governance & strategy...

One team, one vision

Governance & Strategy Director

Briefing Papers Severn Vale Housing

February 2015

Governance and Strategy Director

• Letter from Tim Knight, Chief Executive

• About Severn Vale Housing

• Corporate Strategy 2015 – 2018 Staff Structure

• Report & Financial Statements 2014 *available to download

• For further information please visit: www.svhs.org.uk

• A copy of the Advertisement

• Job Description and Person Specification

• Summary Terms & Conditions

• Application Guidelines • Equality and Diversity Monitoring Form *(Word version available to

download)

*available to download from www.emaconsult.co.uk

Introduction

About Severn Vale Housing

Other Important Documentation

About the Role

http://www.svhs.org.uk/

http://www.emaconsult.co.uk/

+


Introduction

+

February 2015 Dear Applicant Many thanks for your interest in the post of Governance and Strategy Director We are about to embark on a new chapter in our story. With high levels of customer satisfaction, a recent successful refinancing, and strong, supportive partnerships, we’ve got everything going for us. A new Chair, Laurence James, was appointed last year, and more recently new independent Board Members were appointed, to help us in our journey to achieve our vision and aims. We are currently adding the finishing touches to our new corporate strategy that will act as our roadmap to 2018, so it’s an exciting time to join us. Our new Governance and Strategy Director will play a key role in improving the Society’s governance, horizon scanning to influence the strategic direction of the organisation, as well as having the capability to introduce a new performance management framework across the business that will ensure the current transformational changes, staff culture, and service delivery are implemented effectively. We expect that you’ll be able to see the ‘bigger picture’ related to the services we provide; and be able to identify opportunities for business growth, both in existing services and for creating potential new income streams. We also expect you to be used to managing change and developing staff, and be comfortable working in an environment of cultural change that embraces and upholds the Society’s new values – to be ‘professional, purposeful, caring, creative and trustworthy’. This is a great opportunity for an exceptional individual to join a new management team to help shape the future and help us achieve our future strategic vision. Yours sincerely Tim Knight Chief Executive

+


About Us

+

About Severn Vale Housing (SVHS) History Severn Vale Housing came into existence in April 1998 following a Large Scale Voluntary Transfer (LSVT) from Tewkesbury Borough Council. Over 3,000 homes were transferred to Severn Vale Housing's ownership and an extensive programme of refurbishment and improvement was put into place. Severn Vale Housing is a non-profit making organisation, which means any money made is reinvested back into the business to create better homes, and regulated by the Homes and Communities Agency (HCA). Now Severn Vale Housing manages around 3,800 properties and provides services to over 5,000 customers. Our vision talks about creating efficiencies to help more people; everything we do is aimed at achieving outcomes that will eventually impact on the people to whom we provide homes and services. Our mission supports this to 'make a positive difference to people's lives'. Our Vision

We are putting the final touches to our corporate strategy, and below is the SVHS vision of where we intend to be by 31st March 2018: ‘To be recognised by our stakeholders as the leading housing provider in Gloucestershire by providing caring and community focused services enabling customers to live healthy and independent lives’. Our Strategic Aims There are four clear, powerful strategic aims that describe what we will do to achieve this vision. These are;

1. To meet the diverse needs of our customers by making their homes and our services more efficient.

2. To create vibrant and connected communities where people feel safe, well and proud to live.

3. To maximise existing income sources and generate new income to complement and support the delivery and expansion of homes and services.

4. To be recognised by our stakeholders as having a business culture based on continuous improvement, teamwork, flexibility and the ability to respond to the challenges we face.

These aims form the thrust of all activities that we will undertake in the next three years, and will help steer and inform improvement efforts and investment (both in cash and resource terms) across the business.

Running through these strategic aims are two distinct types of activity: those that consume cash and resources, and those that produce cash and resources. These two need to be kept in balance, and to a great extent dictate the pace of change.

