Recruitment Pack

Executive Director of Transformation and Business Improvement

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This document and your applicationThank you very much for your interest in this post.On the following pages you’ll find all the information you need to understand us better, discover what the job involves and how to apply.

Finding your way around... Part 1

Learn about us, see how we work and hear about some of our leaders

Part 2 Learn about the job role and what’s required

Part 3 How to apply and details of the selection process. There’s also a checklist to make sure you’ve covered everything

Key dates• Closing date and time: 9am on Tuesday 26th May • Candidates advised of outcome: Thursday 28th May• First stage interviews: Tuesday 2nd June• Final stage interviews: Thursday 18th June

WelcomeThanks for taking the time to find out more about this exciting and influential role that will be part of our new executive team.We’ve recently adopted our brand new strategy and are embarking on a period of transformational change to improve our efficiency and ensure we’re in the strongest possible position (in what are difficult times) to deliver our vision. This is to give people who are homeless, vulnerable or in need of support, the opportunity to build a brighter future. Our mission is to provide safe, flexible and reliable client led housing and support services that focus on reducing homelessness, improving health and wellbeing and building on people’s skills and resilience.We pride ourselves on being a values based organisation and our values are:• Integrity• Resilience• Empowering• Inclusive• Proactive

These are challenging times for our sector - but we like a challenge and are determined to remain financially strong and grow, so we can continue to support our clients to give them the opportunity to build a brighter future.We’re looking for a committed person, with a strong track record of leading and delivering transformational change in organisations with a client focus.If you’re interested in joining us to develop and lead our transformation, do contact our retained consultant Denise Kirkham on 07833 475669 for an informal chat. We look forward to receiving an application from you.

Steve BensonChief Executive

MAY

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700places in hostel and resettlement accommodation 250+

We employ500additional client

support

60Relief workers

employed

Who we are and how we work

We make a difference

We were formed in 2001 through the merger of St Dismas and St Petroc. We offer housing, and support services in Berkshire, Hampshire (including Portsmouth and Southampton), the Isle of Wight and West Sussex. Our head office is in Fareham in Hampshire. We’re a registered community benefit society with charitable objectives, a registered provider and members of the National Housing Federation and Homeless Link.Approximately half of our income is from rents with the other half coming from support contracts, donations and other income.

£14MTurnover of

around

£3Min reserve

Discover more about us

Latest annual report and accounts

Latest stakeholder newsletter

We work in:

• Hampshire (including Portsmouth and Southampton) – 85% of what we do

• The Isle of Wight• West Berkshire• West Sussex

We provide the following services:

• Single homelessness – 85% of what we do

• Young people and some young families• Mental health• Plus a few other services including for

refugees and former offenders

We aim to own or lease as many of the buildings we operate out of as possible.We work with clients to enable them to develop personalised support plans. We aim to keep clients safe and work with them to develop their confidence and skills to help them move into independent accommodation, maintain their home and find meaningful activity.

Read our new strategy for 2020/2023

Part 1About us

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Our senior executive team

Steve BensonChief executiveSteve joined Two Saints in February 2014 and is responsible for providing leadership and strategic direction to the organisation. Previously Steve has worked in the housing sector in the south and south west. He has worked for a variety of local authorities and held senior roles as operations director and managing director in a number of housing associations. He is also a past president of the Chartered Institute of Housing. Steve is a trustee at Homeless Link who work to improve homeless services and work with the government to improve the policies that affect people experiencing homelessness.

Janice HughesExecutive director of investment, assets and riskJanice is a qualified accountant with over 20 years’ experience in the housing and not-for-profit sectors. Janice is responsible for leading our financial strategy, statutory and management accounting, budgeting, treasury management, asset management, development, systems and information, communication and technology service as well as contributing to our overall corporate strategy.

New PostExecutive director of client servicesRecruitment to start later in the year.

This Post Executive director of transformation and business improvement

Our Board

Julie TobenChair of the boardJulie works as a consultant and interim chief executive officer and has spent more than 25 years supporting boards of local, national and international charities to improve their governance, management and sustainability. Prior to this, she was operations director of a property development company. Julie has served as a board member of three national charities, including chair of investment and fundraising boards, and is currently chair of a special needs independent school.

Simon RoseChair, audit and risk committeeSimon is a chartered certified accountant with over 25 years senior leadership experience. He has worked in many sectors globally including media, IT, telecommunications and pharmaceuticals. This has included risk, assurance and operational finance roles. Simon is currently group head of internal audit at the Wates Group, one of the UK’s leading property services, development and construction businesses.

