the role of asq Chair/assistant chair  in Chairpersons absence

ASQ Interim Chair: 

A retired senior professional with over forty years’ experience in the Education & Training arena, Henry’s last role was as Head of Education & Employability and member of the senior management team at the English Football League Trust. Henry now holds non-exec roles as a college governor, and as chair of ASQ awarding body where he was previously a member of the board.

Henry has held a number of senior management positions, as the Learning & Skills Council’s director of learning in the Black Country, the Skills Funding Agency’s lead on FE, Quality, and ESF in the West Midlands, and as a further education college deputy principal.

ASQ Board must appoint a chair who shall be responsible for the leadership of the Board. 

The ASQ chair has an important role in leading the Board and establishing an environment that enables the Board to achieve its potential and secure the long term success of the organisation. 

As part of this leadership role, ASQ chair will: 

  • Taking responsibility for the boards composition and development, by engaging overseeing the induction and development of directors.
  • Plan, set and conduct the Board’s agenda; 
  • Ensure the involvement and effectiveness of the Board, including how individual directors perform and interact at meetings 
  • Ensure that the directors receive accurate, timely and clear information; 
  • Ensure that adequate time is available for discussion of all agenda items, in particular strategic issues, and that this time is used productively; 
  • Ensure that Board decisions are executed and focused on key tasks; 
  • Promote a culture of openness and debate amongst the Board by facilitating the effective contribution of all directors and ensuring constructive relations between executives and directors; 
  • Act as a link between the Board and executive, particularly supporting the chief executive/MD
  • Manage conflicts of interest; 
  • Take a lead on governance matters; and 
  • Set an example in the values and behaviour they adopt, acting at all times in line with the mandatory director’s code that has been agreed by the Board
  • Engaging the board in assessing and improving its performance

The roles of chair and chief executive shall not be exercised by the same individual and the division shall be established in writing and agreed by the Board.