Fairness Productive Strategic Business Focus Value-driven authentic behaviours. Openness Lean Customer Focus Cross-functional working

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1 livin Board Members Role Profile, Competency Framework and Person Specification Purpose of the Role Board Members are responsible for the overall governance and strategic direction of the business, committing to the established vision and values to ensure its continuing financial viability. All Board Members share the same legal status and have equal responsibility for ensuring that the board fulfils its collective role. Key Responsibilities Working alongside fellow Board Members and led by the Chair and Vice Chair of the Board, livin Board Members play a key role in leading the business to apply their individual skills and collective influence in moving towards the vision for livin and its communities, to shape the business to cope with the uncertain and complex operating landscape, delivering change and challenge through influence. The Board at livin achieves excellence through the way it governs the business. A set of established core competencies and responsibilities for Board Members characterises the way each Board member behaves and carries out their role in line with the businesses mission, vision, values and strategic objective map. Our Mission Raising the aspirations and ambition of our business, our people and our communities. Our Vision By building a successful and sustainable business through our people we will be able to continue and grow the great work we do in supporting the people in our communities to improve their lives. Our Values FOREVER PLUS Strategic Objective Map Elements Realising livin s future ambitions Fairness Productive Strategic Business Focus Value-driven authentic behaviours Openness Lean Customer Focus Cross-functional working Reliability Unified Effective Communication Agility and learning Enterprise Sustainable Team Working Empower decision-making Value Governance Sets direction and purpose Excellence Technical Skills Respect vmay, 2016 JF Page 1 of 14

2 Competency - Strategic Business Focus Summary: Providing appropriate leadership and management in order to ensure livin s strategic objectives are met. Enabling and challenging our people to realise their own and our ambitions. Strategic Focus To maintain a focus on the long term sustainability of livin, the services it delivers to its customers, its financial wellbeing, employees and the talent available to livin. Our business aspires to be ambitious, professional and efficient constantly challenging ourselves to be bold but maintaining sustainability and independence by recognising and balancing ambition with risk. An organisation which others wish to emulate, who is seen as a force to be reckoned with. Social Business Acumen To share and apply individual business acumen as a Non-Executive Director, adding to the collective skills of the Board and widening the range of Board perspectives to ensure success. To contribute to the management of resources to ensure best value for money, financial sustainability and best judgement in financial and service investment. Analytical Skills / (Balanced) Judgement To call for and critically assess information brought forward about the business and to contribute to balanced judgements which feed into sustainable business actions and continuous improvement. Risk Intelligence To take a pro-active stance on understanding and managing the risks associated with the growth and wellbeing of livin, its customers and reputation. To support the work of the Audit and Risk Committee and to maintain a personal commitment to highlighting risk. Performance and Outcome Orientation To sustain the performance culture at livin, ensuring that it is lead and managed on a coherent and logical basis with key performance evidence at its core. Challenge and Support To maintain the arrangements for supporting the Executive and challenging them to continually improve the arrangements for delivering services that are at the heart of livin s communities. vmay, 2016 JF Page 2 of 14

3 Strategic Business Focus Board Members Examples of What Are - Valuable Behaviours Acting as ambassadors for livin and its aspirations Understanding the business and what livin is trying to achieve Ensuring high level commitment to the livin mission, vision and values Having strategic focus and undertaking forward planning Leading by example demonstrating respect, integrity and professionalism Making timely decisions to drive the business forward Being realistic about objectives and targets they set and monitoring progress towards them Being able to deal with difficult/uncomfortable issues Trusting employees and supporting the decisions they make Being approachable and open Being able to take or share blame/criticism Creating an environment to enable people to develop and learn Being a long term strategist Examples of What Are Not - Unhelpful Behaviours Failing to observe the distinction between non executive and executive Failing to make timely decisions or making imprudent decisions without considering all the facts Failing to deal with unhelpful behaviours/poor performance Using Board or committee meetings to address personal or political priorities Treating employees or areas of the business with suspicion or inconsistently Lacking focus and direction Being full of self importance and superior attitude vmay, 2016 JF Page 3 of 14

4 Competency - Effective Communication Summary: Communicating with others in an appropriate, clear, thoughtful and timely manner. Clear communication and alignment of activities to the business strategy. Ambassador Role To promote the success of livin and its reputation by acting as an ambassador among external stakeholders at events and conferences. To communicate confidence in the business and encouragement to continually improve. To promote the work of the Board when engaging with employees, customers and stakeholders. Open Communication To maintain the culture of livin as expressed through the values by communicating in an open, honest and transparent manner. To promote the accountability of livin in all conversations Influencing Skills To confidently influence the promotion of livin and its activities. To ensure that views, perceptions and opinions are fully expressed in Board and at other events. To work jointly with Board colleagues and the Executive in securing / moving towards the vision. Emotional Intelligence To use and grow their emotional intelligence. To scan their livin environments and provide leadership and judgement that builds openness, trust and sustainable working relationships. vmay, 2016 JF Page 4 of 14

