Chair of the Board

KEY RESPONSIBILITIES:

Performance, development, communication and relationships

To attend appropriate training, induction and other events
To participate openly and honestly in collective and individual appraisal meetings, skills audits and succession planning
To be open in communication and maintain good working relationships with Board members and employees
To represent the Association as required and act as an ambassador for the Association

Effective meetings and decision making

To fully prepare for, attend and participate in, meetings of the Board and its committees
To question/challenge reports constructively to ensure decisions are well founded
To avoid disclosing any confidential or commercially sensitive information
To uphold the decisions of the Board or committees and ensure they are made in the best interests of the Association

Working with employees

To recognise the Association’s duty of care as an employer
To recognise the EMT’s responsibilities for management and supervision
To be involved in the appointment (and if necessary the dismissal) of the Chief Executive and other members of the EMT as required
To ensure appropriate succession planning is in place for members of the EMT

Strategic leadership

To help develop the mission and uphold and demonstrate the values
To participate in the development of the corporate plan, business strategies and key policies
To set and monitor objectives, performance targets and benchmarks for the business
Be committed to keeping up to date with issues facing the Association and its operating environment

Good governance

To ensure legal and regulatory compliance
To ensure the integrity of financial information
To ensure robust frameworks are in place for financial planning, management of risk, internal controls and the safeguarding of assets, compliance and reputation of the organisation
To fully participate in the work of the Board
Uphold and promote the core purpose, values and objectives of the Association

Board performance and conduct

Same as Board member plus:

To undertake annual reviews of the performance of each Board member and ensure there is a formal process
To take a lead on the annual review of the collective Board effectiveness and triennial governance review
To work with the Chief Executive to ensure compliance with the Code of Conduct
Provide leadership and ensure clarity of strategic direction to the Board and Greatwell Homes

Meetings and decision making

Same as Board member plus:

To ensure committee meetings have been properly planned and convened; are quorate and that the minutes are an accurate and complete record
To guide meetings through agendas, encourage participation and consensus, and ensure clarity of decision making
To oversee the application of the Urgent & Efficient Decision Making Policy for committee business
To oversee the application of the Urgent & Efficient Decision Making Policy
To ensure decision making takes into considers the views and needs of the customer and other key stakeholders

Stakeholder relationships

To ensure effective, open and transparent internal and external communication, and build and maintain good relationships with key stakeholders
To represent the Association at meetings and events, including public speaking duties if required
To act as a lead ambassador and representative for the Association, promoting its success and upholding its reputation

Working with the executive

To establish a constructive working relationship with the EMT lead(s) for the committee providing them with support, guidance and challenge
To ensure that there is a clear division of responsibilities between Non-executives and Executives
To ensure that the Board receives professional advice when it is needed
To establish a constructive working relationship with the Chief Executive providing them with support, guidance and challenge
To ensure that the Board delegates sufficient authority and there is a clear division of responsibilities between Non-executives and Executives

Strategic thinking and direction

Influences the development of business strategy
Delegates responsibility for the delivery of strategy
Understands the external and internal operating environment
Anticipates and understands risks and consequences
Encourages creativity and is open to new ways of working
Establishing the culture that is positive, focused on the needs of the residents, other stakeholders

Analysis and understanding

Demonstrate clear analytical intellect
Focuses on the key issues and makes them clear to others
Understands the sensitivities of key assumptions
Satisfies themselves on the integrity of financial information and risk appraisal
Possesses confidence to provide appropriate challenge and inquiry

Decision making

Shows independent judgement and original thought
Signs up to the collective ownership of decisions
Applies objective analysis, reasoned and rational judgement
Prepared to take difficult decisions and measured risks
Respects and is open to the views of others, including customers and other key stakeholders

Communication and Interpersonal skills

Team working and development

Organisational purpose and ethos

Leadership and inspiration

Provides clarity of strategic direction
Projects themselves as open and approachable
Leads by example and inspires colleagues to achieve more
Resolves conflict and delivers solutions through negotiation and mediation
Acts as a role model for the governance of the Association
Sets out a compelling view of the future
Leads the Association through periods of change and challenge
Leads by example and inspires colleagues to add value
Ability to Chair complex discussions and lead debates in an open and inclusive manner and to summarise appropriately

Management and facilitation