Writing a constitution for a small community group

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What is an Unincorporated Association?

An unincorporated association is one of the simplest types of voluntary group. It is made up of two or more people who come together to pursue a common, non-profit aim, such as running a community garden, organising local events, or supporting a group of people with shared interests or needs.

These groups are:

  • Not registered as companies or charities (though they may later become one)
  • Not legal entities in their own right (so can’t enter contracts themselves)
  • Run by members or a management committee
  • Often local, small, and informal — but still capable of doing great work!

While you don’t need to register with any central body, to function effectively — especially when applying for funding or managing money — you do need a written constitution.

If you would like to find out about other types of organisations that exist in the Voluntary, Community, and Social Enterprise Sector (VCSE) then read our short introduction to Legal Structures.

What is a Constitution?

A constitution is a written document that acts as the formal agreement between the members of your group about how it will be run. It is essentially a group’s internal rulebook — setting out:

  • The purpose of the group (why it exists)
  • How the group operates (its structure, membership, roles, meetings, and decisions)
  • Responsibilities of key individuals (e.g. the Chair, Treasurer, Secretary)
  • How the group handles money (financial rules and responsibilities)
  • How changes are made (amending the constitution or ending the group)

A constitution provides the foundation for good governance. It ensures everyone involved understands the group’s aims and how decisions are made. Some small groups choose not to have one.  However, whatever your size, they can bring benefits, as it:

  • Defines roles and responsibilities clearly
  • Demonstrates to external parties that you are being run properly and managing money well
  • Builds trust and consistency
  • Avoids misunderstandings or disputes
  • Is a requirement for Funders in terms of opening a Bank Account.

What Should a Small Group Constitution Include?

Here’s a simple structure your constitution should follow. You can adapt it to suit your group’s needs.

Name of the Group

Clearly state the full name of your group. It should be simple and clear, and it should reflect your group’s identity.

Aims and Objectives

Describe the group’s main purpose. What do you want to achieve? Keep this clear and focused.

Powers

List what the group is allowed to do to meet its aims — e.g. raise funds, hire staff, rent space.

Membership

Who can join? What are the rights and responsibilities of members? Can members be removed? Please note committee members are also members, so as soon as you form your committee you have a membership and then you can decide in your own time how you will expand that membership.

Management

Your group will need to set up a Management Committee to make decisions about the group. It is also necessary to have Annual General Meetings where the Management Committee is elected by the membership.

Small groups usually have, as a minimum, a Chair, Secretary and treasurer who each have specific roles and responsibilities.

Meetings and Decision-Making

You need to specify how often your Management Committee will meet each year. This will depend on the activities that you undertake, and how often decision will need to be made

You also need to say how many members of the Management Committee should be present (quorum) to enable decision to be made about the group.

You need to hold an Annual General Meeting every year. This is open to all members. Again you need to decide on your quorum i.e. how many members must be present for the AGM to go ahead.

If you want to have a meeting of all the members (General Meeting) outside of the AGM you need to say how you would make that happen e.g. all members will be given 14 days’ notice in writing,  and told the reason for the meeting. General meetings are usually called when the group want to make an alteration to the constitution or close the group down.

Finance

The constitution needs to lay down the basic procedures for handling accounts and state that funds will only be used for group. You will need to open a Bank Account in the name of the group. Funders will only give funds to Bank Accounts in the group’s name.

Dissolution

Dissolution simply means what will happen if your group closes down (dissolves). You need to say that any resources left when the group closes will be given to another community group, possibly with similar aims to yourselves. It is essential to Funders that you have this clause.

How to Write and Adopt Your Constitution

Here’s a simple step-by-step guide:

  • Draft the constitution using a template or by adapting this guide
  • Share the draft with group members and make any changes needed
  • Hold a meeting to formally approve and adopt it
  • Record the decision in your meeting minutes
  • Have it signed and dated by committee members
  • Keep a copy safe and share it when needed (e.g. with funders or banks)

Helpful Tips

  • Use plain, easy-to-understand language and avoid legal or overly formal wording
  • Be realistic about your group’s activities.
  • Keep it short and flexible
  • Involve your members in the process
  • Review it every couple of years
  • Sign and store a copy safely. Funders may want to see the original with the committee’s signatures on it

Further Information

Template Constitution – the Charity Commission produces a simple model constitution for a small charity, which is the term they use for Unincorporated Associations. Please note if your annual income is over £5,000, you need to register with the Charity Commission and use a more detailed Constitution. If you want to find out more about different structures, look at our guide to Legal Structures.

Example Constitution – a charity called the Resource Centre has a website just full of excellent resources for small Unincorporated Associations. It includes a sample of a constitution

NCVO's website

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has a comprehensive section about setting up a voluntary organisation.

