Unpaid Company Director

Slow Theatre Company

Job Specification

Appointment of Director

Slow Theater Company (STC)  seeking new Directors to join our Board.  We are looking for people who share our passion and ambition who can bring skills, knowledge and experience that will complement that of existing board members. 

We are particularly interested in hearing from applicants who can demonstrate expertise in:

• Arts in the region and nationally

• Marketing: high level nationally-recognised skills

• Fundraising: proven achievement in income generation   

Our Directors are vital to ensuring the organisation is able to develop, risk manage and flourish. Artistic vision and excellence sit side by side with the need to develop a sustainable business model.

The post of Director is a voluntary position, though reimbursement of reasonable out-of-pocket expenses can be claimed, if agreed in advance. There are 3 Board meetings a year (minimum), with notice of meetings and associated documents sent electronically. Directors may also serve on a sub-committee; meetings are held according to need. 

We value a diverse team and welcome applications from all sectors of the community, including both those who are new to non-executive/ trustee board work, and individuals who have a proven track record in senior governance roles.

Application Details

Please fill in the volunteer form and brief covering letter telling us why you are interested in joining our Board of Directors. Please indicate both the skills you are hoping to offer STC and why you wish to offer your time for this position.

If shortlisted you will be invited for an interview and, if successful, there would be a probation period of 6 months, with the position of Director being able to be held for a maximum of 2 years. Thereafter Directors have to reapply to remain.

The role of a Director

STC is both a limited company and a social enterprise and, as such, is governed by the social objects set out within its Memorandum and Articles of Association. The directors of the company, have legal, financial and fiduciary duties under company law.

The Board also has responsibility for the company’s vision and strategy which is developed in conjunction with the management.

The day-to-day management of the company is delegated to the Artistic Director. However, the ultimate responsibility for the company’s operation lies with the Board of Directors, so all Members are encouraged to gain a good working knowledge of the key operational and strategic challenges facing the management team and to keep abreast of any major external issues that might affect the company.   

The board draws on its members’ extensive knowledge, skills, experience and (importantly) contacts to provide strategic and at times operational guidance for the organisation and to advocate for it at all times.

In summary, the Board’s role is to:

• Take overall financial and legal responsibility for STC.
• Support the Artistic Director to run STC and help develop the future strategies and vision for the Theatre.
• Agree the company’s vision and the values which underpin it and agree the strategy to realise the vision.
• Monitor the implementation of the strategy by methods agreed with the Artistic Director.
• Support the STC team to fulfil their roles.
• Act as ambassadors for STC and support the striving for excellence and high quality.

What would you gain from being a Director ?

• A really fulfilling role in working to develop STC to ensure it reaches its full potential while retaining its growing position as an excellent provider of arts activities within the community.
• An opportunity to work with like-minded people to look at ‘outside the box’ ideas whilst ensuring STC builds financial strength.

What would you need to provide as a Director ?  

• A positive attitude and a real desire to make a difference.  
• A willingness to contribute new ideas and to use your skill sets to help STC achieve its goals.  
• Attendance at our directors meetings (including reading papers prior to the meetings). 
• Contribute to working groups/ sub-committees as may be set up from time to time.  
• Attend performances, outreach and fundraising activities where possible. 
• Be nice, kind and assume the best in people.
• Have a clear conscience that you have never knowingly treated a company or individual at work in any way that has left said company or individual out of pocket or out of contract. 

Current day Slow Theatre Company - July 2025

Slow Theatre Company is celebrating it’s 10th birthday as a social enterprise this year. Before that it was a private company for 5 years founded by Danny O’Hara. Over the past 10 years we have delivered 3-large scale arts projects in the community, 2 large-scale public performances and a UK tour of our first touring show. We have worked with thousands of people, taught drama to over a 1000 children and teenagers and supported countless community initiatives. 

We have always paid Equity rates for performance related roles.  We have never had any surplus finances in the bank.

We have 3 projects it supports during the year:

ALICE - by far it’s largest project. A new piece of work that at present is unfunded but touring to the Edinburgh Fringe Festival.  This project is largely pushed by Louise Delaluz (the actor, producer and co-author) and Danny O’Hara, (director, producer, co-author).

FLASH THEATRE WEEKEND - An annual event where people can come together to write, rehearse and act in new work. This is an important event to develop the artists in the area and to raise funds for core costs. Produced by Danny O’Hara and Rachel Hobson.

Care Home Tour.

This will be our 2nd year touring care homes. Last year it was a panto, this year it is a cabaret style hour. Danny is producing and performing alongside one other local actor. 

No one at STC is currently paid. Each project has an agreed payment system in place beforehand, mostly this is a profit share. A percentage is always dedicated to STC core costs and then the rest is equally distributed. Equity standard contracts are used regularly where there is a defined space of time to do so.

Our core costs are:

the Accounts, roughly £5-750 annually.

Insurance - roughly £377 annually

Subscriptions to organisations such as Norfolk County Council Safeguarding etc £150

We need to do at least one fundraiser a year to try and support the core costs. We would like Directors to lead with this.