Guiding Principles We have developed a set of guiding principles for the achievement of its vision. The following are the main rules SVHS management and staff think are essential to achieve the vision;

1. We are supported by robust, transparent and audited governance and strong financial planning.

2. We operate under stringent quality controls across all our service areas.

3. We identify and effectively manage risks throughout the business.

4. We make decisions based on evidence and knowledge of our business, customers and communities.

5. We work collaboratively on shared goals, both inside the organisation; and with selected external partners.

6. We maximise the commercial value of our assets.

7. We invest in and support our staff in achieving their full potential.

Financial and Non-Financial Benefits We are currently developing with staff and managers a set of quantifiable and ‘hard to quantify’ list of benefits that will flow from the strategic vision and the SMART goals that will underpin each objective. These, along with the key performance indicators (KPIs), will be important measures that accompany the strategy.

While the absolute numbers are still being worked through, the categories of benefits, and to some extent their quantum, are known. These are summarised in the following chart:

Financial Non-Financial

Qua

ntif

iabl

e

• Reduced operating cost (VfM)

• Increased Return on Assets (RoA)

• Increase in income from new services

• Clear financing options for meeting Joint Core Strategy (JCS)

• Restoration of G1 rating

• Better governance generally

• Greatly increased productivity

• Increased customer satisfaction

• Reduced cycle time and yield loss in key processes

Non

Qua

ntif

iabl

e • Clear understanding of SVHS asset base

• Reduced costs through Customer Self Service

• Clear vision and strategy

• Improved leadership skills

• Cross functional working (silo destruction)

• Better risk management

The budgeting process and development of our Business Plan, currently underway, will formally capture these savings and investments.

Chief Executive

Finance & Development

Director

Asset Management

Director

Customer & Community

Director

Governance & StrategyDirector

New in post

New hire

• 100% Compliance• Strategic KPI’s• % Statutory returns• % Risks Managed• HCA KPIs• H&S Compliance

• Customer Satisfaction

• Community value• Ombudsman• % Arrears• Avg Relet Time

• No. of Repairs per property

• Average £/Repair• % RFT• % Gas Services

Complete (CP12)

• £ capital available• Portfolio return (ROI

(A) / NPV)• Direct vs. Indirect

• Financial viability• Maintain financial

control• Create financial

capacity for growth• New build• Commercial (e.g.

GRHA)• Procurement• Audit (Financial)

• Improve repairs and maintenance

• Connect the R&M & Planned maint.

• Aids & adapt’s• Income generation• Facilities Mngt• H&S (Property)

• Drive new ways of delivering services customers want

• Create measurable value in communities

• Joined-up customer services (incl. Contact Centre

These clearer accountabilities will reside in a new Executive Management Team

• Company Secretary• Good governance• Effective risk mngt• Strategic change• Legal (Operations)• Statutory compliance• Stakeholder Senate• Data protection• Overall H&S• Audit (incl. Cttee)• Customer Involvement

Head of Business

Improvement

• Drive / facilitate business perf. Improv’t

• Change programmes / Change Agents

• Project programme mngt / Co-ordination

• Customer complaints• IT• VfM

• Leading the organisation• Board• HR (People development: H&S - People)• Stakeholder Relationships• PR / Marketing• Reputation• Communications• Regulatory relationships• Business Continuity• Continuous Improvement

