Non-Executive Director and Chair of the Audit & Risk Committee

 

Remuneration – £

Time Commitment – Two to three days per month

Role Profile 

Purpose of the Role

This is a dual role. The post holder will be appointed as a Non-Executive Director of Meridian Home Start, carrying full Board membership and all of the responsibilities that come with that appointment, and will additionally take on the leadership of the Audit & Risk Committee on behalf of the Board.

As a Non-Executive Director, the post holder will work collectively with fellow Board members to ensure that Meridian Home Start fulfils its purpose, remains financially sustainable and delivers high-quality homes and services for the benefit of its residents and communities.

As Chair of the Audit & Risk Committee, the post holder provides leadership to the Committee on behalf of the Board and is responsible for ensuring that the Committee discharges its responsibilities effectively, supporting the Board by providing independent oversight and assurance in relation to financial reporting, risk management, internal control and governance.

The Chair works closely with the Board Chair and Executive Team to ensure that the Board receives appropriate assurance over the effectiveness of the Society’s governance and control framework.

About the Audit & Risk Committee

The Audit & Risk Committee is a recently established Committee of the Board, meeting four times per year. In addition to its ongoing oversight responsibilities, the Committee is still embedding its ways of working, and the Chair will play an important role in helping to establish effective processes, reporting lines and ways of working in its early years.

Accountability

The Chair of the Audit & Risk Committee:

  • is appointed by the Board;
  • is accountable to the Board through the Chair of the Board;
  • chairs meetings of the Audit & Risk Committee; and
  • reports the Committee’s conclusions and recommendations to the Board.

Key Responsibilities

As a Non-Executive Director and Chair of the Audit & Risk Committee, the post holder is responsible for the duties set out below, in two parts: responsibilities held as a member of the Board, and additional responsibilities held as Chair of the Audit & Risk Committee.

Part A: As a Member of the Board

Strategy

  • Determining the Society’s vision, purpose and strategic direction.
  • Approving the Corporate Plan and monitoring delivery against agreed objectives.
  • Overseeing the Society’s development programme, including approval of business cases for new homes and monitoring progress against agreed cost, quality and delivery targets.
  • Considering opportunities to improve services and achieve the Society’s charitable and community objectives.

Governance

  • Ensuring the Society is governed in accordance with its Rules, legal obligations and recognised principles of good governance.
  • Maintaining high standards of integrity, openness and accountability.
  • Approving key governance policies and monitoring their effectiveness.
  • Supporting regular reviews of Board effectiveness and governance arrangements.

Financial Stewardship

  • Safeguarding the Society’s financial viability.
  • Approving annual budgets, business plans and financial strategies.
  • Ensuring that assets and resources — including funding for the development programme — are managed responsibly and in the best interests of the Society.

Performance

  • Monitoring organisational performance against agreed objectives.
  • Holding the Executive to account for delivery of the Corporate Plan and development programme.
  • Supporting continuous improvement in services and resident outcomes.

Resident Voice and Safeguarding

  • Ensuring residents have an effective voice in the governance and scrutiny of the Society.
  • Ensuring appropriate arrangements are in place to safeguard the welfare of residents, including vulnerable residents.

Leadership

  • Appointing, supporting and, where necessary, holding the Chief Executive to account.
  • Acting as an ambassador for Meridian Home Start.
  • Promoting the Society’s values and protecting its reputation.

Part B: As Chair of the Audit & Risk Committee

Committee Leadership

  • Plan and chair Committee meetings effectively.
  • Foster open, constructive discussion and appropriate challenge.
  • Ensure the Committee focuses on matters of strategic assurance rather than operational management.
  • Promote effective working relationships between Committee members, officers and external advisers.

Financial Reporting and External Audit

Oversee the Committee’s review of:

  • the annual financial statements before approval by the Board;
  • the effectiveness of external audit arrangements;
  • significant accounting judgements and financial reporting issues; and
  • recommendations arising from external audit.

Risk Management

Risk management is owned by the Board collectively. The Committee does not own risk on the Board’s behalf but instead maintains closer, more detailed reviews. Ensure the Committee provides assurance that:

  • strategic risks are appropriately identified and monitored, including risks associated with the Society’s development programme (e.g. construction, funding and contractor risk);
  • the Board’s risk appetite is reflected in decision-making;
  • the corporate risk register is subject to regular review;
  • business continuity arrangements remain appropriate; and
  • emerging risks are brought promptly to the Board’s attention.

