Asset Management Director

Transcription

1 Asset Management Director One team, one vision Briefing Papers Severn Vale Housing February 2015

2 Asset Management Director Introduction Letter from Tim Knight, Chief Executive About Severn Vale Housing About Severn Vale Housing Corporate Strategy Staff Structure Report & Financial Statements 2014 *available to download For further information please visit: About the Role A copy of the Advertisement Job Description and Person Specification Summary Terms & Conditions Other Important Documentation Application Guidelines Equality and Diversity Monitoring Form *(Word version available to download) *available to download from

3 + Asset Management Director Introduction

4 + February 2015 Dear Applicant Many thanks for your interest in the post of Asset Management Director. We are about to embark on a new chapter in our story. With high levels of customer satisfaction, a recent successful refinancing, and strong, supportive partnerships, we ve got everything going for us. A new Chair, Laurence James, was appointed last year, and more recently new independent Board Members were appointed, to help us in our journey to achieve our vision and aims. We are currently adding the finishing touches to our new corporate strategy that will act as our roadmap to 2018, so it s an exciting time to join us. Our new Asset Management Director will play a key role in bringing together and developing our planned maintenance, investment, responsive repairs and DSO teams. These teams are going through considerable change in their roles and in the way our maintenance services are delivered to customers. We expect that you ll have experience in asset management operations, be used to managing change and developing staff, and be comfortable working in an environment of cultural change that embraces and upholds the Society s new values to be professional, purposeful, caring, creative and trustworthy. This is a great opportunity for an exceptional individual to join a new management team to help shape the future and help us achieve our future strategic vision. Yours sincerely Tim Knight Chief Executive

5 + Asset Management Director About Us

6 + About Severn Vale Housing (SVHS) History Severn Vale Housing came into existence in April 1998 following a Large Scale Voluntary Transfer (LSVT) from Tewkesbury Borough Council. Over 3,000 homes were transferred to Severn Vale Housing's ownership and an extensive programme of refurbishment and improvement was put into place. Severn Vale Housing is a non-profit making organisation, which means any money made is reinvested back into the business to create better homes, and regulated by the Homes and Communities Agency (HCA). Now Severn Vale Housing manages around 3,800 properties and provides services to over 5,000 customers. Our vision talks about creating efficiencies to help more people; everything we do is aimed at achieving outcomes that will eventually impact on the people to whom we provide homes and services. Our mission supports this to 'make a positive difference to people's lives'. Our Vision We are putting the final touches to our corporate strategy, and below is the SVHS vision of where we intend to be by 31 st March 2018: To be recognised by our stakeholders as the leading housing provider in Gloucestershire by providing caring and community focused services enabling customers to live healthy and independent lives. Our Strategic Aims There are four clear, powerful strategic aims that describe what we will do to achieve this vision. These are; 1. To meet the diverse needs of our customers by making their homes and our services more efficient. 2. To create vibrant and connected communities where people feel safe, well and proud to live. 3. To maximise existing income sources and generate new income to complement and support the delivery and expansion of homes and services. 4. To be recognised by our stakeholders as having a business culture based on continuous improvement, teamwork, flexibility and the ability to respond to the challenges we face. These aims form the thrust of all activities that we will undertake in the next three years, and will help steer and inform improvement efforts and investment (both in cash and resource terms) across the business.

7 Running through these strategic aims are two distinct types of activity: those that consume cash and resources, and those that produce cash and resources. These two need to be kept in balance, and to a great extent dictate the pace of change. Guiding Principles We have developed a set of guiding principles for the achievement of its vision. The following are the main rules SVHS management and staff think are essential to achieve the vision; 1. We are supported by robust, transparent and audited governance and strong financial planning. 2. We operate under stringent quality controls across all our service areas. 3. We identify and effectively manage risks throughout the business. 4. We make decisions based on evidence and knowledge of our business, customers and communities. 5. We work collaboratively on shared goals, both inside the organisation; and with selected external partners. 6. We maximise the commercial value of our assets. 7. We invest in and support our staff in achieving their full potential. Financial and Non-Financial Benefits We are currently developing with staff and managers a set of quantifiable and hard to quantify list of benefits that will flow from the strategic vision and the SMART goals that will underpin each objective. These, along with the key performance indicators (KPIs), will be important measures that accompany the strategy. While the absolute numbers are still being worked through, the categories of benefits, and to some extent their quantum, are known. These are summarised in the following chart: Financial Non-Financial Quantifiable Non Quantifiable Reduced operating cost (VfM) Increased Return on Assets (RoA) Increase in income from new services Clear financing options for meeting Joint Core Strategy (JCS) Clear understanding of SVHS asset base Reduced costs through Customer Self Service Restoration of G1 rating Better governance generally Greatly increased productivity Increased customer satisfaction Reduced cycle time and yield loss in key processes Clear vision and strategy Improved leadership skills Cross functional working (silo destruction) Better risk management The budgeting process and development of our Business Plan, currently underway, will formally capture these savings and investments.

