Corporate Governance
In the two tables below you will be able to see the areas of our Corporate Governance.
The first table outlining the key responsibilities of each aspect and the second showing which board member has lead responsibility for each aspect.
| Aspect of corporate governance | Key areas of responsibility |
|---|---|
| Finance | Budget setting, cash flow monitoring, reconciliation, liaison with accountant/ bookkeeper |
| Income Generation | Identification of funding streams, acquisition of funding- (e.g. grants, procurement, trading/sales ), significant links with marketing |
| Grant Funding | Draft funding strategy, application co-ordination and submission to the Board and funders |
| People Management | Line management for key staff, recruitment, disciplinary, appraisal, review, staff and volunteer training, review job descriptions, undertaking job evaluation, volunteer recruitment |
| PR/ Marketing | Development of marketing strategy. Monitoring of marketing strategy, social media strategy |
| Governance | Ensure that the Board adopts a strong governance model and adheres to an agreed governance calendar. Interface with appropriate legal bodies. |
| Operations | General oversight of portfolio of active projects |
| Policies & Procedures | Ensure key policies in place. Regular review programme for update and monitoring of procedures by the Board. NB Policy guidance paper available from SEN. |
| Strategic and Business Planning | Driver for planning process, providing framework for Annual Strategic Review. Strategic Plan and Business Plans. |
| Property | Management of any premises/ space rented by the Trust in the future. |
| Stakeholder Engagement | Ensure organisation is fulfilling needs of stakeholders and stays `real and effective’. |
| Role of the Board | Board member with lead responsibility |
|---|---|
| Finance | Gerry Sothcott supported by Ian Hall |
| Income Generation | Gerry Sothcott supported by Ian Hall |
| Grant Funding | Gerry Sothcott supported by Ian Hall |
| People Management | To be agreed when CDT develops further |
| PR/ Marketing | |
| Governance and Policies & Procedures | Leah Heatley & Ian Hall |
| Operations and oversight of major projects | Peter Clayton |
| Strategic and Business Planning | Ian Hall |
| Property | Paul Reynolds |
| Stakeholder Engagement | All Members of the Board |
| Sector focus | Board member with lead portfolio responsibility |
|---|---|
| Housing | Paul Reynolds |
| Inward Investment | Peter Clayton |
| Existing Industry | |
| Existing Commerce | Leah Heatley (Muckles Solicitors) |
| Existing Retail | |
| Transport | Gerry Sothcott |
| Health | |
| Recreation | |
| Education | Ian Hall |
| Community Organisations & Charities | Gerry Sothcott |