TSA Job Listings

The Chair will lead the Board in working with the Chief Executive and Executive Team to hold the organisation to account for delivery of the TEC Services Association (TSA) CIC’s Vison and Mission, ensuring that each director fulfils their duties and responsibilities and the Board functions effectively as a unit. The Chair will have overall oversight and accountability for the TSA Governance structure, Strategic Futures Advisory Committee and Finance Risk Audit and Performance committee consulting as appropriate. The Chair will have a close working relationship with the Board of TSA subsidiary TEC Quality

The Chair will act as an ambassador and the public spokesperson for the TSA CIC, leading debates and responses to strategic and policy issues, undertaking media interviews, in partnership with the Chief Executive.

Responsibilities of the Chair include:

·Providing strategic leadership to the company and its Board;

·Working with the Chief Executive to give direction and advice to the Board on strategy, policy and procedures.

·Ensuring that directors fulfil their duties and responsibilities.

·Ensuring that the Board provides a clear strategic direction for the company and sets and monitors objectives.

·Ensuring that the Board regularly reviews opportunities and risks and satisfies itself that systems and actions are in place to take advantage of opportunities, and manage and mitigate the risks; and

·Ensuring that the Board fulfils its duties to ensure sound financial health of the company, with systems in place to ensure financial accountability.

Governance

·Planning and chairing Board meetings effectively.

·Working with the Chief Executive to give direction to Board decision-making.

·Ensuring that the governance arrangements are working in the most effective way for the company.

·Ensuring the provision of accurate and timely information to non-executive directors.

·Taking responsibility to ensure the Board reflects the diversity of the UK and different perspectives is taken into account.

·Develop the knowledge and capability of the non-executive directors, including supporting the induction of non-executive directors.

·Facilitating the effective contribution of all directors to the board, encouraging positive challenge and ensuring constructive relationships between executive and non-executive directors.

·Appraising the performance of the non-executive directors on an annual basis ensuring board effectiveness

·Ensuring that the Board is regularly reviewed and incorporates the right balance of skills, knowledge and experience needed to govern and lead the company effectively; and

·Monitoring that decisions taken at meetings are implemented.

Working with the Chief Executive and the wider management team

·Establishing and building a strong, effective and constructive working relationship with the Chief Executive, ensuring s/he is held to account for achieving agreed strategic objectives of TSA CIC.

·Supporting the Chief Executive, whilst respecting the boundaries which exist between the two roles.

·Ensuring regular contact with the Chief Executive and developing and maintaining an open and supportive relationship within which each can speak openly about concerns, worries and challenges.

·Conducting an annual appraisal of the Chief Executive in consultation with other non-executive directors; and

·Ensuring that the Chief Executive has the opportunity for professional development and has appropriate external professional support.

External Relations

·Acting as an ambassador for the company.

·Maintaining close relationships with relevant external stakeholders.

·Acting as a spokesperson for the company when appropriate; and

·Representing the company at external functions, meetings and events.

·Undertaking media interviews as appropriate

·Acting in liaison with leaders of the four jurisdictions of the UK (England, Scotland Wales and Northern Ireland

Non-executive directors (including the Chair) are expected to focus on board matters and not stray into ‘executive direction’, thus providing an independent view of the company that is removed from the day-to-day running. NEDs are appointed to the board to bring:

·Independence

·Impartiality

·Constructive challenge

·Wide experience

·Specialist knowledge

·Personal qualities, agile open mindset

Successful candidates will:

·Demonstrate a strong and visible passion and commitment to TSA CIC, its strategic objectives and cause

·Working in line with TSA values, engaging with people effectively

·Possess personal gravitas to lead a significant national organisation

·Exhibit strong inter-personal and relationship building abilities and be comfortable in an ambassadorial role

·Demonstrate tact and diplomacy, with the ability to listen and engage effectively

·Possess strong influencing and networking capabilities that can be utilised for the benefit of TSA CIC

·Have the ability to foster and promote a collaborative team environment

·Be able and willing to commit time to conduct the role well, including travel and attending events out of office hours

Experience: Essential

·Experience of operating at a senior strategic leadership level within an organisation

·Leading organisations through transformational change

·Experience of introducing new business models and powerful strategic partnerships

·Chairing complex organisations with social obligation at heart or able to demonstrate to do so

·Leading within an effective Governance framework and working with or as part of a Board of Directors or Trustees

·Experience of influencing and lobbying across public and private sectors, government and Regulators

·Experience of external representation, delivering presentations and managing stakeholders

·Motivating and leveraging the capabilities and networks of the board members

·Significant experience of chairing meetings and events

·Public affairs and political spokesperson

·Championing the needs of the consumer, acting as a voice of the customer

Experience: Desirable

·Experience and track record of commissioning/providing or developing services which include consumer technology

·Operating under/developing a framework for standards and regulation

·Experience of member and representative bodies

·Experience of Mission Centric Innovation

Knowledge and skills

·Broad knowledge, understanding and strong connections of the TEC, Health, Care and Housing sectors and current issues affecting them

·Strong leadership skills, ability to motivate staff and volunteers and bring people together

·Financial management expertise and a broad understanding of finance issues

·Good understanding of CIC or Charity governance

·Motivating and leveraging the capabilities and networks of board members

Board members should have no personal or financial related interests which might prejudice the exercise of duties in relation to the company.

Term of appointment, Remuneration and Subsistence

·The CIC Chair (and board members) will serve a three-year term to be eligible for re- appointment for one additional term, with a further and final term in exceptional circumstances approved by the Board.

·£15,000 per annum for a minimum of 2 days per month.
Remuneration is taxable, and may be subject to National Insurance contributions, both of which will be deducted at source under PAYE before you are paid.Remuneration is not pensionable.

·You may claim travel and subsistence expenses, which are properly and necessarily incurred in carrying out your role and responsibilities as the Chair of TSA CIC, in line with travel and subsistence policy and rates for the company. A copy of the policy and rates can be obtained from the company.