Chairperson of the Board

Board meetings per year:

Four board meetings per annum.  Board meetings tend to be online, but face-to-face, or hybrid meetings may take place from time to time.  There would also be a commitment to committee meetings, a board strategy or development day and site visits.

Time commitment:

Approximately two days per month.  Please note that this time commitment will be spread across multiple days and is likely to be cyclical.

Remuneration:

This role is unremunerated. Travel expenses as well as other out of pocket expenses directly incurred as part of official Board business will be reimbursed.

Key purpose of the role

The Chair is a critical role within VoiceAbility, providing facilitative leadership of the Board, supporting the delivery of impact and high-quality services empowering clients and their voices. They will be responsible for the effective governance of the charity, ensuring that the Board works collaboratively, enabling each Trustee to fulfil their duties and responsibilities and holding them to account for doing so. The Chair will be responsible for facilitating the Board’s strategic thinking and decision-making, ensuring robust governance, regular horizon scanning and assessment of future risks and opportunities.

The Chair will provide support and constructive challenge to the Chief Executive and their senior management team as they work to achieve the ambitious objectives agreed with the Board.

Key accountabilities

Strategic Leadership

• Provide leadership to VoiceAbility’s Board, ensuring that the charity has maximum impact for its beneficiaries. Drive improvements in the Board’s own performance to build an effective, high performing team. Facilitate ambitious strategic discussion and decision making on the board. Ensure that the Board operates within its charitable objectives and sets a clear strategic direction for VoiceAbility.

Relationship with the Chief Executive and the wider management team

• Establish and build a strong, effective and constructive working relationship with the Chief Executive, ensuring they are held to account for achieving agreed strategic objectives. Ensure regular contact with the Chief Executive and develop and maintain an open and supportive relationship within which each can speak openly about opportunities, issues and challenges. Ensure an annual appraisal and remuneration review for the Chief Executive takes place.

Governance

• Develop the knowledge and capability of the Board of Trustees. Ensure an effective and proactive safeguarding culture throughout the organisation. Chair meetings of the Board of Trustees so that trustees can embody the mission and values of VoiceAbility monitor performance in relation to key strategic activities ensure that VoiceAbility’s affairs are conducted lawfully and in accordance with generally accepted standards of probity and performance as required by the Charity Commission and other regulatory bodies manage financial and reputational risk, ensure effective and appropriate use of resources and the financial stability of VoiceAbility fulfil their duties and responsibilities for the effective governance of VoiceAbility

Efficiency and Effectiveness

• Chair Board meetings effectively and efficiently, bringing impartiality and objectivity to the decision making process. Work closely with the Chief Executive to give direction to Board decision-making and to ensure that meetings are well planned, meaningful and reflect the responsibilities of Trustees.

Monitor that decisions taken at meetings are implemented.