1 Transparency & Conflicts of Interest
Members must not place themselves under secret obligation to any person or organisation on or about whom they may have to exercise judgement. They should declare all private interests that might otherwise be deemed to compromise their ability to exercise leadership in the Society.
They should submit to the Chief Executive (for open access to other members of the governance structure and any bona fide external enquirers) a list of boards and committees on which they sit, and any other offices, membership, employment or recurrent consultancy they hold beyond what is obvious from their occupational status. They should also declare any such interest when they speak, vote or acquiesce on any matter that might be held to give rise to a conflict of interest. Likewise, they should also declare orally (to be confirmed in minutes or other document) any financial involvement or personal relationship they or their family or close friends may have with any actual or potential subject of an SCI decision.
3 Leadership
Members must endeavour to promote the overall best interests of the Society; to inspire others to take pride in it; and to work within its ethos and constitutional provisions.
They should conduct themselves in a manner which does not damage or undermine the reputation of the organisation, or its staff individually or collectively, and should not take part in any activity which is in conflict with the objects or which might damage the reputation of the organisation.
They should not engage in gossip or innuendo that may undermine the effectiveness of the organisation, or of those elected or appointed to further such effectiveness through the proper exercise of their judgement or conduct of their duties. They must at all times avoid actions or statements that might be construed as harassment, bullying or vindictiveness.
They must understand, accept and respect the difference in roles between the Board of Trustees, the Chief Executive and senior staff, ensuring that the honorary officers, the Board of Trustees, the Chief Executive and his/her senior team work effectively and cohesively for the benefit of the organisation, and develop a mutually supportive and loyal relationship.
Having given the Chief Executive delegated authority, members should be careful - individually and collectively - not to undermine it by word or action.
In terms of authority structure, it is not always understood that chartered and charitable bodies like SCI are based on collective responsibility. Individual office-bearers and committee chairs have limited powers acting alone, but gain it through the proper mechanisms laid down in the governing instruments.
Members should take care to note that close personal relationships between a member and a staff member may place one or both parties in a difficult position, and have consequences way beyond their respective areas of responsibility. Similar considerations apply to strong personal antipathy.
