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Recruiter Information

Scottish Federation of Housing Associations  Logo

Scottish Federation of Housing Associations
1st Floor, Room 15
39 St Vincent Place
Libertas House

0141 332 8113


SFHA Board Director 2022

Glasgow | Scottish Federation of Housing Associations

Closing date

29th August 2022, at 16:00

Salary and Employment Details

Salary: The role of the Board of Director is not remunerated although reasonable expenses for travel may be claimed

Responsible to: SFHA Members 

Time commitment: 4 Board Meetings plus an away day with ad-hoc single item agenda meetings as required. 

Job Description

About SFHA   

The SFHA is the voice and membership body for housing associations and co-operatives in Scotland. Our ambition is that everyone has a good home in a successful community, with a range of high quality, affordable, safe and accessible homes that meet people’s changing needs and aspirations throughout their lives.   

Housing associations and co-operatives are central to achieving this, going way beyond the bricks and mortar with social justice built in and delivering from generation to generation.   

The SFHA Board comprises of 12 Directors elected through four electoral constituencies. The Directors collectively govern the organisation on behalf of our members. The Board is accountable to the membership for ensuring that the SFHA is fit for purpose, uses resources effectively and maximizes reach and impact. 

Role Overview 

The Board of Directors (the Board) provides leadership for the SFHA, setting the strategic direction, acting as positive ambassadors, protecting the organisation’s reputation and ensuring the SFHA is flexible, responsive and effective as the national voice of Scottish Housing Associations and Co-operatives.   

The Board has collective, corporate responsibility for the direction, management and control of the SFHA and is responsible for ensuring that the SFHA operates in accordance with its Articles of Association.   

The Board of Directors is accountable to members and funders for ensuring that the organisation is properly governed, is fit for purpose, uses its resources effectively and maximises its reach and impact. The Board is responsible for operating within the parameters of SFHA’s Articles of Association and Companies Act. 

Role Outline  

Strategic Leadership and Management 

  • Provide visible and valued leadership to the SFHA, ensuring Board competence across all relevant business areas 

Stewardship and Guardianship 

  • Safeguard the SFHA’s mission, vision, values and reputation 

  • Protect and promote the organisation’s brand 

  • Protect the organisation’s assets 

  • Ensure that the organisation is adequately and appropriately resourced to deliver its strategy, policies and plans 

  • Ensure effective governance, risk and internal control frameworks are operational at all times  

  • Ensure efficient business and financial management 

  • Ensure that the organisation operates in the best interests of its members at all times 

Strategy and Policy 

  • Set the organisation’s strategic direction; periodically review the strategic direction and revise as appropriate 

  • Ensure that the views of members are taken into account in developing the organisation’s strategy, priorities and plans 

  • Approve the organisation’s strategy, priorities and plans in line with the agreed direction; review and revise as appropriate 

Performance Management 

  • Appoint the Chief Executive Officer (CEO) and Company Secretary  

  • Oversee the effective implementation of the organisation’s strategy and plans  

  • Evaluate the organisation’s overall performance in implementing the strategy and plans, assessing achievement of any performance measures set; carry out reviews at least quarterly 

Stakeholder Engagement 

  • Build and maintain positive relationships and effective communication channels with all internal and external stakeholders 

  • Ensure effective communication and consultation with the SFHA’s membership 

  • Ensure effective liaison with the boards of member organisations so that their input informs the SFHA’s policy agenda, negotiation and lobbying activities 

  • Participate in the orientation and induction processes for newly elected Directors of SFHA 


  • Ensure that the SFHA’s governance arrangements and standards of corporate social responsibility are fit for purpose and in line with good practice 

  • Ensure compliance with the Articles, relevant legislation and regulatory requirements 

  • Establish rules, operational policies and procedures for the management, conduct and regulation of the organisation, including:  

  • arrangements for the election of Directors 

  • establishing Committees and Working Groups  

  • establishing clear authority for decision-making 

  • establishing policies to govern the SFHA’s operations 

  • establishing a members’ Charter, and communicating and consulting with members and other key stakeholders 

  • reviewing governance arrangements and adherence to these, ensuring appropriate development activities to maintain and enhance performance of the Board and staff of the organisation. 

Directors will act at all times in the best interests of the SFHA, ensuring that their conduct complies with the Director’s Code of Conduct contained in the SFHA Governance Handbook.  