Opening a Bank Account

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Most community groups need to have a bank account in the name of the group. It is important for keeping track of your group’s money and making sure it does not get mixed up with individuals’ money. You also need a bank account in order to apply for grants, and should have one if you are collecting donations or fees.

If your group cannot open a bank account for some reason, or you need a system to use while you wait for your account to be opened, you may want to consider using a fiscal hosting service like the one provided by The Social Change Nest CIC . The Social Change Nest acts like a bank and holds money on behalf of your group. It is designed specifically for community groups who do not have bank accounts, and you can use their online platform to manage your incoming and outgoing money. There is a set up cost of £42 and then a fee of 5% on incoming funds.

How to open an account

Opening a bank account for your community group can take several weeks, or even a few months. Be careful to fill the application form in thoroughly and send all the information that is requested. The bank may still write to ask for further details before opening the account. Before applying for an account, check that:

  • The account is specifically for community groups, or charities if your group is a charity. Banks usually refer to community groups as “Clubs and Societies”. Note that some banks only offer accounts to registered charities.
  • The account is not for businesses.
  • Banks usually charge more for business accounts. (Confusingly, community accounts are usually managed by the same team in the bank as business accounts and will be listed on bank websites under “Business” rather than “Personal”. So you will need to go to the Business section of the website, but choose a Community or Club and Society account.)

To open a Club and Society account you will be asked for proof that your group is a voluntary, non-profit-making organisation and not a private business. This is usually your governing document. In the case of a small community group (not registered with Charity Commission or Companies House) this is your Constitution.

Some banks may require other information about your group, such as the minutes of a meeting which records agreement about the specific choice of bank. Make sure you set your account up so that at least two people are required to sign each cheque, or approve withdrawals. If possible, it’s a good idea to have at least three people who are named as ‘signatories’ for the account, any two of whom can sign cheques.

The signatories should be people with good credit ratings (i.e. no ‘bad debts’) as the banks will run credit checks on all the signatories. The bank will ask for their personal details, including date of birth and home addresses for the past three years.

Unless they have an account with that bank already, the signatories will need to provide:

  • Proof of identity –g. driving licence, passport
  • Proof of address –g. utilities bill, benefit letter, tax demand

New applicants may also need to provide several months’ worth of personal bank statements, or other proof of their financial situation. Most banks now offer internet banking and the use of debit cards. These are very convenient but do not generally give the security of a cheque payment that requires two signatories. Some banks offer online dual authorisation for bank transfers.

Alternatively, your group could set up an internal system to ensure the account is checked on a regular basis and that all internet and card payments have to be approved by two people.

Further Information

This short guide is adapted from the information sheet Bank Accounts for Community Groups created by Brighton & Hove Social Welfare and Educational Trust Ltd. Licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. Their Information Sheet is regularly updated with details of possible Banks that offer suitable account for community groups.

Guide to Management Committees

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What Is the Management Committee?
The management committee (sometimes called a ‘steering group’ or ‘executive committee’) is the leadership team elected or appointed to oversee the running of the organisation.
General Responsibilities of All Committee Members
All committee members have a shared duty to:
• Act in the best interests of the organisation and its members.
• Follow the constitution or rules of the association.
• Ensure the organisation’s activities are lawful and aligned with its stated aims.
• Handle finances responsibly and keep good records.
• Be transparent and accountable to members.
• Work collectively with respect and confidentiality.
• Avoid personal conflicts of interest.

Typical Roles on a Management Committee
Chairperson / Chair
Main role: Leads the committee and ensures smooth running of meetings and decision-making.
Responsibilities:
• Chairing meetings and setting the agenda (with the Secretary).
• Facilitating participation and fair discussion.
• Representing the organisation at events or in public.
• Supporting and guiding the rest of the committee.
Secretary
Main role: Keeps the organisation’s records and communications in order.
Responsibilities:
• Organising and recording meetings (minutes, agendas).
• Keeping membership lists up to date.
• Managing correspondence (emails, letters).
• Filing any reports required by funders or stakeholders.
Treasurer
Main Role: The Treasurer is responsible for managing the group’s finances. They must ensure that the organisation uses its funds responsibly and transparently, reporting clearly to the committee and funders.
Key Responsibilities:
• Maintain accurate financial records, including receipts and invoices.
• Prepare financial statements, reports, and annual accounts.
• Monitor the budget and provide updates at committee meetings.
• Manage the bank account and authorise payments appropriately.
• Ensure compliance with any funder reporting requirements.

