Chair of the Board

TPP Recruitment

Hove, Brighton and Hove (Hybrid)

Unpaid role, expenses paid

Voluntary

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Job description

Chair of the Board of Trustees (Board Director)

Responsible to:

The Board of Trustees – The Chair is accountable to the Board of Trustees and acts on its behalf to ensure that the best interests of the charity and its stakeholders are served within relevant regulatory frameworks and standards of probity in the areas of delegated responsibility.

Role Profile:

The Chair plays a pivotal role in guiding the Board and supporting the CEO, ensuring that governance is strong and aligned with the organisation’s values, strategic goals and founding Christian principles. As a leader, the Chair shapes the culture, champions inclusivity and drives the strategic direction of the organisation. This is a unique opportunity to make a lasting impact on the lives of children and young people through a dynamic and highly respected organisation

Specific Duties:

To respect and promote the founding Christian principles in line with our charity’s objects.
To be responsible for the effective and efficient conduct of committee meetings ensuring resolutions are properly put and necessary decisions made.
To ensure Board meetings take place at appropriate intervals and locations and that start and finish times are agreed with other members.
To chair the annual general meeting and any other special meetings that may be called from time to time.To ensure that all Board members can play a full part in meetings, that their contributions are timely and relevant, and that the appropriate standards of conduct and behaviour are maintained in accordance with the code of conduct approved by the Board. Regular conversations should take place with all Board members between meetings.
To agree annually with committee chairs their specific responsibilities for the year and meet regularly with them between meetings to consider current issues.
To deal with paperwork associated with the function of chairing Board meetings including organising with the CEO, an agenda and preparing a chair’s section of the annual report.
To take decisions between meetings as delegated by the Board, in line with agreed policy and established practice, and in consultation with the CEO and other senior officers as appropriate.
To ensure that any decisions taken between meetings are reported to and ratified at the next Board meeting.
To be primarily responsible for the performance management of the CEO with the assistance of the committee chairs and in consultation with other Board members
To establish a constructive working relationship with and provide support for the CEO and ensure that the Board acts in partnership with the Executive Team. Regular meetings between the chair and the CEO should take place, involving other trustees and the Executive Team as appropriate.
To ensure that the Board delegates such authority to its committee, the chair and the CEO and others to enable the business of the organisation to be carried on effectively between meetings of the Board and also ensuring that the Board monitors the use of these delegated powers.
To maintain a watching brief on Board membership and ensure that the relevant skills and experience are in place to enable the Board to fulfil its functions, through succession planning, recruitment and induction of new members.
To lead on the appraisal process to ensure proper and appropriate arrangements for the overall Board appraisal and that of individual Board members, including the chair and committee chairs and to consider Board training needs.
To sign documents requiring the Board or chair’s authorisation.
To attend other functions and meetings on our behalf and to undertake public duties in an ambassadorial role as required.
To have a general understanding of and keep abreast of legislative changes and developments in the housing or support sectors which may affect us.
To ensure that the Board receives professional advice when it is needed, either from its executive staff or external sources

Person Specification:

To have an active Christian faith and a passion for our vision, mission and values.
To be committed to inclusivity and respectful of other faiths and cultures, leading fellow trustees in this area.
To have experience of leadership in a charity, housing association or similar highly regulated environment.
To be progressive and strategic with sound judgement that promotes independent thinking and stimulates discussion and decision-making.
To possess the ability to communicate with people at all levels, understanding the difference from the governance role when speaking with staff and the children and young people in our services.
To have an awareness of the role and the pressures on the CEO and Executive Team, being available for advice and guidance as necessary.
To be a strong communicator who is transparent and open and brings the right amount of constructive challenge.
To be an analytical thinker who is able to consider proposals and consequences.
To have a desire to develop and lead a high performing Board.
To hold a sound knowledge of good governance and an understanding of the role of the Company Secretary.
To have sufficient time to undertake the role.
To have previous chair experience is desirable, as are candidates with links to the local area.’
Travel time for meetings, as Board meetings and Board Away Days are in person at various locations across Sussex.
Three two-hour, virtual People and Remuneration Committee meetings a year.
Time spent to read papers and prepare for the meeting; papers are circulated one week ahead of Board and committee meetings.

Time Commitment:

The role is unpaid although reasonable expenses are reimbursed.
The initial term for the position is three years.

The Board rhythm is typically:

Approximately four three-hour Board meetings mid-to-late afternoon over the course of the year.
Two full day ‘away-days.’
Travel time for meetings, as Board meetings and Board Away Days are in person at various locations across Sussex.
Time spent to read papers and prepare for the meeting; papers are circulated one week ahead of Board and committee meetings.

The four sub-committees meet virtually between three and four times a year for two hours. There is an expectation that our new Chair will attend these meetings during induction, after which a mutually agreeable pattern will be agreed.

Annual appraisal of each of the nine trustees

This role is advertised as part of TPP's Free Giving Back Services. This volunteer advertisement copy has been supplied to TPP and applicants apply direct to the organisation. Please contact the organisation directly if you have any questions about this volunteer role.