Provide excellent homes and services, develop sustainable communities where people want to live

Transcription

1 Voluntary Board Members INFORMATION PACK Provide excellent homes and services, develop sustainable communities where people want to live

2 We are able to provide information in other formats including large print, audio tape and Braille. Please contact us for further assistance. Contact Details Phone: Fax: Tŷ Silyn, Penygroes, Caernarfon, LL54 6LY Uned 8 Gweithdai Penllyn, Y Bala, LL23 7SP 54 Stryd y Dyffryn, Dinbych, LL16 3BW Stryd Fawr, Llangefni, LL77 7NA

3 Principal activities Grŵp Cynefin was formed on April 1st 2014 via the merger of Cymdeithas Tai Clwyd and Cymdeithas Tai Eryri. Both of the original associations were established in the 1970s because of concerns about inmigration to the Welsh-speaking areas, the effect on house prices and the inability of young people to compete in the market. Today we are amongst a small number of housing associations that operate through the medium of the Welsh language. What We Do As a registered housing association we: Manage approximately 3,800 social housing units across North and Mid Wales Provide landlord services through a network of local offices in Denbigh, Penygroes, Llangefni and Bala Encourage our tenants to influence performance and improve the services they and their communities are receiving Develop homes of all types in response to local needs: for families, single people, older people and vulnerable persons with support needs Manage or part-own approximately 900 intermediate market homes for people who cannot buy a suitable home on the open market Administer Affordable Housing Registers on behalf of the six local authorities in North Wales Support Rural Housing Enablers in their efforts to increase the supply of housing for local people Are a shareholder in the Welsh Housing Partnership, a joint venture with three housing associations in south Wales, that has developed more than 900 intermediate rent homes since 2011 Provide housing-based support services that enable individuals and families to live independently: including victims of domestic violence, homeless people, older people and people with mental health problems. But Grŵp Cynefin does not only provide housing services. We also work with local partners to transform the prospects of local residents and the areas where they live. We act as a springboard not a safety net. We are a catylyst that empowers local residents to build a better future. Through our Community Initiaitives Team, Grŵp Cynefin deliver a range of projects to support and empower local communities. The following demonstrates the range of our social businesses: Manage two Care and Repair agencies (Gwynedd-Môn and Conwy-Denbighshire) which carry out essential adaptations to the homes of older people Manage a homelessness project for young people in Conwy Manage the Bus Stop community development project in Conwy, Denbighshire Gwynedd and Ynys Môn Manage the Community Energy Wardens employment & vocational training project in Gwynedd, Ynys Môn and Conwy Manage the Congl Meinciau Enterprise Centre on the Lleyn Peninsula, Gwynedd Manage the HWB Dinbych youth enterprise centre in Denbigh which was named Development of the Year at the UK Housing Awards 2015 Are the corporate trustee for the Charity of Elizabeth Owen, Llanfair DC and Ellen Glynne Homes, Llandwrog almshouses

4 Our Governance Structure The Board of Grŵp Cynefin directs the actions of the Association in accordance with its objectives and rules and has the prime responsibility for the governance structure of the group. The Board has set up five s. Grŵp Cynefin Management Board Audit and Risk Customers and Communities Governance Remuneration Gorwel

5 Board of Management Meetings Six evening meetings are held per annum. Meetings are held through the medium of Welsh. Simultaneous translation facilities will be available and English translation of the Agenda and Reports will be provided. Members are welcome to contribute in Welsh or English. Time Commitment & Additional Duties Normally equivalent to days per annum, usually evening meetings and c.2 Board Away days per annum, plus occasional training, public relations or other events. You may also be asked to serve on one or more committees, and there will be the requirement for preparation time in advance of scheduled meetings. Membership The Board has a maximum of 10 members who are elected for a term of three years by the shareholders at the Annual General Meeting of the Association. Members are allowed to serve on the Board for a maximum period of nine years (three terms).

