Chief Executive

October 2013

Olympic Office Centre, 8 Fulton Road HA9 0NU

Telephone 020 8830 6777 Fax 020 8450 9777

info@campbelltickell.com www.campbelltickell.com

Campbell Tickell Ltd Incorporated in Cardiff (England & Wales) Registration number 4713939

Registered office 14 Accommodation Road, London NW11 8EP VAT number 743 6943 08

October 2013 Dear Applicant Pine Ridge Housing Association – Chief Executive Thank you for your interest in this position. Enclosed is the information you will require to assist you in completing your application. 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 email to pineridge@campbelltickell.com or by post to: Campbell Tickell Recruitment, Olympic Office Centre, 8 Fulton Road, Wembley, HA9 0NU. Due to postal unreliability we recommend you e-mail your application to us wherever possible to avoid missing the deadline.

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Applications must be received by 11 November 2013 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 020 3434 0990 to ensure it has arrived. You should also ensure that you use a secure email address from which to send your application, as our system will filter out emails if it believes them to have been sent from unsecured sites that are often used to send spam emails. 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. Details of the selection process can be found on page 16. Please do contact me if you wish to have an informal discussion about the role or if you have any questions on 020 3434 0990. I look forward to hearing from you. Kind regards Mary Hope Senior Associate Consultant

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Contents

Page

Welcome letter from the Chair of the Board 5

About Pine Ridge Housing Association 6

Meet the Board 8

Role profile 9

Person specification 12

Principal terms and conditions of service 14

Key dates and the selection process 16

The advertisement 17

The following supplementary information can be downloaded from www.campbelltickell.com

Annual Report for Tenants 2013

Pine Ridge Accounts 2013

Pine Ridge Business Plan 2012 - 2017

Tenants Newsletter September 2013

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Dear Applicant, Thank you for your expression of interest in joining Pine Ridge as our Chief Executive to succeed Lesley Culley as she retires next year. We have included a great deal of information about us on this micro site which we hope will help you to decide to join us. We are a small organisation with 113 homes in a very pleasant but compact area of North Bushey in Hertfordshire. Our properties are low density and we have semi-detached 3 and 4 bed homes as well as flats. Our office is on the ground floor of one of our properties that surrounds the picturesque Walnut Green. Our three part time staff can walk the patch in a few minutes. We know our tenants by name and they know us. Our tenants know each other and there are strong family ties between some of them. This is a close knit community and our ability to relate and support them is one of the reasons we are so successful. You can read more about our origins and history in the Business Plan. It is also a changing world and we are moving with those changes. New families are moving to the area and occupying our homes, we are looking to build new properties, and we are adopting new policies and procedures to ensure we are relevant to today’s legislation and tenant requirements. We have adopted fixed term tenancies for new tenants in our family homes, we have introduced a new downsizing initiative to encourage people who are under-occupying to move on, and we are looking to develop an underutilised garage site. We are ambitious and proactive. We have made huge changes in the way we operate in the last ten years; professionalised our operation, updated the fabric of our homes to meet Decent Homes, embraced an asset management strategy, moved our low rents to target rents, rebranded, ensured our local roads are adopted by the local authority and bought back homes we lost under ‘right to buy’. We have always been financially sound and are currently debt free. But the future brings different challenges and we need a Chief Executive who can help us to chart those new waters, keep us out of trouble but ensure that we continue to be forward looking, anticipating what our tenants need and finding ways to deliver. But we also want someone who really appreciates what it is that makes us special and who will see and treat our tenants as individuals. I hope you have got a sense of what it would be like to work with us and that you read further to discover more, and I look forward to receiving your application if you have the desire to join our enterprise. Yours faithfully,

Pat Sweeney Chair of the Board

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About Pine Ridge Housing Association

Pine Ridge Housing Association is a social landlord registered with the Tenant Services Authority. We are a Charitable, not for profit Industrial and Provident Society and a member of the National Housing Federation.

