Skill Matrix

The Group Chair Designate and Non-Executive Director Roles

The role descriptions and person specifications are provided separately.

The table below provides an indication of the mix of skills we want for the board as a whole - we do not expect individual members to fulfil each individual criteria.

SECTION 1: CORE skills, knowledge and experience

  • Governance
  • Setting strategic direction and objectives
  • Risk management, oversight and awareness
  • Audit, assurance and compliance
  • Understanding of legal, charitable and regulatory duties of a Non-Executive Director
  • Equality and diversity
  • Corporate governance
  • Business and commercial skills
  • Business planning, financial management or accountancy
  • Performance management
  • Value for money, efficiency metrics and use of resources
  • Treasury and investment management
  • Growth, through partnerships, merger and acquisition
  • Corporate services and delivery
  • Customer and service standards – within a social housing context
  • Tenant engagement and involvement
  • Organisational structure, change and transformation
  • Social housing sector – policy and priorities
  • Charitable activity and grant giving
  • Asset management
  • Property maintenance
  • Property development
  • Regeneration and community development
  • Social investment and enterprise
  • Facilities management

SECTION 2: DESIRABLE skills, knowledge and experience

  • Governance
  • Business development and management in a public sector or commercial context
  • Stakeholder engagement and accountability
  • Information technology and communications
  • Human resources and organisational development
  • Public relations and marketing
  • Business and commercial skills
  • Procurement and contract management
  • Project management and planning
  • Corporate services and delivery
  • Environmental and sustainability issues
  • Understanding of the operating environment and local market
  • Support, health or care services
  • Housing management in a public or commercial context
  • Training and employment
  • Social enterprise development and engagement

Preferred composition

The Board will require members with specific expertise in the following areas:

  • Housing development, acquisition and management
  • Accountancy, financial management and treasury management
  • Legal knowledge relevant to housing and planning
  • Asset management, development and procurement
  • Procurement, partnering and contracts and commercial growth
  • PR, media and communications
  • Social enterprise and charitable investment

Board behaviours

A good team dynamic is a key requirement for successful governance. A full description of the behaviours we would like to achieve can be downloaded below. In summary these are as follows:

  • Effective communication and engagement with colleagues: effective and respectful communication
  • Working of an effective team: consensus decision making, constructive challenge and effective relationship building
  • Leadership: motivating, leading and influencing the success of the business
  • Analysing and scrutinising: monitor and oversight of performance, risk and data in a variety of formats; focusing on assurance and evidence-based reporting
  • Directing strategy: adding value, energy and innovation to future planning and actions
  • Customer focus: listing to the customer voice and responding with an understanding of the requirements and priorities of customers
  • Self-management and development: taking personal ownership of development needs and commitment to the non-executive role
  • Partnerships and relationships: commitment to building partnerships to support the delivery of strategy

Download Board Behaviours

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