Each individual Board Director is a Director of SFHA Ltd within the meaning of prevailing company law. The Companies Act 2006 introduced a ‘Statutory Statement of Directors Duties’ which are: 

  • to act within powers; 

  • to promote the success of the company; 

  • to exercise independent judgement; 

  • to exercise reasonable care, skill and diligence; 

  • to avoid conflicts of interest; 

  • not to accept benefits from third parties; and  

  • to declare interest in a proposed transaction or arrangement 

In addition, Directors are individually responsible for filing statutory documents with Companies House. 

Person Specification  

Directors are required to engage in an appropriate level of scrutiny, constructive debate and challenge, and to provide positive feedback and support to the management team.  The skills, knowledge and experience required collectively by the Board are noted below. 

Experience & Expertise  

Core Skills 


Ability to create confidence in the leading role of the organisation; ability to represent the SFHA at events and conferences; ability to deliver relevant presentations in a clear, succinct and engaging manner on behalf of the SFHA when required. The ability to inspire and empower SFHA staff to achieve the SFHA’s mission and objectives.


Ability to contribute to the strategic direction of the SFHA and the sector; ability to advise on and assess the SFHA’s business strategy; ability to synthesise information and provide guidance to inform SFHA policy or position statements on key sectoral issues. 

Performance management 

Ability to scrutinise and evaluate the performance of management in achieving organisational objectives and to oversee the operation of a control framework that enables risk to be assessed and managed. 


Ability to express views and opinions in a clear, concise and constructive manner using an appropriate medium, and to provide balanced, impartial advice when required; ability to probe and question appropriately and to demonstrate active listening to colleagues and stakeholders.   

Analysis, judgement, and decision-making 

Ability to demonstrate clarity of thought, to analyse complex and/or conflicting information and to identify the validity, relevance and limitations of different sources of evidence; ability to debate and express reasoned judgement; ability to assess the strategic implication of decisions and to reach appropriate, timely decisions consistent with SFHA strategy, policy and governance framework.    

Equalities championing 

Ability to translate an understanding of equality into support for a wide range of under-represented or marginalised individuals and groups. 

Specialist Skills 


Ability to satisfy self that accounting records are adequate, that financial statements represent a true and fair view of the organisation’s financial position, and that internal systems and controls are robust. 


Skills in interpreting and applying statutes relevant to the work of the SFHA, for example property or employment law. 


Ability to interpret current employment and equalities legislation, and to apply consistent, fair, and equitable employment terms, conditions, and policies to the SFHA. 

Events management 

Skills in applying project management to the creation and development of festivals, events and conferences for members.


Skills in promoting and selling products or services, including market research and advertising. 


Ability to interpret and apply detailed knowledge of equalities legislation and to guide SFHA policies and approaches so that they are fair, flexible and inclusive; ability to advise on ways in which the SFHA may encompass the needs all categories of service users in their activities. 

Public relations 

Skills in building and/or maintaining a favourable public image of an organisation through positive information flow. 

Chairing Skills 


Ability to manage debate, ensuring all Directors contribute to discussion and decision-making; ability to encourage Directors to question and challenge issues constructively, promoting understanding; ability to lead a board or committee in a collaborative approach to problem solving and decision-making. 

Agenda and meeting management 

Ability to set Board agendas and manage the annual calendar of business, ensuring Directors receive relevant information in an accurate, clear and timely manner; ability to manage meetings, ensuring all necessary business is completed while allowing time for appropriate discussion of agenda items. 


Ability to guide, support and develop Board colleagues and members of the management team. 

Person Specification  


Knowledge of:

Social Housing 

The social housing sector and an understanding of the role of the SFHA in shaping the system within which social housing is provided. 

Tenant participation 

The statutory framework for tenant participation and the needs of service users; an understanding of best practice and methods and mechanisms to encourage participation.

Welfare framework 

A working knowledge of the UK welfare framework, the agenda for change and the impact of the framework on the lives of tenants, and the repercussions for social housing organisations. 

Corporate governance 

Governance frameworks necessary for the proper conduct of SFHA business and that of its member bodies; knowledge necessary to ensure that the SFHA complies with its Memorandum & Articles. 


The role of regulators and the requirements they place on SFHA members. 


Experience of: 

Committee work 

Working with, or serving as a member of, a governing body, committee, sub-committee or other similar body; achieving consensus and working in a collegiate framework. 

Public policy 

Working in an area directly relevant to the social housing sector in Scotland and/or a working knowledge of policy and practice affecting the sector. 

Community involvement 

Active community engagement, for example though working with a Community Partnership or in Wider Action. 

Broad business experience 

How businesses operate, gleaned from working in or with a commercial operation, or from an entrepreneurial role. 

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