Governance: a guide for international NGOs launch event

The panellists agreed that the trustee role in international NGOs is changing and that this change has escalated in recent years with the COVID-19 pandemic, the murder of George Floyd (which underlined the need to look at the culture, equity and diversity of organisations) and the decentralisation of the sector gathering momentum. Trustees are dealing with an increasingly complex set of issues while also having a limit to the time they can dedicate to the role. An added challenge is that the role of the trustee can sometimes overlap with that of the executive, which can lead to a natural tension between the two.

Here are some of the main takeaways from the first session:

Culture and Diversity

• Trustees of international NGOs are expected to have a firm grasp on what’s happening in countries where the organisation operates, particularly on issues such as culture and equity, diversity and inclusion. This can be a challenge when it comes to the implementation of policy where, for instance, what is legal in the UK is illegal in the country of work.
• Traditionally, trustees of UK-based international NGOs have tended to reside in the UK. There’s a challenge here as, inevitably, they work from a bias of British perspective and thinking, especially when it comes to organisational structures. This can lead to a tension between a desire to put proper and meaningful power into the hands of the people who are closest – those working in the local communities – on the one hand, and ultimately being accountable for the governance of the organisation on the other.
• To be able to effectively address current and future challenges, trustees can’t be two steps behind the staff. Boards need to be alive and on top of what’s happening culturally in the organisation. The board will be exposed if they don’t grasp the cultural nettle. The executive needs to provide relevant and timely information to the board and sensitise them to live issues, for instance, around equity, diversity, and inclusion and anti-racism.

Doing more with less due to COVID-19 and funding cuts

• Trustees need to balance their role and remain agile. Staying on top of everything can be challenging, and communication and engagement are key. Engagement throughout the year is needed, not just at quarterly board meetings. The role of the executive in supporting and facilitating this is critical.
• In the current UK model, trustees may meet four times a year, so there is a question of how they can have a wide enough perspective across everything, as well as the critical issues.
• Funding cuts has meant that boards have had to meet more often. In this context, good governance requires more frequent conversations to enable the executive to take difficult decisions.

Representation and attracting the right skills

• Having a board that is representative of the INGO is crucial, but often it is skills that are recruited at the expense of representation. With many UK INGOs working in a hybrid model and technology enabling virtual meetings, many physical barriers to finding representation have now gone.
• INGOs have different models of trustee boards. Some boards work as a coalition to cover all aspects and ensure they are representative. One option could be to include non-board members in committees.
• Boards should focus more on appropriate representation and there may be other solutions to recruiting trustees if specific skills – such as funding - are missing.

Remuneration

• Although in the UK, trustees work in a voluntary capacity, there’s a discussion to be had about whether this is good or fair, given they are legally responsible for the organisation. 
• Remuneration could go some way to address representation issues, as many people can’t afford to drop work. They might find it easier to commit the time if there was some form of compensation. 
• There are other ways to compensate aside from remuneration. Trustees want to benefit from the experience and be involved. They could be offered opportunities to represent the organisation, for instance, speaking engagements abroad. When trustees feel they’re getting something out of it, they are likely to be more engaged.

The open session concluded with a brief discussion on the challenges for trustees. One of the responses that resonated with many in the room was how to effectively build relationships with their fellow trustees, especially given that Board meetings are online and trustees are based around the world. Team building and nurturing mutual support were considered vital factors. There was a suggestion that an annual in-person residential could help trustees to build relationships and mutual trust and foster a working culture where you can disagree and still work together in a crisis to support the organisation.

Given the current challenges for the sector and international NGOs specifically, why would anyone want to be a trustee? It is said that times of crisis and challenge often lead to opportunities and growth. INGOs are in a process of systemic change that is unstoppable, and being on an INGO board at this time is a unique and fascinating opportunity. Re-strategizing, reimagining, refinancing and restructuring are some likely scenarios most INGOs will need to address. Given the radical change required, some would argue that there’s never been a more exciting and important time to be on the board of an international NGO.

Advice for those considering becoming a trustee of an international NGO

• Read the Buzzacott and Bond guide: Governance: A guide for international NGOs.
• Go into it with your eyes open regarding the time and commitment required.
• Embrace the challenges and the opportunities. 
• Be aware of the legal responsibility of being a trustee.
• Have a conversation with the chair and other trustees to ensure you’re a good match for the charity.

• Read the Buzzacott and Bond guide. Governance: A guide for international NGOs is an up-to-date, relevant resource and reference point for practical support and guidance.
• Join the online Governance Forum for Trustees of INGOs, a private online forum for trustees of international NGOs to share learnings, discuss concerns and hear from governance experts. Curated by Buzzacott and Bond. Contact Jemma Ashman for more details and to sign up. 
• Join quarterly meetings in 2023-24. These events will be open to all trustees of INGOs and will focus on areas of common concern. Register your interest here.