Trustees

The most significant action a current trustee of Gaia House can carry out is to work to establish a system of governance which uses the knowledge and skills of teachers, staff and trustees and supports a high quality of decision making. Many Dharma centres in the UK have a strong sense of community whose members feel a sense of responsibility to ensure the work of their centre continues. Trusteeship is therefore seen as a responsibility to others in their community. It would be helpful for Gaia House to promote this perspective.

The trust requires a set of rules to complement its Articles and Memorandum of Associaiton. Charities have the power to create a set of specific rules to meet their particular needs and culture. The following recommendations are made to create a system of governance suitable for a Dharma organisation and which ensures power is shared and that trustees have appropriate skills and commitment:

To set a time limit for the period of office of trustees of two successive terms of four years followed by a break of a minimum of four years before returning as a trustee again. At the end of their initial four year term each trustee can review whether they still have a commitment to the work of Gaia House and decide whether they want to continue for a further four years.

The Charity Commission gives the following helpful advice: “The Commission considers it best practice for a charity to have set terms for trusteeship. The terms would, for example, include the maximum length of service, the rules in relation to nomination, reappointments and the staggering or rotation of roles. Rotating roles may provide an opportunity to ensure that current expertise is not lost while allowing new trustees to gain experience and, in turn, bring their own ideas and learning to the table. Equally important is that all trustees are aware of the terms and stick to them. While experienced trustees often have a great deal of knowledge and skills, trustees remaining in office for lengthy periods of time is not always in the best interests of the charity. It can lead to complacency and hinder the charity’s development, preventing the charity from adap ting to change or identifying new opportunities. Such situations can also make it increasingly difficult for suggestions to be made that it is time for the trustee to let go of the reins, creating disharmony and discontentment. Setting and sticking to terms gives protection to the trustees, providing a clear explanation of the responsibilities and parameters of their role, as well as assurances to the Chief Executive, who works closely with the Board. It also ensures that, when the time comes, changes to the Board can be harmonious, with the changeover viewed not as a hostile takeover or a lack of trust in the charity’s leadership, but simply a matter of course. This is particularly the case with the chair, a role which brings with it a requirement for strong vision, leadership and passion.” (Lessons learned: Focus on charity trustees. A thematic report from the Charity Commission for Northern Ireland, December 2014).

For new trustees to have at least ten weeks retreat experience at Gaia House over the last ten years. For existing trustees to have a clear plan of how they are going to achieve this level of experience and subsequent knowledge of the organisation.

For the trust to promote trusteeship primarily as an act of responsibility to ensure the Insight Meditation sangha can continue to practice and go on retreat and to write this primary responsibility into the trustee job description.

For all trustees to attend at least one week of retreat per year at Gaia House and for this to be an essential requirement except for exceptional circumstances which occur after becoming a trustee, such as prolonged illness or caring responsibilities.

For former staff who wish to become trustees to have a break equivalent in length to the period they were employed before becoming a trustee (to a maximum of four years). The current guideline of having a one year break was established for former coordinators who served for one year. This needs to be amended to avoid the unhealthy situation of a person holding power as a trustee/staff member for an extended period of time with just a one year break.

To ensure teacher involvement in decision making by enabling one or two teachers to become trustees. This will ensure teachers are fully aware of trustees’ decisions. The Charity Commission permits this type of arrangement in some circumstances.

The Charity Commission gives the following helpful guidance: “For example, the governance model for many church charities allows or requires the priest, pastor or vicar to be a trustee because it can be important for those in such a pivotal role within these charities to be involved in their strategic oversight and leadership. So long as the potential conflicts of interest which they face are properly declared and managed, this type of arrangement can be beneficial to the charity.” (Charity Commission Guidance – Trustee expenses and payments. CC11. https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/590642/CC11.pdf)