Job description and person specification

Transcription

1 Job Title: Level: Spot salary: Team: Reporting line: Financial scope: DBS check required: Director of Property and New Business Director (Hay graded) Property and New Business Chief Executive Budget of up to 40million No What is the purpose of my job? As the Director I will be responsible to the Board and Chief Executive for the effective leadership, development and management of Phoenix property and new business initiatives. I will take the lead in a comprehensive and integrated asset management strategy with a view to achieving continuous improvement in the stock, service delivery, excellent customer satisfaction to support both business objectives and customer needs. I will take the lead in strategic, tactical delivery of mixed-use regeneration projects (including housing, leisure, retail and commercial facilities) in collaboration with other RSLs, landowners and a range of private developers. I will play a full role in the Executive Team and contribute to business development, risk management and audit, improvement of services, achievement of targets and high performance while role modelling the values of Phoenix, including taking the lead on customer focus and resident empowerment, while focusing on performance and positive staff engagement. In my job I will: Develop, recommend and lead on the Asset Management strategy and rationalisation initiatives involving Phoenix s property portfolio. Advise on all aspects of asset management including opportunities for rationalisation, disposal, reconfiguration and associated investment to maximise the utilisation of Phoenix assets. Ensure the effective delivery of Phoenix s improvement programmes and capital expenditure, with the objective of sustaining tenancies, improving standards and performance and achieving best practice and value for money. Ensure that the quality and standard of services provided to all customers is the highest possible given available resources, while meeting the requirements of the housing regulator, best practice and relevant legislation. Ensure proactive monitoring of required performance levels ensuring effective and appropriate financial and management control. Lead on the organisation s stock improvement plans ensuring all work is monitored and completed to the highest standards resources permit, maintaining focus on budgetary control and customer service.

2 Engender positive and supportive working relationships across the entire organisation, going beyond the directorate. Take overall responsibility for the delivery of the organisation s development programme, ensuring that regulatory and standing order requirements and targets are met, identifying innovative ways of investment and delivery vehicles through which to continue development of the new build housing programme. Be the strategic lead in initiating schemes for the delivery of new build programmes, including identifying and working up suitable sites for development, leading project delivery teams, undertaking financial appraisals, developing business plans and delivery plans, preparing bids to secure funding, procurement of build contracts, consulting and communication with key internal and external stakeholders, undertake key decisions. Develop and maintain risk management procedures and systems including viability assessments of all new projects, or project schemes, and new business activities to monitor and report significant areas of risk to the organisation. Pursue all aspects of the organisation s growth/partnership objectives in ways that are enterprising and commercially astute to shape strategy in delivering and maintaining the homes demanded by our existing and future customers. Identify and recommend future regeneration opportunities which provide opportunities for customers and communities. Consider and monitor the financial impact of new business development/regeneration schemes, against the approved business plan and actively contribute to corporate budget management and the value for money agenda. Lead the development of partnership working at all levels, with internal service areas and external agencies the regulator, Greater London Authority, local authorities, agents, contractors, vendors, solicitors, valuers and other agencies as required - maximising available resources and opportunities for joint initiatives to ensure the delivery of a high quality service. Develop and lead on the procurement strategy relating to asset management ensuring it is in line with best practice and delivers an effective and cost-efficient service. Ensure there is a comprehensive, effective stock condition database containing the information required, in an accessible format, to inform strategy and plan the maintenance and improvement of Phoenix s physical and environmental assets. Tender all contracts in accordance with set procedures and maintain and regularly review a list of approved contractors. Use the Procurement Strategy to encourage local contractors and to develop mechanisms which encourage equal opportunities in employment among contractors and suppliers employed through Phoenix. Lead the development of a quality assurance framework, ensuring services are monitored and reviewed regularly to drive improvement and achieve value for money including implementing on-going savings made through efficiency. Ensure full compliance with health and safety legal requirements and procedures in respect of property assets (particularly in relation to gas, water, asbestos, fire, electrical and site safety). Ensure the Board and relevant sub-committees o are kept fully up to date with service area performance and procedures and are provided with a full and proper understanding of asset management issues, performance, new legislation and policy reviews, making recommendations for changes where appropriate and to act as the advisor on technical issues.

3 Ensure that the activities of the asset management teams are managed in accordance with best practice, with appropriate strategies, policies and monitoring in place to achieve a high standard of performance, budgetary cost control and risk management. Be proactive in promoting resident participation and involvement and where necessary consult with residents on service delivery and improvements. As a member of the Executive Team, contribute to all discussions and decision making processes that relate to the organisation s strategic plans and their realisation. Also ensure that business strategy and related objectives and targets are clearly communicated and translated across the organisation. Promote and role model Phoenix s management culture of openness, innovation, involvement, teamwork and performance, in which staff share a common sense of purpose, are encouraged to use their initiative and creativity and to contribute to service improvement. Maintain the highest standards of personal and professional integrity and conduct, role modeling Phoenix s values and behaviours. Observe and comply with employees obligations under Phoenix s Health and Safety Policy and Health and Safety law. Ensure activities managed comply with health and safety requirements. Promote the achievement and maintenance of the highest possible standards of occupational health and safety practice. Promote a progressive approach towards equality and diversity generally, ensuring that Phoenix s commitments to recognising diversity in service provision and employment are soundly understood and fully implemented. Be familiar with and act at all times in compliance with Phoenix s values, policies, procedures, standing orders and financial regulations. Carry out other duties within the scope and spirit of the job, and in accordance with the level of the post, as required. My health and safety obligations In my role I have a duty of care under the Health and Safety at Work Act. This means I will be familiar with the relevant legislation and will work in a safe way. As a team member I will take responsibility for my own safety as well as my team s safety and work in collaboration with the Health and Safety Officer to minimise any potential risks. My safeguarding obligations As part of my wider duties and responsibilities I am required to promote and actively support Phoenix s responsibilities towards safeguarding. Safeguarding is about keeping people safe and protecting people from harm, neglect, abuse and injury. It is about creating safe places, being vigilant and doing something about any concerns I might have. It isn't just about the very old or the very young, it is about everyone who may be vulnerable. This job description is not exhaustive and will be reviewed from time to time in consultation with my manager.

