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Board Members Recruitment pack February 2019
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Recruitment pack February 2019
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Your application
Thank you very much for your interest in this post. On the following pages, you will find details of the role and the selection process to assist you in completing and tailoring your application. In order to apply you should submit:
• 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 three pages;
• The declaration form (completion of the equalities section is not mandatory, but is requested for monitoring purposes in line with our commitment to equality and diversity); and
• Indicate on the declaration form 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 email to: [email protected].
Applications must be received by Wednesday 6th March 2018 at 12 noon.
Please ensure we receive your application in good time. If you do not receive confirmation of receipt within 24 hours of sending, please call the team on 020 3434 0990. To help avoid your submission being treated as spam, please use a secure email address from which to send your application and refer to the role and organisation in the header.
Please do call me if you wish to have an informal discussion about the role and organisation, or if you have any other questions to help you decide whether to apply.
Kind regards
Denise Kirkham Denise Kirkham Senior Associate Consultant 07833 475 669
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Contents
Welcome to saha 4
About saha 5
The Board 7
Role profile 9
Person specification 12
Group structure 14
Group structure 15
Key terms and conditions 16
Key dates and the selection process 17
The media advertisement 18
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Welcome to saha
Dear Candidate
Thank you for your interest in saha.
Established for almost 60 years, we are an organisation with a rich heritage, as well as a record of constantly evolving and modernising to better meet the ‘whole needs’ of the people we serve. We have built a strong reputation as a provider of quality social housing and support services, and our customers include homeless people, young mothers, ex-offenders, the elderly and those with mental health issues, as well as other vulnerable groups.
Although we operate as an independent organisation, and serve and employ people of all faiths and none, we are proud to be part of The Salvation Army Group and our strong values and servant leadership ethos remain a strong feature of the organisation. Stemming from these values is saha’s holistic approach and distinctive focus on delivering accommodation and support services which not only meet immediate and urgent need, but also genuinely transform lives.
saha is run by the Group Board, which is supported by the Audit and Risk Committee and the Governance and HR Committee. Following consideration of our succession plan, we are looking to recruit three Board Members, one of which will also be the Chair of Audit and Risk Committee. Also, our Committees have a vacancy each for an Independent Committee Member.
We are now looking to recruit individuals with the right skills and ambition to help us continue our commitment to Transform Lives.
Thank you for reading more about saha and this important role in the Appointment Brief which follows, and we look forward to hearing from you.
Best wishes,
John Matear
John Matear, Commissioner Chair, saha Group Board
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About saha
saha is a highly distinctive charity and registered provider of social housing, dedicated to transforming lives. Established in 1959, we provide accommodation for a range of different people, young and old. Our support services help people to develop their personal talents, flourish and live independently.
A wholly controlled subsidiary of The Salvation Army, saha operates independently as a Registered Provider of Social Housing. Over a period of almost 60 years, we have grown into a specialist provider of support and accommodation, with approximately 4,500 units of accommodation located across England and we come into contact with over 6,000 service users across 64 local authority areas annually. saha both directly manages its accommodation and also works with managing agents, a demonstration of saha’s commitment to partnership working for the benefit of local communities. Our residents and service users are hugely diverse and include homeless people and families, people recovering from drugs/alcohol issues, young mothers, elderly requiring care, families fleeing domestic violence, ex-offenders and people with learning disabilities or mental health issues.
Following the merger with Chapter 1 in 2017, our services have grown and the organisation now offers an even wider range of support.
Our business activities are spread across three main areas:
• Within our directly managed supported housing, we provide accommodation and support in foyers, sheltered schemes plus projects for young people, young mothers and those with mental health needs and generic floating support services.
• Within our agency managed supported housing, we work with a variety of partners (The Salvation Army, Richmond Fellowship, Change Grow Live (CGL), St Mungo’s Broadway and New Hope) to provide accommodation and support to homeless people and families, people recovering from drugs/alcohol issues, elderly requiring care, families fleeing domestic violence, ex-offenders and people with learning disabilities.