6 Board Member Role Profile Role purpose The Board as a whole is collectively responsible for ensuring the success of Grŵp Cynefin and ensuring its compliance with all legal and regulatory obligations by directing and supervising its affairs. Key Responsibilities: To set the long term strategic direction of the Association and oversee the development and delivery of its strategic objectives; and to move the Association forward towards those objectives. Specifically: To collectively set the mission, vision, values, strategic objectives and high-level policies for the organisation; To contribute to establishing a framework for approving policies and plans to achieve those objectives To uphold and promote the core policies, purpose, values and objectives of the Association To ensure that the board fulfils its duties and responsibilities for the proper governance of the organisation including compliance and monitoring risk Specifically: To act reasonably and always in the best interests of the organisation, and comply with its code of conduct; to ensure your behaviour as a Board Member models the values of the organisation To contribute to and share responsibility for decisions of the Board and any committee of the Board of which you are a member To work in partnership with the chief executive and the executive team To satisfy yourself that the Company s affairs are conducted lawfully and in accordance with regulatory requirements and generally accepted standards of performance and probity; To ensure major risks to which the organisation is exposed are reviewed regularly and an effective risk management framework is maintained To collectively approve appropriate levels of remuneration for the chief executive and executive team; to participate in the appointment, and where necessary removal, of the Chief Executive, and in succession planning. To engage effectively with key stakeholders as required, particularly residents; To comply fully with the organisation s Governing Instrument including policies, procedures and standing orders To ensure an effective business plan and budget is in place Specifically: To satisfy yourself as to the integrity of financial information, and ensure that financial dealings are systematically accounted for and audited, and that all loan covenants are complied with; To approve each year s accounts prior to publication and approve each year s budget and business plan; To ensure that performance is monitored and managed through internal controls and delegation Specifically: To ensure there are appropriate mechanisms, both internal and external, to verify that the board receives a balanced and accurate picture of how the organisation is performing To ensure that internal controls and systems are audited and reviewed regularly; To monitor performance at a strategic level in relation to plans, budgets, controls and decisions and

7 Board Member Role Profile also in the light of customer feedback and the performance of comparable organisations; To participate in regular reviews of Board performance, and in Board Member appraisal; to participate in Board development and training, and in other learning activities as required. To approve key policies to allow the organisation to achieve its objectives Role Limitations The Board Member needs to be aware that: No individual Board Member, including the Chair, has authority unless specifically acting on behalf of the board with the delegated authority of the board. Collectively Board Members have authority, individually they do not. It is the Chief Executive s job to run the organisation. It is for the board to provide the Chief Executive with direction on strategic priorities then support him/her to perform well and deliver against the priorities set. This boundary between the governance and management roles must be respected and clarified whenever necessary.

8 Board Member Role Profile Role Specification A board Member will need to work within the Nolan Principles which set out the ways in which holders of public office should behave in discharging their duties. Experience and Skills 1. Strategic awareness is aware of current environmental factors and those that could impact in the future. Aware of the internal resources available to the organisation and how these can be best used to achieve fit. 2. Innovation looks for creative and innovative solutions to problems, and is able to support and encourage innovative approaches in others 3. Local / regional knowledge understands the environment and the challenges and opportunities that are available in North Wales 4. Perspective is able to rise above the immediate problem or situation and see the wider issues and implications. Ability to relate disparate facts and connect relevant relationships and imagine possible future scenarios and their potential outcomes 5. Change readiness is alert and responsive to need for change. Can model agility and encourage creativity amongst the board and executive in response to the challenges of today and the future. 6. Analysis and decision making Is clear on what are appropriate decisions to be made by the board Detail insists on appropriate levels of detail to provide assurance. Is conscientious and well prepared for board duties High standard of literacy and numeracy assimilates written and numerical information accurately. Is able to critically appraise information and make sound interpretations - Can explore counter arguments and probe more deeply when required. Judgement considers weighting of evidence, reasonable assumptions, alternative views, the ethical dimension and other information before reaching a final decision. Decisive is able to exercise reasonable judgement, make decisions and take action. 7. Communication skills Written can convey complex ideas and opinions with clarity and accuracy. Listening listens intently and with care to ensure clarity of understanding, asks questions to ensure full comprehension. Presentation can engage an audience and convey messages clearly and concisely and in a way that connects with the audience. Open is honest and open when communicating with others. Self-aware and able to acknowledge errors or shortcomings in own performance. Willing to invite and accept constructive feedback. Influencing is able to gain support and influence; political acumen

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