When I tell my children I have joined a Board, they make fun of me – they say, ‘is it to get bored!’. Well, it is too late now, I have taken the dip, so here’s my (hopefully) not so boring story!

The MLA is the Museums, Libraries and Archives Council, a strategic body for the sector, giving advice, setting best practice guidelines and standards, and also providing leadership tools and support. I had previously come into contact with the MLA Board and its activities, and was very impressed by its goals and ambitions – they had given their precious time to go on a Diverse Ethics Culture Tour of London, and enjoyed it very much. In November 2009, Subnum Hariff and I were formally interviewed and appointed on its first Board secondment scheme, as Non-Executive Directors for the calendar year 2010. The Chairman of the Board is Sir Andrew Motion, and the Chief Executive is Mr. Roy Clare, CBE – both of whom are major champions of diversity. This is an excellent scheme as it gives me mentoring and support, and a chance to understand the Board and see how it works. I have already had a fantastic two day orientation at their head offices about the work of the MLA. My mentor on the Board is Yinnon Ezra who is also a trustee of the Heritage Lottery Fund. My buddy on the staff is Isabel Wilson – a most helpful and creative soul.

Being a board member is not a full time role, but oddly, I think about this work every day. The board is excellent at communication, so I get at least one email a day about something or the other – decisions taken by the Executive Board, press coverage about the sector, new reports which have been published, etc.

I have been very active in my Jain community all my life, and am passionate about public service. I have also led and created many institutions from scratch. I also have professional qualifications, and have worked in large professional organisations of international fame. I am on the National Council of Faith & Belief in Further Education, and this has given me very valuable training in the operation of advisory Councils. However, I have never been at the nub of a large professional charity or public body, well endowed to provide a skilled service with skilled professional staff, helping shape its thinking and strategy. Here is my golden opportunity.

This Board opportunity is the first time that I am able to combine both, my passion and experience of public service, with my professional expertise, at a senior leadership level in a national body. At the same time, I see a lot of enthusiasm in my appointment – there is a genuine desire to seek my expertise and listen to my views and perspectives. I was really overwhelmed that so early on, my suggestion to have a Board meeting at the Jain temple complex in London during the Ayambil Festival was accepted – they are going to come to ‘my’ culture and community, to discuss matters of national strategy for the sector. This is a huge symbolic gesture of the MLA’s commitment to diversity and will also really inspire members of the Jain community and help start a bridge.

Initially, the task of joining a Board is daunting. A lot of homework needs to be done to familiarise oneself with the new organisation, its core activities and its goals and aspirations. I was fortunate in that in the design of this secondment scheme, there were two days of orientation where I met key staff and visited some Museums, Libraries and Archives in Birmingham, where the Board is based. This was really helpful indeed. Then when I got the first set of papers for the Board meeting, I was able to understand the jargon and relate to the critical concerns and issues. It still did take a long time to read and re-read them to get a sense of the priorities and strategies. I have just had my first Board meeting, and must say that everyone was very welcoming and hospitable, there was another small orientation and introduction session to the Executive Board and the Chairman in the morning, and a chance to meet the other new recruits and observers. At lunch, we had an opportunity to socialise with the new Board. I have been allocated a Board mentor and a buddy which is really excellent for breaking us into the organisation. My mentor Yinnon Ezra has kindly invited me to Winchester, where he is head of Cultural Services for the County Council and will also organise a guided tour for me to visit local museums and libraries. A treat indeed! Subnum has also very kindly invited me to Bolton where she is a Manager in Library and Youth services.

Personally, when I see advertisements for Board opportunities, so many of them start with the requirement that one needs to have significant senior management experience, and this is usually a killer for ethnic professionals, because in the UK, we rarely have this opportunity because of the glass ceilings. However, in truth, this is not what is required – more an awareness and appreciation of the context of large organisations, and their methods of operation. Also a little self-confidence and self-belief in questioning a large professional group helps. An educated professional, given the commitment and dedication and the proper initial orientation, can pick this up very quickly. Then they can make a real and diverse contribution.

And we will have something useful to contribute. Here are some examples:

• The Executive Board are steeped in their day to day work and targets and priorities. It is therefore not easy for them to have overviews, and also see similarities in their problems with other sectors or wider public agendas. As non-executives, we are distant from the day to day, and therefore can see the same problem with fresh eyes and also bring new perspectives. It is not about being more or less intelligent – it is about being different. And coming from a different culture also helps enhance this difference, and also the potential quality of your contribution.

• As public citizens, we use public services all the time, and have grassroots experience as users. This perspective is very important because ultimately, all public services are aimed at the public and need to fulfil their needs and aspirations. So do express these views in the Boardroom as it helps give checks and balances to the work. It should also mean that the challenges should help the organisation and its achievements become more robust in the long run.

• Good boards should welcome challenge and critique, otherwise, for the Executives, it is like a ritual with not much meaning. I am fortunate that the MLA welcomes our input and is open and welcoming to challenge.

I also see a very large learning opportunity ahead – of how Board’s work, the critical issues facing the sector, and how the MLA can reach out into various ethnic communities throughout the country. It will take up my time, and already individual staff and executives are seeking my guidance, which I am happy to provide. I think that Britain has a great public service culture and profession, and there is much that diverse peoples who themselves have strong public values, can learn from and contribute to. Joining a Board is a small step to a Big Opportunity for personal growth and development, and for building bridges between ethnic communities and the public sector in Britain. I owe a huge debt to Common Purpose and About Time for helping me onto this path, by carrying me on their shoulders and showing the map and directions – people like Rajinder Bhuhi, Adirupa Sengupta and Amy Ritman are angels who open new channels of light and wisdom. I encourage everyone to Go for it and Grow through it, hopefully helping make this world a little better than when we found it.

