Craig Manson

1. First of all, about you: what attracted you to becoming a chair/trustee?

I was initially attracted by the challenge of helping conceive and develop the charity from a standing start – this morphed into the role of trustee over time as the charity grew. Having sat on a number of boards in the commercial sector, the opportunity to apply my skills to something more morally fulfilling was very attractive.

2. Which organisation(s) do you represent?

I represent MAC-UK which engages with some of the country’s most deprived young people - those who do not seek help themselves and who are involved in gangs and other highly antisocial behaviour. We work alongside them to promote positive mental health through innovative, youth-led projects.

We work on their terms wherever they feel comfortable, whether that's on a bus or a park bench. We work in schools; provide training and consultancy; influence mental health practice; and carry out pioneering research.

3. What particularly attracted you to this organisations?

I was initially attracted by the vision and enthusiasm of the founder and chief executive, Dr Charlie Alcock. Charlie had made a DVD of a pilot version of the project she launched while working in New York during a summer placement. Its impact was immediate, documenting the incredible journeys that a small group of gang involved young New Yorkers had made in reforming their outlook and impact on life.

4. Is there anything that would make you an even more effective trustee/chair?

Looking back, I think our board would all agree that we would have benefited from having more trustee’s with prior charitable experience. There was a sense that we were always “feeling our way” through the minefield of challenges that a charity of this nature faces on a daily basis. That said, we identified the problem and have made a concerted effort to change it which is now beginning to bear fruit.

5. What’s the biggest challenge you have faced in your role?

About 18 months into the life of the charity we faced a major threat to our very existence when one of our key organisational partnerships collapsed potentially rendering us homeless and contemplating the loss of significant funding. What at the time was a very real crisis turned into an incredible positive example of the board and chief executive working together to proactively address the challenge and bring us through the other side as a stronger and more united organisation.

6. What do you consider the most satisfying aspect of your role?

One of the key tenants of MAC-UK is its commitment to being youth led at all levels of the organisation. An example of this being our two young trustees, who both live on the Rowley Way estate in Camden where we began our work in 2008. I have been lucky enough not only to work with them on the board, but to also act as a mentor which is without question the most rewarding part of the work I do at MAC.

7. Do you think there is enough general recognition of the value of the trustee/chair role?

Within the charitable sphere in which they operate then yes, I think there is reasonable recognition of the work that they do.

Do I think that there is sufficient understanding within the general public regarding the role they could play in adding value to charitable organisations by acting as trustees? No, absolutely not.

I think there is a disconnect between those in the private sector with tremendous skills and experience and those in the charitable sector who could benefit greatly from their donated time. I suspect the problem lies at both ends with charities not necessarily knowing what they need/could have and those with the skills not knowing how to find the charities that need them.

8. (If you have  been a trustee/chair for some time) have you felt that the demands made on trustees/chairs have grown over time?

N/A

9. What do you think is the ideal term of office that a trustee/chair should serve?

I think it depends on the organisation, its stage of growth and the role that the individual trustee plays in terms of the skills and experience they bring to the table. As with any group of people, it’s always important to maintain the enthusiasm and ensure a steady supply of fresh blood.

10. What tip would you give to a new trustee?

Approach the role with an open mind. You will have likely been appointed because of your past experience, but you should be prepared to calibrate this to the charity you have joined and the unique aims that it will have. I have personally had my assumptions challenged, rightly, on more than one occasion as a trustee with MAC-UK and become a better person for it.

11. If you weren’t a trustee, what would you do with that time?

I’d train to become a professional Morris Dancer. Obviously.

12. What steps do you take to increase/retain your organisation’s membership?

N/A

13. What question do you want to ask next week’s trustee?

"How is your charity using social media to either spread its message and/or fundraise?"

For your opportunity to answer Craig's question, please click on the link to the Forum