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Calico Board Member
Roles and Responsibilities
Responsible to the Chair of Homes Board
Purpose of the Role
To contribute relevant experience, expertise and insight to add value in the creation of
strategy and policy which ensures the long-term viability and sustainability of Calico.
To ensure that business decisions are made which reflect the views and interests of Calico’s
key stakeholders, including members, customers and tenants, and that they align with
Calico’s key objectives.
To define and take forward Calico’s vision and values.
Key Responsibilities
Specific responsibilities of the Board are contained in the Homes Board Terms of Reference.
This document outlines individual board member responsibilities for supporting the essential
functions of the Board.
The legal responsibilities of Board Members i.e. Directors Duties are set out in the Companies
Act 2006 and a separate note is available regarding these.
1.
Leadership
Board Members share accountability for direction and control of Calico as well as
setting its vision, values and standards. Board members should ensure that
obligations and views of stakeholders are understood and reflected in strategy
and policy decisions.
2.
Strategy
Board Members are responsible for developing proposals on the long term
strategic direction of the organisation and constructively challenging strategic
decisions to ensure they are sustainable and fit with the organisation’s vision and
values.
Board Members should ensure that they are satisfied with the framework for
approving strategies, policies and procedures set by the Board.
Board Members must contribute to/initiate the review and evaluation of: present
and future opportunities; threats and risks in the market/wider environment; and,
current and future strengths, weaknesses and risks within the Homes working
environment, in order to ensure effective strategic decision-making.
3.
Performance Monitoring
Board Members should ensure that they are satisfied with the integrity of the
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financial and performance information they receive.
4.
Regular performance information is presented to the Board in the form of plans,
budgets, controls and customer feedback. Board Members should use this
information to monitor progress against strategic objectives and ensure that
overall performance is satisfactory.
Risk
Board Members should satisfy themselves that there is a framework of prudent
and effective controls in place which enable risk to be identified, assessed,
managed and reported.
The Board will approve any policies and decisions which may create a significant
financial or other risk or raises an issue of principle and Board Members will use
their judgement to ensure good decisions are made which do not expose the
company to unnecessary risk.
Board Members must declare any relevant interests and disclose all conflicts of
interest to the Chair as and when they arise.
Board Members must treat all information acquired during their appointment with
confidentiality.
5.
Resources
Board Members will satisfy themselves that there are appropriate financial and
human resources in place to support the corporate plan.
The Board is collectively responsible for appointing the Chair and for removal of
Board members.
6.
Legal
Board Members are responsible for ensuring that the affairs of the company are
conducted lawfully and acting in accordance with good practice and generally
accepted standards of probity.
7.
Personal Development
Board Members are expected to be well informed (undertake appropriate
background reading, develop and maintain an appreciation of the key challenges
and risks faced by the company etc) and to contribute any specialist
knowledge/expertise they may have.
Board Members should participate in induction and development activities as
appropriate and work on establishing a strong working relationship with the
board, the Chief Executive and other staff.
8.
Representation
Board Members are expected to uphold and enhance the positive image of
Calico and represent the organisation as an ambassador at key events and
interfaces with stakeholders and other external parties.
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9.
Delegation
The Board is required to oversee and implement a framework of delegation and
systems of internal control which are reviewed regularly. Board Members must
be satisfied that the framework of delegation is adequate and appropriate.
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Calico
Homes Board Member Behavioural Styles
Rising to the Challenge
Calico is operating in a volatile, uncertain and challenging world. In order to keep one step
ahead, it is important that Board Members continue to develop and grow, this will be
demonstrated by the following behaviours:
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Being a willing and enthusiastic participant at training sessions and Board events.
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Keeping up to date with relevant issues and continuing to learn.
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Is committed to learning and prepared to seek and receive feedback to improve. This
will be evidenced by completed actions on the personal development plan.
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Understanding of self and how to influence the behaviour of others to achieve goals
and outcomes.
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Proactively offers constructive feedback to others in support of their development.
Committed to Calico
Board Members who are truly committed to Calico will make powerful ambassadors who
will impact positively to the Company success, Board Members will demonstrate this by:
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Being prepared for Board Meetings, reading papers in advance, interacting with
officers before meetings, identifying questions and areas for discussion.
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Actively listening, asking questions and generally taking part in meetings.
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Truly live Calico’s values in your capacity as a Board Member.
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Acting as an Ambassador positively representing the organisation externally with
stakeholders at key events with partners and the wider community.
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Develop and maintain contacts with stakeholders and other third parties that can
assist Calico in delivering its objectives.
Team Working/Creating a positive climate
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An effective Board is made up of a cohesive and powerful team of individuals working
together to ensure strong governance, Board Members should demonstrate the following:
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Listen to other Board Members views.
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Makes valid contribution to Board debates, both inside and outside Board meetings.
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Contributes to effective collective decision making, by being individually decisive.
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Building good working relationships with Board Members, other Boards, Officer and
staff.
Personal Leadership Qualities
These are personal leadership qualities and attributes that each Board Member at Calico
needs to display.
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Able to make independent and (critical) judgments.
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Thinks and acts strategically.
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Able to enquire and challenge appropriately ensuring this is done in a sensitive and
supportive manner.
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Able to nurture strong, lasting and mutually beneficial relationships and resolve
conflict in a positive manner.
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To provide leadership on issues within your experience and within the remit of the
Board.
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Uphold recognised standards of good governance.
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