5 Effective Communication Board Members Examples of What Are - Valuable Behaviours Delivering very clear and consistent messages about what everyone is working towards Being aware of the impact that mixed messages can have and acting upon them Ensuring the effective communication of the reasons for change so that employees are aware of the reasons, even if unpopular Being approachable, open and friendly Showing an interest in what a person is saying by using appropriate body language and eye contact Demonstrating patience Actively listening Being sensitive to others issues and feelings Thanking people for their efforts Communicating bad news as well as good in an appropriate manner Examples of What Are Not - Unhelpful Behaviours Lacking clarity and being unclear when communicating Being too complex in explanation and using jargon Spreading gossip and rumours Using a dismissive tone and body language Not listening to others Being critical without being constructive Keeping information to yourself Keeping people "in the dark" about issues affecting the business as a whole Avoiding issues and failing to answer questions vmay, 2016 JF Page 5 of 14

6 Competency - Customer Focus Summary: Providing the highest possible quality of great service to internal and external customers, consistently seeking ways to improve this service Standards and Accessibility To commit to high quality standards for the customers of livin and to ensure that livin s services are continually reviewed to maximise their accessibility Leadership in Diversity To provide leadership through Board to ensure that the rich diversity of livin s customers and communities is reflected in the services offered. To maintain a focus on the evidence base of customer needs and aspirations. Co-Regulation and Scrutiny To contribute positively to the working partnership with tenants and other customers via co-regulation and scrutiny arrangements. vmay, 2016 JF Page 6 of 14

7 Customer Focus Board Members Examples of What Are - Valuable Behaviours Treating customers with dignity and respect at all times Having empathy with customer's circumstances Understanding livin s equality and diversity principles and behaving in ways that are consistent with these Encouraging and enabling real participation Consulting before making decisions that relate to customers Being diplomatic - taking appropriate action and using sensitivity Using best practice to support the business to learn Examples of What Are Not - Unhelpful Behaviours Being rude to internal and external customers Bullying and harassment Being unsupportive or dismissive Non-participation Displaying superior and detached attitudes Making decisions without consultation Being defensive about the business and its services vmay, 2016 JF Page 7 of 14

8 Competency - Team Working Summary: Working together with livin employees and/or external partners to achieve enhanced results by acting as a genuine role model open and transparent with a high degree of honesty. Collective Responsibility To commit to working collectively, drawing on and building the full range of skills and perspective on the Board. To act in accordance with collective responsibilities. Committed to working together to create a winning team, believing in the part they play as individuals in making the organisation a success and understanding why. Relationship with Executive Directors and Business Employees To build and maintain excellent working relations with the livin executive and employees. To take advantage of formal and informal (where offered) arrangements to develop expertise in subject and topic areas and to use the relationships as part of the notion of effective challenge and support. Partnership Focus To continually work towards and promote partnership working. To appreciate the benefits of an external focus and to take a wide view of resources available to livin through this attitude. To empathise with and incorporate the diverse perspectives of various stakeholders into board deliberations and decision-making To demonstrate political sensitivity and astuteness to decisions impacting on the wider public service agenda vmay, 2016 JF Page 8 of 14

9 Team Working Examples of What Are - Valuable Behaviours Examples of What Are Not - Unhelpful Behaviours Board Members Behaving as a team and sharing collective responsibility for decisions Behaving as self-interested individuals Competing and point scoring Working in collaboration with employees (especially the Chief Executive and SMT) to ensure best possible outcomes. Treating colleagues disrespectfully Promoting a 'blame culture' Demonstrating a negative attitude Seeing the bigger picture Taking little interest in what the employees are Listening and contributing constructively to debates and decision making doing Sending mixed messages about policies, Being prepared to pass knowledge and information on to others procedures and complaints Discouraging partnership interdependency Thinking laterally to see the range of people who may be affected by decisions Weighing up all the aspects before making a decision Being able to work with others Believing that working with stakeholders is good for livin and facilitating it happening vmay, 2016 JF Page 9 of 14

