PKD and Coffee Consumption, Seeking PKD Charity Chair in UK

Living with PKD

From Renal and Urology News, by Jody A. Charnow, Editor

Coffee Consumption Does Not Worsen ADPKD

Coffee consumption does not worsen the course of autosomal dominant polycystic kidney disease (ADPKD), researchers reported online ahead of print in the Journal of Nephrology.

Prior in vitro studies of human PKD cells identified caffeine as a risk factor for promoting cyst enlargement in ADPKD patients.

In a prospective longitudinal study of 151 ADPKD patients with a median follow-up time of 4.38 years, Laura Girardat-Rotar, of the University of Zurich in Switzerland, and colleagues found that coffee drinkers did not have a statistically significant difference in kidney size or estimated glomerular filtration rate compared with those who did not drink coffee.

From Charity Job UK

Chair of the Board of Trustees

Job Description

The role

The Polycystic Kidney Disease Charity is seeking to appoint a new Chair of Trustees to lead a dedicated and friendly Board and support our Chief Executive in delivering the Charity’s strategic aims. We need someone who shares our outward looking ethos and our commitment to collaborative working and is able to support this by representing us at appropriate events, meetings and functions.

A general background in strategy, governance, finance, HR or fundraising would be welcome, as would previous experience as a Chair or trustee.

About Us

The Polycystic Kidney Disease Charity is the only UK charity solely dedicated to the concerns of people affected by PKD - Polycystic Kidney Disease - a range of incurable, inherited, long-term, chronic conditions that can cause kidney failure and affect other organs in the body. We support those affected, their families and carers. We raise awareness and fund research.

We are a growing charity with an income of £204,000 in the last financial year to 31 March 2016. We have reserves of over £280,000, of which approximately 40% is restricted or designated for research.

The Charity is presently supported by a board of nine trustees and three professional contractors: one primary contractor provides chief executive services, acting as Chief Executive Officer (CEO), plus administrative and company secretarial services; the two others provide fundraising and support services, reporting to the CEO. The Charity additionally contracts out some ad hoc project work, for example medical writing and bookkeeping.

We are in the final stages of reviewing our Strategic Plan, based on information obtained via a survey of our supporters and stakeholders carried out in 2016. This will set out the Charity’s priorities for delivery over the next three years.

Role Profile

Overall Purpose of Role:
Provide leadership and direction to the Board of Trustees, including planning and chairing trustee meetings, and enable the Board to fulfil its responsibilities for the overall governance and strategic direction of the charity.
Ensure that the charity pursues its objects as defined in its governing document, charity law, company law and other relevant legislation/regulations.
Manage primary contractor providing Chief Executive services.
Represent the Charity at appropriate events, meetings and functions.

Responsibilities:

In relation to the Board
In conjunction with the Board of Trustees and CEO, formulate strategic plans and regular review of long-term strategic aims of the charity.
In conjunction with the Board of Trustees and CEO, develop organisational policies, define goals, targets and evaluate performance against agreed targets.
Approve the annual cycle of the board meetings, meeting agendas, chair and facilitate meetings, monitor decisions taken at meetings and ensure they are implemented.
Liaise regularly with the Treasurer to maintain a clear grasp of the charity’s financial position and to ensure full and timely financial transparency and information disclosure to the Board.
Lead and mentor other Board members to fulfil their responsibilities and enable access to training/coaching/information to enhance the overall contribution of the board.
Review as necessary the Board structure, role, contractor agreements and ensure implementation of agreed changes/developments.
Encourage team working among Board members and encourage them to identify and recruit new trustees as required.
Create an effective working relationship with trustees through review and evaluation of contributions and effectiveness of the Board.