• VfM Overall Efficiency Indicator

• % Appointments made / kept

• No. Learning from complaints

+


About the Role


£80k plus car allowance

Location: Tewkesbury

Ref: EMA 248

Severn Vale Housing is about to embark on a new chapter in our story. With high levels of customer satisfaction, a recent successful refinancing, and strong, supportive partnerships, we’ve got everything going for us. We are currently adding the finishing touches to our new corporate strategy that will act as our roadmap to 2018, so it’s an exciting time to join us. Our new Governance and Strategy Director will play a key role across a portfolio that includes Risk Management; Legal Services; Health and Safety; Business Improvement; and Customer Involvement – helping to ensure a resilient and stable organisation that is well placed to deliver our corporate priorities. Business transformation and continuous improvement will be high on your agenda and you will ensure that our organisation has the right systems, reporting and knowledge to inform sound business decisions. You will ensure that all our strategic and operational plans and activities benefit from a well-informed approach to risk management and a clear understanding of legal and regulatory requirements. You will also take the lead on our strategic approach to customer involvement, creating communication channels that encourage two-way conversation and ensure our customers’ voice is listened to, and acted upon. Enhancing our digital capacity will be a key strand to our improvement plans and you’ll ensure that we continue to explore and evaluate new and emerging technology that can support our aims. Already an experienced senior manager, we expect that you’ll have a track record of success in a governance, strategy or business transformation role. You’ll have extensive experience in a customer focused service environment and have practical experience of helping customers articulate their needs (current and future) and influence service design. You’ll need a well-informed knowledge of social housing legislation, regulation and best practice and an excellent practical understanding of management systems for risk management, insurance, customer involvement and performance improvement. For more information or a confidential discussion, please contact Simon Wright at EMA Consulting on 01926 887272. For a copy of the briefing papers, please email [email protected] call 01926 831467 or visit www.emaconsult.co.uk No agencies please. Closing date: noon, 13th March 2015

Job Description

Governance & Strategy Director

Responsible to: Chief Executive

Department: Governance and Strategy

Responsible for: Governance Manager; Risk Management; Legal Services; Health & Safety (H&S) Management; Head of Business

Improvement (incl. ICT); and Customer Involvement

Purpose of Job: Responsible through the Chief Executive to the Board for the effective leadership, development, delivery and management

of Severn Vale Housing’s governance operations and maintain legal stability in line with key corporate and business plan

objectives and the Society’s vision, mission and values.

To lead on the provision of Company Secretarial, Risk Management, H&S, Internal Audit, Insurance and Legal

Services, ensuring compliance with all statutory, legislative

and regulatory requirements applicable to Severn Vale and ensuring that these services are shaped to meet the needs of

service users and are aligned to the Society’s strategic plans.

As a member of the Executive Team, to assist the Chief Executive with the development, review, management and

implementation of Severn Vale Housing’s corporate strategy, formulate policy at Board and Executive Team level, and

provide leadership to help other directors develop their local and specific strategies.

To develop and lead the Society's strategic approach to

Customer Involvement, ensuring regulatory compliance, and helping customers to maximise their opportunities to

influence the services they receive from the Society.

Lead the business transformation and continuous business

improvement programme currently underway at Severn Vale ensuring the business has appropriate systems and

knowledge to inform its business decisions: And lead innovation and research programmes enabling the Society to

reconceptualise the services it provides, and ensure that successful innovations are promoted and implemented.

To work with the Chief Executive on ensuring that the

’Change Agents team’ are managed, supported, and enabled

to support and facilitate the Society’s staff to provide bottom-up solutions that gain top-down implementation from

the Executive Management team.

To develop Information & Communications Technology strategies for the Society, leading on their implementation

and on service delivery and support to users.

To ensure the Society’s ICT service is effective and that the ICT systems are able to support the ‘customer knowledge

information’ required by the Society through effective use of ‘data analysis’ to deliver efficient end-user services.

To promote the work of Severn Vale to employees, current

and future customers, partners and stakeholders and the

general public.

To ensure the Society’s programme of transformational projects are managed effectively and cross-functional

working is embedded across the Society.

To ensure the effective provision of business support within a customer focused framework to maximise the potential of

Severn Vale’s people and resources and achieve high levels of performance, quality and satisfaction.

Responsibilities

1) Specific Responsibilities relating to this role;

Company Secretarial Services:

- Deliver effective governance procedures and frameworks across the Society,

ensuring that the Board can operate within a best in class governance framework;

- Ensure Severn Vale complies with procedural requirements of the Memorandum and Articles and rules and the relevant legislation such as the

Companies Act and the Industrial and Provident Societies Act;

- Ensure compliance with the requirements of the Homes and Communities

Agency Regulatory Code including completion of returns where appropriate and maintain a good working relationship and good communications flows to

and with the Regulator;

- Catalogue constitutional documents for the Society and complete and

maintain a full record of amendments made;

- Maintain statutory books/registers;

