Board member recruitment pack - April 2021 - Campbell Tickell
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Board member recruitment pack April 2021
Contents
3 Welcome
4 Who we are
12 Our properties
14 About the role
20 Resources
2
Welcome
I am delighted that you’re considering the opportunity to join and achieve consensus in a way that continues to push us
the Board at Great Places and I hope that you’ll have already forward. So the roles will suit if you also believe in what a
picked up that we’re an innovative, ambitious and growing group can achieve when there is a collective sense of shared
housing provider. ambition. Diverse voices around our Board table are especially
important to us. We bring different perspectives and lived
We have been providing homes and services to people in experiences and would like to continue to stretch ourselves
need for over 50 years and as we reflect upon our journey further on this. We currently have an effective balance of board
we see an organisation that has continued to evolve, pushing members from private and public sector backgrounds and
at the boundaries of what can be achieved with visionary wish to maintain this.
leadership. We hope that you can also see that our impact has
been extraordinary. We’ve developed thousands of affordable As such, we have thought carefully about how we shape these
homes and regenerated whole neighbourhoods. We’ve roles to attract talent that is diverse, appealing to people
supported hundreds of people into better financial security; who want to be a part of a culture that values inclusivity
helped them achieve their aspirations and improved their lives and innovation. For one of the roles a background in social
by supporting them with access to training and jobs. We’ve housing/property management is going to be helpful. For
corralled communities around common goals and helped the other two roles we do not wish to be prescriptive about
people feel connected and proud of where they live. professional or sector background. For these vacancies, we
see an opportunity to remain open about people’s potential
Despite the numerous challenges along the way we’ve thrived, and aptitude to help us achieve an effective blend of skills and
and this last year has proven what a crucial role we play in experience.
being there with support, practical help and an empathetic
ear in the face of adversity. We’re passionate about being a Please read on to find out more how your offer to us aligns
Northern housing provider, and proud to be champions for the with our vision and values, because if it does, we’ll be excited to
needs and ambitions of our region. hear from you.
We’re looking forward to welcoming three new colleagues to Yours
our Board team. The vacancies have arisen through natural Tony Davison
renewal, but it also feels a pertinent time to look at what we Chair of Great Places Housing Group
stand for as a Board. We are constructive, value good debate
3
Who we are
4
Our vision is clear
Maximising our Providing outstanding
investment in safe, Building successful customer service and
sustainable homes vibrant communities support
Great Places is an established and ambitious, values- Our property portfolio includes social rented homes, In line with our purpose we play a role in supporting the
led housing association delivering a range of high affordable rented homes, supported housing, housing most vulnerable members of society. We provide
quality services to a diverse customer base in the for older people, market rented homes, shared specialist supported housing accommodation and
north of England. Our roots date back to the rise of ownership homes, homes for key workers. We also expert support services focused on encouraging
the housing association movement in the late 60’s / deliver leasehold and estate management services and maintaining independence and wellbeing across
early 70’s and we have grown to own or manage through our Plumlife brand. We work in collaboration our geography. Our teams support individuals with
25,000 homes across the North West, South Yorkshire, with partners working in the neighbourhoods where a range of needs including teenage parents, mental
Derbyshire, Staffordshire and Cheshire. We have an our homes are to help shape and support local health issues, addiction and homelessness as well as
excellent reputation as a responsible, respected and communities, with the aim that they become thriving providing sheltered and extra care accommodation
trusted landlord with an ambitious development places where people want to stay, grow and build their for older people. We are also the accountable body for
programme and a keen focus on tackling the housing own lives. We have our own in-house repairs team the Greater Manchester Housing First pilot working
crisis in the North. We remain true to our original focused on delivering a great customer experience, together with 5 other housing associations, the Greater
founding purpose of providing homes for those facing ensuring value for money and supporting local Manchester Combined Authority , The Bond Board
challenging situations and services that improve our suppliers through our innovative materials distribution and Greater Manchester Mental Health. Together we
customer’s lives; we take innovative approaches to centre. provide flexible person-centred support alongside a
deliver on this through our ‘profit for purpose’ model. permanent home to enable those with complex needs
begin recovery and move away from homelessness.
