Board
Members at 16/06/11.
| Board members | ||
|---|---|---|
 Suzy Brain England |
 Howard Walton |
 Atul Patel |
 Ben Wilson |
 Naomi Dobraszczyc |
 Nick Ebbs |
 Chris Langstaff |
 Maureen Neal |
|
| Name | Status | Appointed |
|---|---|---|
| Suzy Brain England OBE, C. Dir. MBA. B.A. Dip Co Dir. FIOD, Dip. Hyp. Dip. Cont. Ed. Cert. C. Freeman of City of London | Chair of the Board at Derwent Living from June 2010. Also a Chair and Director in other housing, health and welfare organisations. | 26/06/10 |
| Atul Patel | Non Executive Director and former housing Chief Executive | 16/06/11 |
| Chris Langstaff BA Hons (Industrial Economics) | Chief Executive of Nottingham City Homes | 25/06/09 |
| Naomi Dobraszczyc | Chartered Accountant. Currently Director of Finance and Contracting at Brighter Futures Housing Association | 16/06/11 |
| Ben Wilson FCIH | Retired HA Chief Executive | 26/06/08 |
| Nick Ebbs | MD of Blueprint Regeneration | 25/06/09 |
| Howard Walton L.L.M | Former Solicitor and Derwent Living resident | 23/07/09 |
| Maureen Neal | Chair of the Board of Derby Citizens Advice and Law Centre | 16/06/11 |
Role of the Board
Derwent Living was originally formed in 1964 and is managed by a Board. The Board today is comprised largely of board members with relevant knowledge and skills, all of whom have an interest in housing and in particular the provision of housing for those in need.
Derwent Living conducts its business through its Board which is legally responsible for the affairs of the company.
The Board meets quarterly to approve matters of policy and take key decisions regarding our activities and finances. In addition, Derwent Living has a committee structure as follows:
Operational Performance Committee – Meets quarterly to consider and approve all key matters relating to purchase of sites, letting of building contracts and the management and maintenance of affordable housing.
Resources Audit and Risk Committee – Meets quarterly to review financial performance; approve funding arrangements and consider key staffing and technology issues. The group also considers the organisation’s approach to risk, current key risks and discusses the risk map.
Governance and Remuneration Committee – Meets twice a year to review the performance, conditions of service and salaries of the chief executive and directors.
