Constitution and Composition of the Board
The board must be effective in leading and controlling the organisation and acting wholly in its best interests. Board members must ensure that the interests of the organisation are placed before any personal interests.
The purpose of the board is to determine strategy, direct, control, scrutinise and evaluate an organisation’s affairs. Operational management of the organisation to be delegated to the organisation’s staff.
All members of the board, executive and non-executive, share the same legal status and have equal responsibility for decisions taken that affect the success of the organisation. Each must act only in the interests of the organisation and not on behalf of constituency or interest group.
Good practice and Excellence
- The board has ultimate responsibility for the governance of the organisation. Its central role is to lead, direct, control, scrutinise and evaluate an organisation’s work. This includes determining strategic direction and policies, establishing and overseeing control and risk management frameworks, satisfying itself on the integrity of financial information and ensuring that the organisation achieves its aims and objectives.
- The board as a whole should have, or acquire, a diverse range of skills, competencies, experience and knowledge. The board should determine the key, non-negotiable skills that all board members should have and the skills that individuals can bring that will make the board effective. The skills mix should fit with the current business and environmental pressures and those that can be anticipated. The areas outlined below provide a broad range of the skills that we have adopted:
- Leadership and working as an effective team;
- Direct knowledge of the needs and aspirations of the communities and people served;
- General business, financial and management skills;
- Knowledge of the external framework including financial markets and political imperatives;
- Other relevant or specialist skills, such as commercial, financial, HR, investment, risk management, legal, health, social services, property management and housing development;
- Effective communication skills and an ability to focus on key issues facing the organisation; and
- The ability to foster a culture that enhances commitment, enthusiasm and excellent performance from the staff.
Code of Governance
The Code of Governance was formally adopted by the Board on 21 February 2013 and reviewed in May 2014.