Everything Pledge to Restore does will be able to stand the test of scrutiny by the public, the media, the Charity Commission, members, stakeholders, funders, parliament and the courts. Our organisation will take reasonable steps to ensure that it is accountable to our members and our members have an adequate opportunity to raise concerns about the governance of charity entity and its charity initiatives.
These will be the hallmarks of all conduct when dealing with colleagues within Pledge to Restore and equally when dealing with individuals and institutions outside it. We maintain high standards of integrity and are conscientious in our work, charity and community networking approach.
Pledge to Restore strives to maintain an atmosphere of openness throughout the organisation to promote confidence of the public, members, volunteers, stakeholders, staff, charity regulators and parliament.
Pledge to Restore genuinely acknowledge and respect everyone’s values, beliefs, contributions and their ideas.
Pledge to Restore’s approach is to empowering individuals and communities to unleash their potential to make positive difference in others life. Additionally, we agree to the following points.
Pledge to Restore will act within the governing document of Pledge to Restore and abide by the policies and procedures of the organisation. Pledge to Restore will not break the law or go against charity regulations.
Our volunteers and all members are united by the organisation’s vision, mission and overseas aid policies and governance framework.
Conflicts of interest
Pledge to Restore will always strive to act in the best interests of the organisation as a whole and not as a representative of any group, considering what is best for Pledge to Restore and its present and future beneficiaries.
Pledge to Restore will declare any conflict of interest, or any circumstance that might be viewed by others as a conflict of interest, as soon as it arises.
Pledge to Restore will submit to the judgment of the board and do as it requires regarding potential conflicts of interest.
Person to person
Pledge to Restore will not break the law, go against charity regulations or act in disregard of organisational policies in relationships with fellow trustees, staff, volunteers, members, service recipients, contractors or anyone come into contact with organisation administrative volunteers. Pledge to Restore will strive to establish respectful, collegial and courteous relationships.
Protecting the organisation’s reputation
Pledge to Restore will not make public comments about the organisation unless authorised to do so. Any public comments make about Pledge to Restore will be considered and in line with organisational policy, whether I make them as an individual or as a member.
Pledge to Restore members will not personally gain materially or financially, unless specifically authorised to do so, nor will I permit others to do so as a result of my actions or negligence. Pledge to Restore members and volunteers will use organisational resources responsibly. Maintain document, expenses and seek reimbursement according to Pledge to Restore procedure and policies.
In the Meeting Room
Pledge to Restore members and volunteers will strive to embody the principles of leadership in all actions and live up to the trust placed by Pledge to Restore. Pledge to Restore member’s responsibility to ensure that Pledge to Restore is well run and will raise issues and questions in an appropriate and sensitive way to ensure that this is the case. All Members and Volunteers abide by board governance procedures and practices. Our volunteers and members will accept a majority board vote on an issue as decisive and final. Volunteers and members will maintain confidentiality about what goes on in meeting and in boardroom unless authorised by the chair or board to speak of it.
Pledge to Restore directions and decision are made in good faith and for a purpose.
Purpose and strategy
The board and leadership plays an important role in setting the vision, purpose and strategies of the organisation, helping the organisation understand these and adapting the direction or plans as appropriate.
Risk – recognition and management
By putting in place an appropriate system of risk oversight and internal controls, advisory boards can help increase the likelihood of organisation will deliver on its purpose.