The increase in hybrid working, which combines the office and home working arrangements, should spur charities to carry out an overhaul of their governance practices to ensure their boards “remain effective”, according to a think tank.

The warning has been made in a blog by New Philanthropy Capital consultant Naomi Chapman to ensure charity leaders are thinking strategically about governance arrangements as hybrid arrangements increase.

The Covid-19 pandemic saw a raft of charities offer home working options to staff, as many offices closed during lockdowns.

But as offices reopened post-pandemic hybrid working arrangements have become common place, whereby office time is limited and staff are able to work at home for part, or most, of the week.

But Chapman warns charities against “immediately reverting to pre-pandemic practice or sticking with ways of working that were set up in haste” in their governance arrangements when the health crisis started in March 2020.

She urges charities to ensure board meetings are legal and warns that pandemic legislation, around virtual meetings, is no longer in place “and the Charity Commission’s leniency around the matter has also come to an end”.

Virtual meetings are still permitted, but only via charities’ governing documents, therefore charities “need to urgently make amendments” to their Articles of Association to ensure board meetings are legal, warns Chapman.

In addition, charities need to consider whether all their meetings need to take place in person or could be run as online discussions or using hybrid options, where some are present via video links.

This is important to ensure charities are promoting accessibility and making it as easy as possible for staff and volunteers to attend. Online attendance can also reduce travel expenses being incurred.

Preventing a ‘two tier dynamic’

During hybrid meetings charities are also urged to ensure they “prevent a two-tier board dynamic occurring” as those who attend in-person can build stronger relationships before and after the formal meetings.

Chapman suggests charities keep video call channels open before and after meetings to involve remote attendees in informal conversations taking place.

"When it comes to hybrid working, your trustees and your governance need to be considered in the same ways as your staff team,” said Chapman.

“Work through these considerations to articulate a way of meeting that works for your organisation and evolves as you go forward.”

In July a survey on flexible working found that staff are significantly more likely to be content at work when arrangements, such as hybrid options, are not dictated to them.

This survey, by nfpResearch, found that just 3% of workers spend five days in the office each week and four in ten in the charity sector are required to spend a set number of days in the office.

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