Job title: Reader Director
Term: One year (starting November 2023)
Time commitment: Four meetings yearly (x2 in-person, x2 remote)
Remuneration: £25 flat fee per board meeting
Closing date: Sunday 8 October 2023, 23:00
Elections: Monday 9 October 2023, 06:00 to Sunday 5 November 2023, 23:00
Only members can stand for election as a reader director. You can become a member for £2 per month or £21.60 per year (with a 10% discount).
When you have signed up, email email@example.com with the email you log in with and ask for a candidacy form.
Information about canvassing will be made available to you before the vote opens.
If you have any questions about the role, please email us at firstname.lastname@example.org.
Purpose of role
- Provide appropriate oversight, governance, and leadership to the Great Central Gazette in the pursuit of its objects
- Scrutinise the performance of staff in meeting the co-operative's strategy
- Review and evaluate performance against agreed targets
- Agree and monitor lines of delegation for decision-making
- Ensure the integrity of financial and other information and that systems of risk management are robust and defensible
- Determine appropriate remuneration levels for executive directors and have a prime role in appointing and, where necessary, removing executive directors and in succession planning
- To ensure that decisions are made in the best interest of the Great Central Gazette and that the interests of members, employees and other stakeholders are considered in Board decisions.
- With direction from the Secretary, comply with the cooperative's governing document, corporate law, and any other relevant legislation or regulations, including the Director's Code of Conduct (found on our website)
- To comply with the statutory director duties
- To abide by the co-operative's internal policies and processes
- Ensuring that financial controls and risk management systems are robust and actively question information presented to the Board in these areas
- To declare any conflict of interest while carrying out the duties of a director
- With the assistance of the Secretary, promoting the highest standards of corporate governance by complying with regulatory requirements and best practices as and when appropriate
- All board members are expected to act in a way that befits a co-operative representative and are required to sign and agree to abide by the co-operative's Code of Conduct for Board Members.
Strategy and performance
- Ensure that the co-operative pursues its objectives as defined in its governing document
- To ensure the financial stability of the co-operative by ensuring that the co-operative applies its resources exclusively in pursuance of its objectives
- To contribute actively to the board's role in giving firm strategic direction to the co-operative, setting overall policy, defining goals, setting targets and evaluating performance against agreed targets
- To protect and manage the co-operative's property and ensure the proper investment of the co-operative's funds
- To make sure the co-operative is correctly insured against all reasonable liabilities
- To be collectively responsible for the actions of the co-operative and those of the co-operative's other directors.
- To uphold the good name and values of the co-operative
- To safeguard the organisation's co-operative status and ensure that the values and principles of co-operative are reflected in the co‑operative's work
- Ensuring that equality and diversity are promoted at all levels within the co‑operative
- Ensuring the co-operative meets its commitments to its members and that their interests are central to Board discussions.
- Participating fully in the work of the Board and playing an active role in the delivery of the Board's corporate function
- To represent the co-operative at functions and meetings as appropriate
- Through the Secretary, to ensure the effective and efficient administration of the co‑operative
- To appoint and support the co-operative's staff and monitor their performance
- Scrutinising board papers, leading discussions, focusing on critical issues, and providing advice and guidance requested by the board on new initiatives or other issues relevant to the area of the co-operative's work in which the director has particular expertise
- Attending meetings, and willing to chair meetings or take on other portfolio roles, where appropriate and reading papers before meetings
- Attending sub-committee meetings as appropriate
- Act on behalf of the co-operative at external meetings and events occasionally
- Keeping informed about the co-operative's activities and broader issues affecting its work.
Internal: Building and maintaining close relations with fellow directors, members, and employees
External: Building and maintaining close relations with stakeholders in the broader Co-operative Movement, professional advisors, and accountants.
- Complete the whole induction process upon election
- Undertake appropriate training and other methods of ongoing learning and development.
Key experience, knowledge and skills
- A commitment to the co-operative, its values and principles and its objectives
- A sound knowledge of the operating environment of the Great Central Gazette
- Knowledge of the governance and legal framework applicable to the Great Central Gazette
- A sound understanding and acceptance of the legal duties, responsibilities and liabilities of directors
- Strategic vision and highly developed commercial experience
- A proven record of financial management and budget-setting
- An understanding of human resources, performance management, and change management in the context of an organisation of a similar size to the Great Central Gazette
- A proven record of financial management and budget-setting
- A proven record of managing risk and an understanding of risk management tools
- A willingness to devote the necessary time and effort to their duties as a non-executive director
- Sound, independent judgment and an ability to ask questions and challenge
- An ability to think creatively
- Willingness to embrace new technologies and ways of working
- An ability to work effectively as a member of a team
- Demonstrable experience in building and maintaining sustainable relationships with stakeholders and colleagues to achieve organisational objectives
- A successful negotiator with proven influencing skills
- A proven record of successful teamwork and partnership working.