Board Member Recruitment pack - May 2019 - Campbell Tickell
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Board Member Recruitment pack May 2019 Housing 21 May 2019 1
Board Member
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. 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, it is not seen by the selection
panel); 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: H21@campbelltickell.com.
Applications must be received by 12 noon on Friday 31st May 2019.
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 on 020 3434 0990 or 07757 732260 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.
I look forward to receiving your application.
Kind regards
Dawn Matthews
Senior Consultant (HR & Recruitment)
Housing 21 May 2019 2
Board Member Contents Welcome to Housing 21 4 About Housing 21 5 The Board 9 Governance structure 12 Role profile 13 Organisational structure 15 Key terms 16 Key dates and the selection process 17 The media advertisement 18 Housing 21 May 2019 3
Board Member
Welcome to Housing 21
Thank you for your interest in the role of Board Member at Housing 21.
We have two vacancies. These are crucial posts and we are seeking exceptional people to take on these key
leadership roles.
Since 2018 I have successfully been leading our strong Board, focused on enhancing our development
aspirations, embedding a strong organisational culture, meeting goals, engaging residents and embracing
digital innovation. We are looking for two Board members to join us on this journey of improvement and
success and help us reach our full potential. We want to be recognised as an innovative and influential
organisation and a leader in the provision of contemporary housing and care services, and solutions for older
people of modest means.
We are seeking individuals with some very special attributes that include:
• A genuine commitment to the social purpose for Housing 21 and dedication to helping older people of
modest means to live well in later life.
• Being a guardian of Housing 21’s heritage, a champion of change and willingness to carry forward our
ongoing commitment to modernisation, growth and quality.
• Demonstrating commercial acumen, sound business judgement and the credibility and confidence to
support, guide and be a ‘critical friend’ to the Executive in the leadership and management of a complex
asset and service organisation.
• An ability to engage, influence and connect with stakeholders at all levels, especially with residents and
older people.
• An enabling and inclusive style of leading and working that embraces and values diversity, to ensure that
Housing 21 has a strong and vibrant Board that can assess risks and embrace opportunities.
• Passion and aspirations to develop and deliver more and better housing, care and support services for
older people.
If you have these qualities, we would welcome your application. You will be paid a modest remuneration for
your commitment and effort, as well as be rewarded by the satisfaction inherent in helping Housing 21
achieve its charitable purpose and commercial potential.
Housing 21 is a great organisation that is going places. If you think you are the right person to join us in our
endeavours, we would love to hear from you.
Best wishes
Stephen Hughes (Chairman of the Board)
Housing 21 May 2019 4
Board Member About Housing 21 Our history Housing 21 has come a long way! Formed in 1964 as the Royal British Legion Housing Association, our aim at that time was to provide housing for veterans and their families. We changed our name to Housing 21 in 1992 and became Housing & Care 21 in 2014. In 2019 we took the bold step to change our name back to Housing 21 having listened to our residents who wanted to be seen to be living more independently. By making use of government grants and funding opportunities we have grown to become a leading provider of retirement housing and extra care services for older people of modest means throughout England, whether or not they have a military service connection. Our products and services The challenge of a growing and increasingly diverse ageing population; the pressures of social care funding; and the on-going housing crisis, all mean that there is a real need for the services that Housing 21 provide. We are one of the largest not for profit providers of care and housing for older people. Our clear purpose is to provide contemporary housing and care services and solutions that meet the needs of older people of modest means. We fulfil this purpose by providing retirement housing and extra care properties and care and support services that meet individual needs, promote independence and improve quality of life. Housing 21 is a substantial organisation, with an annual financial turnover of some £200m; a national presence encompassing 150 local authority areas; and more than 3,000 staff who manage over 20,000 properties and deliver over 40,000 hours of care each week. We are the leading providers of Extra Care housing and care that allows older people to live independently but with access to a flexible onsite care service, meals and communal facilities. We provide Extra Care services at 152 sites. We are also a major provider of specialist Retirement Housing which offers secure sociable housing opportunities for older people with the support of a dedicated on-site Court Manager. Housing 21 has undergone something of a transformation over recent years. We have restructured, reorganised and refocused the organisation to concentrate on our core areas of service, specialism and expertise (namely Extra Care and Retirement Housing) and disposed of other services and activities that did not fit with our core purposes (including a significant Home Care business division). We considered and rejected the option to merge with a larger general housing provider and as a result, are fully committed to pursuing our own distinctive, ambitious and positive strategy of growth, improvement and innovation. Housing 21 May 2019 5