Stockholding We have 107 rented homes and 6 leasehold properties in north Bushey, Hertfordshire. The majority of our homes are on a single estate built between 1948 and 1955. The estate consists of more or less equal numbers of three or four bedroom houses and two bedroom flats in small blocks. All the homes on the estate have their own garden. We also own a modern low-rise block of flats nearby.

Key Features:

Asset Management and Development

Modernised to decent homes standards in 2004-5.

Ten year cycle for installation of new top of the range condensing boilers.

Replacement of all windows in 2011.

Rolling programme of upgrades to void property.

Use local contractors and monitor their work and invoices closely.

Seeking opportunities to expand the portfolio through purchase and by building new homes on land already in ownership.

Housing Management

Management service tailored to individual needs – especially for the elderly.

Preventive approach to anti-social behaviour.

Introductory tenancies for first time tenants.

Rent arrears below 3%.

Outsourced out of hours service provides 24hr cover for tenants repairs.

Governance

Experienced and well qualified Board of twelve.

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Operate under latest version of NHF Model rules (2011) and signed up to NHF Code of Excellence in Governance.

Member of a peer group organisation SHAPE (Smaller Housing Associations Pursing Excellence).

Four tenants on the Board.

Very active Tenants Action Group who set their own agenda and report their views to the Board.

Staff

Three part time staff members. Available to tenants Monday to Friday 9am – 1pm.

Chief Executive is a qualified member of the Chartered Institute of Housing (FCIH). Until recently a member of the NHF Smaller Housing Association Group and a Board member of Herts Choice Homes (the local choice based lettings organisation). Has previous experience working in larger RSLs.

Other two staff are trained to an appropriate level including recent updating of their Equality and Diversity training.

The Association’s goals are to:

Provide a quality, customer-oriented housing management service.

Maintain and enhance the Association’s properties and estates.

Maintain a sound financial base to provide a stable rent regime.

Develop additional housing to meet identified needs.

Actively encourage tenant involvement in the Association.

Provide equality of opportunity to our customers and staff.

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Meet the Board

Patrick Sweeney Chair, and Chair of Finance

Has worked in procurement and tendering for large housing Associations and currently in the private sector. Pat joined the board in 2007 and has been chair since 2009.

Tim Hurley Vice Chair

A manager with extensive experience both of offender management and staff issues. Tim is a tenant of the Association and lives locally. He has been on the board since 2004 and vice chair for three years.

Lawrence DeJongh

Works in the social housing sector, he specialises in housing management and income recovery

David Poulton A commercial property lawyer with a large London firm. David specialised in land and development deals and is now retired. David has also been involved in education in a voluntary capacity as chair of governors of a secondary school.

Ben Johnson Chair of Asset management

Currently director of property services for a regional housing association. Ben previously worked as a property surveyor for a number of housing organisations both in the social housing sector and consultancy.

Daren Nathan A member of the senior management team in a large building firm that works extensively in the social housing sector. Daren has been involved in many large scale building and estate refurbishment schemes and has a particular interest in energy conservation and sustainable development.

Luke Purser Works as a senior consultant in financial services. Luke lives locally and has been involved in the local community in various ways including chairing the governing body of the local school.

Manjul Shah Chair of Housing Services

Manjul runs his own housing consultancy and has many housing association clients. He was previously employed at a senior level in housing and regeneration by a large London Borough.

Gill Onslow Works in retail and takes a particular interest in health and safety. Gill is a long standing tenant which brings a valuable local perspective

Melanie White Chair of Tenants Action Group

Has been a tenant board member since 2006, and is involved in several of the board’s committees including asset management and housing services as well as chairing the tenants group.

Andy Wells

The general manager for a small local company. Andy is a tenant and a strong believer in the value of social housing. Andy has recently joined the board.

Lynn Wheeler The area sheltered housing manager for a local housing association. Lynn is a new board member. She brings valuable experience of good practice in delivering high quality services to elderly tenants and those with a variety of support needs.

