As we approach the AGM on 25 October, this is the final members’ magazine before receiving your ballots for critical votes taking place affecting AAT’s future governance. I want to take this opportunity therefore to update you on the work of the AAT Council and what the governance proposals mean for you.

Since my July AT column, your initial interest in our proposals has been heartening. Thank you for allowing us time to refine our ideas into a shared vision. While some details are still being finalised, at this stage there is now much I can confirm about the fundamentals of what Council will be recommending to members to vote on.

The current AAT Council is of view that our governance structure needs to be updated. We recognise that in the decade since AAT’s last substantive governance review, much has changed.

The 2020 update to the Charity Governance Code has raised the bar for what good governance looks like. We believe our structure needs to align with the updated code.

That is why we collectively support introduction of a new, elevated skills-based Trustee Board comprising 12 directors and trustees in possession of the skills requisite for AAT’s effective governance, at least 20% of whom must be AAT members.

As leaders in our field and champions of responsible business, it is incumbent upon AAT to put into practice industry standards wherever they are available.

AAT has also changed. In my eight years on Council, we have made significant strides. This is especially the case under CEO Sarah Beale's energetic leadership we’ve had the benefit of in the last two years. The 2030 Strategy we launched charts out an ambitious vision, but we need robust governance capable of carrying us there. If our members are the engine powering AAT, then strong governance is the chassis on which all else relies to take us forward.