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Board recruitment – Board Member

Great Places Housing Group

Closing Date: 2 May 2025

Scroll down the page to find out more about the role.

About the role

Purpose

To add value to Great Places’ business by contributing experience, expertise and insight to determine strategy, direction and control in the interests of tenants, other customers/service users and the wider community.

Key accountabilities

The Board has ultimate responsibility for the governance of Great Places Housing Group. The Board’s role is to direct and control Great Places’ work – to determine strategic direction and policies, and to oversee the controls, assurance and risk management frameworks that will ensure that Great Places achieves its aims and objectives.

The implementation of strategies and policies is delegated to management. All Board members share responsibility for Group decisions. Each Board member should act only in the interests of Great Places and not on behalf of any constituency or interest group. Board members should put the interests of the organisation before their own interests.

Leadership and Direction

  • To define the vision and values of the Group and ensure that these are realised and upheld.
  • To define the direction of the business.
  • To ensure clear accountabilities and communications within the Group.
  • To maintain a clear customer and service user focus.
  • To support the Chair in providing strategic leadership.
  • To create a positive climate within the Board which fosters constructive challenge to assumptions about the business.
  • To agree the role and role profiles of the Chair, Deputy Chair, Committee/ Subsidiary Chairs and other Board members.
  • To review Board composition, performance and succession plans regularly.
  • To appoint (and, if necessary, remove) the Chair.

Strategic Development

  • To set the key strategic objectives and determine the strategic aims and outcomes required.
  • To drive the development of the business plan, providing constructive challenge and contributions and ensuring the effectiveness of the plan.
  • To approve an annual budget and long term business plan that supports the achievement of the corporate plan.
  • To ensure that all assets are managed efficiently and effectively, that social housing assets are safeguarded, and capacity is properly utilised, so as to maintain long term viability and sustainability of the association and its homes.

Risk Management

  • To oversee a framework for the identification, review, management and mitigation of risks, including agreeing risk capacity and appetite.
  • To contribute to the review and evaluation of strategic risks in both the external and internal environments and receive regular reports on these and on crystallising and emerging risks.
  • To ensure that a positive culture of managing opportunities, threats and uncertainties is embedded throughout the organisation.
  • To determine policies and decisions on all matters that might create a significant financial or other risk to the organisation, or which raise material matters of principle.

Internal Controls Framework

  • To oversee the framework of delegation and systems of internal controls.
  • To obtain assurance on the effectiveness of internal controls.

Performance Monitoring

  • To regularly review and monitor performance in relation to plans, budgets, controls and decisions.
  • To obtain and consider performance information in relation to customer and stakeholder feedback and benchmark against comparable organisations and activities.

Probity and Integrity

  • To approve each year’s audited Financial Statements prior to publication.
  • To obtain assurance that Great Places’ affairs are conducted lawfully and in accordance with generally accepted and specific standards of reporting and performance, including Great Places’ chosen “appropriate code” of governance and probity policies.
  • To ensure Great Places’ compliance with all relevant regulatory requirements.

Transparency and Openness

  • To review regularly Great Places’ openness arrangements, taking account of good practice developments.

Ambassadorial Role

  • To promote Great Places at key events and other meetings, and establish constructive, high quality relationships, with key current and potential partners and stakeholders, both internal and external, in line with a Board-agreed relationship management policy as required.
  • To monitor, safeguard and enhance Great Places’ reputation.

Executive and Management Arrangements

  • To appoint (and, if necessary, dismiss) the Chief Executive and other executives and approve their salary, benefits and terms of employment.
  • To ensure there are appropriate policies and systems to recruit, develop, retain and remunerate staff.

Responsibility lines

Individual Board members are responsible through the Chair of Great Places who is elected annually by Board members, to contribute to the achievement of the success of the Group and Great Places’ objects as set out in its Rules, its vision and values, and its aims set out in the current Corporate Plan and Business Plan.

The Chair will ensure the efficient conduct of the Board’s business; that all Board members are given the opportunity to express their views; that the Board makes proper and appropriate arrangements.

Remuneration

Renumeration for the board role is £9,000 per annum,to be paid monthly.
Remuneration is inclusive of travel expenses to attend meetings at our Didsbury HQ, Manchester. Great Places also pays for full Directors’ and Officers’ insurance to limit liability for our Board Members.