4 Person Specification Section Experience, Knowledge, Understanding Education and Qualifications Skills Criteria Senior level experience of major development projects large scale, high profile, multi-stakeholder, managing through the project life cycle from concept design to completion of construction Substantial experience at senior management level with organisational, departmental and budgetary responsibility. High level understanding of project financing, project appraisal and project structures In depth understanding of relevant legal frameworks and detailed understanding of property finance and deal structuring Knowledge of housing development and property services and related services and relevant financial, legal and statutory requirements. Experience of working at senior level with Boards and Committees. Significant experience of leading, managing, developing and empowering staff at all levels in a changing environment. Knowledge and experience of working in partnership with internal and external stakeholders to deliver improved services and performance. Significant experience of managing assets, funding, development, regeneration & investment strategies. Knowledge and understanding of current regeneration issues. Relevant experience and ability to lead business and financial planning processes. Ability and skills to negotiate at a high level with contractors/ developers Skills and experience of high level, high value contract management. Able to understand complex business management information. Knowledge and understanding of in-house maintenance teams management issues. Chartered surveyor (or equivalent) Experience at a senior/executive level Relevant professional qualification e.g. RICS, CIH, Professional membership of relevant discipline e.g. MICE, MRICS, MCIOB, RIBA Evidence of continuous professional development. Excellent people management ability Strong negotiatior with solid financial acumen Demonstrates drive, determination and commitment to Phoenix s objectives. Sets stretching performance targets for organisation, self and team. Capable of delivering results to tight deadlines and under pressure. Demonstrates effective problem solving and decision making skills.

5 Section Criteria Able to adopt an innovative and entrepreneurial approach. Strategic thinking and planning ability Ability to foster empowerment Decisive Political awareness Ability to challenge in a constructive manner Well-developed communication skills (including listening, written, influencing and presentational) Ability to engage with different groups, clarify complex issues and generate respect. Integrity and credibility Equality and Diversity Phoenix Strengths Demonstrate commitment to equality of opportunity in employment and service provision. Demonstrate commitment to the Phoenix Strengths: 1. Community 2. Customer 3. Consideration 4. Collaboration *If you are a disabled person, but are unable to meet some of the job requirements specifically because of your disability, please address this in your application. If you meet all the other criteria you will be shortlisted and we will explore jointly with you if there are ways in which the job can be changed to enable you to meet requirements.

6 I will demonstrate the Phoenix Strengths as a director. Strength Definition Relating (Community) People strong in Relationships are driven by making a difference to the community. They successfully build and maintain relationships with a wide range of people, being socially adaptive, and draw on these partnerships to help achieve objectives. Teaming (Community) People strong in Teaming work as a collective to achieve results that serve the community. They are always focused on the collective organisation, putting shared interests ahead of their own, and pride themselves on taking ownership as a team. Serving (Customer) People strong in Serving focus on the customer and take personal responsibility for meeting their needs. They love to help others and are always motivated by giving customers and colleagues an amazing level of service. Doing (Customer) People strong in Doing serve the customer by making things happen. They take an idea and bring it to life in a way that is practical and cost effective. They are motivated by handling multiple priorities and make informed decisions quickly. Leading (Consideration) People strong in Leading demonstrate consideration for the greater good. They demonstrate leadership and always do the right thing to help others, regardless of their role. They are always aware of the impact they have on others around them. Flexible (Consideration) People strong in Flexible demonstrate consideration towards others by being adaptive and supportive whenever things change. They love to juggle different priorities and naturally adapt their plans to find the best solution. Sharing (Collaboration) People strong in Sharing demonstrate collaboration by proactively sharing knowledge across service areas and deliver customer focused solutions. They keep themselves up-todate with important developments in their work and the housing industry. Celebrating (Collaboration) People strong in Celebrating increase collaboration through their positive focus. They always have an optimistic outlook, focus on solutions, and build on the strengths of people and projects.

7 Additional core strengths: Make it Better Solution Finder People strong in Make it Better always spot what isn t working and look for ways to make it better. They love taking responsibility to make things more efficient and always see things through to the end. People strong in Solution Finder enjoy solving problems no matter how complicated. They are very resilient and make sure that issues are fully resolved before moving on. Manager strengths: Bring out the best Goalkeeper People strong in Bring out the Best create a positive environment and empower others to deliver. They bring out the best in others by seeing everyone as an individual and understanding their strengths and aspirations. People strong in Goalkeeper make sure that people are focused on goals to deliver performance in a supportive way. They do not lose sight of the end goal, despite obstacles and challenges along the way. Director strengths: Culture shaper Big picture People strong in Culture Shaper are focused on their impact on individuals and the Phoenix community. They motivate and inspire others to be ambitious, creating a positive and high performing culture. People strong in Big Picture monitor trends and opportunities in the wider world and how this applies to their work. They are focused on sustainability and delivering value for money in service of the community.