8 These clearer accountabilities will reside in a new Executive Management Team New in post New hire Chief Executive Leading the organisation Board HR (People development: H&S - People) Stakeholder Relationships PR / Marketing Reputation Communications Regulatory relationships Business Continuity Continuous Improvement Finance & Development Director Financial viability Maintain financial control Create financial capacity for growth New build Commercial (e.g. GRHA) Procurement Audit (Financial) Asset Management Director Improve repairs and maintenance Connect the R&M & Planned maint. Aids & adapt s Income generation Facilities Mngt H&S (Property) Customer & Community Director Drive new ways of delivering services customers want Create measurable value in communities Joined-up customer services (incl. Contact Centre Governance & Strategy Director Company Secretary Good governance Effective risk mngt Strategic change Legal (Operations) Statutory compliance Stakeholder Senate Data protection Overall H&S Audit (incl. Cttee) Customer Involvement Head of Business Improvement Drive / facilitate business perf. Improv t Change programmes / Change Agents Project programme mngt / Co-ordination Customer complaints IT VfM capital available Portfolio return (ROI (A) / NPV) Direct vs. Indirect No. of Repairs per property Average /Repair % RFT % Gas Services Complete (CP12) Customer Satisfaction Community value Ombudsman % Arrears Avg Relet Time 100% Compliance Strategic KPI s % Statutory returns % Risks Managed HCA KPIs H&S Compliance VfM Overall Efficiency Indicator % Appointments made / kept No. Learning from complaints

9 + Asset Management Director About the Role

10 Asset Management Director 70k - 75k pa Location: Tewkesbury Ref: EMA 246 Severn Vale Housing is about to embark on a new chapter in our story. With high levels of customer satisfaction, a recent successful refinancing, and strong, supportive partnerships, we ve got everything going for us. We are currently adding the finishing touches to our new corporate strategy that will act as our roadmap to 2018, so it s an exciting time to join us. Our new Asset Management Director will play a key role in bringing our strategy to life and turning great ideas into caring and community focused services enabling customers to live healthy and independent lives. You ll provide the strategic leadership, direction and operational management of all housing maintenance services, delivering excellent value for money and embedding high standards of customer service at the heart of the Society s maintenance service. You ll ensure that an appropriate framework is in place for both planned and responsive repairs and that tenants are encouraged and supported to maintain their own homes to a high standard. You ll lead a responsive and versatile service that responds and adapts to customer feedback to ensure continuous improvement and that Severn Vale builds on its reputation for high quality homes. We expect that you ll be able to demonstrate a track record of successful leadership where you have delivered to high expectations and delivered improvement in customer satisfaction levels. You ll need to present a thorough understanding of service procurement and contract management, whether that is from a provider or commissioning perspective. In-depth knowledge of asset management systems and cycles and associated legislation is essential and we also require you to have a good working knowledge of asset management software solutions. Most importantly, you ll be committed to putting customer service first, both in terms of meeting immediate need, but also in protecting and enhancing the Society s housing stock over the long-term. For more information or a confidential discussion, please contact Simon Wright at EMA Consulting on For a copy of the briefing papers, please responsehandling1@emaconsult.co.uk or call or visit No agencies please Closing date: noon, 17 th March 2015

11 Job Description Asset Management Director Responsible to: Department: Responsible for: Purpose of Job: Chief Executive Asset Management Services Planned Maintenance Manager; Repairs Manager; DSO Manager; Operations Logistics Manager Accountable to the Chief Executive for the effective strategic leadership, direction and operational management of all housing maintenance services within Severn Vale Housing in line with key corporate and business plan objectives and the Society s vision, mission and values. To lead the provision of excellent customer service, working in partnership with Severn Vale s customers to encourage feedback and promote positive customer engagement to ensure the delivery of the highest standards of performance, quality and satisfaction. To create and embed a framework for repairs & maintenance services that encourages and supports tenants to maintain their own homes. To develop, drive and monitor innovative and effective strategies to achieve business aims and objectives and continuous improvement to meet the needs and expectations of Severn Vale Housing s customers and communities. To develop the services provided by Severn Vale Housing, both internally through excellent communication channels and externally by working in partnership with key stakeholders in the community, the housing sector, other organisations and service providers. Provide inspirational leadership to staff to enable them to perform to their full potential and deliver high quality services. As a member of the Executive Team, to contribute actively to corporate decision making, policy formulation, business development and the achievement of strategic aims and objectives.

