Sample Recruitment Pack. Board Recruitment

Transcription

1 Sample Recruitment Pack May 2018

2 Your Application May 2017 Dear Applicant, You are invited to apply for a position on the new common Board for The Community Housing Group. If you would like to do so, please submit the following: An up-to-date CV which shows your full career history we recommend that this is no longer than three pages; A supporting statement explaining why you are interested in this role detailing how you are a good candidate for this post and how you fulfil the person specification we recommend that this is no longer than two pages; A completed Skills Questionnaire; A completed Declaration form however, completion of the equalities section is not mandatory, this is requested for monitoring purposes in line with our commitment to equality and diversity. Please indicate on the Declaration form, in the space provided, if you cannot attend any of the interview dates. Please note that applications can only be considered if all the documentation is complete. Please send your application, preferably in MS Word format by to: info@communityhg.com Applications must be received by Thursday 22 nd June 2017 at 12 noon. You will receive an acknowledgement within 24 hours of receipt and we suggest that if after that time you have not heard from us, you telephone the office ( ) to ensure that it has arrived. Using a secure address and putting the job title/organisation in the subject line reduces the chances of any going into spam. Please do contact us if you wish to have an informal discussion about the role/organisation or if you have any other questions to help you decide whether to apply. You can contact me on or mary.smith@communityhg.com We look forward to hearing from you. Your sincerely, Mary Smith Governance Officer 1

3 Contents Your Application 1 Contents 2 Welcome Letter 3 Our Organisation 4 Role Profile 6 Person Specification 8 Principal Terms and Conditions 10 Media Advertisement 12 2

4 Welcome Letter Dear Candidate Thank you for your interest in these independent board member positions on our new common Board. This pack has been prepared to provide further information about the organisation and the roles, and hopefully whet your appetite to apply! With around 6,000 homes in management, the Community Housing Group is one of Worcestershire s largest social housing and care providers. With a Group turnover of over 38m we are strong financially and operate a number of successful commercial and social businesses delivering excellent services to our customers and wider communities. We see ourselves as a progressive organisation with a strong record of performance and delivery which has managed to adapt well to the fast-changing environment of social housing. The common board will populate the remaining legal entities within our group structure. This move to refresh our group structure will ensure we also streamline the way we operate, making us future-fit to meet the ongoing challenges of the sector and create an inspiring organisation that blends a social heart and commercial acumen to make a real difference in the communities where we work. We want to ensure the Group will be: people focussed; listens to its residents; delivers sector leading services; and maximises social impact, with the ambition to build more new homes in fulfilment of our social purpose. Our board members need to be able to see the bigger picture, influence organisational strategy and vision, and engage with a range of stakeholders at all levels. We are looking to complement the professional skills of the Board through these appointments, and are particularly interested in candidates with strategic experience in treasury and finance, risk management, residential property and development, customer services, and health and social care. has enormous potential and these positions present a great opportunity to shape and support our ongoing success. To learn more about the roles please visit For an informal discussion, please speak with Mary Smith, our Governance Officer. Yours sincerely, Andy Ballard Group Chair 3

5 Our Organisation (TCHG) is a well-established and strongly performing social landlord, providing affordable housing, care and community services to those in need across Wyre Forest, Worcestershire and the West Midlands. You will be joining us at an exciting stage of our development as we merge our Registered non-asset holding Parent company,, which provides the essential support services to keep our business running smoothly, with our asset owning Registered Provider, Wyre Forest Community Housing Ltd, which provides the operational management of our general needs homes, sheltered accommodation, sheltered accommodation and shared ownership properties and new home development programme. TCHG also provides further services through three specialist Group companies: Oakleaf Commercial Services Ltd, which provides high quality property maintenance, refurbishment and construction services for homes and premises across the West Midlands. This includes the manufacturing of windows and doors and grounds and environmental services. Vestia Community Trust Ltd, responsible for researching and piloting new models of service delivery to customers and communities, supporting people in to employment and empowering them to be independent and able to make decisions about their lives, homes and communities and securing external funding to support delivery of the Group s vision of Improving Lives Worcestershire Telecare, a ground breaking partnership of four Worcestershire housing providers and three Councils that delivers telecare services to residents and organisations in Worcestershire and surrounding counties. Strategic Priorities Our strategic priorities which drive all that we do are to: Deliver homes and services customers want and need; Support individuals, families and communities to achieve their potential; Ensure the strength, stability and sustainability of our business; Grow and diversify our business; Deliver value for money 4

6 Building on success, looking to the future When you read our Group Business Plan you will see that as we look to the future we have some exciting developments on the horizon which help us realise these priorities, including: Implementing a new, modern governance structure, including a common Board, which will be robust and continue to support and strengthen the strategic aims of the business Bringing over 500 new homes into management and developing our in-house new build team (part of Oakleaf) giving the Group greater capacity to deliver our development programme and schemes for external clients. Working with tenants to deliver a new housing service offer that is affordable, value for money and enables them to sustain their tenancies in the new environment Re-designing how we work with communities to listen, encourage, and support them to shape ways of delivering new services, including a strategy to increase digital inclusion. Working with partners to access external funding to create more apprenticeships, training and employment programmes for local residents. Developing our commercial business to generate additional surpluses to strengthen and support our business and service offering and Investing in digital technology to increase business efficiency and service delivery. Working with commissioners, partners and customers to share costs and develop new and efficient services to meet the changing needs and aspirations of our customers, Actively assessing opportunities for growth and diversification where they fit with our strategic goals. 5

7 Role Profile Role title: Responsible to: Board member Chair of the Board Overview: Board members provide leadership to the Group as a whole and contribute to the Board in setting the strategic vision and direction of the organisation, in line with regulatory requirements and the Group s objectives through good governance and effective strategic planning. Key relationships: Internal External Board members play a lead role in contributing to effective relationships with the Group Chair, other members of the TCHG Board, the wider governance structure, the Group Chief Executive and other members of the Executive Team. Board members play a key role in maintaining good relationships with residents, stakeholder partners, the regulator, our lenders and other agencies involved in the work of the Board. Main responsibilities: Strategic leadership Provide leadership for both the direction and control of the Group. Contribute to setting a positive culture, vision and values and ensure that obligations to stakeholders are understood and reflected in strategy and policies. Set both the short and long term objectives for the Group and to determine the strategic aims and required outcomes. Promote continuous improvement, setting challenging targets for improving services. Contribute to the effective governance of the Group through membership of Group committees, panels or subsidiary Boards. Effective Governance Contribute to ensuring compliance with the Group s financial regulations, standing orders, delegated authorities, the HCA regulatory framework and the National Housing Federation s Code of Governance 6

8 Risk Management Contribute to the evaluation of present and future opportunities, threats and risks across the external environment and strengths and weaknesses in the internal environment, to ensure effective strategic decision-making. Review the Risk Management Framework and Corporate Risk Dashboard and obtain assurance the Group has a robust and prudent approach to business planning, risk identification and control Board Performance Contribute to ensuring that the Board s business is conducted economically, efficiently and effectively through a framework of delegation and systems of internal control. Contribute to overseeing organisational performance and continuous improvement, ensuring the organisation is managed efficiently and effectively. Scrutinise and review performance against agreed targets and budgets. Read and digest reports prepared by staff and advisors and contribute to appropriate debate of key issues amongst Board members. Relationships Build and maintain effective and constructive working relationships with the Group Chair, Group Chief Executive, senior staff and other Board members. Participate in the TCHG Board appraisal process and where appropriate in the appraisal of the Group Chief Executive, Executive Directors and other Board members. Representing the Group Act as an ambassador and representative for the organisation, upholding the reputation of TCHG and its values, objectives and principles. Network and promote the achievements, purposes and benefits of the organisation. Support the building and maintenance of good relationships with key stakeholders, including the regulator, key local authorities, funders and residents. Adding Value Apply personal expertise, skills and knowledge with due regard to both the business and social purpose of the business. Develop knowledge and understanding of, and keep up to date with, sector issues Role model good governance practices and behaviours. Attend and provide constructive challenge in Board meetings. Actively participate in Board events and training. 7