Gill Kennett, MBEChair, remuneration and nominations committeeGill worked in the NHS for 37 years, as a nurse and a midwife. Before retiring she was associate director for community services and mental health at the Isle of Wight NHS Trust and helped gain Vanguard status for the trust. Gill is a parish councillor and trustee of three charities. She was awarded the MBE for her work in the health service and community. She’s is also a deputy Lord Lieutenant for the Isle of Wight.

John CarterJohn is a qualified chartered accountant who has been involved in finance for over 25 years at JP Morgan Chase and HSBC. In recent years John has been working more locally as finance director in organisations with a greater social consideration, including a group of schools and a Southampton charity. John brings experience at board and senior management level, especially in the areas of finance and business.

Nick CrossNick has worked in housing for over 20 years in both housing associations and local government in a variety of key roles. He’s currently the managing director of Cornwall Housing. Nick brings a wealth of front-line housing experience with particular knowledge in safeguarding, wellbeing and health and safety. Nick is a member of our health and safety committee.

Mark WooseyVice chairMark is a chartered IT professional (MBCS CITP). He’s worked in the housing and care sector for more than 10 years and is currently director of information technology at Notting Hill Genesis. His former roles include a spell for the Chartered Institute of Housing audit and risk board, several non-executive directorships with housing associations and senior business roles within national and global blue-chip businesses.

Bettina HarveyBettina is a chartered accountant and a member of the Chartered Institute of Taxation and has significant experience in the financial services industry at a senior level. She joined the Two Saints board of management as a ‘finance champion’. She brings extensive experience of financial and regulatory reporting, business planning, expense budgeting, financial controls and delivering on finance projects.

Diane PalmerDiane was the regional housing and support director for a national housing provider specialising in housing and services for people in later life. Having worked in the housing sector for over 20 years, Diane has a wide range of experience and skills, recently developing and commissioning extra care estates throughout the south of England. Diane is a member of our audit and risk committee.

Jenny VauxJenny moved to Hampshire in 2012 when offered the role as director of strategic planning and business development at Berkshire Healthcare NHS Foundation Trust. She joined our board as part of her commitment to her local community. Jenny has significant board-level experience as an executive and non-executive director. Her expertise includes communications, developing services and embracing diversity.

Part 1Leadership

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Staff agree we respect individual differences

such as cultures, working styles and

backgrounds

92%

Staff feel our organisation makes a positive difference to

people’s lives

93%

Staff felt they have a good relationship with

the colleagues they work with

97%

Staff agree we have a positive approach to

diversity

92%

As an integral member of the executive team, hold collective accountability for the strategic leadership of the organisation and the collective use of professional expertise to safeguard corporate and colleague wellbeing

Create, lead and inspire an organisational culture that enables all colleagues to achieve quality outcomes

As an executive team member plan, position and shape direction of activity to enable the achievement of corporate goals in 2-5 years

Act as the organisational lead in the design and delivery of an integrated organisational development plan that positions the organisation for future success – ensuring infrastructure, systems, risk, culture and technology are fully integrated

Act as the organisational lead in the development of business transformation plans that support growth and change

Role profileTo turn our ambitious business growth and development plans into reality

Role scope

Work with us

Strategic input• Work with executive team colleagues

to develop the short, medium and long-term strategy for transformation and business Improvement

• Provide strategic advice, information and expertise to senior colleagues and the board in delivering successful change programmes

• Lead on effective colleague engagement strategies to influence core competencies, valued behaviours and a common culture

• Establish an employer brand that is central to achieving a full and stable workforce

• Lead in the management of the corporate performance framework linking learning to business improvement

Leadership• Provide strong leadership and support

to managers and staff - role modelling a values-led leadership style with vision and drive which inspires and motivates

• Adopt a style of leadership that strives to deliver excellence on both the front line and through corporate support

• Lead on change management and creating a culture of care and continuous improvement throughout the organisation

Compliance and control• Work with executive team

colleagues and board members to ensure effective governance and accountability across the organisation

• Provide appropriate and timely information, supporting an open and transparent dialogue across executives and non-executives, setting high standards of probity

• Ensure the risks of the transformation and business improvement activities are identified and mitigated effectively and decisions are made within a robust risk management framework

• Ensure compliance with key policy and procedure in areas such as health and safety, equalities and diversity, data protection, code of conduct and all other statutory requirements that are routinely checked for compliance

• Ensure investment plans linked to transformation have clear ‘return on investment’ outcomes which are delivered within budget and to time

Performance management• Develop a strong performance culture

and commitment to customer care, experience and satisfaction

• Monitor performance and ensure the delivery of high quality and professional services