Other Committee Roles (Optional)

Depending on the size and needs of the group, additional roles might include:
• Vice-Chair – supports and stands in for the Chair.
• Membership Officer – manages member engagement and recruitment.
• Fundraising Officer – leads on grant applications or income generation.
• Events Co-ordinator – plans and oversees events and activities.
• Safeguarding Lead – ensures policies are followed for children/vulnerable adults.
Legal and Governance Considerations

Even though unincorporated associations are not legal entities:
• Committee members may personally be liable for contracts or debts.
• It’s essential to keep good records and act responsibly.
• If the association registers as a charity, committee members become charity trustees and must follow Charity Commission rules.
Good Practice for Committees

Encourage diversity and inclusion in your leadership.
• Provide training and support for new committee members.

• Regularly review the constitution and update policies.
• Promote teamwork, accountability, and respect.
• Hold regular meetings and keep proper minutes.

Good governance

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Watch our short video that explains good governance.

You might also want to read our Top Tips for Good Charity Governance.

To ensure that you have a well-run, efficient organisation that complies with laws and regulations, and that sustains a good reputation whilst making a difference based on its targets it will need good governance.

Although a board of trustees are responsible for governance, they rely on employees, volunteers, advisors and other stakeholders.

A useful tool that helps charities and their trustees with their governance is called the Charity Governance Code. The code is also useful for not-for-profit organisations that deliver a public, community or social benefit but is not a legal requirement.

The code has the following set of principles.

  • Organisational purpose
    The board is clear about the charity’s aims and ensures that these are being delivered effectively and sustainably. Charities exist to fulfil their charitable purposes. Trustees have a responsibility to understand the environment in which the charity is operating and to lead the charity in fulfilling its purposes as effectively as possible with the resources available.
  • Leadership
    Every charity is led by an effective board that provides strategic leadership in line with the charity’s aims and values. Strong and effective leadership helps the charity adopt an appropriate strategy for effectively delivering its aims. It also sets the tone for the charity, including its vision, values, and reputation.
  • Integrity
    The board acts with integrity. It adopts values, applies ethical principles to decisions and creates a welcoming and supportive culture that helps achieve the charity’s purposes. The board is aware of the significance of the public’s confidence and trust in charities.  It reflects the charity’s ethics and values in everything it does. Trustees undertake their duties with this in mind.
  • Decision-making, risk and control
    The board makes sure that its decision-making processes are informed, rigorous and timely, and that effective delegation, control and risk assessment, and management systems are set up and monitored.  The board is ultimately responsible for the decisions and actions of the charity, but it cannot and should not do everything.
  • Board effectiveness
    The board works as an effective team, using the appropriate balance of skills, experience, backgrounds, and knowledge to make informed decisions. The board has a key impact on whether a charity thrives. The tone the board sets through its leadership, behaviour, culture and overall performance is critical to the charity’s success.
  • Equality, diversity and inclusion
    The board has a clear, agreed and effective approach to supporting equality, diversity and inclusion throughout the organisation and in its own practice. This approach supports good governance and the delivery of the organisation’s charitable purposes. Addressing equality, diversity and inclusion helps a board to make better decisions.
  • Openness and accountability
    The board leads the organisation in being transparent and accountable. The charity is open in its work unless there is good reason for it not to be. The public’s trust that a charity is delivering public benefit is fundamental to its reputation and success, and by extension, the success of the wider sector.

The code can be found at www.charitygovernancecode.org

 

What is leadership?

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Watch our short video that explains how to be an effective leader. It covers the six essential features of a good leader and six skills recognised in the Social Leadership Capabilities Framework that can help leaders in social and ethical organisations.

 

To be an effective leader, you need to know the difference between management and leadership. There is considerable overlap between the two, but an organisation needs both. Inspiring leaders must be someone with management skills who can convert a vision into action. A manager would focus on planning, improving today, and organising the future.

A leader would focus on vision, shaping tomorrow, and creating the future.  In a large organisation, the chief executive focuses on leadership. In a smaller organisation, leaders don’t have that luxury. The director may be dealing with strategy in the morning and reorganising office files in the afternoon.

Here are six essential features of a good leader.

  • Building trust by being a role model for the organisation, but remembering trust is a two-way process.
  • Demonstrating courage by taking firm action when necessary, making difficult or unpopular decisions.
  • Challenging views when needed, but with a focus on improvement and encouraging individuals.
  • Providing focus to a team and their priorities and striving towards the vision for the organisation.
  • Communicating effectively by listening as well as talking.
  • Consulting people before making decisions to gain commitment from the wider team and being clear about what they are asking.

Here are six skills recognised in the Social Leadership Capabilities Framework that can help leaders in social and ethical organisations.