Board Member Our guiding principles 21 We are committed to providing a modern, forward-thinking 21st century service. This includes updating and modernising our existing housing, as well as developing new and innovative property designs and service models for the future. We will challenge ourselves to think differently, embracing the disruptive potential of new technologies and the challenges and opportunities of social change. Better We strive for continuous improvement and innovation in all that we do. We will never become complacent and will constantly challenge ourselves to do better and achieve better performance, quality and value for money. We aim to be ‘better than good’ and work hard to provide excellent services we are proud of and our residents deserve. Experience We aim to provide a consistently excellent service and a great experience for all the people we serve. We seek to engage and empower residents to make choices and exercise control over the services they receive and to devolve decision making to local staff who are closest to the residents whenever practicable and possible. We are committed to acting ethically and openly in all that we do, questioning whether we are ‘doing the right thing’ and being ready to acknowledge and learn from mistakes. Ultimately the success of Housing 21 rests on the satisfaction we provide to our residents. Our strategic priorities Housing 21 May 2019 6
Board Member Who we are You can find our strategic plan here. Housing 21 May 2019 7
Board Member
Our achievements
We are proud of what we have achieved. In recent years we have made significant progress in the areas that
are most important to us, and our successes include the following:
• In 2015/16 we successfully commissioned and brought into operation the unprecedented number of
1,131 new Extra Care properties and completed a further 256 properties in 2016/17 and in 2018
acquired Goldsborough Estates, a network of 577 properties previously run by Bupa.
• We embedded a new operational management structure with a renewed focus on service delivery. The
overall customer satisfaction level within Retirement Housing has increased to 90%.
• 94% of our Extra Care services are rated as at least ‘Good’ by the Care Quality Commission (CQC) and
we have had one service rated as ‘Outstanding’ (as at April 2019) with our customer satisfaction level
rated at 85%.
• Our principal regulator, the Homes & Communities Agency (HCA), has awarded us its highest ratings for
financial viability (V1) and governance (G1).
• In 2018 we achieved Investors in People Gold Standard, demonstrating our ongoing commitment to
investing in, and engaging with, our workforce.
• We have successfully reduced our cost base whilst clearly demonstrating that we can do more for less.
We invested around £60m in new and existing properties in 2015/16.
• We have been recognised with a range of sector awards for the innovation of our new developments,
the achievements of our care teams and the services provided at our Retirement Housing courts.
Housing 21 May 2019 8
Board Member
The Board
Stephen Hughes – Board Chair
Stephen Chairs the Board of Housing 21 and has extensive local government
experience. He has a BA Hons degree in Economics from Cambridge, is a
qualified CIPFA Accountant and a qualified Member of Institute of Customer
Service.
Stephen was previously the Chief Executive of Birmingham City Council and
was involved in a number of significant property developments. These
included New Street Station, the shopping centre above the station and the
Library of Birmingham. Stephen has held senior finance positions at Islington,
Brent and Birmingham local governments. He has led a business
transformation programme achieving a net £1billion saving over 10 years.
Kathleen Boyle – Board Member
Kathleen is currently the Director of L’Arche Lambeth with an extensive
background in housing and care. She is a board member of Croydon Churches
Housing Association and member of their Audit and Risk Committee. Kathleen
is passionate about social housing and has extensive experience working with
charities, housing associations and government. Kathleen’s aim is to live in a
just society where people are well housed and cared for in later life.
Stephanie Heeley – Resident Board Member
Stephanie brings insights and perspectives of Housing 21 as a resident as well
as a Board member.
Housing 21 May 2019 9
Board Member
Jenny Owen CBE – Board Member
Jenny Owen has over 35 years of experience in the social care sector, including
local authorities, central government and regulation. Previously Deputy Chief
Executive and Director of Adult Social Care at Essex County Council, Jenny is
also an experienced Non-executive Director, and is the Vice Chair of the Royal
Free Hospital in London.
