Broadly, Non-Executive Board Members are expected to contribute to the work of the RAF in the following areas:

• Independence – provide independent support, guidance and challenge on the progress and implementation of the RAF Command Plan.
• Strategy – constructively challenge and contribute to the development of strategy and business planning, including the setting and development of strategic objectives.
• Performance – scrutinise the performance of the organisation in meeting agreed goals and objectives, and monitor the reporting of performance, including financial targets.
• People – develop and encourage appropriate behaviours and organisational culture to develop people strategy.
• Governance – satisfy that governance, internal control, and risk management systems are effective and capable of delivering relevant, accurate and timely management and financial information to the Board.
• Support the Board in developing skills and tools to help it engage with strategic issues.
• Connect the Board to people and organisations who can provide different perspectives, opinions and expertise which will assist in furthering the organisation.
• Specialist responsibility – specialise in one or more areas of work, supplementing skills and experience already in place across areas such as HR, technology, organisational transformation and change, finance, and audit and risk management.

The Air Force Main Board, meets on a quarterly basis and is responsible for providing oversight and stewardship of the RAF.  To assure unconflicted oversight, the agenda is set by the Chief of the Air Staff as Chair, in consultation with the RAF Non-Executive Board Members.  The strategic leadership function of the Air Force Main Board will ensure the RAF’s long-term health and success.