  • The Empowering Enabler who empowers others to take on new challenges and training.
  • The focused strategist who continuously seeks organisational improvement for their people.
  • The passionate advocate who is committed to the mission and their people.
  • The generous collaborator who seeks to establish and grow collaborative partnerships and relationships.
  • The courageous changemaker who drives change and is unafraid of taking risks in a responsible way.
  • The inspirational communicator who relates to others with authenticity.

Leaders can use this framework to reflect and assess their current skills, identify leadership gaps and plan the personal and professional development for themselves and their team.

Volunteers Week 2025

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Volunteers Week 2025 began on the 2nd of June. It’s an important week where the value of volunteers can be truly recognised. We all know the powerful impact that volunteers provide: Without them many VCSE organisations would be unable to deliver the innovative and creative services they do. Whether it’s as a volunteer Trustee, or an individual working within a service, the role they perform is immense.

I would like to take this opportunity to thank every volunteer that assists and helps across West Northamptonshire.

I would also like to provide a further special thanks to my volunteer Trustees for their support, and for those volunteers that work closely with VIN.

Volunteering is not easy: It requires time, commitment, and empathy. With a cost-of-living crisis well and truly embedded into UK society and people working longer hours than ever before, it takes a special kind of person to go above and beyond.

We must also remember that volunteering is not free: It requires organisations to think about how and why they involve volunteers and spend time working with them as they uncover their own personal journey. It can be resource heavy on occasions, but the benefits far outweigh the negatives.

So, let’s celebrate this week and the volunteers that support us.

Induction Booklet

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WELCOME AND INDUCTION PACK

Community Engagement Facilitator

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We have recently been awarded a grant from the Compton Fund. An element of this funding involves outreach to the local community (The Mounts). To meet this need we require the services of a Community Engagement Facilitator. The successful candidate will work Freelance on a short-term contract. Project Duration will be from April 2025 till February 2026. The position is funded for a total of 80 hours @ £20 per hour. Mix of working from home, working with Community Groups in the Mounts and working at 97 Charles Street (The Lab). Previous experience of this role would be useful but is not essential, appropriate skills and enthusiasm for the project will be valued. This role is offered without a detailed job description. Instead, candidates are invited to present their solutions to achieving the required outcomes as part of the interview process. The successful candidate will work with the Project Team to set targets and objectives. The role will include communicating with local groups, online and in person, leading outreach discussions. The desired outcomes to meet our obligations to the Compton Fund have been established as:
1. Devise an engagement programme
2. Create questionnaires & surveys to identify the broad spread of people we can
talk to
3. Establish best methods to engage with community: to include
a. Community Open Days
b. Heritage walks
c. Facilitating communities expressing their story through art, music and written word
4. Design and distribute digital & printed communication
5. Collect and analyse current and ongoing engagement with the project
6. Report on progress using data collected and case studies
For further details on this project, see “97 Charles Street & The Mounts History Project”.
Members of the project team will be happy to answer questions from potential candidates before they submit their applications
Enquiries to: 97charlesst@gmail.com

Faith and Flourishing Communities in Northampton

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Working Together to Tackle Health Inequalities

What’s this all about?

Churches & faith communities are vital to the wellbeing of our town. Faith and Flourishing Communities in Northampton is a new project exploring how churches and faith groups support people’s health, tackle inequality, and build stronger, more connected communities.

We’re working with a small group of churches, faith groups and charities in Central Northampton – an area facing some of the deepest health challenges – to shine a light on the work you already do, listen to your experiences, and learn together how to amplify your impact.

Why it matters

Many people in our communities only turn to health or social care at crisis point. Churches often see people before that – offering meals, a listening ear, safe spaces, prayer, and practical help. This builds on an evidence base of the Creating a Neighbourhood Health Service report by Church Works and House of Good reports.

This project will:

  • Highlight the hidden health work churches and faith organisations already do
  • Strengthen partnerships with health services, voluntary and statutory bodies
  • Support your group’s voice and role in decision-making
  • Help identify resources, training, and future funding opportunities

What’s in it for your church or faith group?

  • Be part of a high-profile local project linked with a national initiative and research
  • Identification of your church or organisation on the Northampton central area map
  • Share your story and good practice through a published report
  • Join a learning community of like-minded faith leaders
  • Receive a small financial thank you (£20/hour) for your participation
  • Connect to the Wellbeing Launchpad and social prescribing referrals

Get involved

We’re inviting churches to a 30-minute webinar to find out more and explore how to join. If your church is working with people on the margins – through foodbanks, drop-ins, mental health support, or simply welcoming everyone – we’d love to hear from you.

Together, let’s provide the evidence and promote how faith helps communities flourish.

Register your interest now by emailing: Nick Amis (ffnc@host-press.co.uk)
Or sign up for a webinar slot or to learn more visit: https://host-press.co.uk/ffcn/