6. Recommendations

Governance and strategy

The group felt that overall, board responsibility for mental health within organisations could be stronger. Charity boards are usually made up of volunteers, with skills in particular areas. They are often not operational and may not have a strong visible presence in offices or staff meetings. Nonetheless, trustees have ultimate responsibility for the charity and how it is run, and officially ‘manage’ the CEO. In a culture where leaders hold responsibility for business interests, staff well-being and the privilege of being part of the charity sector, they feel they need permission from someone to take this time. The CEO sets these policies for the organisation; boards should also set them for CEOs.

During the Covid-19 pandemic the need for good governance became more pronounced than ever. Relationships between boards and CEOs were strained by intense pressure on personal lives and organisations, and those with ultimate responsibility for the organisation – and thus the staff and beneficiaries related to it – were volunteers with other responsibilities. For so many organisations this governance arrangement was simply not fit for purpose; many CEOs said their trustees and chair did not even ask how they were. The level of pressure placed on an individual in times of crisis is untenable, and there is a clear need for more compassionate, sensitive and flexible governance in many organisations.

Boards have a responsibility to make sure that every staff member, including the CEO, knows who they should ask and what they are entitled to if they need adjustments or other support.

ACEVO’s report In Plain Sight explored bullying in the charity sector, and how to make the sector more generally a safer, happier place to work. One of the recommendations was:

While safeguarding, staff wellbeing and workplace culture remain the collective responsibility of boards, chief executives and senior leadership teams, charities should nominate at least one trustee and one senior manager to lead on staff workplace wellbeing.

The group supports this recommendation. By taking senior level responsibility for workplace culture and staff well-being, boards can ensure this issue remains high on the agenda as charities build back.

The working group discussed the questions boards could ask themselves to assess the well-being of their organisation as the sector builds back from coronavirus, and to be more aware of the support staff might need. Some ideas included:

1. Is one of your trustees responsible for mental health and well-being in the organisation? Is this responsibility included elsewhere, perhaps under HR?
2. Do you have agreed policies for managing workforce mental health difficulties?
3. Have you spoken about including mental health in your organisational strategy?
4. When did you last ask your CEO about their mental health, with a genuine interest in their answer and with enough time
   to design a support package together?
5. Do you support your CEO to engage in peer learning, personal development or other opportunities to share challenges as part of their day job?

Answering these questions alone will not solve the problem; there is still likely to be work to do. Every board will need to liaise with their CEO to work out the best approach for them and the organisation concerned, but prioritising this area and investing time and energy in it moving forward will prepare organisations and their people better for future challenges.