Join the ITI Board

Purpose of role    
To support the Board of ITI to meet its responsibilities for setting the organisation's strategic vision and objectives in line with regulatory requirements and ITI’s mission, through good governance and effective strategic planning.

Key relationships          
To maintain good relationships with other members of the Board, the Chief Executive, other members of staff and with external advisers and stakeholders.

Key responsibilities

Leadership                  
To provide organisational leadership.
To set the vision and mission and ensure that obligations to stakeholders and members are understood and reflected in strategy and policies.

Governance    
To ensure that ITI meets its legal and financial responsibilities, including managing risk.
To support good practice in all governance matters.

Strategy    
To determine the desired strategic aims and outcomes and set the necessary short and long-term priorities to achieve them.
To contribute to the review and evaluation of present and future opportunities and threats, and the development of measures to address these.

Board effectiveness    
To contribute to ensuring that the Board’s business is conducted efficiently and effectively through a framework of delegation and systems of internal control.

Operational performance    
To scrutinise and review operational performance against agreed targets and budgets, ensuring ITI is managed efficiently and effectively.
To take account of stakeholder and member feedback and benchmark ITI's performance against comparable organisations in order to drive continuous improvement.

Competencies required by co-opted Directors

Personal qualities    
Directors should demonstrate positive support for the vision, mission and culture of ITI through their behaviour.

Development of sector knowledge
Directors do not need an in-depth knowledge of the translation and interpreting industry but should be willing to learn and develop their understanding of the industry to support the development of ITI’s work and services to members.

Use of non-sector knowledge
Directors should apply their specialist skills and knowledge from other sectors to offer fresh insights, strengthen commercial awareness and introduce alternative approaches to the Board.

Self-management    
Directors should manage their time and resources effectively. This includes adequately preparing for Board meetings and carrying out any delegated tasks to the best of their ability.

Leadership     
Directors should demonstrate clear and effective organisational leadership, supporting their colleagues and the staff team to achieve strategic priorities and corporate objectives.

Strategic thinking    
Directors should understand the external operating environment and be aware of the "big picture". They should be able to analyse the short, medium and long-term implications of opportunities and threats and be prepared to make recommendations on how ITI should proactively respond to evolving industry needs.

Working collegiately    
Directors should demonstrate their ability to work collaboratively towards a shared goal. This includes demonstrating respect for others and supporting them to contribute in a meaningful way.

Decision-making    
Directors should be able to analyse operational data and use their understanding to contribute effectively to Board discussions, challenging appropriately and showing due respect for other Directors' views and ITI's decision-making framework.

Networking    
Directors should use their networking skills and personal connections to promote and advance ITI's mission. They should act as advocates for the profession and contribute to the development of the ITI community by supporting the professional development of others.