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Advisory Board Charter

Purpose of our Advisory Board

The purpose of having an Advisory Board is to enable the organisation to harness the powerhouse of expertise to make things happen within a flexible structure. Inherently it is purposeful, adaptable and agile and acts as both a sounding board and a source of ideas. Members bring connections and influence and can amplify the vision and mission of the project. 

The {Greengross Foundation Ltd} operates as a not for profit and is reliant on raising funding to deliver its mission and objectives. Governance and scrutiny for all stakeholders is essential. 


The Advisory Board Charter will ensure the balance required between purpose, influencing and process to create a strong foundation for Advisor engagement. 


It is important that the Advisory Board has a clearly articulated approach outlining purpose, roles & responsibilities, process, timing and boundaries. This will help new members to understand their role and ensure clarity of scope of purpose as part of the organisation’s good governance approach.


The role of the Advisory Board is not to be confused with the formal governance structure for the administration of the legal processes required for the ethical and legal running of the Company. However, The Advisory Board Charter will also embrace the guidance set out in the Nolan Principles which advises on the seven principles of public service[1]. Members of the Advisory Board are also expected to uphold the values associated with Baroness Sally Greengross, in whose memory the organisation operates. 


The purpose of the Advisory Board is to provide expertise and advice, and to make non-binding recommendations to the Board of Directors and the Project Director with respect to matters within their areas of experience and expertise.


Membership of the Advisory Board is voluntary and members join for a non-specified term. The appointment is made on the basis of relevant expertise and connections The appointment will be made by the Board of Directors. The membership is designed to be flexible and agile so that members can join and leave easily, the purpose being to keep expertise highly relevant to current work priorities. 

The Advisory Board’s role shall be purely consultative and advisory and the ultimate responsibility for the management of the Company’s business and affairs shall rest with the Board of Directors. The organisation shall have no obligation to adopt, or otherwise be bound to act upon, any recommendation of the Advisory Board, but shall, in its sole and absolute discretion, have the ability take the Advisory Board’s recommendations under advisement. The Advisory Board shall have no legal responsibilities and is formed to give advice and recommendations to the Board of Directors and the Company’s management. It cannot compel the Board of Directors or staff to act on its recommendations or feedback. 


Advisory Board Members see their contribution as offering valuable insight as and when relevant. There is no obligation to attend meetings. There is no remuneration for Advisory Board Members. 


The Advisory Board shall: 

  • be comprised of diverse skills and experiences 

  • provide the Board of Directors and Company management with objective opinions about the organisation 

  • provide input, skills and knowledge towards specific projects 

Specific scope of work of the Advisory Board may include the following activities: 

  • identify fundraising, technical assistance and marketing resources

  • assess the impact of programs, projects and events 

  • serve as Ambassador for the organisation


Regularity of meetings:


  • Meetings will be called as required in a timely and meaningful approach. These meetings will be hybrid, face to face or virtual.


  • Input may be as a group or as individuals, depending on expertise. Small working groups may also be organised


  • Input will be asked for via email or verbally, and documents will be circulated for discussion


Role of an Advisory Board Member


Members of the Advisory Board will be recognised as Ambassadors for the work of The Greengross Foundation Ltd and the project. 


Members will be able to make connections for the organisation to widen the scope of influence, generate interest for funding opportunities, challenge areas of work and provide expert guidance for areas of work. 

The activities of the Advisory Board may include: 

  • Provide objective advice and contribute to strategic plans and value creation. 

  • Focus on big picture – strategic issues, industry and market trends. Specifically providing insight into the global debate on longevity, age, intergenerational debates, and life phases. 

  • Give fresh insights and views on emerging or unfamiliar issues that relate to the mission and objectives.

  • Respond to ideas from management and the Board of Directors. 

  • Plays devil’s advocate and supply high quality advice to support the Board of Directors’ decision making. 

  • Help with networking and promoting the mission and objectives. 

  • Participate in open, frank, and free-flowing discussions. 



The members of the Advisory Board shall have no liability or obligations whatsoever for any actions or omissions taken by them in their capacities as such, or for any act or omission of the Company. Members are expected to take membership seriously and as such uphold the seven Nolan Principles of office of Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty, and Leadership






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