12 Responsibilities To lead the delivery of effective, high performing maintenance services across the organisation to fulfill Severn Vale Housing s commitment to residents and their homes and meet the changing social and economic needs of customers and the business. To provide leadership to the maintenance services teams, ensuring effective performance management and management of resources to deliver high quality services, maximising and developing best practice in all areas of work in order to fulfill individual and team potential. To lead the development and implementation of operational maintenance strategies to achieve business objectives and meet the expectations and aspirations of customers in order to enhance the standard of properties available to individuals, offering them a safe environment in which to live. To lead and promote the development of positive working partnerships with customers and key stakeholders; and encourage their engagement and involvement in maintenance services provided by Severn Vale Housing and their influence on policy, decision-making, and performance. To ensure that the quality and standards of maintenance services are monitored within a robust framework of key performance indicators and that effective systems are in place to measure success and identify potential areas of concern, taking prompt remedial action where necessary. To manage and expand the Society s Aids & Adaptations service, working closely with the internal teams and the Occupational Health departments to provide safe and appropriate housing that best meets customer need. To manage the Office Facilities team (Internal and External) ensuring the head office is fit for purpose. To ensure the Maintenance teams meet all health and safety requirements while carrying out their duties. To foster and develop effective working partnerships with key stakeholders and explore and investigate opportunities to improve the standard and range of maintenance services provided. To lead and initiate change/transformation in the provision and development of maintenance services in order to meet key organisational objectives. To keep abreast of changes in legislation, best practice and the wider operating environment and review, recommend and implement changes in policy, procedure and working practices to ensure compliance with legal, regulatory and financial requirements relating to maintenance services. To build effective working relationships with all governance and scrutiny bodies that inform and drive the maintenance services agenda.

13 To ensure the effective management of maintenance budgets to achieve value for money through the best use of available resources. As a member of the Executive Team, participate in the development and successful implementation of the Society s Business Strategy and Plan and its regular review to meet changing business need and priorities; and produce appropriate maintenance service delivery plans for agreement of the Board, with appropriate targets and objectives, within the context of a performance and continuous improvement culture. General To promote and ensure the implementation of the Society s equality and diversity and health and safety policies are adhered to at all times To promote and practice continuous learning/improvement To promote and practice the staff performance management framework To promote the Society as a learning organisation, developing and promoting best practice To promote the vision and values, leading by example to others To work collaboratively with others towards One team, one vision To be aware of the need of confidentiality and responsibilities in respect to data protection To ensure risk is managed effectively in all areas of own and team s responsibility To provide appropriate reporting systems To ensure that maximum use is made of information technology systems within the department To ensure, wherever possible, that the Department is resourced at all times during the Society s hours of business To work towards continually improving value of money of all services To ensure the procurement and best value principles are factored in to the purchase of goods & materials To support & embed cultural change within the business area To provide appropriate reporting systems and prepare and present reports to the Board and Executive Team as required To conduct oneself in line with general standards of conduct and behavior as detailed in the Society s code of conduct

14 To carry out any other duties appropriate to this post, as necessary or as requested Demonstrate flexibility regarding working patterns as business needs arise This job description sets out the main duties of the post at the date when it was completed. Such duties may vary from time to time without changing the general character of the post or the level of responsibility entailed.

15 Person Specification Asset Management Director SECTION CRITERIA Education & Qualifications Degree level or equivalent through relevant training / experience National Examination Board in Occupational Safety and Health (NEBOSH); or equivalent Work Experience Proven track record of managing teams from a senior position Working in an environment of winning or awarding contracts Experience of a customer focused business to business environment Technical experience in the area of the service being delivered Experience of being responsible for service delivery through direct management of a team Desirable Experience Working in a housing related environment Experience for Responsibility for Staff Selection, Management, Motivation and Performance Leading and implementing transformational change in a housing related environment Management by process & fact Customer liaison/influence Stakeholder liaison/influence Reporting to Boards and/or Committees Skills / Knowledge Thorough knowledge of asset management legislation and practice, including specific health and safety requirements relating to the management of housing assets Thorough understanding of current good practice in areas under your control and self-motivation in terms of continuing personal development Knowledge of social housing s legislative and regulatory environment Good working knowledge of current asset management software systems

16 Practical knowledge of management systems for all asset management functions including component accounting, service and inspection, decent homes and life-cycle replacement Ability to: - work without supervision and confident decision making approach - review, evaluate and analyse complex situations and present information clearly and concisely - develop and communicate business goals and values - think clearly & strategically - use strong leadership and motivational skills - use effective written and oral communication - be confident in dealing with customers, stakeholders, peers and Board members - create a business plan for the service area including an effective understanding of budget management and control - be self-motivating, act on own initiative and take appropriate decisions - prioritise a complex workload and deliver to target - develop influential networks of key decisionmakers, both internally and externally and facilitate effective partnerships through constructive, planned and methodical approaches - write effective reports using Word, Excel, etc. - liaise with statutory agencies e.g. regulatory bodies, valuers - act as an effective Team Leader and a Team Player - utilise strong interpersonal skills to manage and motivate staff - set targets and motivate and inspire staff to achieve these targets - prioritise responsibilities under pressure (excellent time management skills) - act at all times with personal integrity and confidentiality - understand risk assessment and management; and how to represent that to the organisation and team