She is a member of the Association of Directors of Adult Social Services
(ADASS), having been President in 2010. Jenny believes good housing and
support are both critical in promoting a good later life for older people. She
has a particular interest in dementia and is looking forward to seeing some of
our ground-breaking work in this area. Jenny's ambition for Housing 21 is for
us to become the housing provider of choice for older people, by offering a
range of housing options to suit different circumstances.
Michael Knott – Board Member
Michael is the founder of Caring and Support Today Limited, which provides
help and advice for people seeking care. Michael's career has moved
progressively over 30 years from consumer goods, through engineering, to
health and social care. In recent years Michael has become dedicated to
improving the quality of life options for people needing care, and older people
in particular. Michael was previously the Managing Director of Shaw
Healthcare where he raised the CQC quality rating and improved occupancy
from 69% to 93%.Michael was the non-executive director at Lloyds TSB-
Montracon Limited with 25 years of board experience.
Anne Turner – Board Member
Anne is a qualified accountant and has spent 25 years in executive positions in
three large housing association groups in the Midlands. Since retiring from her
role as Chief Operating Officer at Orbit Group in March 2016, she has
concentrated on voluntary work and her non-executive positions, which are in
two large RSL groups which includes chairing treasury and audit committees.
Having previously served on numerous CIPFA and NHF committees and
working groups on housing related issues, Anne still speaks regularly at
housing and finance conferences. Her ambition is for Housing 21 to be
continually developing our services whilst providing as many new homes for
older people as can be sustainably financed.
Housing 21 May 2019 10Board Member
Michael McDonagh – Board Member
Michael is a former KPMG Partner who has held a number of senior leadership
roles with the UK Firm. He has been a Member of the UK Executive, a Global
Lead Partner for a FTSE 15 company and led Audit Sales during the biggest
market change over the past 50 years.
He specialises in the broader public sector and has worked with many of the
most influential and prestigious organisations in the country. As a keen
supporter of the diversity agenda, Michael has a history of mentoring across
the business. He is a current Audit Committee member for the Royal Botanic
Gardens, Kew. Michael’s ambition is for Housing 21 to be an organisation that
continues to put older people at the centre of everything it does, challenging
itself to continually improve and innovate to achieve outstanding outcomes
for customers.
Liz Potter – Board Member
Liz has 30 years of housing experience and brings a range of knowledge to the
Housing 21 board and a passion for making a difference through housing. As
the chair of Orbit Charitable Trust, she contributed to the organisational
strategy and branding.
Liz is well respected by the Homes and Communities Agency and has recently
been involved in recovery action plans. Liz believes that everyone has the right
to decent housing and enhancing the quality of life of older people. As the
Director of Policy at the NHF, Liz successfully increased the funding for housing
and support for older and vulnerable people.
Neil Revely – Board Member
Neil has extensive experience in the social care sector. Beginning his career
with Durham County Council and moving to North Yorkshire County Council,
and then Sunderland City Council. He has recently provided consultancy across
health, housing, and adult services and the wider Local Government and
Health sectors. He is a member of the National Executive of the Association of
Directors of Adult Social Services (ADASS) and Co-Chairs the ADASS Housing
Policy Network. He Chairs Disability Action Yorkshire, acted as an Expert
Adviser to the Local Government Association’s Housing Commission, and
works with the LGA as a Care & Health Improvement Adviser. Neil is passionate
about creating independent living choices for older people and is a strong
advocate for developing alternatives to institutional care. His ambition for
Housing 21 is for us to be seen as providing leadership and innovation in the
sector and providing the best possible housing options for older people with
modest means.
Housing 21 May 2019 11Board Member
Governance structure
Housing 21 has adopted the National Housing Federation Code of Governance, and has a simple governance
structure with these active wholly owned subsidiaries:
• Oldham Retirement Housing Partnership Limited and Kent Community Partnership Limited are
established to undertake Private Finance Initiative (PFI) projects in Oldham and Kent.
• Housing 21 Guernsey LBG is a subsidiary required to operate a single Extra Care development in
Guernsey because it is in a different jurisdiction.
• Goldsborough Estates Limited is a subsidiary to manage leasehold developments at various locations
across England and Wales.
All other operations and financial activities are undertaken within Housing 21 and overseen by the Board.
