Recruitment of Board Member
(Development and Commercial Specialist)
Recruitment Pack
June 2015
June 2015
Dear Applicant
Salvation Army Housing Association Vacant Board Member Position
Thank you for your interest in this position. To assist you in applying for the position,
enclosed are:
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A role profile
Terms and conditions
Organisation chart
Supplementary information, including annual reports, financial statements, performance
indicators and corporate strategy can be downloaded from our web site (www.saha.org.uk)
To apply please can you provide an up-to-date CV which shows your full career history. We
recommend that this is no longer than three pages. Please also provide a supporting statement
that sets out how you are a good candidate for this position and what your motivation is for
applying. We recommend that this should be no more than two pages.
Please also complete the equal opportunities form. It is not mandatory to complete; the
information requested is purely for equal opportunities monitoring purposes in line with our
commitment to equality, diversity and inclusion. This will not affect the outcome of your
application.
Applications should ideally be e-mailed to puneet.rajput@saha.org.uk or posted to the
Director of Corporate Services, Salvation Army Housing Association, 3rd Floor St Olaves
House, 10 Lloyd’s Avenue, London EC3N 3AJ.
Applications must be received by 10 July 2015.
We look forward to hearing from you.
Yours sincerely
Puneet Rajput
Director of Corporate Services
Role Profile
Non Executive Director (Board Member)
Overall Purpose of the Role
The primary role of the Board is to manage the business of Salvation Army Housing Association
(saha), maintain its financial viability and ensure compliance with the law and regulation. The Board
works to ensure saha’s long term success and that it meets its mission – “Transforming lives”.
As a Board member you work in a team to decide the strategic direction of the Association and setting
and monitoring plans that improve services to residents. You act as a custodian in safeguarding saha’s
ethos, values and sense of social mission. You bring independent judgement to bear on discussions
and ensure that the views of residents are considered in the decision making process and that the
Board is accountable to residents for the decisions it takes.
Key Responsibilities
The key responsibilities apply to all Board members including the Chair, Deputy Chairs and
Committee Chairs, are:
1. To set saha’s vision, mission and values.
2. To participate fully and contribute in the planning of saha’s strategic direction, setting
objectives and monitoring performance against delivery of the corporate strategy and business
plan ensuring that management information provided is fit for purpose.
3. To act in good faith with care, diligence and skill ensuring that decisions are taken in the best
interests of saha and in accordance with the law.
4. To act within the powers of saha as set out in its Rules and Governance Handbook.
5. To declare any conflicts of interests.
6. To receive and consider reports prepared by management and to constructively question these
to ensure that decisions are well founded.
7. To adequately prepare for, and attend, Board / Committee meetings (as appropriate) and other
Board events and take collective responsibility for decisions made and abide by them.
8. To ensure the financial viability of saha through effective business planning and budgeting
including the approval of annual revenue and capital budgets, the treasury policy and to
ensure that these drive the outcomes set out in the corporate strategy and financial business
plan.
9. To maintain sound financial management of saha’s resources ensuring income is maximised,
expenditure is minimised and investment activities meet accepted standards and policies.
10. To drive value for money across all saha’s operations and asset base and to seek assurances
that saha is delivering value for money (economically, socially and environmentally) in an
appropriate manner for its business.
11. To ensure that systems of risk management and control are robust and effective.
12. To maintain the highest standards of governance and conduct.
13. To participate in individual and collective Board appraisal and contribute to the identification
of personal and collective development needs and to attend development events as required.
14. To treat Board information and discussions as confidential until advised to the contrary.
15. To foster good working relationships and shared understandings with other Board members,
the executive and the leadership of The Salvation Army.
16. To ensure that appropriate human resources capacity and capability are in place for saha to
meet its objectives.
Person Specification
In selecting Board members saha wishes to have a Board that comprises individuals who, between
them, have the right level and mix of skills and experience necessary to fulfil their role on the Board.
Below is a list of competencies a Board member is expected to demonstrate or develop over time. It is
not an exhaustive list but a guide to what is expected.
Personal qualities, a Board member:
a) upholds the aims and values of saha and The Salvation Army and doesn’t do anything
that could undermine the work or reputation of the Group
b) sets a personal example to others by demonstrating the highest standards of integrity,
probity and conduct
c) understands and applies the principles of equality, diversity and inclusion
d) brings challenge and support to the Board
Knowledge and experience, a Board member:
a) is able to apply specialist knowledge and experience either as a service user or someone
with senior level current practical experience from a relevant field of work
b) is able to explain concepts and issues relating to specialist knowledge and experience
c) has an awareness of the operating environment of the social housing sector and its
regulation
d) has an understanding of the needs of residents and communities
Self management and development, a Board member:
a) prepares for, and attends, meetings
b) governs – does not manage (avoids acting operationally)
c) shows passion and commitment to the work of saha
d) respects confidences
e) is open to learning and keen to use new learning
f) is in touch and up to date with relevant issues
g) has the time commitment to effectively discharge the duties of a Board member
Leading and directing, a Board member:
a) promotes the highest standards of governance and seeks regulatory compliance
b) develops good relations with the executive, supporting them in their leadership of the
business
c) takes a broad overview and sees the long term implications
d) offers creative ideas or perspectives
e) spots opportunities or possibilities
f) contributes to planning, controlling and monitoring
g) contributes to setting and prioritising objectives
Team working and group decision making, a Board member:
a) respects the role of others and gains their trust and respect – inside and outside the Board
b) challenges freely and debates constructively
c) compromises when appropriate and sticks to the Board’s decision
d) does not let personal relationships interfere with fulfilling the Board’s purpose
e) could chair meetings effectively and respects the feelings of others
f) influences others through persuasive discussion
g) listens – allows others to contribute and sees others views
h) gives a reasoned thought through contribution and reaches conclusions based on a
rational interpretation of the information available
Analysing and scrutinising, a Board member:
a) thinks strategically
b) analyses data to determine key issues
c) examines various facets of an issue and explores the implications of a proposal
d) spots any omissions from the presented information
e) offers appropriate comparisons and parallels
f) weighs up the pros and cons
Networking and abilities, a Board member:
a) attends events in addition to Board meetings
b) acts as an ambassador of SAHA to create and maintain a good image of it
c) makes contact with people through appropriate channels
d) has good interpersonal skills to engage effectively with a wide range of stakeholders
e) is a good communicator and able to articulate saha’s vision
Terms and Conditions
Period of Appointment
Appointment is for a fixed term of three years with a maximum period of three terms (9 years in
total).
Time Commitments
Board meetings are normally held at the Association’s head office in London. Meetings normally last
two and a half hours (between 9.30am and 12pm) followed by lunch.
There are normally eight meetings each year; one of which is includes a visit to a scheme (usually in
May).
Induction
An induction and familiarisation programme for Board members will be provided.
Remuneration
The position is unpaid and voluntary but reasonable out of pocket expenses including, travel, mileage
and overnight accommodation will be paid.
Potential Conflicts of Interest
You will need to give details of any business or other interests or any connections which, if you are
appointed, could be misconstrued or cause embarrassment to the Association or The Salvation Army.
Previous experience of Board membership is desirable but not essential.
Organisation Structure
Chief Executive
Deputy Chief
Executive & Director
of Finance
Head of Finance
Director of Housing
Services
Director of Asset
Management
Director of
Corporate Services
Head of Customer
Services
Head of Capital
Projects
Head of ICT
Head of Housing
Services (North)
Head of
Maintenance
Services
Head of Business
Support
Head of Housing
Services (South)
Head of Quality
Inspectorate
Head of HR