• Within our general needs housing we provide good quality social rented accommodation across the country. Often our stock has developed around our supported housing services providing accessible move on opportunities. We also operate a number of floating support contracts providing housing related support to encourage residents to sustain independent living.
Our accommodation and support services are complemented by a full range of internal services. The association has an established network of offices across the country, comprehensive staffing and an effective governance structure.
Strategic priorities
Our strategic agenda is an ambitious and exciting one. We are currently involved in:
• Taking forward post-merger work around the operational and cultural integration of services, assets and people, and embed an enterprise-wide focus on service-users and on ‘transforming lives’
• Helping shape the future vision for saha and a clear plan for realising it
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• Ensuring a consistent approach to quality and performance across the organisation
• Maintaining and nurturing the strong relationships built with key stakeholders, especially The Salvation Army and the Regulator of Social Housing
For more information
For more information, please visit https://saha.org.uk/
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The Board
Alistair Heron – Board Member
Alistair is a partner in West Country firm of solicitors and specialises in commercial property. He has been involved in several homeless charities for a number of years and is also a musician and an active member of a large church in Exeter. He was appointed to the saha Board in March 2017.
Peter Taylor – Board Member
Peter has worked in construction since leaving school, gaining experience with John Laing Construction, and rising to senior management positions with Laing Homes and Lovell Partnership. He has a Salvation Army background and is passionate about the work and ministry of the Army. He was appointed to the saha Board in December 2015.
Nigel Parrington – Chief Executive and Board Member
Nigel is a Fellow of the Chartered Institute of Housing. He has been involved in a variety of NHF and CIH working groups and as a board member of other housing associations. He is a Company Director of Kingsown. He was appointed to the saha Board in September 2006.
Commissioner John Matear – Board Member
Commissioner John Matear is a retired Salvation Army Officer. He served for 34 years in a variety of appointments, latterly as Territorial Commander in the United Kingdom Territory with the Republic of Ireland. He joined the saha Board in July 2012 and was subsequently appointed as Chair of the saha Board in September 2012.
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Andrew Taylor – Board Member
Andrew Taylor is a proven leader with a broad experience in the social housing sector and an extensive finance background. He was formerly Chief Executive of Sutton Housing Trust. He was appointed to the Saha Board in 2010 and is Chair of the Audit and Risk Committee.
Maggie Cameron – Ratchford – Board Member
Maggie worked for a local council in the east end of London for over 20 years, mainly managing housing services - homelessness, housing advice, management of council housing and managing large projects. She joined the saha Board in 2011.
Jennifer Laurent – Smart – Board Member
Jennifer has been working as an equality and diversity practitioner for over 15 years and has experience of working in both the private and public sector. She joined the saha Board in May 2014.
You can read profiles of our full non-executive and executive teams here.
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Role profile
Overall purpose of the role
Board members are responsible for the overall governance and strategic direction of the Group; developing and committing to its mission, vision and strategic objectives; and ensuring its continuing financial viability – all in accordance with the constitution, the law and regulatory requirements. This role profile is designed to guide them in fulfilling their duties and responsibilities.
The Board works to ensure saha’s long term success and that it meets its mission – “Transforming Lives by providing solutions to homelessness and enabling residents to develop their own potential".
Principal responsibilities
The key responsibilities for all Board Members, are:
• To set saha’s vision, mission and values.
• To participate fully and contribute in the planning of saha’s strategic direction, setting objectives and monitoring performance against delivery of the corporate strategy and business plan ensuring that management information provided is fit for purpose.
• To act in good faith with care, diligence and skill ensuring that decisions are taken in the best interests of saha and in accordance with the law.
• To act within the powers of saha as set out in its Rules and Governance Handbook.
• To exercise independent judgement and to act only in the interests of the Association and the Group as a whole and not on behalf of any individual or entity.
