Sam de Silva

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

I wanted to broaden my skill set in addition to my City career. After seeing my father recover from cancer, I wanted to do something in the voluntary sector. That led to my first trustee role, on a cancer charity.

2. Which organisation(s) do you represent?

I'm currently a trustee of The Terrence Higgins Trust (THT), an HIV/AIDS charity. 

3. What particularly attracted you to these organisations?

I felt there was a real lack of support and understanding of people with HIV/AIDS.

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

I think when you become a trustee at 30, you haven't had a long career, so your skill set is very specific. Some comprehensive training course would have better prepared me for the role. Currently, I would say having more of a network to share ideas and learn from one another would help me become more effective.

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

Being asked to take the role as chair of the audit committee within six months of becoming a trustee. The hardest thing about being a non-executive director is to stay out of the day-to-day management of the organisation, which is the executive's role.

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

Contributing to ideas and business plans that come to fruition. Being able to connect people especially around fundraising.

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

I think corporates are seeing the value in having their employees take on non-executive roles outside their organisation, as part of the shift towards corporate social responsibility. There is now much more awareness of the importance of good governance and having capable people.

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?

I think every time the economy sees an event like Enron, or the recent credit crunch we all wake up. So yes, higher governance standards require trustees to ask more difficult questions, understand more complex problems, dedicate more time, and build a larger network of resources.

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

I think it depends on the size of the charity and how many roles you get through. In my first trustee role I served one term (4 years). I personally would look to do 1-2 terms, then open the door and let a fresh pair of eyes into the boardroom.

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

Find a mentor and listen to their experiences. Read as much about the charity and visit its services.

10. If you weren't a trustee, what would you do with that time?

Windsurf! I do dedicate much time and energy to my trustee role. I block out weekends before a board meeting so that I allow enough time to read the papers.

11. What steps do you take to increase/retain your organisation's membership?

I think every trustee has a broader responsibility to be a patron for the charity, whether fundraising or through awareness. I tend to use fundraising as a way to introduce people to the charities I've worked with, and hopefully that leads to others being inspired to become a member.

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

What skill did you need that you did not have before becoming a trustee?

For your opportunity to answer Sam's question, please click on the link which takes you to the Forum.