Governance and Internal Control

Provide assurance to the Board regarding the effectiveness of:

  • governance arrangements;
  • internal control systems;
  • fraud prevention arrangements;
  • whistleblowing arrangements;
  • regulatory and legal compliance monitoring, including compliance with FCA requirements and, in due course, any requirements arising from registration with the Regulator of Social Housing; and
  • key governance policies.

Assurance

Ensure the Committee:

  • receives sufficient evidence to support its conclusions;
  • monitors progress against agreed recommendations;
  • commissions additional assurance where appropriate; and
  • provides clear recommendations to the Board.

Reporting

Following each meeting, report to the Board on:

  • matters considered by the Committee;
  • key findings and recommendations;
  • significant risks or control issues; and
  • any matters requiring Board decision.

Collective Responsibilities

As a member of the Board, the post holder shares collective responsibility for all decisions made by the Board, regardless of individual views expressed during discussion.

Directors are expected to:

  • Act in the best interests of Meridian Home Start.
  • Exercise independent judgement.
  • Prepare fully for meetings and contribute constructively.
  • Respect collective decision-making.
  • Maintain confidentiality where appropriate.
  • Declare and manage conflicts of interest.
  • Uphold the Nolan Principles of Public Life.

Person Specification

As with all Non-Executive Directors, candidates should be able to demonstrate:

  • Commitment to the purpose and values of Meridian Home Start.
  • Strategic thinking and sound judgement.
  • Independence of thought and the confidence to provide constructive challenge.
  • Good communication and interpersonal skills.
  • Integrity, discretion and high ethical standards.
  • The ability to work collaboratively as part of a Board.
  • Sufficient time to prepare for and attend meetings.

The Board seeks to maintain an appropriate balance of skills, knowledge, experience and diversity. The Board will seek collective capability across areas such as:

  • strategic leadership.
  • social housing regulation.
  • treasury & housing finance.
  • audit and assurance.
  • risk management.
  • housing management, customer service and safeguarding.
  • property and asset management.
  • development and regeneration.
  • legal and regulatory compliance.
  • organisational leadership.
  • people and culture.
  • resident engagement & customer voice.
  • digital and information governance.
  • partnership working, including working with local authorities.
  • building and resident safety (including fire and building safety).
  • equality, diversity and inclusion.

These are not mandatory requirements for every Board member.

In addition, as Chair of the Audit & Risk Committee, the post holder should demonstrate:

  • recent and relevant financial, audit or risk management experience;
  • strong leadership and facilitation skills;
  • the ability to analyse complex information; and
  • objectivity and independence in scrutinising financial and risk matters.

The Board will appoint a Chair whose knowledge and experience reflects the Committee’s responsibilities and the needs of the Society at the time of appointment.

Time Commitment

As a Non-Executive Director, the expected baseline commitment is approximately one to two days per month and includes:

  • Attendance at Board meetings.
  • Board strategy and development sessions.
  • Training and continuing professional development.
  • Occasional resident and stakeholder engagement activities.

In addition, as Chair of the Audit & Risk Committee, the post holder will normally be expected to:

  • chair four Committee meetings per year;
  • allow additional time around each meeting for preparation and review of papers;
  • meet with the Chief Executive and relevant officers as required to review agendas and assurance reports;
  • meet with the external auditor as appropriate; and
  • report to the Board following each Committee meeting.

In total, the Committee chairing responsibilities are expected to add approximately one additional day per quarter on top of the standard Non-Executive Director commitment, with some additional time required during the Committee’s early period of establishment.

Relationship with the Board

The Chair of the Audit & Risk Committee acts on behalf of the Board and does not assume executive responsibility for the management of risk, finance or internal control. Responsibility for these matters remains with the Board collectively and with the Executive within its delegated authority. The Committee’s function is to maintain closer, more detailed reviews of risk on the Board’s behalf and to bring matters requiring the board’s attention to it promptly, rather than exercise oversight of risk independently of the Board.

The Committee provides assurance and recommendations to support effective Board decision-making.

 

Board Meeting Dates:

Board meetings are held usually 2pm and face to face at our office in London – 4 Gunnery Terrace, The Royal Arsenal, London, SE18 6SW.

Committee meetings are held face to subject to availability.

The remaining dates for 2026-27 are set out below.

  • 29 October 2026
  • 26 November 2026
  • 28 January 2027
  • 25 February 2027
  • 25 March 2027