• To declare any conflicts of interests and where practicable, to avoid, and in any event robustly manage, a situation where there is or may be a direct or indirect interest that conflicts, or possibly may conflict, with the interests of the Association
• To ensure the financial viability of saha through effective business planning and budgeting including the approval of annual revenue and capital budgets, the treasury policy and to ensure that these drive the outcomes set out in the corporate strategy and financial business plan.
• To drive value for money across all saha’s operations and asset base and to seek assurances that saha is delivering value for money (economically, socially and environmentally) in an appropriate manner for its business.
• To ensure that systems of risk management and control are robust and effective.
• To maintain the highest standards of governance and conduct.
• To foster good working relationships and shared understandings with other Board members, the executive and the leadership of The Salvation Army and Salvation Army Trustee Company (SATCo).
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Main responsibilities
Strategic leadership
• To help develop, agree and share in the Group’s mission and vision.
• To uphold and demonstrate the Group’s values and the principles for which it stands.
• To participate in the development of strategies and policies and agree them.
• To focus on the development, setting and monitoring of objectives, performance targets and benchmarks across all aspects of the business.
• To contribute to the evaluation of opportunities, threats and risks across the external environment and strengths and weaknesses in the internal environment.
• To keep up to date with issues within the sectors that the business operates.
Good governance
• To be focused on ensuring that the Association is managed efficiently, effectively and in compliance with the requirements of the law, the constitution, regulation, adopted codes and best practice.
• To ensure the integrity of financial information: approving long term financial plans and annual budgets and annual accounts prior to publication.
• To challenge the robustness of frameworks for financial planning, management of risk, health and safety, internal controls and the safeguarding of assets.
• To comply and act within policies, procedures and guidance as set and amended from time to time by a Board, Committee or other authorised body.
• To fully participate in Board (and if appointed, Committee) work; and participate in working groups, focus groups, or panels in support of the overall governance of the Group.
• To uphold the Code of Conduct and the reputation of the Group and not do anything which may bring discredit upon it or the parent organisation.
• To promptly declare any relevant interests, financial or non-financial, for entry in the register.
• To act as a role model for good governance practices and behaviours.
• To hold the Executive Management Team to account.
Effective meetings and decision making
• To prepare for meetings and other events by reading the reports, seeking clarification where necessary and when possible from report authors before meetings.
• To receive and consider reports prepared by employees, agents and advisers and question these to ensure that a range of options are set out (where appropriate) and decisions are well founded.
• To regularly attend meetings, participate fully in discussions and share responsibility within the decision-making process.
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• To treat written information labelled as confidential, or oral information provided in confidence, as strictly confidential at all times unless otherwise authorised to release such information.
• To debate in a proper, respectful manner, addressing only matters in hand, keeping contributions relevant, and avoiding operational detail.
• To contribute to, share responsibility for, and uphold decisions irrespective of any individual position taken in debate or voting.
• To ensure all decisions are made in the best interests of the Association and the Group as a whole and support a solution focused approach where these conflict.
Performance, development, communication and relationships:
• To attend appropriate training and other events and represent the Association and Group as required.
• To participate openly and honestly in collective and individual appraisals, skills audits and succession planning.
• To work effectively with all employees, recognising the Board’s duty of care as an employer and the executive’s responsibilities for management and supervision.
• To be open in communication and maintain good working relationships with all others involved in governance, leadership and partnerships.
• To demonstrate proficiency in the use of information technology in conducting business.
• To act as an ambassador for the Association and the Group as a whole; networking and promoting its achievements and benefits.
• To demonstrate commitment to equality and diversity.
• To demonstrate commitment to robust Health and Safety policies and procedures within the Group.
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Person specification Knowledge and experience
• Board director level experience or senior level experience in a customer-orientated organisation
• An understanding of the environment in which saha operates
• Direct or indirect knowledge and/or experience of the social housing sector (or a closely aligned sector such as health, care or local government)
Skills and abilities
Skills
Each Board member is appointed on the basis that they can contribute strengths to the skills, knowledge and experience required on the Board and its committees. Any gaps in skills, knowledge and experience will be a consideration when carrying out succession planning and recruiting new Board members.
