When charities close, the role of trustees to properly hold organisations and management to account is rightly scrutinised, as recent history in the children and families sector demonstrates.
In the case of Kids Company, a committee of MPs ruled that board negligence was partly responsible for its demise in 2015.
Following the collapse of 4Children in August 2016, commentators pointed out that the chair of trustees (up until March 2016) had been in post for 32 years.
Both cases raise big questions about charity governance, particularly succession planning, how boards recruit new trustees and term limits for trustees.
Trustees come in many guises - directors, board members, governors and committee members - but they are collectively responsible for the direction, strategy and management of the charity and its resources. This covers monitoring performance and ensuring delivery against agreed objectives as well as being good ambassadors for the organisation.
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