10 Competency Governance Summary: Taking personal responsibility by working in an organised and effective manner to deliver the required results and treating the achievement of business objectives as a priority Operating within the Rules To grow understanding and to work in accordance with the rules, legal requirements and the regulatory framework(s) as applicable. To regularly review personal awareness (at least annually) and commit to Board development opportunities as afforded and expected by livin. To understand and commit to the codified duties of a Non- Executive Director as per the provisions of the Companies Act. Code of Conduct and Self-Management To commit to livin and any other external Code of Conduct covering the behaviour of Board Members, seeking the advice of the Chair and Secretary in the event of potential conflict with these Codes. Values and Culture (Setting & Promotion) To behave in accordance with livin s values. To contribute to the occasional review of values and to promote their application through colleagues, employees and customer representatives. Compliance Orientation To maintain and promote high standards in the compliance of livin relating to legal, financial and regulatory requirements. Accountability To acknowledge and act in accordance with livin values of accountability to its customers, employees and stakeholders, enabling socially and economically balanced communities. vmay, 2016 JF Page 10 of 14

11 Governance Examples of What Are - Valuable Behaviours Examples of What Are Not - Unhelpful Behaviours Board Members Taking decisions for the best/long term interests of livin customers and the wider community Doing your own thing and not following the rules Acting in an aggressive or submissive way to Being accountable and taking conduct and probity issues seriously resolve issues Unnecessarily over-ruling employees Ensuring the business is financially secure decisions Looking past Key Performance Measures to see 'real' issues Avoiding financial/business necessities Poor communication of decisions Ensuring skills and knowledge remains up to date Using politics and other unhelpful manoeuvrings/actions to conceal real Being financially aware, astute and responsible situations Seeking positive benefits Being realistic, honest and straightforward Following the rules and protocols set down by livin vmay, 2016 JF Page 11 of 14

12 Competency - Technical Skills Summary: Having the technical and specialist skills to perform the role effectively. Application of specialist / technical / professional skills and experience To bring and apply specialist skills, areas of special interest and professional knowledge to ensure that the Board maintains an effective support and challenge to the Executive. To contribute to the delivery of effective Board decisions and actions. Fusion of other skills, opinions and options To develop wider personal skills through the sharing of others knowledge, skills and perceptions and ensure that options intelligence is applied to matters that come before the Board. Application of information technology and digital skills To maximise the use of technology provided to and used by Board Members. To maintain the focus on working smarter and reducing costs via advances in technology. To help build awareness across the business of the value of applied technologies, encouraging the opportunities provided by technology to build collaboration, online services and a modern business model. To demonstrate an awareness of the potential of digital applications to improve efficiency of operations, enhance the customer experience and deliver better business outcomes To apply digital skills to the exercise of the duties and responsibilities of the Board and participate in the application of creative digital solutions to governance and assurance Open to Learning To continually look for personal growth and to commit to the opportunities and ambitions afforded by livin Board Membership that are identified by performance management frameworks and activities. vmay, 2016 JF Page 12 of 14

13 Technical Skills Examples of What Are - Valuable Behaviours Examples of What Are Not - Unhelpful Behaviours Board Members Demonstrating sufficient knowledge and skills required to carry out the role of Board member effectively Taking personal and collective action to review performance and nurture improvements Fully utilising the range of skills and experiences within the Board Flexibility to utilise new or different skills as required Preparing thoroughly and asking probing questions Taking proper account of professional advice and expertise Being aware of and complying with all legislative and regulatory requirements relevant to the Board s work. e. g. Health and Safety Using technologies provided by the business to carry out the job effectively Failing to recognise the continuous improvement required to be an effective Board Member Undervaluing or ignoring skills and experiences within the Board Inward-looking Not preparing for or participating fully in meetings Not obtaining or disregarding professional advice and expertise Having a dismissive attitude to legal and regulatory frameworks Not taking time to learn to use technologies where training is made available and also by self tuition vmay, 2016 JF Page 13 of 14

14 Board Member Person Specification General Experience and Knowledge Understanding of the core elements of livin s business and its services Knowledge of livin s local communities and their needs and priorities Understanding of the concepts of budgeting and financial performance Experience of using information technology Experience and/or understanding of monitoring performance Experience of management and/or working effectively as a team Experience of the housing sector (desirable) Experience of working with, or being a member of, resident or community groups (desirable) Specific Experience and Knowledge (to be tailored to individual vacancies) Required skills gaps will be identified through appraisal and succession planning processes and livin will recruit to fill specific current or future skills gaps, which may include targeted recruitment for experience and knowledge in one or more of the following areas; Building/Property Business involvement at a senior level Charity/not for profit Communication Customer/Resident knowledge and experience, customer service Equality and Diversity Financial Governance Housing and sustainable communities Human Resources IT Legal Risk Management Stakeholder knowledge Qualifications None required, but a degree or professional qualification in a relevant topic may be desirable and this will be outlined when recruitment takes places according to skills gaps identified as above