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What I have learned as a trainee board member
As a trainee board member at PA Housing, Seetle Patel explains her journey from being recruited to getting to know more about the day-to-day operations
Similar to the course of true love, careers rarely run smoothly – particularly when you are trying to balance family and career commitments.
When I had my children, I was fortunate to manage the work-family balance by transitioning from full-time employment to setting up my HR consultancy. This has provided the flexible environment I needed as a mother pursuing a meaningful career.
However, while the transition from rigid employment to self-employment was a deliberate plan – and one I’ve been particularly grateful for during recent months – becoming a designate board member at PA Housing was an unanticipated opportunity.
As Hattie Llewelyn-Davies, chair of PA’s board, explained in this Inside Housing comment piece, published around the time I was hired, an internal governance review had made it clear that the 23,000-home housing association’s board was not as representative of its staff, customers and BAME heritage as it needed to be.
Hattie explained how she and PA’s chief executive, Dilip Kavi, had set about working with local employers to identify someone who would bring greater diversity to the board, as well as skills that would complement the existing members’ mix of commercial expertise.
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When I heard about the role last autumn, it piqued my interest as it offered the chance to be involved in assessing and formulating the ‘why’ of an organisation.
Despite the fact I had plenty of exposure to senior decision-makers while running my HR consultancy, up to this point in my career I hadn’t been involved at this overarching strategic level.
Before I applied for the position I deliberated whether I should and could successfully incorporate additional responsibilities into my already complex work-life balance.
“The role... piqued my interest as it offered the chance to be involved in assessing and formulating the ‘why’ of an organisation”
Through the conversations I had during the recruitment process with PA, I carefully considered what support I would require to successfully achieve what the association expected of me, first as a trainee and, eventually, as a board member.
I could see how in the short term, with the right support, I would be able to balance my existing home and consultancy responsibilities and in the longer term I would gain a whole new level of governance and financial management expertise that would put me in a stronger position to pursue future opportunities.
My considerations fell into two broad categories: fundamental and motivational. The fundamental factors – those which meant it was possible to fulfil the role – included training, mentoring, flexibility and remuneration. Yet it was the motivational factors – all that I would be able contribute and achieve – that really persuaded me to accept this opportunity.
With Hattie as my mentor, I’m developing a much more holistic view of how housing associations operate.
Like many outside the sector, I hadn’t appreciated the level of engagement that exists between these organisations and their residents.
I have been most encouraged by the importance PA places on listening and responding to its customers. The success of its frontline outreach team, Team Purple, and online support portal, My PA, are examples of the organisation’s proactive work in this area.
“Like many outside the sector, I hadn’t appreciated the level of engagement that exists between these organisations and their residents”
I’ve also been amazed to see just how much additional effort, care and attention PA commits to supporting its vulnerable residents beyond finding them a suitable home to live in. For example, ensuring the appropriate means of support are in place to help those with mental health issues, alcohol or drug addiction, and financial challenges, even more so in light of the coronavirus pandemic.
In an age of rapid social and technological change, PA has really prioritised the recruitment of the most skilled board members from the largest possible pool of talent.
It considers candidate diversity across age, gender and ethnicity, while making the necessary provisions to level the playing field.
For instance, offering flexibility to candidates like me, who are already balancing the pressures of raising a young family and pursuing their career.
Approaching a year into my new role – with Hattie and Dilip’s support – I have been able to make it work alongside my other commitments such as homeschooling through lockdown. And I am now bringing expertise, energy and a different perspective to the board room table/video conference call.
Seetle Patel, designate board member, PA Housing