This morning at breakfast, my eleven year old son was most curious about my first Board meeting – so what exactly did I do, what was my experience like, and who did I meet. Maybe he is already preparing to get on Board….. Any takers for eleven year-old board members!

Dr. Atul K. Shah is a writer, speaker, consultant and broadcaster, and founder of the internet portal www.diverseethics.com

Tags: about time, board opportunities, common purpose, good governance, MLA, public appointments

Doncaster YMCA is a local charity and housing association, based in Wood Street. Our work focuses on young adults aged 16 to 25. Although we’re an independent body, we’re proud to be a part of the international YMCA Movement. Our Hostel is staffed 24 hours a day, all year round. We provide 26 rooms, each with its own fully equipped kitchen and living space. We recognise that homelessness is about far more than not having somewhere to live. Young adults coming to the YMCA often do so as a result of complex and traumatic situations. Residents are able to stay with us for up to two years. During that time, and for a period of around six months afterwards, our support focuses on building independent living skills and preparing for a stable adult life.

Our Board of Governors includes a President, Treasurer and between six and twelve elected members of the YMCA. We’re also able to co-opt others onto the Board to fill vacancies. At present, our Board is primarily retired people who are all experienced volunteers. All support and contribute to a wide range of charities and causes in Doncaster, and all contribute a great deal of wisdom and life experience to the YMCA. During their working lives, Board members were involved in private and statutory sector work at senior levels.

The Board recognises that it would benefit from input from a broader range of people, and we are particularly keen to involve people with current business skills. Present Board members are willing to play their part in nurturing new people, and are happy to offer guidance and support where needed.

No special qualifications are required of Board Members. Above all, we’re looking for time, wisdom and a broad life experience. The following pointers may be helpful. Time – Attending meetings every two to three months and setting time aside to read background material beforehand. – Representing the Board at YMCA social and fundraising events where possible, particularly where young adults are presenting and celebrating their projects. – Contributing to welcoming new Board members, and to helping them to learn about the YMCA and their role within it. Wisdom – Working in partnership with senior staff recognising the clear governance role of the Board. – Ensuring that matters discussed during Board meetings are treated in confidence. – Working within Doncaster YMCA’s policies and strategic plans and contributing to developing them. – Acting within the law, and complying with standards set out by the Charity Commission, Tenant Services Authority and other regulatory bodies. – Ensuring that any conflicts of interest are properly declared. – Working alongside fellow Board members, taking account of differing experiences and views in order to make sound judgements. Business experience, including a broad knowledge of change management, human resources and finance issues would be welcome but isn’t essential. Life Experience – Being aware of local community issues. – Being interested in young adults, particularly where difficult choices or chances mean that they need additional support. – Strong moral / ethical standards as a positive role model. – A sense of fairness and equality.

How do you apply or get more information?
An information pack is available for download below, or at our website www.doncaster.ymca.org.uk Alternatively, please call our Chief Executive, Louise Roffey, on 01302 342148

Contact name: Louise Roffey
Contact phone: 01302 342148
Contact email: louise.roffey@doncaster.ymca.org.uk

Tags: board opportunities, vacancies

Changemakers are looking for new trustees to join their board. Changemakers are young people who lead positive change in their world. Anyone can be a Changemaker. The Changemakers Foundation is creating a world in which young people have the confidence to lead and everyone understands we need them to.

If you have a passion for the work of Changemakers, can think creatively and strategically and provide constructive challenge to our executive team, and have a willingness to devote the necessary time and effort we would welcome your application. We would welcome in particular applications from individuals engaged in the public sector, those with experience of youth leadership.

What competencies do you need? Commitment to our mission, vision, values and aims and objectives; A passion for the work of Changemakers; Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship; Willingness to devote the necessary time and effort; Strategic vision and a sensitivity towards setting strategic direction; Proven track record of sound judgment, effective decision making, and corporate responsibility; Ability to think creatively; Willingness to speak their mind and to act impartially and apolitically; Ability to work effectively as a member of a team; Maintain Nolan’s seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

For information on the role and how to apply: http://www.changemakers.org.uk/work-for-us

Is there anything else you should know? Applicants welcome from anywhere in the UK.

Application deadline26/Feb/2010

Contact name: Laura Campbell
Contact phone: 020 7033 6970
Contact email: Laura@changemakers.org.uk

Tags: board opportunities, vacancies

There are over 18,500 public appointments in the UK. A large number of these are often vacant, and because of this, their important functions of regulation and governance don’t always work as well as they could. A full board, with the full quota of voices speaking and being heard will be better equipped to cope with the challenges they are facing than a half full one.

Did you know, for example, that out of 300,000 school governor posts, there are currently 40,000 empty chairs at governors meetings?

A recent survey by Common Purpose, an international leadership development organisation, indicated that whilst only one third of those surveyed were aware of any public appointment opportunities, a huge 92% said they would be interested in holding a public appointment in the future. You can read the report here.

So there is interest, and people who want to take part, but what is stopping them standing up and applying for these posts? Why is it when so many people want to get involved, there are so many vacant posts? What are the barriers and how can we start to break them down?

Tags: barriers, board opportunities, common purpose, vacancies