• Provide support and development to those engaged in transformation and business improvement activity, to ensure they’re appropriately structured and resourced to deliver the corporate aims

• Support an environment where client views are integral to service development

• Ensure all projects have a clearly articulated set of benefits

• Ensure behaviours, values and culture are consistently applied throughout the organisation

Key responsibilitiesLearn about the job

Part 2The role

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External relationships• Maintain and develop effective

professional networks that add value to the organisation’s work and ensure that it is viewed as an influential and reliable partner

• Develop long term relationships with policy makers and industry leaders to influence sector debate and thinking on culture and transformation

• Regionally and nationally raise the organisation’s profile both within and beyond the sector in support of growth and sustainability

Key outcomes• Lead on organisational and job design in

support of strategic plans• Develop, resource, implement and

refine a talent management strategy (incorporating internal leadership development and external resourcing) that supports the delivery of corporate goals

• Develop and lead the transformation strategy, converting it into deliverable plans supported by excellent programme management skills

• Embed agile and digital working practices across the organisation in support of business growth and increased innovation

• Ensure the delivery of the transformation strategy is within agreed financial parameters, targets and the regulatory framework

• Lead on working with senior managers to ensure the development of a one-team culture across the organisation

• Instigate business improvement plans that support corporate priorities and measure and report progress as part of the corporate performance framework

• Be the organisational lead in internal and external communications to ensure clarity and consistency of messaging

• Ensure change plans are cascaded through the business, aligned to agreed behaviours and values in support of the overall vision

• Ensure that the voice of clients is heard in the development and delivery of plans and in the on-going scrutiny of performance and outcomes

• Instigate, oversee and embed a programme of ‘systems thinking’ reviews that are outcomes focused around quality and value

No leadership role profile can be entirely comprehensive, the post holder will be required to undertake additional duties from time to time, in line with the above responsibilities, as required by the chief executive and the board.

Part 2The role

Qualifications

• Appropriate professional qualification Experience

• Significant experience of operating at a senior level in a substantial and complex organisation – with a strong service and customer orientation

• In-depth experience of delivery of transformation, growth and culture change where digitalisation has been a driver

• A knowledge of and exposure to matrix working

• Considerable achievements and a track record in strategic system planning and project delivery

• Experience of operating in a regulated environment.

• Track record in corporate leadership, with board level exposure, in a fast-paced environment

• A strong track record of leading, engaging and motivating colleagues through transformational periods of change

• Experience of working collaboratively with external bodies and organisations

Skills and knowledge

• Able to manage multi-disciplinary and complex stakeholder relationships

• Excellent presentation and interpersonal skills, with an approachable style, that generates confidence and understanding

• A strategic thinker with well-developed business skills, and able to translate strategy into action

• Excellent programme management skills with the ability to manage multiple complex projects

• Able to assess risk and promote risk awareness without being risk averse

• Track record of applying system thinking methodology

• Able to make sound judgements, to give advice to others and be accountable for that advice

• Able to explain and encourage the optimisation of new information, communication and technology

• Ability to build high levels of trust, openness, honesty, collaboration and support across teams

• Some understanding of the social and political environment within which the organisation operates would be an advantage

Person specification

Key terms The key terms are:• Competitive salary, circa £65k• Defined contribution pension scheme• 25 days annual leave (rising by a day

a year to 30 after five years’ service) plus eight bank holidays• 37 hours a week, may require occasional out-of-hours

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Now you know all about us and the job, it’s time for us to hear more about you and how you would help turn our plans into reality.

Here’s a reminder and a few instructions of what to do next.

Making your application

Make sure you’ve gone through this pack carefully: Before doing anything, make sure you’ve read the pack, watched our video and reviewed our plans for the next three years - you’ll need this.

Review your CV: Polish up your CV and make sure it’s telling us what you can do.

Send it into us - before the deadline: Send your presentation and CV to recruitment@distinctivepeople.co.uk by 9am on 26th May.

Prepare your response: Send us a short presentation to explain ‘What you would bring to Two Saints’ in a format of your choice, such as PowerPoint, video, pdf or Prezi. No other rules apply.

Quick reminder of the key dates• Closing date and time: 9am on Tuesday 26th May • Candidates advised of outcome: Thursday 28th May• First stage interviews: Tuesday 2nd June• Final stage interviews: Thursday 18th June

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Part 3Applying

Two Saints (Head Office) 35 Waterside Gardens, Fareham, Hampshire, PO16 8SD01329 234600 | twosaints@twosaints.org.uk | www.twosaints.org.uk