Michael Carpenter

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

Having spent most of my career as a legal adviser to charities or as a regulator I was keen to redress the balance by seeing what is like to be on the other side of the fence. As I am hopeless at DIY and other practical things I feel very privileged to be on the board of a portfolio of different charities

2. Which organisation(s) do you represent?

Reach Out Projects
Interactive Christian Extension Studies
CTN
Two Alpha Common Investment Funds
Medium sized grant giving charity

3. What particularly attracted you to these organisations?

They are a diverse bunch but all have a clear vision of what they aspire to achieve – each is interesting in its own terms although similar issues tend to crop up.

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

Being 20 years younger. A greater understanding of the environment in which services are being offered

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

I am very lucky with my present portfolio of charities in working with such wise, expert and committed trustees and executives. I have been involved with other charities where there has been a mentality “we want to avoid anything difficult on our watch” which puts the longer term interests of the beneficiaries in serious jeopardy. Avoidance of risk can equate to organisational paralysis

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

Seeing progress in meeting the objectives – or in more human terms seeing lives improved as a direct consequence of what the charity does

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

There is a fair amount of misunderstanding about the role of a trustee – with a temptation to focus on small areas of management rather than on strategic direction. But I don’t think any trustee seeks recognition – the opportunity to serve and make a difference is reward enough

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?

No. The perception is that regulation and compliance obligations have grown but I am not sure they have that much (other than being more sharply focused – particularly on accountability which seems fair enough). There seems to be an industry seeking to frighten people off from being trustees rather than focusing on the satisfaction to be gained from service to the community.

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

I think a maximum of 6 years as a trustee is sufficient in most charities. If somebody serves for an indefinite period (this occurs not infrequently with PCCs) there is something amiss with the succession planning. Refreshing board membership requires real effort but if done well it can be very invigorating.

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

Remember, to park your personal views/prejudices outside but bring in your judgment and experience

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

Aspire to be a poor rather than a terrible golfer. Tackle more long distance paths. Find other ways of being a reasonably useful member of the community

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

Only as a contributor to the board, but by having a clear vision, mission and values, realistic strategic objectives and good communication

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

Where do you think your organisation will be in 5 years time?

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