5
We are proud to be one of the leading developing housing Great Places ‘profit-for-purpose’ approach means we Through Cube Homes we are members of two innovative
associations in the North. Our aim is to maximise our operate as efficiently as possible, harnessing the power of joint ventures working with like-minded partners to
investments in affordable, high quality and sustainable our commercial activity to deliver on our social purpose. maximise our impact in tackling the housing crisis in
homes, ensuring they meet the needs of customers and By focussing on value for money, we can reinvest cash the two City Regions in which we work. The Hive Homes
enhance local communities. We built over 300 homes back into our communities as a force for good. Last Partnership was established in 2018 and Great Places
last year and have over 1000 on site for delivery in the year alone, aside from the new homes we developed, invested in Hive alongside 9 other housing association
coming year. we ploughed £3m of our surplus straight back into our partners and the Greater Manchester Combined Authority
customers – helping them back into employment and with the aim of developing much needed homes for sale
In 2020 we launched our in-house construction company training; giving essential financial advice and providing in Greater Manchester.
Terra Nova Developments Ltd and we already have one support services – and our communities, with investment
live development on site and a strong pipeline building. ranging from financial support to sustain community In 2019 we entered into partnership with four other
One of our corporate ambitions is to develop the majority centres delivering essential services, to improving housing associations working in the Sheffield City
of our new homes using off-site construction techniques the physical environment of our neighbourhoods, to Region to establish Forge New Homes, a new company
by 2028 and as a result we are leading the way in addressing digital exclusion, to supporting budding developing quality, affordable homes for sale. In both
shaping the development of the modular construction entrepreneurs with their start-up businesses. In response cases all the profits each company makes is returned
industry through becoming a founding member of the to Covid-19 during 2020 we established a £100,000 to investor partners to reinvest in ‘profit for purpose’
Offsite Homes Alliance (OSHA). OSHA was established Hardship Fund to provide emergency support to activity. Great Places is also a partner in the Sheffield
by a group of like-minded partners to support the customers facing financial hardship brought about by the Housing Company alongside Sheffield City Council and
development of a strong off-side construction sector by pandemic. Keepmoat Homes developing new homes to a high
addressing some of the sector’s challenges, to drive value standard for sale, affordable rent and shared ownership in
by aggregating the demand of developing partners, and The majority of our commerical activity is driven through 7 neighbourhoods in the City.
addressing standardisation and design for manufacture. Cube Homes, a subsidiary company that develops homes
The ambition is for partners collectively to eventually for market rent and sale. Alongside our focus on tackling the housing crisis we
deliver 9000 homes per year through OHSA. are working to address the challenge of establishing
carbon measurement and reduction methods across all
our work in line with local and national targets. We place
a particular focus on the new homes we develop and in
improving the sustainability of our existing homes and in
this way we will ensure that our housing meets the needs
of our customers both now and in the future.
6
Profit For Purpose
In 2020 we completed a merger with Equity Housing
Group which created the only housing association
headquartered in Greater Manchester managing homes
in all 10 districts of the City Region. The merger also
strengthened our footprint in another northern city
region of significant importance to us – the Sheffield
City Region. We also became one of the North’s largest
providers of Shared Ownership and Leasehold Services
and increased our capacity to develop 11,000 homes over
the 10 years of our corporate plan from the original 9,000
planned. We are 1 year into an ambitious programme to
integrate Equity Housing Group fully into Great Places
and transform the way our services are delivered taking
a ‘better than both’ approach. Read more about our
ambitious plans for the future in our Corporate Plan.
7
Our values are strong
We are fair We care We appreciate We partner We innovate
We are fair, open We know, respect We appreciate the We promote We passionately
and accountable. and care about our effort of everyone partnerships, embrace creativity,
customers. who works with us. efficiency and value change and
for money. innovation.