Housing 21 ("H21")
(the Association)
A Co-operative And Community Benefit
Society
18,250 owned or managed properties the
Issuer
Oldham Retirement
Housing 21 Guernsey Kent Community Housing Partnership Goldsborough Estates
LBG Partnership Limited (PFI) Limited (PFI) Limited
Private company limited A Co-operative and A Co-operative and Private limited
by guarantee Community Benefit Community Benefit company
Society Society
86 owned properties 577 acquired
340 owned properties 1,476 properties properties
managed for others
Further to an In-Depth Assessment, the Regulator of Social Housing affirmed Housing 21’s top regulatory
rating in March 2019.
Governance rating – G1: means we meet the regulator’s governance standards.
Viability rating – V1: means we meet the regulator’s viability standards and have the financial capacity to
deal with a wide range of adverse scenarios.
The Board operates with five groups:
• Audit and Risk Management Committee
• Governance Committee
• Investment and Development Committee
• Kent, Guernsey and Walsall Committee and
• Oldham Board
Housing 21 May 2019 12Board Member Role profile Responsible to This role reports to the Chair of the Board. Vision Vision and a commitment to provision of quality Social Housing and Care for Older People of modest means It is essential that Board Members have a strong sense of connection with the social purpose and values of Housing 21. Particularly focussing on helping those of modest means and setting high quality standards, even if this isn’t necessarily the most profitable option. It is desirable that Board Members are keen to support the development of Housing 21 as a Dementia Friendly organisation. Style and approach A leadership style that is inclusive and enabling, aiming for consensus whilst simultaneously seeking to achieve quality Governance as part of a vibrant and challenging Board with diverse Perspectives Being a Board Member is a key leadership role that requires a high degree of emotional intelligence and confidence. Our Board operates with a culture of openness, willingness to listen and appreciation of the insights and expertise that other members of the Board may offer. Board Members should have an ethical mindset and be able to demonstrate high standards of conduct whilst embracing a collaborative approach to governance. Experience and ability to establish effective, robust, but supportive relationships The dynamics of the relationship between Board Members and the Executive is particularly important. A professional attitude, outlook and independent mindset, providing challenge and rigour, whilst acting as a ‘critical friend’ to the executive is an important part of this role. As a Board Member, you should be able to inspire others in pursuit of Housing 21’s values and goals. Ambition Strategic ambition and drive for Housing 21 to be the best, to innovate, to lead and succeed Board Members should be committed to maintaining the drive for growth and the setting of sector-leading standards, showing they share Housing 21’s ambition to be exceptional and outstanding and not merely acceptable or just above average. Board Members must have a strategic perspective and an ability to look beyond day to day details, demonstrating an ability to recognise and ensure risks are effectively managed and controlled, whilst still being willing to embrace change and take advantage of new opportunities. They need to recognise that steady and cautious is not necessarily always safe or sensible in an era where aspirations, technology and attitudes are undergoing rapid change. Housing 21 May 2019 13
Board Member
Engagement
An ambassador and advocate able to represent and promote Housing 21 to a range of stakeholders
with a commitment to resident engagement
Board Members should be able to make connections and build relationships with Housing 21’s
stakeholders including government, local authorities, health, business partners, regulators and funders as
well as maintaining links with staff and residents through various engagement mechanisms and events.
Board Members will play a particularly important role in supporting Housing 21’s aim to provide a
consistently good service and great customer experience for all the people we serve, ensuring that we
engage and empower residents so that they are actively listened to, and we effectively respond to their
needs and priorities.
Knowledge
Financially astute, familiar with the Housing Association sector with experience in Property
Development and Asset Management (Property)
As a result of Housing 21’s future enhanced development plans and commitment to invest in our current
properties to ensure they are safe and of an acceptable quality standard, it is desirable that a new Board
Member has Property Development and/or Asset Management experience. The new Board Member will
play an important role in maintaining the financial health of Housing 21, continued compliance with
regulatory standards and the National Housing Federation code of governance and ensuring best practice.
Whilst specific sector experience or skills are helpful it is key that a Board Member has a general
awareness, commercial acumen and ability to prioritise and balance multiple positions, perspectives,
external and internal pressures and priorities.