- Keep the Company’s Seal and ensure that sealing of documents is carried out

in accordance with laid-down procedures;

- Compile and maintain a database of Board decisions on policy matters

referred to in the Rules and Memorandum and Articles of Association;

- Maintenance of registers required to comply with statutory and other requirements, such as those required by the Homes and Communities

Agency, shareholder registers and the Register of Disposals and register of issues under Schedule 1 of the 1996 Housing Act;

- Arrange and co-ordinate the Annual General Meeting and any SGM’s of the organisation, including the preparation of agenda and production and

circulation of any paperwork associated with the meetings. Take the lead on maintaining a good relationship with shareholders and involving them in our

business where necessary and appropriate;

- Draw up, implement and monitor policies and procedures to achieve effective

internal control arrangements ensuring compliance with internal codes and with the Society’s corporate governance framework;

- To make arrangements for internal audit of the Society’s affairs and to submit audited accounts, auditors’ reports and associated returns to the Registrar of

Companies as required;

- Ensure the signing of agreements, contracts, etc. on the Society’s behalf, ensuring that any necessary prior approvals are secured and that it is

appropriate for the Society to enter into them;

- Generally ensure that the Board’s corporate governance arrangements

demonstrate openness and inclusivity, integrity and accountability;

- Contribute to the drafting, monitoring and updating of the Society’s Standing

Orders, Procedure Guides and Sealing Procedures;

- Ensure that the Board’s decisions and policies are communicated fully across

the Society in order to achieve prompt and full implementation;

- Advise on, and periodically review, the Governance arrangements of Severn

Vale and ensure they are “fit for purpose” to enable the Society to deliver its corporate strategy;

Board Requirements:

- Attend meetings of the Board and its committees: Ensure accurate minute

taking and reporting to ensure relevant details are clearly recorded, cross-referenced and easily accessible;

- Provide support services to the Board and its committees ensuring Board Members are properly advised and equipped to meet their responsibilities

under law, regulation and best practice; and are effectively supported and monitored by the Company Secretary team;

- Oversee the overall management of Board and committee meetings and business, ensuring an annual programme of meetings is developed and

publicized;

- Compile and maintain a detailed and accurate record of Board members and

shareholders for the Society;

- In conjunction with the Society’s HR Business Partner design, agree with the

Chair, and implement a structured training and continuous development

programme for the Board Members and manage the Board’s renewal process;

- In conjunction with the Society’s HR Business Partner plan and co-ordinate an

annual training programme for the Board, ensuring that activities relate to strategic priorities and the ongoing development and improved performance

of the Board both as a team and individually;

Legal Services:

- Develop and deliver the Society’s Legal Services;

- Introduce and manage a legal panel of 3 law firms (representing a spend of around £200k p.a.), monitoring delivery by the law firms and the level of

client satisfaction with their services: Identify and, where possible, implement plans to improve value for money from the law firms and identify with

‘internal clients’ (staff) and the law firms different and innovative ways of delivering legal services so as to drive operational efficiency;

- Provide high quality in-house legal administrative services focusing on low-

cost high impact work which will provide significant added value to the Society, as well as saving costs for the business;

- Develop Service Plans with key clients to ensure that legal service needs are well understood and delivered;

- Identify legal implications of the Society’s activities and plans and draw up options to address any constraints and realise outcomes that represent the

Society’s best interests;

- Make available a legal “knowledge centre” to pro-actively answer recurring

questions of staff, and to provide links to useful sources of legal information;

- Organise legal training to improve knowledge of key legal issues and, so far

as possible, reduce the dependence on external legal services;

- Organise the creation of a database of all title deeds and the removal of title

deeds from solicitors where appropriate: Create scanned (EDM) copies and ‘fire safe’ storage;

Risk Management & Internal Audit:

- Manage the full implementation of the Society’s new risk management

framework, including a Stakeholder senate, ensuring it is permanently embedded in key internal systems and processes;

- Chair the Society’s Corporate Risk Management committee to ensure proper scrutiny of the effectiveness and deployment of RM throughout the Society;

