Appointment of the Chair of the Independent Parliamentary Standards Authority Contents
Appendix A: Role and person specification
In addition to the responsibilities of IPSA’s Board (see below), the Chair’s role is to:
- Provide leadership for the Independent Parliamentary Standards Authority;
- Establish with the Board the strategic direction of the Board and ensure compliance with IPSA’s statutory duties;
- Chair meetings of IPSA’s Board;
- Work closely with the Chief Executive to maintain strategic direction and monitor performance;
- Play an active role in the appointment, management and review of performance of other Board Members, the Compliance Officer and the Chief Executive; and
- Represent IPSA in public, in the media and before parliamentary committees.
Role of IPSA’s Board
IPSA’s Board provides the strategic leadership of the Independent Parliamentary Standards Authority, safeguarding its independence, acting as an advocate for its values and delivering its objectives: meeting its statutory duties; helping to restore confidence in Parliament; and providing efficient and cost-effective administration of services which meet the needs of taxpayers, MPs and their staff.
- The Board ensures that IPSA exercises its statutory obligations, including:
- the review and setting of MPs’ salaries;
- the review and development of the MPs’ pension scheme;
- the operation and review of the MPs’ Business Costs and Expenses Scheme.
- The Board sets the strategic priorities for IPSA as an organisation ensuring it is efficient, cost-effective and fit for purpose and delivers its objectives. In doing so, the Board:
- Contributes to the development and articulation of IPSA’s vision, values, strategies and plans;
- Reviews and approves the Scheme for MPs’ business costs and expenses;
- Determines the salaries to be paid to Members of Parliament, including mechanisms for review and up-rating of salaries;
- Determines the pensions available to Members of Parliament, including levels of contribution and benefit;
- Scrutinises the performance of the organisation in meeting its objectives and holds the Executive to account for their delivery;
- Oversees the development of, and approves, a Corporate Plan, Annual Report and Estimate of IPSA’s use of resources;
- Sets the risk appetite and approves the framework of internal controls in support of the achievement of IPSA’s strategic objectives;
- Determines and reviews the procedures used by the Compliance Officer;
- Issues and, from time to time, revises a code of conduct for Members of IPSA’s Board; and
- Appoints and determines the terms and conditions of the Chief Executive.
Candidates should be able to demonstrate:
- An ability to lead by example and inspire others;
- Undisputed demonstrable integrity and a commitment to the seven principles of public life;
- The ability to think clearly and independently and exercise sound judgement, grasping complex issues quickly.
Ability to fulfil a non-executive role
- The ability to operate effectively as a non-executive to support and hold to account an executive team responsible for a complex and operationally intensive environment;
- Evidence of a profile demonstrating substantial experience, integrity, and significant achievement in your respective field;
- A track record of reviewing financial and other resource/business plans demonstrating an understanding of cost effectiveness and efficiency;
- Proven ability to pull together and develop a senior non-executive team;
- Proven ability to lead an organisation through a period of cultural change.
Communication and presentational skills
- Ability to work collaboratively using persuasion and influence effectively in a high profile environment;
- Political awareness and a track record of successfully managing relations with a complex range of interested parties, with tact and absolute discretion where necessary; and
- Proven ability to communicate and explain decisions to the public through the media.
Appreciation of stakeholder needs
- An understanding of regulation/the role of the regulator, within either the public or the private sector;
- An understanding of the administration and delivery of services and of the need to support MPs in carrying out their duties; and
- An appreciation of the challenges of supporting diverse and geographically dispersed employers (MPs) and their workforce.