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Role profile

Purpose of role:

To work with the Board to lead and manage the association effectively, ensuring viability

and providing good quality homes and housing services in the local community.

Key role relationships

External: To maintain and develop good relationships with tenants and participants; our regulators and funders; and partners and other agencies involved in the work of the Association.

Internal: To maintain good relationships with members of the Board, and with staff.

Core tasks and responsibilities

1. Governance

a) Act as Company Secretary and ensure that the Board and organisation acts in line

with all regulatory and legal requirements. Ensure that Board is able to govern

effectively by providing timely, relevant information and the maintenance of

positive relationships throughout the organisation.

b) Maintain the risk register and ensure that all key strategic operational and

strategic risks are identified and that relevant steps are taken to mitigate such

risks.

2. External Relations

a) Represent the organisation in the external environment, including with funders,

regulators, local authorities, contractors, peer organisations and partners within

the wider community, developing and enhancing the organisation’s reputation

and influence, enabling it to achieve its goals.

3. Strategic Leadership

a) Keep abreast of all changes in the external environment, analysing threats and

opportunities, identifying best practice and ensuring that strategies and plans are

developed and agreed with the Board to ensure the long term success of the

organisation.

b) Ensure that the vision, values and objectives of the organisation are prominent

and that these are embedded within the organisation and kept under regular

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review.

4. Performance

a) Lead, inspire and manage all members of the organisation and its suppliers to

deliver optimum performance in the delivery of services and management of the

organisation.

b) Develop a culture of customer focused, continuous improvement and VFM;

monitoring and reporting on performance to the Board as appropriate and taking

any appropriate remedial actions.

5. Operational Management

a) Ensure appropriate Housing Management and Maintenance Policies and

Procedures are in place and carry out the full range of Housing Management

functions.

b) Ensure all KPIs are met and where possible exceeded particularly in relation to

voids, arrears, repairs, tenant involvement, anti-social behavior and overall

tenant satisfaction.

c) Empower tenants and keep them informed on all relevant issues including rents,

benefits, internal or external developments and issues affecting their tenancy,

ensure that tenants choice is maximized where possible, support the tenants’

groups and scrutiny function.

d) Manage the complaint procedure and to respond appropriately to resolve these.

e) Develop the asset management strategy, ensuring that all the Association’s

properties and grounds are adequately maintained, safe for use and that there is

an acceptable balance between major works, cyclical and response maintenance.

f) Maintain a list of approved contractors, let contracts as appropriate and monitor

work to ensure the Association receives high quality delivery and achieves value

for money.

g) Provide a responsive service to leaseholders and to ensure that there is proper

consultation in respect of service charges and other issues.

h) Process pre assignment queries and Right to Buy applications and to ensure

Statutory consultation takes place.

i) Lead and personally supervise any issues which may lead to litigation or which

might bring the organisation into disrepute.

6. Finance and Resource Management

a) Maintain the financial viability of the business, ensuring solvency and a strong

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balance sheet and that there are effective systems in place for financial control

and covenants met. Advise the Board in relation to rent setting.

b) Be responsible for the health and safety of the Association’s properties, staff and

tenants, carrying out risk assessments and identified risks are reduced wherever

possible through the development of policies, procedures, monitoring and

training.

c) Ensure that the organisation’s premises are maintained and fit for purpose; and

that equipment, including IT systems are adequate and that appropriate business

continuity plans are in place.

d) Develop people strategies and policies that create a positive working

environment for staff, develop their potential and acknowledge their

contribution within a culture that embraces the values of inclusivity and fairness.

Ensure that there is adequate succession planning and development of staff and

Board Members.

8. Business Development

a) Identify and appraise any opportunities for new business or new developments,

bringing to Board any such opportunities that are in line with the mission and

the objectives of the organisation, which do not expose the organisation to

excessive risk and which are financially sound.

b) Work closely with partners and the wider community to develop projects and

identify funding to benefit tenants and the local community.