- Ensure that the Board and the Executive Team monitor the Group’s key corporate risks and that these are periodically updated to reflect changes in

the external environment and the risk profile of the business;

- Ensure that the Society leverages the effectiveness of its RM framework with

key stakeholders including insurers and our regulators;

- Develop, in conjunction with the Audit Committee and the Society’s Internal

Auditors and Risk advisers, an effective risk based internal audit programme

for the Society and manage the delivery of this through these advisers, to agreed time and quality requirements;

Insurance:

- Ensure that the Society carries appropriate insurance cover and regularly review its insurance provision and costs;

- Manage the administration of all insurance claims, liaising closely with insurers and insurance brokers;

- Monitor the effectiveness of the society’s risk management systems and of its processes to defend insurance claims and propose improvements to these, so

as to reduce exposure to insurance claims and reduce ‘insurance excess’ liabilities;

Stakeholder / Customer Involvement / Customer Knowledge:

- To create and manage a Stakeholder Senate;

- To organise appropriate training for involved stakeholders; and specific training for customer services ‘scrutiny’ within that framework;

- To work closely with business areas to ensure that tenant scrutiny arrangements contribute effectively to Severn Vale’s governance framework

in influencing policy making, decision-making and performance;

- To manage stakeholder relationships;

- To lead on the implementation of the Society’s Reputation strategy and develop it further over time;

- To act as the lead contact regarding the delivery of effective Customer Involvement, keeping up to date with regulation and methods of best practice

- To manage the Customer Involvement team;

- To develop and deliver the Customer Involvement Strategy to achieve

regulatory compliance: in the first instance to review the ‘involved customer groups’ as to their effectiveness and create a strategy that maximises the

benefit to the Society, and to the customers themselves, of their involvement

in helping to shape Severn Vale’s services;

- Introduce an effective data repository to ensure maximum use is made of

customer information across Gloucestershire;

- To monitor the profile of involved customers, developing and implementing

positive actions where needed to address any areas of under representation;

- To monitor customer involvement activity against agreed measures, and

publicise results/ information about the impact customer involvement has had on the effectiveness of services to Severn Vale’s customers;

Business Improvement:

- To develop and promote continuous business improvement across the

Society, ensuring that the business is appraised of best practice;

- Ensure the Society’s programme of transformational projects are managed

effectively and cross-functional working is embedded across the Society;

- Ensure the Society’s ICT service is effective and that the ICT systems are able

to support the ‘customer knowledge information’ required by the Society through effective use of ‘data analysis’ to deliver efficient end-user services;

- Taking a lead in preparing the Society for inspection, ensuring compliance with expected standards;

- Keeping up to date with national/sector initiatives and trends to enable the Society to improve performance;

- Developing effective performance measurement and management systems;

- Using and effective ‘Balanced Scorecard’ to evidence performance,

benchmarked as appropriate;

Organisational:

- Provide Company Secretarial support, and design and implement training and guidance to all operating business units and any other organisations to which

the Society provides Company Secretarial services (e.g. GRHA);

- Ensure business continuity management is effective throughout the Society;

- Act as the main point of contact between statutory organisations, external advisors – lawyers, external auditors – and the Society;

- Maintain and promote a Society ‘house style’ for Board reports, correspondence, etc., to achieve and maintain a reputation for clear, concise

and consistent communication;

Value for Money:

- To develop and co-ordinate the Society’s Value for Money strategy and to

support the organisation to implement it; and monitor progress towards providing excellent value for customers;

Health & Safety:

- To organise and co-ordinate the Society’s H&S strategy and ensure the

Society is fully compliant with H&S legislation;

- To ensure all of the Society’s staff are properly trained to understand their

team/individual responsibilities with regard to H&S;

- To ensure the Society’s H&S policies and procedures are followed by all staff

and that all activities carried out by the Society have had an effective H&S risk assessment completed;

2) Wider Responsibilities relating to this role;

To lead the development, evaluation and review of the Annual Corporate Strategy and Business Plan within a robust risk management framework to

achieve business aims and objectives.

