addition to the above duties, each Trustee uses any specific skills, knowledge or experience they have
to help the Board of Trustees reach sound decisions. This is likely to involve scrutinising board papers,
leading discussions and providing guidance on new ideas and initiatives.
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Person Specification
In your written application, please give evidence that shows your experience against each of the
selection criteria listed below.
Toynbee Hall is seeking a new Chair who will bring:
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Direct experience at Chief Executive, Partner or Director level
Previous experience as a Charity Trustee
Strong experience of chairing multi-disciplinary or diverse groups
A strong track record of success in their field (private, public or voluntary)
Excellent networks in Government, Business, the charity sector or more broadly.
Our new Chair will need to be:
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A strong leader – able to work collaboratively but willing to personally make hard choices
An excellent facilitator – harnessing the talents of a deliberately diverse group of people
A sound judge – both of people and across a range of business issues
An effective problem solver – able to grasp complex issues quickly and find objective solutions
A great champion – passionate about the work we do and able to communicate this powerfully
The post-holder must be able to travel and work occasional evenings and weekends as the role may
require from time to time.
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Terms of Appointment
Remuneration
This appointment is unremunerated although appropriate expenses will be reimbursed.
Time commitment
Up to three days per month.
Location
Toynbee Hall operates from its estate on Commercial Street, East London.
Travel
Appropriate expenses will be reimbursed.
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How to Apply
To apply for this role, please submit the following through the GatenbySanderson website:
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a comprehensive CV.
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a detailed supporting statement (maximum of 4 sides of A4) that fully addresses the
appointment criteria as set out in Part One of the person specification.
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Details of two referees who we may contact at shortlist stage.
Please also ensure you have also completed and submitted the equal opportunities monitoring form
provided on this site. The information on the form will be treated as confidential, and used for statistical
purposes only. The form will not be treated as part of your application.
The closing date for applications is noon on Friday 13th June 2014.
The How to Apply section of the website provides clear instructions for uploading your
application successfully. If, however, you have any queries in relation to the application process,
or you experience difficulties uploading your application, please do not hesitate to telephone the
GatenbySanderson team on 020 7426 3988.
If you have any queries about any aspect of the appointment process, need additional information or
wish to have an informal and confidential discussion, then our advising consultant at GatenbySanderson,
Juliet Taylor (020 7426 3990), will be pleased to take your call.
GatenbySanderson will respect the privacy of any initial approach or expression of interest in this role,
whether formal or informal.
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Appointments Process
Closing date
Noon on Friday 13th June 2014
Longlist meeting
Mid-May 2014
Preliminary interviews
Candidates who are longlisted will be
asked to meet with GatenbySanderson at
our London offices from mid-week
commencing 23rd June 2014
Shortlist meeting
Candidates will be notified as to whether
or not they have been shortlisted by the
end of June or very early July 2014
Informal meetings for shortlisted candidates
and the Chief Executive; opportunity to visit
Toynbee Hall
Early July 2014
Final Panel interviews
First fortnight of July 2014
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