As a member of CHC, [name of organisation] commits to achieving the highest standards of governance, specifically to:
- put existing and potential service users at the centre of our work Is the Board clear on the organisation’s strategy for resident engagement? Does the organisation think about the customer experience or benefits to customers when it targets areas to improve? Does the organisation think about the customer experience or benefits to customers when it targets areas to improve? Does the organisation make intelligent use of information on who customers are and what their needs are? Is there a clear emphasis in the Board’s approaches to putting the citizen first?
- have in place practical mechanisms to achieve accountability to tenants, residents, potential tenants and residents, shareholders and all relevant stakeholders Is the Board clear about how its own accountability to residents works in practice? Does the organisation have a process in place by which residents can engage in influencing service delivery? Are resident engagement structures fit for purpose? Do residents receive feedback on actions taken or not taken as a result of their suggestions and recommendations? Do residents have a say about service priorities, whether or not they are ‘involved’ residents? Are Board members and staff committed to a culture of participation, so that resident involvement is automatic in service and governance issues? Does the Board have a clear vision for how its governance connects with residents? Does the Board ensure that information is published and promoted to tenants regarding the organisation’s performance? Is there a Code of Conduct for Board members setting out behaviours expected of them? Does the Board ensure that information is published and promoted to tenants regarding the organisation’s performance? Is the Board clear as to what outcomes it seeks from performance? Does the Board know adequate arrangements are in place to secure continuous improvement?
- develop and maintain positive and constructive relationships with key stakeholders, including funders and regulators Does the Board have an effective working relationship with the regulator? Is the Board focused on outcomes for its stakeholders? Do Board member competencies highlight the need for Board members to build relationships with a wide range of stakeholders? Has the Board identified its key strategic partners? Does the Board understand its duties under the regulatory framework? Does the Board understand the expectations of its organisation from the perspective of the local authority/authorities? Is the Board confident in its approach to regulatory self-assessment?
- communicate openly about all aspects of the organisation, including strategic direction and purpose, values, standards, performance and how complaints can be made Does the Board set the organisation’s values and standards, model these in its own
behaviours and promote them to all stakeholders? Has the Board set organisational values and ensured that these underpin the performance and the operations of the organisation? Does the Board periodically review the organisational values, and how these are reflected by the work of the Board and of the organisation? Do Board members understand how they can raise any concerns about how the organisation is run?
- maintain and demonstrate organisational independence Do Board members understand how they can raise any concerns about how the organisation is run? Does the Board own the vision for the organisation? Does the Board own the mission for the organisation? Does the Board, from time to time, review policies and procedures relating to the accepting and recording of hospitality and gifts, whistleblowing, access to information and other matters of business ethics?
- be clear about the roles and responsibilities of the Board, the Audit Committee, any sub committees, Boards of any subsidiaries of group structures where relevant, and the Chief Executive and document these Does the Board promote a clear direction and strategy for the organisation? Does the Board understand the work of the Executive team? Does the Board provide effective leadership to the Executive? Are there effective relationships between Board Members and Executive team members – not just between the Chair and Chief Executive? Is the Board effective at providing challenge to the Executive in Board meetings? Does the Board have effective internal control? Is the schedule of delegated authority appropriate, periodically reviewed, and are mechanisms in place to ensure that delegated authorities are being adhered to?
- support Board members through provision of a job description, information, training and appraisal Do all Board members understand their role and key responsibilities? Is there a Code of Conduct for Board members setting out the behaviours expected of them? Since the last appointment to the Board, has there been a skills audit of the Board? Is effective training and support available to all Board members? Is there induction for new Board members and consideration of their support needs? Does the Board have different ways of keeping its knowledge up to date? Throughout its work, does the Board promote the idea of nurturing a learning organisation?
- have in place mechanisms for regular Board review and recruitment Has the Board committed to Board renewal, and implemented a good succession planning policy in place? Is the Board committed to open recruitment of Board members? Does the Board revise its learning and development plan annually? Does the Board make time at least annually for strategic planning and reflection? Does the organisation learn effectively from what has gone wrong? Is there an effective appraisal process in place for the Board that results in both collective and individual learning?
- have a transparent process for deciding the remuneration of the Chief Executive Does the Board have clear objectives set for the Chief Executive and use these to guide an
annual appraisal process? Does the Board lead the appointment, dismissal (where appropriate) and remuneration of Executive staff? Does the Board provide appropriate scrutiny and challenge of the performance of the Executive in meeting agreed objectives?
- have in place mechanisms to improve services and ways of measuring when they have improved Does the Board have effective arrangements in place to manage its own performance?
- have in place practical ways to effectively manage risk Does the Board have its own risk map, in addition to overseeing a framework for risk management in the organisation? Are the necessary systems and procedures in place to ensure that the organisation’s work is appropriately audited? Is the Audit Committee aware of good practice and does it regularly review its effectiveness? Do any decisions requiring approval by the Board take into account issues around sustainability?
- develop and demonstrate effective means of financial management Does the Board understand the expectations of its organisation from the perspective of its lender(s)? Does the organisation have in place effective and robust systems of financial, people and project management? Do all Board members have a good understanding of the organisation’s business/corporate plan? Do all Board members have a good understanding of how the annual budget is set and what it comprises? Do all Board members have a good understanding of the organisation’s management and statutory accounts? Do all Board members have a good understanding of the organisation’s lending arrangements? Do all Board members have a good understanding of the organisation’s -30-year forecast, the assumptions that it’s based on, and its sensitivities? The Board should not rely solely on one or two financial ‘experts’ on the Board to make decisions regarding the organisation’s finances. Is this the case? Have all Board members been offered training and support on the organisation’s finances and financial reporting? Do all Board members understand the regulatory process for arriving at a financial viability judgement? Do the papers that come to the Board regarding financial matters use plain English and are accessible to non-technical people? Do all Board members understand that effective financial management by them is a key element of good governance?
- ensure value for money is achieved Is there good benchmarking information available to the Board? Do the system(s) in place to achieve continuous improvement consider value for money? Are appropriate procurement arrangements in place to consider cost-effectiveness and efficiency? Does the organisation evaluate the wider impact and outcomes of its work?
- practically demonstrate a commitment to equality and diversity Does the Board understand its duties as an employer?
Has the whole Board been trained on equality and diversity and how these principles apply to its work? Do equality and diversity considerations cut across all of the Board’s work?
