Concerns about chair and trustees family relationships
Anonymous user
Leadership & Governance
Lead Volunteer is both an unpaid CEO and Chair of charity trustees
Anonymous user Posted 30 days ago
Our charity, a CIO, operates under an unusual constitution. Every few years, our volunteer members elect one of their own to serve as a de facto, unpaid CEO. Under our current governing document, this election automatically appoints the individual as both a Trustee and Chair of the Board. Crucially, the Board itself has no say in this appointment.
While the role is unpaid—avoiding some legal hurdles—this structure presents significant governance challenges. In my experience as a trustee for several charities, I have never encountered such a model. Concerns include:
- Conflict of Interest (COI) Management: The individual effectively holds both executive and oversight power; 'marking thier own homework' .
- Accountability and Transparency: The lack of Board input on the appointment reduces traditional checks and balances.
- Risk Management: There is a potential for a "loose cannon" to be elected, making it difficult to handle issues like volunteer grievances or poor performance.
Amending the constitution is currently not a viable option. Therefore, I am looking for views on whether these risks can be adequately mitigated through a robust COI policy and high-level Board challenge.
Is this a manageable risk, or does this structure create a fundamental governance failure? I welcome your insights.
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