Role Profile

Responsible to: Chair of the Board

Overview:

Board Members provide leadership to Community Housing (CH) as a whole and contribute to the Board in setting the strategic vision and direction of the organisation, in line with regulatory requirements and the Company’s objectives through good governance and effective strategic planning.

Key relationships:

Internal

Board Members play a lead role in contributing to effective relationships with the CH Chair, other members of the Board, the wider governance structure, the Chief Executive and other members of the Executive Team.

External

Board Members play a key role in maintaining good relationships with residents, stakeholder partners, the regulator, our lenders and other agencies involved in the work of the Board.

Main responsibilities:

Strategic leadership

  • Provide leadership for both the direction and control of CH.
  • Contribute to setting a positive culture, vision and values and ensure that obligations to stakeholders are understood and reflected in strategy and policies.
  • Set both the short and long term objectives for CH and to determine the strategic aims and required outcomes.
  • Promote continuous improvement, setting challenging targets for improving services.
  • Contribute to the effective governance of CH through membership of Committees or Panels.

Effective Governance

  • Contribute to ensuring compliance with the Company’s financial regulations, standing orders, delegated authorities, the Regulator of Social Housing’s regulatory framework and the National Housing Federation’s Code of Governance

Risk Management

  • Contribute to the evaluation of present and future opportunities, threats and risks across the external environment and strengths and weaknesses in the internal environment, to ensure effective strategic decision-making.
  • Review the Risk Management Framework and Strategic Risk Register and obtain assurance the Company has a robust and prudent approach to business planning, risk identification and internal control.

Board Performance

  • Contribute to ensuring that the Board’s business is conducted economically, efficiently and effectively through a framework of delegation and systems of internal control.
  • Contribute to overseeing organisational performance and continuous improvement, ensuring the organisation is managed efficiently and effectively.
  • Scrutinise and review performance against agreed targets and budgets.
  • Read and digest reports prepared by staff and advisors and contribute to appropriate debate of key issues amongst Board members.

Relationships

  • Build and maintain effective and constructive working relationships with the Chair, Chief Executive, senior staff and other Board Members.
  • Participate in the Board appraisal process and where appropriate in the appraisal of the Chief Executive, Executive Directors and other Board members.

Representing the Business

  • Act as an ambassador and representative for the organisation, upholding the reputation of CH and its values, objectives and principles.
  • Network and promote the achievements, purposes and benefits of the organisation.
  • Support the building and maintenance of good relationships with key stakeholders, including the regulator, key local authorities, funders and residents.

Adding Value

  • Apply personal expertise, skills and knowledge with due regard to both the business and social purpose of the business.
  • Develop knowledge and understanding of, and keep up to date with, sector issues.
  • Role model good governance practices and behaviours.
  • Attend and provide constructive challenge in Board meetings.
  • Actively participate in Board events and training.

Attendance

  • Attendance of daytime and evening meetings.
  • Attend at least 80% of the Group Board/Committee meetings in any 12 months.
  • Attend relevant away days, training and personal development events and take reasonable steps to ensure awareness of the development of public policy and other issues that affect the work of the organisation.

Core Competencies:

  • Leadership – has a successful track record of leadership and strategic management having operated and contributed effectively at a senior level in either the private, public, voluntary or community sector.
  • Strategic Thinking – clearly understands Community Housing’s overall strategy and has the ability to stay abreast of trends in the external environment; considers cross-functional, organisational and business implications before making decisions.
  • Judgement - proven track record of providing clear, balanced advice and guidance on strategic issues as a member of a board or senior executive management Has the ability to challenge constructively and hold people to account.
  • Influence – has inner confidence, demonstrates effective persuasion and possesses the personal impact to influence a wide range of stakeholders/partners.
  • Team working - experience of working in collaboration with a wide range of individuals, external bodies and stakeholders, developing a positive personal and organisational profile, and building partnerships that add value and achieve shared objectives.

Knowledge and Experience:

  • Extensive experience of operating at a senior level (ideally executive and/or non-executive) within an organisation on a similar scale and level of complexity to Community Housing.
  • Non-executive or governance experience, with knowledge of good governance practice in one or more sectors.
  • Good knowledge of management and/or commercial issues, with strong business acumen.
  • Awareness of and interest in current national and policy issues affecting the housing and/or care and support sectors.

Skills and Abilities:

  • Strong strategic planning skills, able to develop strategic vision, working with others.
  • Developed financial reasoning and an ability to assess risk and promote risk awareness without being risk averse.
  • Able to challenge appropriately and hold senior staff to account; with a wider vision to raise standards across the organisation.
  • Able to work collaboratively, building consensus, and taking collective responsibility for decisions made.
  • IT literate, comfortable with using MS Office and email.
  • Strong negotiating and influencing skills, able to work intuitively and liaise effectively with a wide range of people and stakeholders.

Style and Behaviour:

  • Acts with integrity, actively promotes and supports the values, ethos and aims of CH and the services it provides.
  • Ability to create a culture of collective responsibility, encouraging debate and consensual decision making.
  • Committed to the values of accountability, openness, and transparency.
  • Demonstrates strong commitment to equality and diversity.
  • Possesses excellent communication and decision-making skills.
  • Embraces learning and development and promotes this with the Board, the executive, and the organisation as a whole.
  • An open, engaging, and enthusing style, with the gravitas for an ambassadorial role.
  • Personal and professional credibility that will command confidence at all levels across the Company and with our wide range of stakeholders.
  • Well-organised, manages time well and able to assimilate and comment on complex information and reports.