We couldn’t deliver on our ambitious plans without towards achieving our ambitions and we ensure all We are working towards
our hard-working and dedicated people. We know our colleagues have a meaningful voice and say in embedding a shared operating
that in order to deliver a great service for our how we do things. We work hard to foster a sense culture that we call GREATER:
customers, we need a committed and engaged of belonging to Great Places and we value the
workforce who believe in our vision, and deliver diversity of the Great Places team recognising the
Growing
on our values in the work that they do. At Great value that this brings in helping us understand and Respectful
Places we value our people as we know that they meet the needs of our diverse range of customers
are the key to our success. We invest in developing and in driving the continued success of our Empowering
our colleagues capabilities, skills and behaviours business. Achieving
to ensure that we remain high performing,. We
trust and empower them to work collaboratively Trusted
Excelling
Reputable 8
The key entities in the Group are:
- Great Places Housing Group – non-charitable
and non-asset owning parent company
- Great Places Housing Association – charitable
Great Places
registered provider, owns the majority of the
Group’s assets and employs the entire work- Housing Group Audit and
Remuneration Limited
force Assurance
and Appraisal Non-asset-owning
- Plumlife Homes Limited – delivering all of committee
committee non-charitable RP Community
the Group’s shared ownership, sales and Benefit Society
management activity, as well as leasehold Turnover £19.5m
and estate management services
- Cube Homes Limited – development activities
including new homes for market sale and rent Coterminous
- Terra Nova Developments – in-house board
Great Places Plumlife Homes
construction company
Housing Association Limited
100% subsidary
100% subsidary
Asset-owning non-charitable RP,
Asset-owning non-charitable RP,
Community Benefit Society.
Community Benefit Society.
Turnover £4.4m
Turnover £98.1m Society
Terra Nova
Cube Great Developments
Places Limited Limited
Company limited by Company limited by shares.
shares. Developmement of Design & build contracts
The Group structure comprises
properties for outright
sale and market rent.
- development of residentail five companies led by the
prioperty (VAT Shelter)
group board supported by two
Turnover £1.7m Turnover £7.2m committees and managed by
our Chief Executive ( Matthew
Harrison) and a team of E xecutive
Directors.
99% of the Group’s assets are
owned by Great Places Housing
Association.
9
Our Board Members
Tony Davison Jerry Green Celia Cashman
Chair Chair of Audit & Assurance Committee Member of the Audit & Assurance
Tony is a highly experienced businessman. Jerry uses his 20 years’ experience Committee
Former Managing Director at Bostik, running a commercial property Celia is a retired housing professional
he served as a local councillor, Chair investment company to act as an advisor who has spent almost 40 years
of Governors of a College of Further to a number of funders investing in the working in a wide variety of housing
Education, a Governor of Manchester sector. A member of the leadership board and regeneration environments across
Metropolitan University and is currently at Manchester Business School and a the country. Her career history includes
a director of Crewe Alexandra Football Trustee of Macclesfield Academy, he has housing services director posts in a
Club. Tony is also a member of the held high-profile roles at Yates Group and number of large housing associations,
Remuneration & Appraisal Committee at Gradus Group Ltd. most recently at Yorkshire Housing,
Great Places. together with several years as a housing
consultant.
Jenny Rayner David Robinson Michael Hanson
Deputy Chair, Chair of Remuneration & Member of the Remuneration & Member of the Audit and Assurance
Appraisal Committee Appraisal Committee Committee
Jenny has for 17 years been an David is a member of the Remuneration Mike is a Chartered Accountant and
independent consultant and trainer on & Appraisal Committee. He is the has a degree in Economics. He has
corporate governance, internal audit and Chairman and former MD of specialist spent the last 30 years working for a
risk management. retailer Richer Sounds, Managing successful mutual building society based
Director of a privately-owned property in Stockport, initially as Head of Finance
She formerly enjoyed a 21-year career development and investment company and then as Director and Chief Executive
with ICI and Zeneca in a variety of and a Trustee of United Learning, one with responsibility for its management
commercial management roles and as of the country’s largest Multi Academy and strategic development. In addition to
a chief internal auditor. Jenny has been Trusts. property and personal finance matters
a board member in the social housing Mike has a strong interest in social and
sector for over 10 years. community affairs and is a Trustee and
Chair of Stockport’s Citizens Advice and a
volunteer advisor at Macclesfield Citizens
Advice. Mike is also a Trustee of a fund
which supports disadvantaged young
people in the north west.