Character
General characteristics inherent in the role of a Board member
- The ability to understand complexity and - Strong commitment to organisational
identify the central issues needing Board values
discussion
- Team player
- The ability to influence and persuade others
- Excellent communicator
- Good interpersonal skills
- Sound judgement
- Ability to manage conflict
- Empathy
- Forward thinking, capable strategist
- The ability to challenge constructively
- Self-aware with a desire to learn and
improve - Demonstrable integrity and high ethical
standard
- Financial and commercially capable
- Risk aware
Housing 21 May 2019 14Board Member
Organisational structure
Executive Team
Chief Executive
Bruce Moore
Chief Operations Officer Chief Financial Officer
Tony Tench Paul Weston
Strategy Group
Chief Dir. Of Culture, Dir. of
Chief Executive Chief Financial Dir. of Extra- Head of People Head of
Operations Assurance & Retirement
Officer Officer Care & Strategy Finance
Officer Performance Housing
Senior Management Team
Chief Executive Chief Operations Officer Chief Financial Officer
Dir. Of Culture, Head of People & Dir. Of Retirement
Assurance & Dir. Of Extra-Care Head of Finance Head of Treasury
Strategy Housing
Performance
Dir. Of Head of Housing Head of Information
Head of Strategic Dir. Of Property Services & Facilities
Head of Legal Development Systems
Engagement
Housing 21 May 2019 15Board Member Key terms Length of term The term of office is three years, renewable subject to a satisfactory appraisal and to the Board’s skills requirements at the time. Members are restricted to a maximum of six years’ service although by exception a term may be served up to an absolute limit of nine years. Time commitment The estimated time commitment for the role of Board Member is up to 20 days per annum. This includes preparation for and attendance at Board and committee meetings; the annual strategy event; the Annual General Meeting; any lead Board Member input; attending corporate events and visiting sites around the country. Time must also be allowed for induction on appointment and on-going training in accordance with existing skills and knowledge. We also work with Board members outside of formal meetings to draw on their expertise and areas of interest. Additionally, members are invited to attend pre-Board meetings which focus on a topic of interest or training up to twice a year. All Board members are asked to join a Board committee, as well as fulfilling their role on the Board. Meeting location The majority of Board meetings are held at our head office in Birmingham (Tricorn House, 51-53 Hagley Road, B16 8TP). However, given that we are a national organisation, and to ensure visibility, some meetings also occur at other locations. Housing 21 May 2019 16
Board Member Key dates and the selection process Closes Friday 31st May 2019, 12 noon We will be in touch with candidates on 4th June 2019 to advise on the outcome of your application. First stage interviews Monday 10th June 2019 Shortlisted candidates will be invited to an interview with a Campbell Tickell panel. This will take place at our offices in Wembley. Final interviews: Friday 21st June 2019 Final interviews will be held with a panel from Housing 21, at their head office in Birmingham. If you are unable to attend for interview on any of the specified dates, please do speak to Campbell Tickell before making an application. Housing 21 May 2019 17
Board Member
Media advertisement
Board Member (two posts)
Birmingham │ £10k pa
Can you play a crucial role in ensuring
older people get the quality of housing
and care they need and desire?
At Housing 21 we have an unwavering commitment to ensure that
our residents receive first-class retirement housing and extra care.
Over recent years, we have focussed time, energy and resource into
paying close attention to the quality of all that we deliver. Alongside this
we are well positioned for further growth and are embarking on an
ambitious development programme of more than 1,000 units pa.
So, this is an exciting time to join our Board.
We have two vacancies and are seeking senior professionals in
property development or strategic asset management for these roles.
Experience in these fields in older people’s housing will be especially
welcome, as will prior Board exposure.
Your passion and perspective for enhancing older people’s lives will be
a welcome addition to our vibrant and diverse Board.
Contact our senior consultant Dawn Matthews at Campbell Tickell, for an
informal discussion on 07757 732260 or 020 3434 0990.
You can download a job pack from www.campbelltickell.com/jobs
Closes: 31st May 2019 (12 noon)
First interviews: 10th June 2019│ Final interviews: 21st June 2019
Housing 21 May 2019 18Board Member Telephone 020 8830 6777 Recruitment 020 3434 0990 info@campbelltickell.com www.campbelltickell.com @CampbellTickel1 Housing 21 May 2019 19
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