17 - take an entrepreneurial and innovative approach with the ability to generate and develop ideas and see these through to implementation - use excellent negotiating skills and an understanding of the principles of working in partnership Special Factors Flexibility in approach to hours worked in order to deliver to deadlines Attendance at evening and week-end meetings where necessary

18 Asset Management Director Terms & Conditions Salary 70,000-75,000 per annum Location Tewkesbury, Gloucestershire Pension Option of joining the company pension scheme. Full details will be provided upon appointment Holidays 25 days plus bank holidays Sick Pay Up to 3 months full pay and 3 months half pay (subject to qualifying period) Employee Assistance Programme A freephone helpline that provides unlimited access to a confidential advice, information and counseling referral service Training and Development Severn Vale are committed to the development of their employees and as such there are a lot of training and personal development opportunities The above does not constitute an offer of employment. A full statement of the terms and conditions of employment will be provided to the appointed candidate.

19 + Asset Management Director Other Important Documentation

20 How to Apply Asset Management Director Thank you for expressing an interest in the position of Asset Management Director at Severn Vale Housing. If you have read the candidate briefing papers and you would like to apply, please follow the guidelines below. Application Process Please submit an up-to-date Curriculum Vitae (CV) and covering letter, ensuring that you quote reference EMA 246. It is important that your CV/letter highlight supporting evidence of how your previous experience and skills relate to the criteria outlined in the Job Description and Person Specification. Within your CV, please supply the following: Full name and postal address; Work and home telephone number, mobile number and address (NB most written communication with you will be electronic); National Insurance number; Employment history (explaining any gaps); Education and dates your qualifications were obtained; Current memberships of relevant professional associations/institutes and dates; Current or most recent salary. We also request that you complete an Equal Opportunities Monitoring Form which is included in this pack and available to download from our website ( The timetable for the Selection Process is included below. In your supporting letter, please advise us if you have any difficultly with the outlined dates and/or any other dates when you are unavailable for assessment. We try to offer flexibility but it can be difficult to convene the selection panel outside the advertised selection dates due to diary commitments. Please return your application by 12 noon on Tuesday 17 th March 2015 (electronic submissions preferred) to our retained consultants at EMA to Your application will be treated with strictest confidence. If you wish to send a hard-copy by post, the full address is as follows: EMA Business and Management Consultancy Limited 15 Dormer Place Leamington Spa Warwickshire CV32 5AA

21 Assessment and Selection Process All applications will be considered and assessed against the requirements of the Person Specification in order to select an initial short list of candidates. If you have been successful at this stage EMA will contact you via telephone/ immediately following the initial shortlisting meeting. If you are unsuccessful at this stage you will receive a letter from us informing you of this decision. Timetable The information outlined below has been agreed with Severn Vale Housing: Process Date Advertised Closing Date for Applications 12noon, Tuesday 17 th March 2015 Shortlisting meeting Candidates do not need to attend Interviews 24th March st March 2015 (TBC) *If you are invited for interview, you will be asked to bring along evidence of your professional qualifications as described on your CV. Contact Details If you have any queries about the position or the selection process; or if you would like an informal and confidential discussion with our consultant, please do not hesitate to contact EMA on Thank you for your interest in this position. Simon Wright Simon Wright Managing Consultant EMA

22 EQUALITY/MEDICAL DETAILS FORM Name: Do you have any medical conditions which we should be aware of? Yes / No If yes, please provide details: Do you have a disability which we should be aware of? Yes / No If yes, please provide details: Learning Disabilities (eg. Downs Syndrome) Mental Health Needs Learning Difficulties (eg. Dyslexia etc) Severe or Profound Hearing Loss Speech Impairment Partially Sighted or Blind Physical Impairment/Limited Mobility Wheelchair User Other, including long term or chronic illness EQUAL OPPORTUNITIES MONITORING I would describe myself as: White: British Irish Other Mixed: White & Black Caribbean White & Asian White & Black African Other Asian or Asian British: Pakistani Indian Bangladeshi Other Black or Black British: Caribbean African Other Chinese or other Ethnic Group: Chinese Other Gypsy/Romany/Traveller: If other please specify:

23 What is your religion? Please tick one category: Buddhist Hindu Muslim No Religion Christian Jewish Sikh Prefer Not to Say Other (please specify) What is your sexual orientation? Please tick one category: Heterosexual Gay Man Bi-Sexual Lesbian Woman Prefer Not to Say Other (please specify) Do you consider yourself to be transgender? Yes No Employee Signature: Date: Human Resources Only: Actioned by: Date: