Managing Director Fixed term contract for stock transfer project

Transcription

1 Managing Director Fixed term contract for stock transfer project October 2013

2 Contents Page Introductory letter 3 Background to the project 5 Role profile and person specification 6 Principal terms and conditions 9 Key dates and the selection process 10 The media advertisement 11

3 October 2013 Thank you for your interest in this fixed term contract position. Durham Country Council are seeking a Managing Director to work on the formation of a shadow group Board, and the postholder will then work with that Board to establish the new housing organisation that could manage around 19,000 homes if the majority of tenants vote to transfer in the ballot next summer. This is a high profile position, the transfer project and the ballot are naturally the subject of extensive discussion and debate locally - and more widely there is significant national interest given that this is potentially one of the largest transfers for some years. This is a unique opportunity to be at the heart of something historic, and as such, we are looking for an exceptional candidate for this role. The Managing Director will need to gain the confidence of a wide range of stakeholders, not least the County Council and the executive and non-executive leadership of the three provider organisations (Dale & Valley Homes; Durham City Homes; and East Durham Homes). You will need gravitas in abundance and a self-assuredness that allows you to carefully and diplomatically facilitate input from all the key partners. You will have a track record in housing at an executive level and be able to demonstrate deep appreciation of the complexities and sometimes competing priorities that a project like this can involve. Strong influencing skills are an absolute must, as is the ability to co-ordinate the efforts and inputs of a new team. It promises to be exciting and you will be able to inspire enthusiasm in others for maintaining project momentum. We have put together this pack to provide further information about the project and the role, as well as the details of how to apply. I would urge you to contact me to have an informal discussion about the role before submitting your paperwork and look forward to hearing from you. Kind regards Gera Patel Senior Consultant durham@campbelltcikell.com

4 How to apply To apply please can you: Provide an up-to-date CV which shows your full career history with any breaks explained we recommend that this is no longer than three pages; Write a supporting statement detailing how you are a good candidate for this post and how you fulfil the person specification we recommend that this should be a maximum of around three pages; Complete the combined compliance and equal opportunities form; and Indicate on the compliance form if you cannot attend any of the interview dates. Please note that applications can only be considered if all the documentation is completed. However, it is not mandatory to complete the equalities section within the compliance form. The information requested is for monitoring purposes in line with our commitment to equality and diversity, and will not affect the outcome of your application. Once complete, please send your application, preferably in MS Word format, by to durham@campbelltickell.com or by post to: Campbell Tickell Recruitment, Olympic Office Centre, 8 Fulton Road, Wembley, HA9 0NU. However, due to postal unreliability we recommend you your application to us wherever possible to avoid missing the deadline. Applications must be received by Tuesday 12 th November at 12 noon. It is your responsibility to ensure that we have received your application. If you do not receive confirmation of receipt of your application from us within 24 hours of sending, please call to ensure it has arrived. You should also ensure that you use a secure address from which to send your application, as our system will filter out s if it believes them to have been sent from unsecured sites that are often used to send spam s. In order to avoid last-minute IT issues, we also ask that you allow yourself ample time to submit your application in advance of the deadline.

5 Background to the project Durham County Council is landlord to almost 19,000 homes across the county. The County Council uses a variety of housing management arrangements to deliver services to tenants. These arrangements include two ALMOs Dale & Valley Homes and East Durham Homes and an in-house council housing service Durham City Homes. There are big ambitions for the future of these homes and transfer of ownership will ensure that those ambitions can be realised. Securing investment is key, so that homes are improved, the look and feel of neighbourhoods is enhanced and the quality of housing services continues to be excellent for the long term. With all this contribution to a bigger vision that sees the regeneration and revitalisation of the county and its communities There is confidence amongst tenants across the three provider organisations. Initial feedback suggests a strong commitment to retain Dale & Valley Homes, Durham City Homes and East Durham Homes. These are well regarded and well established local organisations. The Managing Director will work with the shadow group Board in leading on the establishment and development of the new housing group. Co-ordinating input from the three provider organisations, as well as the County Council to establish those new arrangements is the primary purpose of this new fixed term role. The vision is: To ensure long term investment in council housing, neighbourhoods and housing services in County Durham. Investment should drive positive social and economic change; create opportunities for a better quality of life; contribute to the generation of wealth and the growth of thriving communities in vibrant villages, towns and the city. And there are eight agreed objectives to support the vision: Bringing long term funding to support the improvement and repair of high quality affordable homes; Protecting tenants rights; Delivering a good return of new social housing; Ensuring that housing services are available and managed at a local level; Meeting neighbourhood and housing regeneration needs; Achieving comparable quality between council homes and those of other registered providers; Improving communication between the landlord and tenants; and Strengthening customer involvement in services.

6 The three provider organisations: Dale and Valley Homes provide housing services to tenants living in the west of the county. The company was established as an ALMO in 2006 and has achieved excellence at Audit Commission inspection and has successfully delivered a programme of investment to improve homes to meet the decent homes standard. Staffs at Dale and Valley are keenly aware of the issues faced by tenants living in both isolated rural communities and more urban settings. Durham City Homes is part of Durham County Council, within the Economic Development and Housing Service in the Regeneration and Economic Development Directorate. The team within Durham City Homes manages the 6,000 Council homes in Durham City and is responsible for: managing the council s homes in Durham City and its surrounding areas. Durham City Homes also works closely with the council s Repairs and Maintenance team in Neighbourhood Services, working in partnership to ensure an excellent responsive repairs service that contributes to the good stewardship of the Council s housing asset. East Durham Homes provide housing services to tenants living in the east of the county. The company was established as an ALMO in 2004, has also achieved excellence at Audit Commission inspection and is approaching the end of a large scale investment programme in improving homes to meet the decent homes standard. Staffs in East Durham Homes are particularly skilled with managing housing within some of the most deprived former mining communities of County Durham. The Shadow Group Board Work will be underway shortly to begin recruitment to the shadow group Board. This Board will have ultimate responsibility for the group of organisations, determining group strategy, and directing, controlling, scrutinising and evaluating the affairs of the group, initially in terms of the stock transfer process. The Board will also play a crucial role in securing future funding for the group as well as ensuring compliance with the requirements of the Homes and Communities Agency to complete the transfer. Once the transfer process is complete the shadow group Board will become a legally constituted Board, responsible for around 19,000 homes. The shadow group Board will be made up of 13 members and will include: Four independent members of the community, one of whom will be selected as Chair; Three tenants one from each of the housing management areas;. Three council nominees; The Chair of Dale & Valley Homes; The Chair of Durham City Homes; and The Chair of East Durham Homes.

7 Role profile Job title: Managing Director Key relationships/reporting lines: Responsible for: Nominally report to the Council s Head of Economic Development and Housing Accountable to the shadow group Board (when established) of the new housing group None immediately, but direct reports may be required during the post ballot period to further support the project. Job purpose: The key purpose of the Managing Director role is to work with the council and the three provider organisations, via the formation of the shadow group Board in is establishing the new housing group. The Managing Director will be expected to work closely with officers from the County Council and the lead, technical, legal and other advisers to ensure that the following tasks are carried out: Core responsibilities 1. Strategic development: Co-ordinate input from the three provider organisations in establishing the new housing group structure, liaising closely with their respective Chairs, Chief Executives and other executive and non-executives. Prepare, present, deliver and review the project plan ensuring a strong understanding of risk related issues with regards to delivery. Be responsible to the shadow group Board for managing the project plan. 2. Governance: Work with the shadow group Board to establish good governance policy and practices, both in the transition period and with a view to establishing high quality governance standards for the new housing group. Establish a governance timetable, scheduling regular Board and other meetings with agreed agenda items, in accordance with the project plan. Ensure regular communication with the Boards of the three provider organisations, responding to feedback as necessary. Work in conjunction with the County Council to ensure that the shadow group Board is recruited with the required individual and collective skills and experiences. Ensure a comprehensive training and development programme for the shadow group Board.

8 3. Project management: Develop an overall project plan for the establishing of the new housing group. Ensure progress against the plan is reported to the shadow group Board, remaining accountable for delivery against agreed targets and milestones. Co-ordinate activities and input from various stakeholders including the County Council and the three provider organisations to ensure delivery against the plan. Manage process for appointment of consultants and thereafter their input and performance including financial advisors and legal advisors. 4. Project delivery: Ensure the necessary reports are prepared for the shadow group board in accordance with project plan for key business areas for the new housing group including for example: policy development; business planning; operational planning; funding; contractual matters; and employment matters. Ensure regular liaison with the regulatory arm of the Homes and Communities Agency. Ensure necessary approvals are obtained in a timely manner. Post ballot, ensure as part of the transfer agreement process that consensus is reached in principle on key business areas such as: assets to be transferred; clarity on the services to be provided between the new housing organisation and the Council; transfer of employees, including TUPE requirements; and other relevant aspects that are included within the transfer agreement Formulate proposals for discussion and agreement with the shadow group Board, on the selection process and structure of the executive team for the new housing organisation, using external advisors as necessary. Co-ordination of the delivery of the post ballot consultation strategy with all tenants, in accordance with agreed the policies after consultation with the Customer Consultation Panel. Relationship management: Develop a strategy for promoting the new housing organisation, ensuring its vision and values are transparently developed and understood. Develop a comprehensive communications strategy to support the delivery of the project plan. Ensure that residents, employees and Board members of the three provider organisations, as well as the County Council are proactively kept fully informed on the project, establish mechanisms to receive and respond to feedback. Maintain and develop effective professional networks that will add value to the project.

9 Person specification Knowledge and experience: Significant track record at executive level, gained from working in a substantial housing organisation. Senior experience in stock transfer will be an advantage. Well-developed understanding of establishing a social housing group structure in preparedness for taking over the management of homes. Merger or acquisition experience will be an advantage. Has a proven track record of managing a range of stakeholder relationships, establishing consensus and shared goals in pursuing tangible delivery of agreed objectives. Able to show a good grasp of the regulatory and funding framework for registered providers. Comprehensive understanding of good governance practices in a social housing setting. Strong strategic business planning skills, able to translate strategic objectives into project delivery. Experience of working at a senior level to ensure that residents/customers needs are at the core of an organisation. Skills and abilities: Strong negotiating and influencing expertise, able to work intuitively and liaise effectively with a wide range of stakeholders and audiences. Excellent verbal, written communication, presentation and interpersonal skills. Strong financial reasoning; able to assess risk and promote risk awareness without being risk averse. Well-developed project management skills. IT literate, comfortable with using MS Office including Word, Outlook, Powerpoint and Excel. Personal behaviour and style: Approachable, personable and influential; able to form positive relationships and secure buy-in from a range of stakeholders. Has a facilitative style, able to achieve consensus. Actively leads by example the professional conduct and integrity expected of a leader; acts with gravitas. Proactively demonstrates a strong commitment to equality and diversity. Champions the rights of residents to have access to excellent homes and services. Able to exercise good judgement. Willingness and ability to travel regionally to represent and promote the stock transfer project and newly established housing group, including evening and weekend work as required given the seniority of the role.

10 Principal terms and conditions (For information purposes only) 1. Position Managing Director 2. Contract period This post is for a fixed term contract only. The first period of the contract is likely to run between early December 2013 to June The tenant ballot is expected to take place around June The second period of the contract is likely to run between June to March 2015 and is predicated on a majority of tenants who vote in a ballot, voting in favour of the transfer proposal. The successful candidate will need to be available from early December to take up the role. 3. Salary The annual gross salary for this fixed term contract post is circa 95,000, depending upon experience. The successful candidate will be an employee of the Council for the two separate contract periods. We will consider a retention payment of up to 15% of gross annual salary to ensure that both contract periods are fulfilled. Essential car user allowance is available for the position. 4. Holiday entitlement Annual holiday entitlement will be 28 days (pro rata) plus all bank holidays. 5. Working hours Normal hours of work are 37 hours per week based around the usual business working week. However, due to the seniority of this post there is a requirement for flexibility in meeting the full responsibilities of the post and this will include evening and weekend work. 6. Location The normal place of work will be County Hall, Durham, but given the seniority of the role, travel across the entire operating areas is expected.

11 Key dates and the selection process Closing date: Tuesday 12 th November at 12 noon First interviews, in York with Campbell Tickell Tuesday 19 th November 2013 Testing: shortlisted candidates will be asked to undertake a short written exercise To be completed by Tuesday 26 th November 2013 Final interviews, in Durham, with Durham CC selection panel: Wednesday 27 th November 2013

12 Media advert