10Christine Amyes Mervyn Jones Babar Ahmad
Member of the Remuneration and Member of the Remuneration Cube Homes Limited
Appraisal Committee Appraisal Committee Babar is a Chartered Surveyor with vast
Christine is a senior manager with a wide Mervyn has extensive experience within experience of acquiring residential and
range of executive and non-executive the housing sector, most recently as Chief commercial land. He has excellent knowledge
experience, most recently as Deputy Chief Executive at Yorkshire Housing, a position of land markets and the town planning
Executive for New Charter Group. Christine’s which he held for over 10 years. Prior to this system and has delivered large regeneration
early career was in the Civil Service where Mervyn was Chief Executive at Willow Park projects including the only Legacy facility
she specialised in Training and Development. Housing Trust in Wythenshawe, as well as built outside of London for the 2012 Olympic
Christine is currently working as an sitting on a number of housing related Boards Games.
Independent OD Consultant and Executive as a non-executive member. Mervyn joined
Coach and has experience as a Non Equity’s Board in April 2019 and has since
Executive Director. joined Great Places’ Board following the
partnership in April 2020.
Grenville Page Emma Prichard-Selby Matthew Harrison
Member of the Audit and Assurance Cube Homes Limited CEO and Executive Board Member
Committee Emma graduated with first class honours Matthew joined Great Places in 1993 and
Grenville is a highly experienced finance, in Urban Land Economics from Sheffield led the organisation through award winning
business and governance leader and Hallam University and is well versed in development before being appointed
consultant, with a wealth of Board level design, planning, procurement and legal Chief Executive in April 2013. He has vast
and senior change experience both as an governance. She brings with her a wealth of experience in development and urban
executive and as a NED/trustee gained across development experience, having been Head regeneration and has led on many iconic
the public (local government, NHS, central of (Pr Construction) development at Berkeley developments that have supported the
government), charities/social enterprises and Homes (North East London) and Residential growth of the business. He has also been
housing sectors. He is CIPFA qualified and Development Director for Westfiled. Emma involved with a Local Strategic Partnership,
has held Finance Director positions in health, is the Founding Director of development has been a PFI Company Board Member
social enterprise and private care sector company The Vesta Group which works and has supported the NHF in a variety of
organisations. He has extensive knowledge alongside local authorities, land owners and ways. He is currently a Board member of
of the health, social care, housing, well-being Pension Funds. the Sheffield Housing Company and is a
and welfare to work agendas. Grenville joined Non-Exec Board Member of another housing
Equity’s Board in September 2015 and has provider.
since joined Great Places’ Board following the
partnership in April 2020.
11Our Properties
12Property Profile profile
3.1 | Property
We have a core focus on two of England’s most important
Core focus
devolved onregions
city two of -England’
GreatersManchester
most important devolved
and the city regions
Sheffield
– Greater
City region.Manchester and the Sheffield City region
The colours show the number of properties owned or
managed by Great Places in each local authority area and
those that were previously owned by Equity Housing Group,
which goes some way to demonstrating the clear strategic fit.
Percentage of Stock No of Properties
GP Region 0 - 50 1250 - 1900
Equity Region 50 -200 1900 - 2700
200 - 450 2700 - 3100
450 - 950 >= 3100
950 - 1250
Bedroom profile (as at 30 September 2020)
1 2 3 4 5+ Total
House 793 5,517 6,320 1,397 221 14,248
Flat 5,159 3,362 59 0 0 8,580
Bungalow 205 559 19 8 0 791
Other 572 0 0 0 0 572
Total 6,729 9,438 6,398 1,405 221 24,191
Age profile of our homes
2010 Total
3,080 2,680 2,223 9,750 6,458 24,191
13% 11% 9% 40% 27%
15
13About the role
14To add value to Great Places’ business by contributing experience, expertise and insight to determine strategy, direction and control in the interests of tenants, other
PURPOSE OF ROLE customers/service users and the wider community.
