I am a trustee of a small youth theatre charity run by one paid individual, supported mainly by volunteer parents of participants.

I am concerned about a lack of objectivity and oversight. The founder is the sole instructor, makes all creative decisions, and is also a trustee. Seven of the nine trustees are parents, and meetings involve little challenge or debate, with considerable deference to the founder.

Although I am relatively new to charity governance, I am increasingly uneasy about the informal recruitment, training, and oversight of trustees and volunteers, particularly given safeguarding responsibilities when working with young people. Coming from a schools background, I am used to strict safeguarding and health and safety requirements. When I have raised policy gaps, these concerns have been dismissed, leaving me discouraged from questioning whether statutory requirements are being met.

There appears to be limited governance or compliance expertise, no formal induction or training, and restricted access to key documents, which are held solely by the founder. Overall, I do not feel there is an open or safe culture for scrutiny or challenge.

More broadly, I am concerned about the conflict inherent in the founder being both a paid employee and a trustee, while also being responsible for the experiences of trustees’ children who pay fees to the charity. I am considering resigning, but am unsure whether my concerns are well-founded or reflect a lack of experience. I would appreciate any guidance, particularly on the appropriateness of a board where 7 or 9 trustees pay fees on behalf of their children to another trustee, and how accountability and objectivity can realistically be maintained.

Thank you!