3. Integrity

Principle

The board acts with integrity. It adopts values, applies ethical principles to decisions and creates a welcoming and supportive culture which helps achieve the charity’s purposes. The board is aware of the significance of the public’s confidence and trust in charities. It reflects the charity’s ethics and values in everything it does. Trustees undertake their duties with this in mind.

Rationale

Delivering the charity’s purposes for public benefit should be at the heart of everything the board does. This is true even when a board’s decision might be unpopular. Everyone who comes into contact with a charity should be treated with dignity and respect and feel that they are in a safe and supportive environment. Charity leaders should show the highest levels of personal integrity and conduct.

To achieve this, trustees should create a culture that supports the charity’s values, adopt behaviours and policies in line with the values and set aside any personal interests or loyalties. The board should understand and address any inappropriate power dynamics to avoid damaging the charity’s reputation, public support for its work and delivery of its aims.

Key outcomes

The board safeguards and promotes the charity’s reputation by living its values and by extension promotes public confidence in the wider sector.
Trustees and those working for or representing the charity are seen to act with honesty, trustworthiness and care, and support its values.
The board acts in the best interests of the charity’s purposes and its beneficiaries, creating a safe, respectful and welcoming environment for those who come into contact with it.
The board makes objective decisions about delivering the charity’s purposes. It is not unduly influenced by those who may have special or personal interests. This applies whether trustees are elected, nominated, or appointed. Collectively, the board is independent in its decision making.
No one person or group has undue power or influence in the charity. The board recognises how individual or organisational power can affect dealings with others.

Upholding the charity’s values
1. The board ensures that all of its decisions and actions are consistent with the charity’s values.
2. Trustees regularly check whether there are inappropriate power imbalances in the board or charity. Where necessary, they address any potential abuse of power to uphold the charity’s purpose, values and public benefit.
3. Trustees adopt and follow a suitable code of conduct that reflects the charity’s values and sets out expected standards of ethics, probity and behaviour.
4. The board considers how the charity is seen by the people and organisations who are involved in its work and by the wider public. The board has policies and procedures to make sure that the charity works responsibly and ethically, has regard to the proper use of power and acts in line with its own aims and values.
5. The board ensures that the charity follows the law. It also considers following non-binding rules, codes and standards, for example regulatory guidance, the ‘Nolan Principles’ or Charity Ethical Principles and other good practice initiatives that promote confidence in charities and create a supportive environment.
Ensuring the right to be safe
1. Trustees understand their safeguarding responsibilities and go beyond the legal minimum to promote a culture in which everyone feels safe and respected.
2. Where appropriate:
  1. the board makes sure that there are appropriate and regularly reviewed safeguarding policies and procedures
  2. as part of a charity’s risk-management process, the board checks key safeguarding risks carefully and records how these are managed
  3. all trustees, staff, volunteers and people who work with the charity have information or training on the safeguarding policy, so they understand it, know how to speak up and feel comfortable raising concerns.
Identifying, dealing with and recording conflicts of interest/loyalty
1. The board understands how real and perceived conflicts of interests and conflicts of loyalty can affect a charity’s performance and reputation.
2. Trustees disclose any actual or potential conflicts to the board and deal with these in line with the charity’s governing document and a regularly reviewed conflicts of interest policy.
3. Registers of interests, hospitality and gifts are kept and made available to stakeholders in line with the charity’s agreed policy on disclosure.
4. Trustees keep their independence and tell the board if they feel influenced by any interest or may be perceived as being influenced or to having a conflict.

Upholding the charity’s values
1. The board ensures that all of its decisions and actions are consistent with the charity’s values.
2. Trustees regularly check whether there are inappropriate power imbalances in the board or charity. Where necessary, they address any potential abuse of power to uphold the charity’s purpose, values and public benefit.
3. Trustees adopt and follow a suitable code of conduct that reflects the charity’s values and sets out expected standards of ethics, probity and behaviour.
4. The board considers how the charity is seen by the people and organisations who are involved in its work and by the wider public.
5. The board ensures that the charity follows the law. It also considers following non-binding rules, codes and standards, for example regulatory guidance, the ‘Nolan Principles’ or Charity Ethical Principles and other good practice initiatives that promote confidence in charities and create a supportive environment.
Ensuring the right to be safe
1. Trustees understand their safeguarding responsibilities and meet the legal minimum to promote a culture in which everyone feels safe and respected.
2. Where appropriate:
  1. the board makes sure that there are appropriate and regularly reviewed safeguarding policies and procedures
  2. as part of a charity’s risk-management process, the board checks key safeguarding risks carefully and records how these are managed
  3. all trustees, staff, volunteers and people who work with the charity have information or training on the safeguarding policy, so they understand it, know how to speak up and feel comfortable raising concerns.
Identifying, dealing with and recording conflicts of interest/loyalty
1. The board understands how real and perceived conflicts of interests and conflicts of loyalty can affect a charity’s performance and reputation.
2. Trustees disclose any actual or potential conflicts to the board and deal with these in line with the charity’s governing document and a regularly reviewed conflicts of interest policy.
3. Registers of interests, hospitality and gifts are kept and made available to stakeholders in line with the charity’s agreed policy on disclosure.
4. Trustees keep their independence and tell the board if they feel influenced by any interest or may be perceived as being influenced or to having a conflict.