The purpose of the CAFCASS Chair is to lead and direct the work of the Cafcass Board (including its various sub-committees), to ensure probity in the conduct of Cafcass’ affairs, and that Cafcass’ policies and its strategic vision are compatible with those of the Secretary of State.
The purpose of the Board is threefold: to ensure good governance across the organisation; to add value to Cafcass’s strategic direction and programmes and; to ensure that Cafcass’ policies are compatible with those of the Secretary of State.
The Chair is involved in appointing - with the approval of the Secretary of State - a Chief Executive and, in consultation with the Department, setting performance objectives and remuneration terms linked to those objectives for the Chief Executive, which give due weight to the proper management and use of public resources.
The purpose of
the Cafcass Chair is to lead and direct the work of the Cafcass Board
(including its various sub-committees), to ensure probity in the conduct of
Cafcass’ affairs, and that Cafcass’ policies and its strategic vision are
compatible with those of the Secretary of State.
The purpose of
the Board is threefold: to ensure good governance across the organisation; to
add value to Cafcass’s strategic direction and programmes and; to ensure that
Cafcass’ policies are compatible with those of the Secretary of State.
The Chair is
involved in appointing - with the approval of the Secretary of State - a Chief
Executive and, in consultation with the Department, setting performance
objectives and remuneration terms linked to those objectives for the Chief
Executive, which give due weight to the proper management and use of public
resources. Role description
The Chair is
appointed by the Secretary of State and is responsible for leading the Board in
the delivery of its responsibilities. Such responsibility should be exercised
in the light of their duties and responsibilities as set out in the Chair’s
contract of employment, any appointment letter, the priorities in the Chair’s
letter issued to them by the MoJ, the statutory authority governing Cafcass,
this document and the documents and guidance referred to within this document.
The Cafcass
Framework Document outlines the Chair’s roles and responsibilities. These
include:
16.2
Communications between the Cafcass Board and the Responsible Minister should
normally be through the Chair.
16.3 The Chair
is bound by the Code of Conduct for Board Members of Public Bodies, which
covers conduct in the role and includes the Nolan Principles of Public Life.
16.4 In
addition, the Chair is responsible for:
• ensuring,
including by monitoring and engaging with appropriate governance arrangements,
that Cafcass’ affairs are conducted with probity; and
• ensuring that
policies and actions support the Responsible Minister’s (and where relevant
other Ministers’) wider strategic policies and, where appropriate, these
policies and actions should be clearly communicated and disseminated throughout
Cafcass.
16.5 The Chair
has the following leadership responsibilities:
• formulating
the Board strategy;
• providing
leadership to the Board;
• taking
responsibility for Board composition and development;
• ensuring
proper information for the Board;
• planning and
conducting Board meetings effectively;
• involving all
members in the Board work;
• ensuring the
Board focuses on its key tasks;
• engaging the
Board in assessing and improving its performance; • overseeing the induction
and development of Board members;
• supporting
the Chief Executive;
• holding
Cafcass management to account in delivering their strategic, operational and
financial objectives;
• driving
Cafcass performance overall and working closely with the Chief Executive to
ensure the organisation complies with the principles of good governance and the
requirements for the use of public funds;
• representing
the views of Cafcass when advising Ministers on the operation of the wider
family justice system
• ensuring that
the Board, in reaching decisions, takes proper account of guidance provided by
the Responsible Minister or the MoJ;
• promoting the
efficient and effective use of staff and other resources;
• delivering
high standards of regularity and propriety;
• representing
the views of the Board to the general public.
Cafcass
Framework Document 22 16.6 The Chair also has an obligation to ensure that:
• the work of
the Board and its members are reviewed and are working effectively including
ongoing assessment of the performance of individual Board members with a formal
annual evaluation throughout their terms of appointment and more in-depth
assessments of the performance of individual Board members when being
considered for re-appointment;
• that in
conducting assessments that the view of relevant stakeholders including
employees and the sponsorship team are sought and considered;
• that the Board
has a balance of skills appropriate to directing Cafcass’ business, and that
all directors including the Chair and Chief Executive continually update their
skills, knowledge and familiarity with Cafcass to fulfil their role both on the
Board and committees. This will include, but not be limited to, skills and
training in relation to financial management and reporting requirements, risk
management and the requirements of Board membership within the public sector;
• Board members
are fully briefed on terms of appointment, duties, rights and responsibilities;
• they,
together with the other Board members, receive appropriate training on
financial management and reporting requirements and on any differences that may
exist between private and public sector practice;
• the
Responsible Minister is advised of Cafcass’ needs when Board vacancies arise;
• there is a
Board Operating Framework in place setting out the role and responsibilities of
the Board consistent with the Government Code of Good Practice for Corporate
Governance;
Ensuring
suitable business continuity arrangements are put into place and tested; and
Appointing a Chief Executive and, in consultation with the Department, setting
performance objectives and remuneration terms linked to those objectives for
the Chief Executive, which give due weight to the proper management and use of
public resources.
