Introduction
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.
Appointment description
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 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.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.
Organisation description
Cafcass was established under the Criminal Justice and Court Services Act 2000.
Cafcass works with around 137,000 children annually whose arrangements with their families are decided by the family court and Cafcass provides a service that prioritises their safety, understands their experiences, listens to their voices and their needs, and takes into full account their families and those who are connected to them. Cafcass operates within the law set by Parliament (Criminal Justice and Court Services Act 2000) and under the rules and directions of the family courts. Cafcass’ role is to: safeguard and promote the welfare of children; give advice to the family courts; make provision for children to be represented; and provide information, advice and support to children and their families.
Cafcass is the largest employer of qualified social workers in England. Their professionally qualified social work staff, called Family Court Advisers (FCAs), work exclusively in the family courts. Examples of matters that may be decided by family courts are: When children are subject to an application for care or supervision proceedings by social services (public law). An adoption application (public law). When parents who are separating or divorcing can’t agree on arrangements for their children (private law).
Board composition
The Cafcass Board comprises the chair and nine members. Of the ten current Board members: six (60%) are female, two (20%) are from an ethnic minority background, two (20%) have declared a disability and two (20%) reside outside London and the South-East.