Board members will also be required to share the Group’s mission and vision and uphold and demonstrate the Group’s values and the principles for which it stands.
High level skills in one of the following areas:
• Welfare reform/temporary accommodation/agency management/housing management
• Financial development/treasury management/audit/business assurance
• Company law/charity law/community benefit law/social housing regulation
• Human Resources including remuneration, recruitment and employment law
• Information and Communications Technology strategy and operational activities/digitisation
• Strategic asset management/options appraisal/financial modelling
Strategic thinking and direction:
• Understands the difference between strategy and operations
• Is sensitive to the political, economic, social and technological external impacts upon residents and the business.
• Anticipates and understands risks and consequences at a strategic level for the Association and the Group as a whole.
• Encourages creativity, is open to new ways of working and able to adapt flexibly to change.
Analysis and understanding:
• Demonstrates clear analytical intellect; assimilates and makes sense of complex data, evaluates options and understands different perspectives.
• Focuses on the key issues and makes them clear to others.
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• Understands the sensitivities of key assumptions in business propositions.
• Possesses confidence to provide challenge, asks questions appropriately and keeps to an appropriate level of detail.
• Brings an original perspective to discussions.
Decision making:
• Shows independent judgement and original thought.
• Signs up to the collective ownership of decisions once agreed irrespective of position taken in debate.
• Actively participates in the decision making with objective analysis, reasoned and rational judgement of the issues in hand.
• Prepared to take difficult decisions and measured risks; is not easily deflected by obstacles or problems.
• Respects and is open to the views of others in discussions on key issues.
• Focused on the vision, strategic objectives and priorities when making decisions.
Communication and Interpersonal skills:
• Engages effectively with key stakeholders as an ‘ambassador’.
• Builds and maintains good relationships based on personal credibility and integrity; respects and maintains confidentiality.
• Communicates clearly and persuasively; expresses opinions, listens and takes account of the views of others.
• Challenges without appearing aggressive; prepared to say what people may not want to hear.
• Expects constructive feedback; is aware of own strengths, weaknesses and motivations
Team working and development:
• Supports a strong team spirit; able to work collaboratively.
• Works with senior management in productive working relationships built on mutual respect.
• Works as a part of the team and adds value to Board/Committee work.
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Group structure
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Group structure
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Key terms and conditions
The role
Board Members
Remuneration
£4k per annum
Time commitment
17 days
Meeting schedule
(All meetings start at 9.30)
21st February 2019 – Strategy day (full day)
28th March 2019 – Board meeting (half day)
22nd May 2019 – Board away day & scheme visit
23rd May 2019 – Board meeting (full day)
25th July 2019 – Board meeting (half day)
25th September 2019 – Board training day (full day)
26th September 2019 – Board meeting and AGM
14th November 2019 – Strategy day (full day)
12th December 2019 – Board meeting (half day)
20th February 2020 – Strategy day (full day)
26th March 2020 – Board meeting (half day)
Travel
Reasonable expenses will be reimbursed
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Key dates and the selection process
Closing date: Wednesday 6th March 2019 at 12 noon
We will be in touch with candidates on Monday 11th March to advise on outcome of application.
First interviews: Tuesday 19th and Wednesday 20th March 2019
Longlisted candidates will be invited to an interview with a Campbell Tickell panel. This will take place at Campbell Tickell’s office in Wembley.
Final interviews: Tuesday 2nd April 2019
The final stage of the process will be a panel interview and presentation. The panel will comprise of saha, The Salvation Army and a CT Representative. This will take place at the saha office in London.
If you are unable to attend on any of the identified dates for interview, please do speak to Campbell Tickell before making an application.
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Media advertisement
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Telephone 020 8830 6777
Recruitment 020 3434 0990
[email protected] www.campbelltickell.com @CampbellTickel1