Be accountable to the Chief Executive for the strategic leadership, direction and management of governance and to lead on developing frameworks,

structures, monitoring and reporting and review mechanisms to support effective and efficient governance across the Society, ensuring that the

Society’s governance activities are simple and agile to support swift decision making whilst providing adequate assurance to our Board, Regulator and

other stakeholders.

Provide inspirational leadership to staff to enable them to perform to their full potential and deliver high quality services.

As a member of the Executive Team, to contribute actively to corporate decision making, policy formulation, business development and the

achievement of strategic aims and objectives; and participate in the development and successful implementation of the Society’s Corporate

Strategy and Business Plan and its regular review to meet changing business need and priorities.

To ensure the effective provision of corporate governance support services in

line with business requirements and within a customer focused framework to maximise the potential of Severn Vale’s people and resources and achieve

high levels of performance, quality and satisfaction, in relation to Governance, Risk, Head of Business Improvement (ICT Manager); and

Customer Involvement.

To lead and direct the management and delivery of effective, comprehensive

governance and risk management systems, business planning, risk assessment and assurance controls to maintain strong governance and meet

the changing social and economic needs of customers and the business.

To develop, recommend and implement strategies, plans and policies and ensure that Severn Vale Housing’s governance and risk management systems

comply with statutory and other regulations and best practice.

To assist the Chief Executive to ensure successful delivery of the strategic business objectives, building effective relationships with external bodies and

partners, including the HCA and support negotiations with funders on behalf of Severn Vale Housing, keeping the Board fully briefed on any issues.

To lead and direct the development and maintenance of effective internal

control processes which embrace best value policies and procedures and

compliance with statutory and regulatory requirements to ensure effective control and protection of the organisation’s assets and liabilities.

In line with Severn Vale Housing’s strategy and the business plan, to assist

the investigation and appraisal of appropriate business opportunities and

growth options which maximises revenue from the current customer portfolio and develop Severn Vale Housing’s approach to growing the business to

ensure maximum potential is fulfilled.

To help the Finance & Development Director ensure that commercial business opportunities are translated into financially viable initiatives supported by

robust business plans and risk management frameworks.

To ensure that strategies for corporate business systems are deliverable, add value and embrace growth and innovation and that effective contingency

arrangements and disaster/recovery plans are in place.

To ensure that corporate governance support functions contribute to

continuous improvement in service delivery, anticipating and responding to changing business requirements.

To work with the Board, Executive Team, Managers and staff to ensure that

the risk management framework is utilised effectively in regard to the Society’s governance services, and is embedded in strategic and operational

governance service delivery.

To ensure that business planning, performance and information services

support service improvement plans and are prioritised to achieve high level performance and value for money.

To provide leadership to the Governance, Strategy, Business Improvement

and Customer Involvement Services teams, ensuring effective performance management and management of resources to deliver high quality services,

maximising and developing best practice in all areas of work in order to fulfill individual and team potential.

To work with the Head of Business Improvement to formulate the Society’s

Business Improvement strategy, helping to identify/maximize new business

opportunities within Gloucestershire.

To ensure that all business areas receive comprehensive and relevant management data and support in order to inform effective decision making

and deliver high quality customer focused services.

Ensure that the quality and standards of governance and strategic services are monitored within a robust framework of key performance indicators and

that effective systems are in place to measure success and identify potential areas of concern, taking prompt remedial action where necessary.

To foster and develop effective working partnerships with key stakeholders and explore and investigate opportunities to improve the standard and range

of governance and strategic services provided.

To lead and initiate change and transformation in the provision and

development of governance and strategic services in order to meet key

organisational objectives.

To keep abreast of changes in legislation, best practice and the wider operating environment and review, recommend and implement changes in

policy, procedure and working practices to ensure compliance with legal and regulatory requirements relating to governance and strategic, improve service

delivery and performance and contribute to achieving strategic business objectives.

To lead the effective management of budgets to achieve value for money

through the best use of available resources.

To produce appropriate service delivery plans, as agreed with the Executive Team and the Board, with appropriate targets and objectives, within the

context of a performance and continuous improvement culture.

