Kibble has one of the most rigorous and respected governance models in the sector, with guidance and governance remaining the responsibility of Miss Elizabeth Kibble’s Trustees and their successors in office set out in our original Trust Deed of 1841.

Since the ‘reinvention’ of Kibble in 1996, governance has been something of a totem. First and foremost we are a charitable purpose social enterprise. We earn our income through sales of services and our directors are de facto trustees, with the obligations of stewardship of purpose and resources that this brings. We are a non-profit distributing organisation, so surpluses are reinvested for social good.

Secondly, we are a legally constituted company which brings obligations to operate in a financially sustainable way. Both factors have resulted in our promoting very strong and active governance. Our board of directors is still deliberately geographically skewed to the Renfrewshire area of Scotland where we mainly operate. We are also a national specialist resource, so in recognition of this we have directors from a wider area. All our directors, executive and non-executive, fulfil their directorial responsibilities for no remuneration.

Given the scale, complexity and risk profile of our organisation this is a very significant ask. The fact that we are able to attract people of such high calibre to perform these often-onerous functions for no personal gain demonstrates that the charitable ethos is very much alive within Scottish society. This volunteer expertise and commitment helps us to reinforce the ‘values and value’ that a real charitable purpose social enterprise needs to bring to every aspect of its activities.

Sometimes also referred to as the blending of purpose and profit; a successful social enterprise needs to keep a deliberate tension between these conflicting objectives. The board needs to fulfil its statutory and fiduciary responsibilities and does so with monthly board meetings and sub-committees overseeing the increasing range of Kibble’s activities. However, operational responsibility lies with the senior staff team and it is their duty to meet the social and financial targets that the board lays down. The importance of this in effective social enterprises is gaining attention internationally and is also reinforced by the social enterprise support agencies in Scotland.

Trustees of The Miss Elizabeth Kibble Trust sit as non-executive directors on the Board of Kibble Education and Care Centre (established in 1995).  Members of the senior staff team sit as executive directors, and the Company Secretary has administrative responsibilities for the board.  The Trustees meet quarterly, and monthly Board meetings are augmented by a range of sub-committees providing a rigour and independence essential to the efficiency and effectiveness of the organisation’s work.

Our Board and Trustees

Trustees and Non-Executive Directors

Marion Jackson, Chair of Board
Iain Robertson, Vice Chair of Board
James Cochrane, Chair of Trustees
Paul Allen
Dr Graham Connelly
Mary Hackett
Duncan Sloan
Paul Chong
Brendan Harris
Ronnie McGinlay
Russell Chambers

Executive Directors

Jim Gillespie, Chief Executive
Audrey Baird
Jim Crawford
Eileen Cummings
John McIntosh
Sinclair Soutar

Trustees

Rev Gordon Armstrong
Rev Alan Birss
Provost Lorraine Cameron
Celia Lawson
Sheriff Principal Duncan Murray
Sheriff James Spy
James Wardrop
David Nairn, Company Secretary