Modernising Trust Ports 2nd Edition.pdf - SailingNetworks

3. THE BOARDcast a vote or attempt to influence orpersuade the board on any item in whichthey have an interestenter into contracts or other arrangementsfor personal gain with the port(Commissioners Clauses Act 1847)attempt to influence the decisions of direct interfere or participate in operationalthe activities of the trust port servants matters unless specifically requested bywithout recourse to the boardthe chairman and executive..7.4 In addition to his or her role as an active board member, outlined above, ingeneral terms a chairman should:Provide effective leadership for the portmanage the board process effectivelyform a strong partnership with the act as an ambassador for the port,executive to ensure effective governance representing the views of the board to theof the portstakeholders of the trust port and publicensure that new board members receiveappropriate trainingforge an effective working relationshipwith the executivemaintain a close interest in the operation ensure that the board meets atof the portappropriate intervalsassess performance of individual board discipline (including sacking wheremembers with the chief executiveensure that the port is compliant with alllegislative and other Governmentrequirementsensure that the board has the capacityand information required to take abalanced view on every matterensure that every member of the boardmaintains a complete grasp of his or herresponsibilities to the trust port, statutoryduties and legal obligationsensure the board does not exceed itspowers or functions.7.5 In general terms a chairman should not:intervene in operational matters orestablish alternative lines of commandwithin the port's hierarchypermissible) board members if requiredensure that the port complies with thisguidance and where compliance is notachieved explain whyensure the probity and timely publicationof the report, accounts and strategydocument, and effective corporate planensure that the board maintains anappropriate skills mix through successiveappointment roundspromote the active participation of allboard members in debateset up "chairman's committees" whichtransact port business without recourse tothe boardprevent board members (subject to the provisions of the Data Protection Act) fromseeing, on request, any document relating to the business of the port.7.6 All of the above principles also hold good for the executive management of aport. The executive provides the operational interface between stakeholdersand the port or conservancy. The executive is responsible for the effectivetransaction of the trust port's business. In addition and specifically, the chiefexecutive should:act as custodian and guardian of thebasic principles and aims of the trust port(and this guidance)be accountable to the board (the board todecide on strategy and direction, theexecutive to implement) in terms ofactions that are within their power……but able to act independently of theboard, in the interests of the trust port, ifthe board's directions exceed theirpowers.conduct themselves with integrity,impartiality and honesty in relations withthe board and publicprovide the board with clear financial andoperational reports, allowing decisions tobe based on accurate and balancedinformationforge strong working relationships with theboard and act as the link between theboard and the Departments36