9 Core competencies: Person Specification Leadership has a successful track record of leadership and strategic management having operated and contributed effectively at a senior level in either the private, public, voluntary or community sector. Strategic Thinking understands clearly the Group s overall strategy and has the ability to stay abreast of trends in the external environment; considers cross-functional, organisational and business implications before making decisions. Judgement - proven track record of providing clear, balanced advice and guidance on strategic issues as a member of a board or senior executive management team. Has the ability to challenge constructively and hold people to account. Influence has inner confidence, demonstrates effective persuasion and possesses the personal impact to influence a wide range of stakeholders/partners. Team working - experience of working in collaboration with a wide range of individuals, external bodies and stakeholders, developing a positive personal and organisational profile, and building partnerships that add value and achieve shared objectives. Knowledge and experience: Extensive experience of operating at a senior level (ideally executive and/or non-executive) within an organisation on a similar scale and level of complexity to TCHG. Non-executive or governance experience, with knowledge of good governance practice in one or more sectors. Good knowledge of management and/or commercial issues, with strong business acumen. Awareness of and interest in current national and policy issues affecting the housing and/or care and support sectors. Skills and abilities: Strong strategic planning skills, able to develop strategic vision, working with others. Developed financial reasoning and an ability to assess risk and promote risk awareness without being risk averse. Able to challenge appropriately and hold senior staff to account; with a wider vision to raise standards across the organisation. Able to work collaboratively, building consensus, and taking collective responsibility for decisions made. IT literate, comfortable with using MS Office and . Strong negotiating and influencing skills, able to work intuitively and liaise effectively with a wide range of people and stakeholders. 8

10 Style and behaviour: Acts with integrity, actively promotes and support the values, ethos and aims of TCHG and the services it provides. Ability to create a culture of collective responsibility, encouraging debate and consensual decision making. Committed to the values of accountability, openness, and transparency. Demonstrates strong commitment to equality and diversity. Possesses excellent communication and decision making skills. Embraces learning and development and promotes this with the Board, the executive and the organisation as a whole. An open, engaging and enthusing style, with the gravitas for an ambassadorial role. Personal and professional credibility that will command confidence at all levels across the Group and with our wide range of stakeholders. Well-organised, manages time well and able to assimilate and comment on complex information and reports. 9

11 Principal Terms and Conditions Positions: Board Members Remuneration Package: Board members at are remunerated at 8,782 per annum. In addition, reasonable expenses incurred in the performance of your duties as a Board member will be reimbursed. Location: Meetings are usually held at our main offices in Kidderminster: 3 Foley Grove, Foley Business Park, Kidderminster, Worcestershire, DY11 7PT. It should be noted that attendance at relevant meetings, conferences and events occur nationally. Candidates will need to confirm their commitment to travel to these events as required. Time Commitment: We estimate that the Board member post requires a commitment of up to 30 days per annum including any sub committee Chair role. These are not full days, and include time for preparing for and attending Board meetings, as well as other ad hoc events. There will be an induction programme for the newly appointed Board members to ensure that you can settle into your role, and this will require some additional time commitment at the beginning of your appointment. are committed to ensuring that Board members have access to further training and development, and the opportunity to attend conferences and other events as a representative of the Group. Terms of Office: Board members will be subject to annual election at the Group s AGM and serve a maximum of two terms of three consecutive years as a Board member. A third term of up to three years may be allowed in exceptional circumstances. Current members, who have at least 12 months remaining (of their terms of office) after the AGM this September, are eligible to apply. 11

12 Key Dates and Selection Process Closing date: Thursday 22 nd June 2017 at 12 noon First interviews: Thursday 6 th and Friday 7 th July 2017 Final interviews: Tuesday 18 th and Wednesday 19 th July

13 Media Advertisement