Job Description

Please do not apply via our website and direct any interest to Amy Ambrose at

Amy@andersenjames.com

We are delighted to support MSV Housing with their search for a new Board Member who will also sit on their Audit and Risk Committee . This a superb time to join MSV as they gear up for the next part of their journey and need the right people on board who fit with their culture and values.

Board Member Role Profile and Remuneration

Key Purpose of Role

To add value to MSV's business by contributing relevant experience, expertise, and insight to determine strategy, direction, and control in the interests of residents and the wider community.

Values and Et

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All Board members need to empathise with, and demonstrate commitment to.

The vision and values of MSV. The principles and practices of collective Board responsibility and decision making. The tenants and other service users. The wider community in which MSV operates.


In particular, Board members should subscribe to learning and development within the Board and be at ease with an organisational style of continuous improvement. They also need to be comfortable within a highly regulated environment, with much peer group comparison. Individuals must maintain high standards of governance, including independence and integrity.

Key Accountabilities.

The Board is responsible for the governance of MSV. The Board's central role is to direct and control MSV's work: that is, to determine strategic direction and policies, to establish and oversee control and risk management frameworks and to ensure that MSV achieves its aims and objectives. Management - that is the implementation of Board policies - is delegated to staff.



All Board members share responsibility for its decisions. Each Board member should act only in the interests of MSV 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 organisation and ensure that these are realised and upheld. To define the direction of the business. To promote commitment to welcoming diversity and achieving equality. To ensure clear accountabilities and communication between the Board, committees, subsidiaries and executive. To maintain a clear service user and community focus. To support the Chair in providing strategic leadership. To create a positive climate among the Board; which fosters constructive challenge to assumptions about the business. To review Board composition, co-options, performance and succession plans reg To appoint (and, if necessary, remove) the Chair and Vice Chair. To determine committee membership, including co-options. To consider and approve applications for shareholding membership.

Strategic Devlopment

To set the key strategic objectives and determine the strategic aims and outcomes required. To drive the development of the corporate plan, providing constructive challenge and contributions to co-create and ensuring the effectiveness of the plan. To approve an annual business plan, budgets for both revenue and capital expenditure and treasury strategy that support the achievement of the corporate strategy and plan. To establish a framework for approving and regularly reviewing policies and plans to achieve business objectives. To ensure that all assets are managed efficiently and effectively, and capacity is properly utilised, so as to maintain longer term viability and sustainability of the organisation and it's homes. To have a clear focus on achieving value for money.

Risk Management

To establish and oversee a framework for the identification, management, and review of risks, including agreeing risk capacity and tolerance. 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 emergent 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. To establish and oversee a framework of delegation and systems of internal controls. To draw up a schedule of significant matters specifically reserved for the Board's decision. To obtain systematic information that provides assurance on the effectiveness of internal controls.

Performance

Monitoring to regularly review and monitor performance in relation to its corporate and other 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 accounts prior to publication. To obtain assurance that MSV's affairs are conducted lawfully and in accordance with generally accepted and specific standards of reporting, performance and probity. To ensure MSV's compliance with all relevant regulatory requirements, including the Housing Corporation's Regulatory Code and other regulatory requirements and with the NHF's code of governance.

Transparency and Openess

OpennessTo approve a policy about access to information and documentation and review regularly MSV's openness arrangements, taking account of further good practice developments. To establish MSV's policy for communicating with, and involving, residents and others in the community in, its work and performance. To establish MSV's policy for shareholding membership. To attend regular meetings with tenants' groups as required. To promote MSV at key events and other meetings, and establish constructive, high quality relationships, with key current and potential partners and stakeholders, both internal and external. To monitor, safeguard and enhance MSV's reputation.

Executive and Management

Arrangements to appoint (and, if necessary, dismiss) the Chief Executive and approve her/his salary, benefits and terms of employment. To be represented in the appointment of key directors. To ensure there are appropriate policies and systems to recruit, develop, retain and remunerate staff.

Responsibility

Individual Board members are responsible through the Chair of MSV, who is elected by Board members. 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 for its own appraisals and that of Board members; and for a succession plan for members.

Remuneration

5,433 per annum for Board Members plus learning and development opportunities.

Please do not apply via our website and direct any interest to Amy Ambrose at

Amy@andersenjames.com

We own and manage almost 9,000 homes in Greater Manchester, Lancashire, and West Yorkshire. Our growth aspirations are to respond to the housing crisis in the North West, by assisting the millennial generation locked out of decent homes, the elderly, those on low incomes, those in need of specialist housing, first-time buyers, and people who are 'rightsizing'.