KEY ACCOUNTABILITIES
The Board has ultimate responsibility for the governance of Great Places Housing Group. The Board’s central All Board members share responsibility for Group decisions. Each Board member should act only in the interests
role is to direct and control Great Places’ work - to determine strategic direction and policies, and to oversee the of Great Places and not on behalf of any constituency or interest group. Board members should put the interests
controls, assurance and risk management frameworks that will ensure that Great Places achieves its aims and of the organisation before their own interests.
objectives. The implementation of strategies and policies is delegated to management.
Leadership and Direction Risk Management Probity and Integrity
• To define the vision and values of the Group and ensure that these are • To oversee a framework for the identification, review, management and • To approve each year’s audited Financial Statements prior to
realised and upheld; mitigation of risks, including agreeing risk capacity and appetite; publication;
• To define the direction of the business; • To contribute to the review and evaluation of strategic risks in both the • To obtain assurance that Great Places’ affairs are conducted lawfully
• To ensure clear accountabilities and communications within the Group; external and internal environments and receive regular reports on these and in accordance with generally accepted and specific standards of
• To maintain a clear customer and service user focus; and on crystallising and emerging risks; reporting and performance, including Great Places’ chosen “appropriate
• To support the Chair in providing strategic leadership; • To ensure that a positive culture of managing opportunities, threats and code” of governance and probity policies;
• To create a positive climate within the Board which fosters constructive uncertainties is embedded throughout the organisation; • To ensure Great Places’ compliance with all relevant regulatory
challenge to assumptions about the business; • To determine policies and decisions on all matters that might create requirements.
• To agree the role and role profiles of the Chair, Deputy Chair, a significant financial or other risk to the organisation, or which raise
Committee/Subsidiary Chairs and other Board members; material matters of principle. Transparency and Openness
• To review Board composition, performance and succession plans • To review regularly Great Places’ openness arrangements, taking
regularly; Internal Controls Framework account of good practice developments;
• To appoint (and, if necessary, remove) the Chair. • To oversee the framework of delegation and systems of internal
controls; Ambassadorial Role
Strategic Development • To obtain assurance on the effectiveness of internal controls. • To promote Great Places at key events and other meetings, and
• To set the key strategic objectives and determine the strategic aims and establish constructive, high quality relationships, with key current and
outcomes required; Performance Monitoring potential partners and stakeholders, both internal and external, in line
• To drive the development of the business plan, providing constructive • To regularly review and monitor performance in relation to plans, with a Board-agreed relationship management policy as required;
challenge and contributions and ensuring the effectiveness of the plan; budgets, controls and decisions; • To monitor, safeguard and enhance Great Places’ reputation.
• To approve an annual budget and long term business plan that supports • To obtain and consider performance information in relation to
the achievement of the corporate plan; customer and stakeholder feedback and benchmark against Executive and Management Arrangements
• To ensure that all assets are managed efficiently and effectively, that comparable organisations and activities. • To appoint (and, if necessary, dismiss) the Chief Executive and other
social housing assets are safeguarded, and capacity is properly utilised, executives and approve their salary, benefits and terms of employment;
so as to maintain long term viability and sustainability of the association • To ensure there are appropriate policies and systems to recruit, develop,
and its homes. retain and remunerate staff.
Individual Board members are responsible through the Chair of Great Places who is elected The Chair will ensure the efficient conduct of the Board’s business; that all Board members
RESPONSIBILITY annually by Board members, to contribute to the achievement of the success of the Group are given the opportunity to express their views; that the Board makes proper and appropriate
LINES and Great Places’ objects as set out in its Rules, its vision and values, and its aims set out in arrangements for its own appraisals and that of Board members; and for a succession plan
the current Corporate plan and Business Plan. for members.