The good leadership and management of the organisation is the responsibility of the

Chief Executive so duties and responsibilities are not finite and the post holder is

expected to undertake any reasonable activities necessary to deliver the organisation’s

mission, objectives and business plans, including such operational activities that are

required.

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Person specification

Experience

1. Substantial senior management experience within a registered provider, of having worked closely with a Board to develop strategies and plans to meet organisational goals.

2. Experience of business planning, budget planning, identifying and managing risks.

3. Experience of developing and sustaining strategic working relationships with stakeholders, including funders, regulators, suppliers, customers and partners.

4. Experience of managing performance of staff and suppliers to deliver efficiency and high quality services.

5. Experience of planning and managing budgets, achieving a high level of accuracy and financial probity.

Knowledge

1. Intellectual capabilities equivalent to first degree level, a relevant housing qualification is desirable.

2. Evidence of continuous professional development demonstrated through an up to date knowledge of housing law, of trends, influences and policy affecting the sector.

3. An in depth real understanding of core housing management services and a broader understanding of development and the risks associated with new enterprises.

Skills and abilities

1. Able to carry out core housing management activity, write relevant policies and procedures and personally deliver a customer focused, high quality, reliable service which supports and empowers tenants. Able to lead on complex and contentious issues which may lead to litigation or reputational damage.

2. Able to relate to tenants and other stakeholders, seeing them as individuals and treating everyone with dignity and fairness.

3. Able to lead, manage and inspire a small team and to deliver strong performance

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management, developing staff to deliver optimum performance.

4. Ability to think strategically, horizon scanning and identifying issues that may impact on the organisation and proposing relevant strategies and plans complexity with clarity to a wide range of audiences

5. Well-developed business skills and able to identify business opportunities and assess implications, identify risk and calculate feasibility, highly numerate, financially literate and able to interpret detailed information, analyse complex data and make sound judgements

6. Able to ensure that contracts are appropriately specified and legally let and managed in order to deliver high quality services from external suppliers and deliver value for money

7. Ability to communicate orally and in writing with a wide range of people, building effective and credible relationships with them, including Board members, partners, tenants and regulators.

8. Ability to operate in a small organisation, across a broad range of activities taking a flexible and will do approach.

9. Willing and able to network, negotiate, listen and represent as the external face of the organisation, creating strong relationships and mutually beneficial partnerships.

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Principal terms and conditions (For information purposes only)

1. Position Chief Executive 2. Salary and benefits

o The full time equivalent salary is £53,000 o The pro rata salary is £37,857

3. Holiday entitlement

25 days per annum pro rata. This figure will rise to 28 days after 2 years, and 31 days after 10 years of service.

4. Working hours

Working hours will be flexible between Monday and Friday to suit the requirements of the job. You will be expected to attend the office on 3 days in the week.

This is a part time role with contracted hours of 25 hours a week, however the Board would appreciate some ability to be flexible should there be temporary spikes in work load and will increase the remuneration to accommodate such temporary increases

5. Location

Your place of work will be at the Association’s office at 24 Pine Grove, Bushey, or at any other office established by the Association.

6. Expenses

The Association will pay all reasonable expenses in connection with your work

providing that these are properly vouched for. Employees must comply with the

Association’s expenses recording and claiming policy.

If you are required to use your own vehicle on the Association’s business, casual car

user mileage allowance will be payable at the prevailing rate laid down by HMRC as

the ‘tax free’ allowance; currently 45p per mile.

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7. Sick pay Three month on full pay an three months on half pay, (after two years’ service), subject to the deduction of any statutory sick pay to which you may be entitled.

8. Pension

Employees are provided membership of the SHP scheme. The Association pays the employers contribution set by the scheme. You will be eligible to join the scheme once you have completed a successful probationary period.

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Key dates and the selection process

Closing date: Monday 11 November 2013 at 12 noon

First interviews Wednesday 20 November 2013 (Bushey)

Final interviews: (combined with testing/networking sessions)

Monday 9 December (evening) & Tuesday 10 December (day) 2013 (Bushey)

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Media advert