Chair of the Board of Trustees

About Access Sport

We are a national charity with a vision that no one should be excluded from the transformational benefits of community sport.

We are on a mission to make inclusion the norm in community sport by tackling the access barriers faced by disadvantaged and disabled young people, focusing on the causes of exclusion not just the symptoms.

The benefits we focus on are:

• Physical and mental health and well-being

• Personal development including life skills and prospects • Sense of belonging

• Community engagement.

What we do

We do this by training, equipping, and supporting community sports clubs, organisations and volunteers to provide inclusive programmes.

This work is either place based, Changing Places, or sport focused, Changing Sports. All the clubs we support are invited to join our Inclusive Club Network. We then use the expertise gained through this work to effect system change.

In 2023-24, we engaged over 20,000 underserved young people, with a strong representation from ethnically diverse communities, girls and previously inactive young people.

Our 20th anniversary annual review is a fantastic summary of our impact on young lives - as on website

Our Vision and Mission

What is the problem we are addressing?

Despite its proven individual and societal benefits, investment in and access to inclusive community sport and physical activity remains inadequate, with disadvantaged and disabled young people amongst the worst affected.

What is the scale of the problem?

In 2024, over four million young people currently live in poverty. Too many young people remain unable to access the life-changing benefits of community sport.

Only 47 percent of all children and young people currently meet the Chief Medical Officer’s physical activity guidelines2 and 82 percent of parents and carers are concerned about the cost of living increases on their family.

Poverty and reduced activity are also exacerbated for disabled young people with 69 percent reducing how active they are due to the cost of living crisis.

Growth Strategy

Formed in 2004, we have grown organically over time, working across multiple locations and sports, forming exciting partnerships and establishing a reputation as highly respected leaders in sport for development.

Published in 2022, Stand for Inclusion set out an ambitious growth strategy for the charity, taking our tried and tested offers to new locations and working across more sports.

The strategy aimed to communicate who we are, what we do, why we do it, as well as how we plan to scale up our work to support more disadvantaged and disabled young people.

Since the launch of Stand for Inclusion, we’ve seen unparalleled growth across the charity and are on track to achieve our goal of supporting 50,000 young people per annum by 2027.

In the last year, we have made a transformational impact on communities across the country, supporting 523 community clubs and upskilling 2,242 coaches, volunteers and Young Leaders.

We have also worked with national sporting organisations to create sector wide change, with an emphasis on making community sport a priority for the future so that together we can collaboratively address societal inequalities.

In 2024, we launched our new Manifesto for Change which sets out five ways the sector can better support underserved young people through inclusive community sport.

Our new Chair will support our Senior Leadership Team to achieve the targets set in our strategy and begin the process of creating a new strategy for 2027 and beyond. See Growth strategy on our website 

Equity, Diversity and Inclusion

Our 2022 Equity, Diversity and Inclusion (EDI) strategy sets out our commitment to create a more inclusive society and workplace.

Focusing on 2022-2025, this strategy sets out how we can create a strong foundation of inclusivity with a view to developing our long term EDI strategy from 2025, a project our new chair will be integral to.

Our approach to EDI goes beyond just meeting the expectations of the Equality Act 2010. It puts it at the heart of everything we do.

As an organisation, we work to address the systemic inequalities that prevent equal access to sport and physical activity.

We also strive to create an inclusive culture where our trustees, staff and volunteers feel they belong and where differences are valued.

We lead by example through sharing our learnings and listening to the community organisations we work with.

Our EDI objectives:

• Build an inclusive culture where our staff, volunteers and trustees belong, feel valued and can reach their full potential

• Use our voice to demonstrate solidarity, reduce inequalities and promote inclusion

• Cultivate an inclusive movement through our projects, increasing our engagement with diverse communities to better understand and address the barriers to accessing sport and physical activity

• Train our staff and volunteers to create a culture of ongoing learning.

Governance

Our board

The board has up to twelve trustees and meets four times a year in London or virtually.

The role of the board is to:

• Be accountable for the strategic direction of the charity

• Protect the financial stability of the charity

• Ensure compliance with governance legislation and strive for best practice

• Safeguard our reputation and values

• Guide and test the decision-making of the executive leadership.

The current board is a group of individuals with a range of skills and experience from across sport, finance, law, academia and business.

The board members are expected to sit on board committees and all trustees are expected to play an active role in providing constructive support and challenge to staff and draw on their specialist expertise to support different aspects of our work.

We have the following committees:

• Equity, Diversity and Inclusion

• Finance and Audit

• Income Generation

• Nominations.

Our staff

We have a dedicated and committed team of 50 staff.

The Senior Leadership Team is composed as follows:

Helen Rowbotham Chief Executive Officer

Hayley Barton Delivery and Impact Director

Nia Rowlands Finance Director

Sue Wheeler Administration Director

Tom Dixon Fundraising and Communications Director 

Finances

We utilise a unique and proven delivery model of investing in locally owned resources, creating sustainable community assets. This allows impact to continue to grow exponentially, creating long term benefits for the entire community.

We receive income from a broad and well-balanced range of sources. Our new fundraising strategy introduced in 2022 was aligned with our growth strategy and focuses on diversifying income generation. This approach has increased the financial stability of the organisation and supported growth in line with our ambitions.

2023-24 was a very successful year where we exceeded our target to grow income to £2.5m (ending the year on £2,591,602), a 39 percent increase on 2022-23 (£1,864,566).

Funding permitting, we seek to grow our impact further over the coming years, reaching more disabled and disabled young people and achieving an even bigger impact in those communities we already work in.

How We Fund Our Work:

Charities and other not-for-profit entities 9%

Corporations 11%

Events  8%

Government and Lottery 25%

Trusts and Foundations 41%

Individuals 6%

Role of the Chair

The Chair will hold the board and Senior Leadership Team accountable for the charity’s mission and vision, provide inclusive leadership to the Board of Trustees, and ensure that each trustee fulfils their duties and responsibilities for the effective governance of the charity.

The Chair will also support and, where appropriate, challenge the Chief Executive and ensure that the board functions as a unit and works closely with the Senior Leadership Team to achieve agreed objectives. In partnership with the Chief Executive, they will act as an ambassador and be the public face of the charity.

Their principal responsibilities include strategic leadership, governance, income generation and external relations, efficiency and effectiveness, and maintaining positive relationships.

Remuneration

Voluntary, though expenses for travel may be claimed.

Time commitment

Two to three days per month, including four board meetings per year and ongoing work with trustees and the Senior Leadership Team in between each meeting.

Reporting to

The Board of Trustees.

Term

Four years, with the option to renew for another four-year term by mutual agreement.

The role of Chair will also entail the following responsibilities:

Strategic leadership

Provide leadership to the board and Senior Leadership Team, ensuring we have maximum impact on our beneficiaries.

Monitor the performance and impact of the trustees in fulfilling their duties and responsibilities.

Provide leadership for the board in its role of setting a clear strategic direction.

Responsibility for the board fulfilling its duties to maintain our sound financial health, with systems in place to allow financial accountability.

Governance

Responsibility for governance arrangements working most effectively.

Encouraging positive change and, where appropriate, addressing and resolving any conflicts within the board.

Annual appraisals of the CEO and trustees.

In consultation with the other trustees, appoint members of the board.

Income generation and external relations

Support income generation efforts and secure necessary resources to achieve our goals.

Support the management team with the maintenance of close relationships with key funders and partners.

Act as an ambassador for the cause and the charity.

Facilitate change and address any potential conflict with external stakeholders.

Efficiency and effectiveness

Chair meetings of the board of trustees effectively and efficiently, bringing impartiality and objectivity to the decision-making process.

Fully engage with trustees and our wider network to ensure decisions taken are in the best, long-term interests of the charity and that the board are taking collective ownership.

Relationships with the Chief Executive and the wider management team

Establish and build a strong, effective and constructive working relationship with the Chief Executive, as they are held to account for achieving agreed strategic objectives. 

Person Specification

We are enthusiastic for applications from a broad range of individuals and to consider various professional backgrounds for the role.

Although there is a preference for those with experience gained in the charitable sector, we encourage applications from those who may be less familiar with this sector, but who would offer the requisite skills to chair and a passion for community sport and inclusivity.

In addition to the qualities required of a trustee, the Chair must also meet the following requirements:

Personal qualities

Demonstrate a strong and visible commitment to the charity, its strategic objectives, mission and values.

Low-ego, consensus-oriented, and diplomatic approach to chairing, with the ability to listen and engage effectively.

Strong networking capabilities that can be utilised for the benefit of the charity.

Willingness to support in charitable fundraising.

Ability to foster and promote a collaborative and inclusive team environment.

Ability to commit time to conduct the role well, including travel and attending events out of office hours.

Experience

Experience operating at a senior strategic leadership level within an organisation.

Experience in charity governance and working with or as part of a board of trustees.

Experience in chairing meetings and events.

Knowledge and skills

Broad knowledge and understanding of the Civil Society (charity) sector and current issues affecting it.

Strong leadership skills, ability to motivate staff and volunteers and bring people together.

Good understanding of charity governance and finance issues.

How to Apply

To apply, please submit a CV and cover letter, detailing how you fulfil the role description and personal specification using the link below, quoting reference 7596. The deadline for applications is Monday 25 November 9am GMT.

Equal Opportunities

We are committed to becoming Disability Confident and an employer of choice irrespective of disability, gender, race, religion or belief, sexual orientation and age. We are actively seeking to diversify and create a workplace that is welcoming for all, ensuring that our workforce is representative of wider society and the communities we support.

The Chair (and board members) will serve a four-year term, with an option for a second four-year term if mutually agreed.

The role is based in London and is non-remunerated.

Perrett Laver will conduct an executive search process in parallel with the public advertisement of the role. Longlisted candidates will be invited to interview with Perrett Laver in early December and the Nominations Committee will subsequently meet to decide upon a final shortlist for the post in mid-December, following which, interviews with Access Sport will take place in mid and late January. If you require any reasonable adjustments to assist you in the selection process, please advise us of these so that we can make appropriate arrangements.

Accessibility statement

To confidentially get in touch, or for advice on your application please email, George Hourmouzios.

Should you require access to these documents in alternative formats, please contact, Mandy Wedgwood.

If you have comments that would support us in improving access to documentation, or our application processes more generally, please do not hesitate to contact us.

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