BOURNEMOUTH CHURCHES HOUSING ASSOCIATION

CHAIR & VICE CHAIR OF BCHA BOARD ROLE DESCRIPTION

The purpose of this job description is to indicate the general level of responsibility and standards expected of the post. This Job Description is a generic one and should be read in conjunction with Rules E1 to E4 and the Terms of Reference of the Board. The detailed duties may vary or develop over time according to needs without changing the nature or level of responsibility of the post.

POST:Chair & Vice Chair of the Board

DEPARTMENT:Main Board

REPORTS TO:Main Board and Shareholders

WORKS WITH:All BCHA Board members and Senior managers.

REFERENCENHF 2015 Code of Governance

OVERALL PURPOSE:To provide Leadership of the Board as a team, to facilitate and drive the Governance and Strategic Direction of the Association and to communicate the Association’s culture, mission, aims and objectives.

KEY RESPONSIBILITIES – CHAIR OF THE BOARD

Working in Partnership with the Chief Executive

  1. Establishing a constructive working relationship with the Chief Executive, based on mutual trust and support and recognising his/her role and responsibilities.
  1. Taking the lead in the recruitment (or, if necessary, dismissal) of the Chief Executive
  1. Taking the lead in appraising the performance of the Chief Executive
  1. Planning meetings and agendas that cover the activities specified within the Rules and Terms of Reference.
  1. Ensuring that Board members receive accurate, timely and clear information.
  1. Ensuring that Board decisions are acted upon

Governance & Strategic Direction

  1. Promoting high standards of governance by championing reviews of governance structures and processes and of the Board’s effectiveness, performance and succession planning
  1. Participating in the recruitment and induction of new Board members.
  2. Appraising the performance of individual Board members and arranging appropriate support, training and mentoring, as required
  1. Ensuring the Board agrees the roles of Vice Chair and, as required, Treasurer
  1. Ensuring compliance with guidance from the social housing regulatorand other bodies and being the spokesperson for the Board in liaison with such regulators
  1. Ensuring the Board takes professional advice, if needed
  1. Ensuring that the Association agrees a plan, priorities and targets for the future development of the Business
  1. Agreeing agendas for and chairing annual and other general meetings of shareholders and ensuring the efficient conduct of business at such General Meetings.

Performance

  1. Ensuring that there are sufficient opportunities to monitor key business performance and progress
  1. Ensuring that the Association embraces a culture of continuous improvement
  1. Ensuring that the Association places customers at the heart of all it does and is open to their involvement and influence

Communication and Culture

  1. Acting as a spokesperson for the Board and Association at appropriate events (but not in isolation)
  1. Ensuring that Board members develop an understanding of the views of major stakeholders, including customers and that these are translated into decision-making, as appropriate
  1. Promoting the highest standards of integrity and probity, in accordance with the Code of Conduct for Board and Committee Members and Payment, Benefits and Interests Policy
  1. Promoting BCHA’s Equality & Diversity policy within the Board’s business
  1. Maintaining contact with Board members and Committee Chairs and Chairs of subsidiary Boards to ensure items of concern or celebration are taken into account when setting agendas
  1. Raising items of concern about the affairs of the association with the Board

Board Meetings

  1. Chairing all meetings of the Board, wherever possible
  1. Ensuring that Board members fulfil the obligations set out in the Rules and Terms of Reference for the Board
  2. Encouraging the participation of all members of the Board
  1. Ensuring that sufficient time is given for discussion/decision-making and, if appropriate, convening prior informal meetings to prepare for discussion or Task & Finish Groups to continue discussion between meetings.
  1. Setting the style and tone of Board discussions to promote constructive debate and effective decision-making
  1. Promoting effective working relationships and open communication between Board members and the Senior Leadership Team
  1. Promoting and reviewingconduct and attendance at Board meetings and take appropriate action in accordance with the Rules and other policies.

Personal Development

The post holder will seek to remain both well-informed about the opportunities, challenges and risks facing the association’s servicesand will aim to contribute specialist knowledge/expertise to debate and decision-making.

Special Responsibilities

  1. Ensuring that decisions can be taken effectively between Board meetings by:
  • Use of virtual resolutions or
  • by convening extraordinary meetings in urgent situations and
  • using systems of delegation in place for subsidiary Boards, committees and officers through the proper use of delegated powers
  • having the authority to sign off, on behalf of the Board, requests for evictions for households containing dependent children.
  1. The Chair cannot be a member of the Audit, Risk & Treasury Committee. Whilst there is no expectation, the Chair may sit on other committees or groups.
  1. Considering and, where appropriate approving, the use of delegated powers in terms of approving probity matters upon receipt of a full report from the Chief Executive or Company Secretary. Such decisions will be notified to the subsequent Board meeting.

KEY RESPONSIBILITIES – VICE CHAIR

  1. Chairing meetings of the Board in the absence of the Chair
  1. Ensuring the responsibilities of the Chair contained above are discharged in the absence of the Chair, as required.
  1. Taking the lead in the recruitment, appointment and annual appraisal of the Chair (provided that the Vice Chair is not applying to become Chair).
  1. Representing the Chair on behalf of the Association, where requested
  1. To assist the Chair with governance arrangements such as planning away days and conducting Board member annual development reviews.

Last update: 5 October 2017

Next Review: October 2020