Natalie Jewell

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

I have always worked in healthcare and frontline settings and I really care about the problems my clients have been through but a lot of them cannot be solved from my current perspective. I thought it would be good to see what organisations looked like from the opposite end. Talking to someone who was a trustee helped me realise I could do that without having to substantially change my career. 

2. Which organisation(s) do you represent? 

Survivors UK provides information, support and counselling for men who have been raped or sexually abused. 

3. What particularly attracted you to these organisations? 

My main role involves child protection and safeguarding children. Many of these children have been subjected to sexual abuse and rape so I have lots of skills to contribute to Survivors UK plus there is  lot I can learn from the organisation. 

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

Yes, charity trustee networks could provide a structured programme of mentorship by brokering relationships between experienced trustees and new trustees, a bit like the Institute of Knowledge Transfer do. 

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

Lack of resources, governance time and financial flexibility. 

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

Working with likeminded people in the voluntary sector who are doing something they believe in, learning new financial skills 

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

I think a lot of people think a chair just sits in the meeting and coordinates what goes on. Actually a lot of work goes on between meetings which is not recognised. 

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? 

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

I would prefer terms of 3 years but the reality is that there just aren't that many volunteers 

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

Make sure you can handle the commitment because it's not good for the board to have unstable membership and at board level it can lead to poor governance. 

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

I would be reading about governance in books instead of actually doing it. 

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

There is a proper selection process. It is important to make sure expectations are clear both sides and to understanding of needs of the charity 

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

Where do you find particularly useful information on best practice?  

For your opportunity to answer Natalie’s question, please click on the link to the Forum.