General

To promote and ensure the implementation of the Society’s equality and diversity and health and safety policies are adhered to at all times

To promote and practice continuous learning/improvement

To promote and practice the staff performance management framework

To promote the Society as a learning organisation, developing and promoting best practice

To promote the vision and values, leading by example to others

To work collaboratively with others towards ‘One team, one vision’

To be aware of the need of confidentiality and responsibilities in respect to data protection

To ensure risk is managed effectively in all areas of own and team’s responsibility

To provide appropriate reporting systems

To ensure that maximum use is made of information technology systems within the department

To ensure, wherever possible, that the Department is resourced at all times during the Society’s hours of business

To work towards continually improving value of money of all services

To ensure the procurement and best value principles are factored in to the

purchase of goods & materials

To support & embed cultural change within the business area

To provide appropriate reporting systems and prepare and present reports to the Board and Executive Team as required

To conduct oneself in line with general standards of conduct and behavior as detailed in the Society’s code of conduct

To carry out any other duties appropriate to this post, as necessary or as

requested

Demonstrate flexibility regarding working patterns as business needs arise

This job description sets out the main duties of the post at the date when it was completed. Such duties may vary from time to time without changing the general

character of the post or the level of responsibility entailed.

Person Specification


SECTION CRITERIA

Education & Qualifications

MBA level or equivalent, or relevant Governance qualification, or through relevant training / experience

Work Experience Proven track record of managing teams from a senior position

Working in an environment of governance, strategy, business transformation; ideally to include work experience within the housing sector

Experience of a customer focused business to business environment

Working with customers / customer groups to enable them to help shape service standards that meet Consumer Regulation standards

Liaising with auditors, business advisers and Board Members

Experience for Responsibility for Staff Selection, Management, Motivation and Performance

Management by process & fact

Customer liaison/influence

Stakeholder liaison/influence

Reporting to Boards and/or Committees

Skills / Knowledge Thorough knowledge of social housing legislation, regulation and best practice

Thorough understanding of current good practice in areas under your control and self-motivation in terms of continuing professional development

Good working knowledge of social housing’s legislative and regulatory environment

Practical knowledge of management systems for risk management, insurance, customer involvement, performance improvement

Ability to:

- work without supervision and confident decision making approach

- review, evaluate and analyse complex situations and present information clearly and concisely

- develop and communicate business goals and values

- think clearly & strategically - use strong leadership and motivational skills - use effective written and oral communication - be confident in dealing with customers,

stakeholders, peers and Board members - create a business plan for the service area

including an effective understanding of budget management and control

- be self-motivating, act on own initiative and take appropriate decisions

- prioritise a complex workload and deliver to target

- develop influential networks of key decision-makers, both internally and externally and facilitate effective partnerships through constructive, planned and methodical approaches

- write effective reports using Word, Excel, etc - liaise with statutory agencies e.g. regulatory

bodies, Housing Ombudsman - act as an effective Team Leader and a Team

Player - utilise strong interpersonal skills to manage and motivate staff

- set targets and motivate and inspire staff to achieve these targets

- prioritise responsibilities under pressure (excellent time management skills)

- act at all times with personal integrity and confidentiality

- understand risk assessment and management; and how to represent that to the organisation and team

- take an entrepreneurial and innovative approach with the ability to generate and develop ideas and see these through to implementation

- use excellent negotiating skills and an understanding of the principles of working in partnership

Special Factors Flexibility in approach to hours worked in order to delivery to deadlines

Attendance at evening and week-end meetings where necessary


Terms & Conditions Salary £80,000 per annum plus 10% car allowance Location Tewkesbury, Gloucestershire Pension Option of joining the company pension scheme. Full details will be provided upon appointment Holidays 25 days plus bank holidays Sick Pay Up to 3 months full pay and 3 months half pay (subject to qualifying period) Relocation Reimbursement of reasonable relocation expenses for eligible employees Employee Assistance Programme A freephone helpline that provides unlimited access to a confidential advice, information and counseling referral service Training and Development Severn Vale are committed to the development of their employees and as such there are a lot of training and personal development opportunities The above does not constitute an offer of employment. A full statement of the terms and conditions of employment will be provided to the appointed candidate.