15Board Member Person Specification
Our values are integrated into our expectations for this role:
We appreciate
• Senior management experience in the private, public and charity or social enterprise sectors
• Knowledge of corporate governance standards and practice
• Ability to think strategically
• Ability to effectively analyse information in different formats, interpret results and provide robust and constructive challenge
• Ability to evaluate risks and likely outcomes in decision making
• Ability to lead and motivate to influence the success of the organisation
We innovate
• Champions innovation, is open to new perspectives and ideas
• Interest in the strategic challenges and opportunities for the social housing sector
We are fair
• Good awareness of equality, diversity and inclusion matters, able to contribute to ensuring this informs the work of the Board
• Strong sense of probity and personal integrity
• Ability to influence through persuasive contributions
We partner
• Shares the vision and values of the organisation
• Ability to work as part of an effective team, working collaboratively with colleagues and promoting positive working relationships
• Commitment to develop partnerships and relationships that support delivery of the organisational strategy
• Willingness and ability to govern within the operational culture and operating environment of Great Places
We care
• Understands our various customer groups, aligns approach with a focus on the needs and priorities of customers
• Effective communication and engagement with colleagues
• A personal and professional credibility that will command confidence at all levels
• Insight into the socio-economic needs of the region, pride in contributing to the success of the North West region
• Self-managing and takes ownership of own personal development
• Ability and willingness to commit to the time commitment for the role
16How to apply
Thank you very much for your interest in this post. 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 also no longer than three pages;
• The declaration form, noting that completion of the equalities section is not mandatory, as this 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 submit your
completed application documents using the online form, which is accessible via our jobs page:
https://www.campbelltickell.com/jobs/
Applications must be received by 12 noon, Monday 24th May 2021.
Please ensure we receive your application in good time. If you do not see a confirmation message on the
screen after submitting your application using the online form, please call us on 020 3434 0990.
Do call one of us if you wish to have an informal discussion about the role and organisation,
aor if you have any other questions to help you decide whether to apply.
Kind regards
Kelly Shaw Gera Patel
Senior Recruitment Associate Partner
07900 363803 07813 149629
kellyshaw@campbelltickell.com gera@campbelltickell.com
17Key dates and the selection process
Closes: First interviews: Final interviews:
12 noon, Monday 24th May 2021 Wednesday 9th and Thursday Wednesday 30th June, Thursday
10th June 2021 1st July or Friday 2nd July 2021
We will be in touch from Thursday 3rd June to
let you know the outcome of your application. Longlisted candidates will be interviewed by Shortlisted candidates will be interviewed by a
a Campbell Tickell panel. There will be an Great Places panel and Campbell Tickell will also
opportunity to have an informal discussion with be in attendance.
Matthew Harrison, Great Places Chief Executive
on the same day.
If you are unable to attend on any of the identified dates for interviews,
please speak to Campbell Tickell before making an application.
Please note, first interviews will be undertaken virtually, and we hope to
undertake final interviews in-person, but will keep this under review.
18The role
Non-Executive vacancies (3 roles)
North West
£7,800 pa
Great Places is an innovative, ambitious and growing housing association managing or sector background, and see this as an opportunity to focus on Board diversity
25,000 home across the North West and Yorkshire. We have an excellent reputation and achieve an effective blend of skills and experience. What we need is the right
as a responsible, respected and trusted landlord with an ambitious development attitude - people who are keen to contribute to the region’s socio-economic needs,
programme and a keen focus on tackling the housing crisis in the North. We take via innovative thinking, creative planning, as well as constructive debate. You will find
innovative approaches to provide homes and services that make a difference in an organisation that is keen to stretch further, so the roles will suit those who are
improving our customer’s lives. ambitious and like to keep moving forward with purpose.
You will be joining a dynamic leadership team who are well-positioned via clarity on
organisational purpose and strength in financial viability, to respond to challenge and
opportunity. The profit for purpose ethos has ensured that the group has been able to
directly support many thousands of customers experiencing hardship in the current
environment. Investment in homes and neighbourhoods has also continued at pace. For an informal discussion, contact Kelly Shaw on 07900 363803,
kelly.shaw@campbelltickell.com.
We have a Board with mixed skills and public and private sector experience. For one
of the roles a background in social housing/property management is going to be A job pack is available at https://www.campbelltickell.com/jobs/
helpful. For the other two roles we do not wish to be prescriptive about professional Closes | Monday 24th May 2021 | 12 noon
We are fair We care We appreciate We partner We innovate
19Resources
20Click on the links below to
view the additional resources
Our history timeline
Corporate plan and video
Profit for purpose video
EDI strategy
Financial statements
Customer videos
Back in the closet – Lifesolation
Great Places Great Stories Esther Grace
21You can also read
