Host Organisation: Cheshire Dance

Cheshire Dance are seeking volunteer Trustees in the Cheshire area with a background/experience in Human Resources, Legal & Fundraising
• Attending Board meetings
• Guiding & developing policies & objectives
• Guiding business plan development, funding applications & financial plans
• Working with the Management team to build partnerships
• Attending events, promoting Cheshire Dance

Opportunity Interests: Arts, Heritage and Culture, Community Development, Community Events, Older People (60+), People with Disabilities, People with Learning Disabilities
Type of Activity: Fundraising, Legal Work
Location: Outside of Cheshire East
Days and Times for the Opportunity: Thursday PM, Thursday EVE

Cheshire Dance Workshop is a Company Limited by Guarantee and a registered Charity. Its trading name is ‘Cheshire Dance’.

It is governed by a Board of Trustees. Board members are both Trustees and non-executive Directors of the Company. All Board members work in a voluntary capacity and delegate day to day management of the Company to its employees under the leadership of its Co-Directors. (see organisational chart).

The Officers of the Board are Chair, Vice-Chair, and Treasurer. The Company Secretary is the Business Director, overseen by the Legal expert on the Board and/or Chair.

The Governing document (Memorandum and Articles of Association 1993) sets out the prime charitable objective fro Cheshire Dance, which is, to promote, maintain, improve and advance the education of the public in the arts and in particular dance, in all its forms.

Cheshire Dance vision
To ensure everyone has access to dance and can benefit from its transformative power.

Cheshire Dance mission
Through the ongoing development of innovative, person centred dance practices and collaborations with participants, audiences, artists and other organisations, we champion dance and the voices of those who engage with it and we do this with a commitment to excellence and diversity.

Cheshire Dance Trustees’ 6 main duties

1. Ensure Cheshire Dance is carrying out its purposes for the public benefit.
Trustees must make sure that Cheshire Dance is carrying out the purposes for which it is set up, and no other purpose. This means you should:
• ensure you understand Cheshire Dances’ purposes as set out in its governing document
• plan what Cheshire Dance will do, and what you want it to achieve
• be able to explain how all of the charity’s activities are intended to further or support its purposes
• understand how Cheshire Dance benefits the public by carrying out its purposes.
Spending charity funds on the wrong purposes is a very serious matter; in some cases trustees may have to reimburse the charity personally.

2. Comply with Cheshire Dances’ governing document and the law
Trustees must:
• make sure that Cheshire Dance complies with its governing document
• comply with charity law requirements and other laws that apply to your charity
You should take reasonable steps to find out about legal requirements, for example by reading relevant guidance or taking appropriate advice when you need to.
Registered charities must keep their details on the register up to date and ensure they send the right financial and other information to the commission in their annual return or annual update.

3. Act in Cheshire Dances’ best interests
Trustees must:
• do what you and your co-trustees (and no one else) decide will best enable the charity to carry out its purposes
• with your co-trustees, make balanced and adequately informed decisions, thinking about the long term as well as the short term
• avoid putting yourself in a position where your duty to your charity conflicts with your personal interests or loyalty to any other person or body
• not receive any benefit from the charity unless it’s properly authorised and is clearly in the charity’s interests; this also includes anyone who is financially connected to you, such as a partner, dependent child or business partner

4. Manage Cheshire Dances’ resources responsibly
You must act responsibly, reasonably and honestly. This is sometimes called the duty of prudence. Prudence is about exercising sound judgement. You and your co-trustees must:
• make sure the charity’s assets are only used to support or carry out its purposes
• not take inappropriate risks with the charity’s assets or reputation
• not over-commit the charity
• take special care when investing or borrowing
• comply with any restrictions on spending funds
You and your co-trustees should put appropriate procedures and safeguards in place and take reasonable steps to ensure that these are followed. Otherwise you risk making the charity vulnerable to fraud or theft, or other kinds of abuse, and being in breach of your duty.

5. Act with reasonable care and skill
As someone responsible for governing a charity, you:
• must use reasonable care and skill, making use of your skills and experience and taking appropriate advice when necessary
• should give enough time, thought and energy to your role, for example by preparing for, attending and actively participating in all trustees’ meetings

6. Ensure Cheshire Dance is accountable
You and your co-trustees must comply with statutory accounting and reporting requirements. You should also:
• be able to demonstrate that your charity is complying with the law, well run and effective
• ensure appropriate accountability to members, if your charity has a membership separate from the trustees
• ensure accountability within the charity, particularly where you delegate responsibility for particular tasks or decisions to staff or volunteers

Making decisions as a trustee
Charity trustees make decisions about their charity together, working as a team. Decisions don’t usually need to be unanimous as long as the majority of trustees agree. They’re usually made at board meetings.
When you and your co-trustees make decisions about your charity, you must:
• act within your powers
• act in good faith, and only in the interests of your charity
• make sure you are sufficiently informed, taking any advice you need
• take account of all relevant factors you are aware of
• ignore any irrelevant factors
• deal with conflicts of interest and loyalty
• make decisions that are within the range of decisions that a reasonable trustee body could make in the circumstances
You should record how you made more significant decisions in case you need to review or explain them in the future.

Seven principles of public life underpin the work of the Board (Nolan principles from
1. Selflessness
Holders of public office should act solely in terms of the public interest.
2. Integrity
Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships.
3. Objectivity
Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.
4. Accountability
Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.
5. Openness
Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing.
6. Honesty
Holders of public office should be truthful.
7. Leadership
Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs.

Other Duties

In addition to the above statutory duties, each trustee should use any specific skills, knowledge or experience they have to help the board of trustees reach sound decisions. This may involve:
• Scrutinising board papers
• Leading discussions
• Focusing on key issues
• Providing guidance on new initiatives
• Other issues in which the trustee has special expertise
• Line management of the Directors
• Support of the artists in the community
• Representation on Working Parties
• Taking the role of Chair, Vice Chair, Treasurer

Board members are invited and encouraged to attend performances and sharings’ of Cheshire Dance work.


Board meetings are held quarterly with the November meeting also being the AGM. They are usually 2-3 hours long. Board papers are distributed 2 weeks in advance of the meeting to allow board members to arrive fully prepared and with any queries or discussion points. Working groups are formed for specific task and finish items such as the business plan, marketing strategy, policies etc. There are a range of opportunities for Board Members to observe and support the programme of events and open workshops.

The Board of trustees require three members present at a meeting to be quorate
At every AGM one-third of the directors shall retire and are eligible for re-election.

Volunteer Commitment: Long Term
Is a DBS check required for this role?: No
Skills and Qualifications Required:

Expertise in Human Resources, Legal and/or Fundraising

Are there any Gender or Age Restrictions?:
Do you have disabled access to the areas a volunteer would be sited?: Yes
Do you pay expenses?: No
If yes, for what and at what rate?:
What support is available for the volunteer?:

Full Induction and training available

What training is available for the volunteer?:

Induction by Chair of Board and Director of Cheshire Dance will identify individual training requirements