+


Other Important Information

How to Apply – Governance and Strategy Director

Thank you for expressing an interest in the position of Governance and Strategy Director at Severn Vale Housing. If you have read the candidate briefing papers and you would like to apply, please follow the guidelines below.

Application Process

Please submit an up-to-date Curriculum Vitae (CV) and covering letter, ensuring that you quote reference EMA 248.

It is important that your CV/letter highlight supporting evidence of how your previous experience and skills relate to the criteria outlined in the Job Description and Person Specification. Within your CV, please supply the following: • Full name and postal address; • Work and home telephone number, mobile number and email address (NB

most written communication with you will be electronic); • National Insurance number; • Employment history (explaining any gaps); • Education and dates your qualifications were obtained; • Current memberships of relevant professional associations/institutes and

dates; • Current or most recent salary.

We also request that you complete an Equal Opportunities Monitoring Form which is included in this pack and available to download from our website (www.emaconsult.co.uk/recruitment).

The timetable for the Selection Process is included below. In your supporting letter, please advise us if you have any difficultly with the outlined dates and/or any other dates when you are unavailable for assessment. We try to offer flexibility but it can be difficult to convene the selection panel outside the advertised selection dates due to diary commitments.

Please return your application by 12 noon on Friday 13th March 2015 (electronic submissions preferred) to our retained consultants at EMA to [email protected]. Your application will be treated with strictest confidence.

If you wish to send a hard-copy by post, the full address is as follows:

EMA Business and Management Consultancy Limited 15 Dormer Place Leamington Spa Warwickshire CV32 5AA

Assessment and Selection Process

All applications will be considered and assessed against the requirements of the Person Specification in order to select an initial short list of candidates. If you have been successful at this stage EMA will contact you via telephone/email immediately following the initial shortlisting meeting. If you are unsuccessful at this stage you will receive a letter from us informing you of this decision.

Timetable

The information outlined below has been agreed with Severn Vale Housing:

Process Date

Advertised Closing Date for Applications 12noon, Friday 13th March 2015

Shortlisting meeting Candidates do not need to attend 16th March 2015

Interviews 23rd March 2015 (TBC)

*If you are invited for interview, you will be asked to bring alongevidence of your professional qualifications as described on your CV.

Contact Details

If you have any queries about the position or the selection process; or if you would like an informal and confidential discussion with our consultant, please do not hesitate to contact EMA on 01926 887272.

Thank you for your interest in this position.

Simon Wright

Simon Wright Managing Consultant EMA

EQUALITY/MEDICAL DETAILS FORM

Name:

Do you have any medical conditions which we should be aware of? Yes / No

If yes, please provide details:

Do you have a disability which we should be aware of? Yes / No

If yes, please provide details: Learning Disabilities (eg. Downs Syndrome) �

Learning Difficulties (eg. Dyslexia etc) �

Mental Health Needs � Severe or Profound Hearing Loss � Speech Impairment � Partially Sighted or Blind �

Physical Impairment/Limited Mobility � Wheelchair User � Other, including long term or chronic illness �

EQUAL OPPORTUNITIES MONITORING I would describe myself as: White: British � Irish � Other �

Mixed: White & Black Caribbean � White & Asian �

White & Black African � Other �

Asian or Asian British: Pakistani � Indian �

Bangladeshi � Other �

Black or Black British: Caribbean � African � Other �

Chinese or other Ethnic Group: Chinese � Other � Gypsy/Romany/Traveller: � If other please specify:

What is your religion? Please tick one category:

Buddhist � Christian � Hindu � Jewish � Muslim � Sikh � No Religion � Prefer Not to Say � Other (please specify)

What is your sexual orientation? Please tick one category:

Heterosexual � Bi-Sexual � Gay Man � Lesbian Woman � Prefer Not to Say � Other (please specify)

Do you consider yourself to be transgender? Yes � No �

Employee Signature: Date:

Human Resources Only:

Actioned by: Date:

governance & strategy...

Documents