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     Appointment of

Head of Housing Services

         Recruitment Pack

                           HR Department
                           The Housing Plus Group
                           Acton Gate
                           Acton Court
                           Nr, Stafford.
                           South Staffordshire
                           ST18 9AP

                           November 2010
                     Head of Housing Services

About Housing Plus

•   Letter from Director of Customer Services – Jan Goode

•   Team Structure and Responsibilities

•   Background Information

•   Location Map

•   Annual Report 2010 *(available as PDF to download from website)

•   For more information about South Staffordshire Housing Association please visit:

About the Role

•   Press Advertisement

•   Job Profile

•   Person Specification

•   Key Competencies

•   Summary of Terms and Conditions

About the Process

•   Application Process and Timetable

•   Equality and Diversity Monitoring Form *(Word version available to download)

•   Rehabilitation of Offenders Act 1974 – Declaration
                                                                                       November 2010

Dear Candidate

Thank you for showing an interest in this exciting role - I sincerely hope you will apply.

The Housing Plus Group is a “family” of companies established to provide a range of homes and
services for people who cannot access these services on their own. We are a “not for profit”
organisation – with a strong focus on delivering a successful business with social objectives. We
want to make a positive difference to the lives of our tenants and customers, and to the
communities in which they live.

We have developed strong brands for each of our businesses and products, each with its own
mission and business focus, there are more details in this pack. We are a Group that works
together to deliver success across all business streams and this new post will be involved in
working with and supporting all of our brands.

As the founder member of Housing Plus, South Staffordshire Housing Association has been
successful in delivering new homes and providing services to our 5,500 tenants and other
customers. We have an excellent track record and consistently achieve top quartile performance in
most of our key business areas.

However we are not content with being good, we are an ambitious organisation and we want to
grow our business and deliver even better homes and services that our customers want and need.

Over the past twelve months customers, staff, stakeholders and partners contributed to our most
comprehensive ever consultation, and helped us identify how we could move from good to great.
Using “great” as our driving force we have reviewed our business throughout – from organisational
structures to our culture and values.

The post of Head of Housing Services is a newly focused post to lead the way for us to move from
good to great in the delivery of our front line housing and support services to our tenants and other
customers. We are looking for an excellent leader with the housing knowledge, skills and
experience to deliver service excellence through our people, with the ability to listen and the drive
to make our customers’ expectations a reality.

If you share our vision and values, and you have the ambition and passion to develop your teams
to translate new ideas into reality - we want to hear from you!

I look forward to receiving your application.

Yours faithfully

Jan Goode
Director of Customer Services
                                                                                                                   Appendix 1

                                          Executive Team

                                             Chief Executive

Director of Business                                                 Director of Property   Director of Customer
                       Finance Director
   Development                                                            Services                Services

                                          Head of Care and Support
                                                                                                           Appendix 1

                             Director of Customer Services
                                                                        Involvement Manager

Head of Housing   Human Resources                      Communications
                                                                                     Executive Assistant
   Services          Manager                              Manager
                                                                                        Director of Customer Services

                                                                                              Head of Housing

              Customer Services                  Neighbourhood       Neighbourhood               Resident Liaison
                                                                                                                        ASB Officer
                Team Leader                      Services Team       Services Team                   Officer
                                                     Leader              Leader

  Customer                  Senior Customer      Neighbourhood
                                                  Involvement        Neighbourhood
Services Officer            Services Officer                          Involvement

  Customer                     Customer
Services Officer             Services Officer    Neighbourhood
                                                  Management         Neighbourhood
                                                     Officer          Management
  Customer                    P/T Customer
Services Officer             Services Officer
                                                  Management         Neighbourhood
                                                     Officer          Management
 P/T Customer                 P/T Customer
Services Officer             Services Officer
                                                  Management         Neighbourhood
                                                     Officer          Management
 P/T Customer                 P/T Customer                               Officer
Services Officer             Services Officer

                                                Housing Assistant
                                                                    Housing Assistant
Temp Customer                Temp Customer
Services Officer             Services Officer
                                                   Senior CBL
                                                                     Temp Tenancy
                                                                     Support Officer

                                                   CBL Officer
            Introduction to Housing Plus and it’s Members

Housing Plus

Housing Plus is a group of companies set up to support and deliver services to its
customers. Originally formed as South Staffordshire Housing Association (SSHA)
following the transfer of the Council’s housing stock SSHA became a registered provider
of affordable housing (RP) which is a not for profit, private sector organisation that
provides accommodation and related services primarily to people within Staffordshire.

There are many RP’s across the country each one is registered and currently regulated by
the Tenant Services Authority (TSA). RP’s are run with relative autonomy, are partially
privately funded, but are ultimately accountable to the government for their actions and
policies. These organisation’s are typically set up as trusts, companies, or cooperatives.

RP are first and foremost set up to provide and manage affordable housing however
where there is a desire to provide additional support services, or economies of scale,
subsidiaries or group structures are established which include some non registered
companies with separate accounting structures. These partners within the group structure
typically support the core social housing activities of this business.

Over the last eighteen months, the economy and changes in the housing sector have
presented more challenges to housing associations than ever before.

We’re proud to say, that through a combination of ability, commitment, and team work we
have risen to every challenge, and have emerged stronger than ever.

It has been a busy and successful period for us. Our Group has been awarded Investors
in Excellence and commenced 253 new homes on site against a target of 120. We have
grown to have the largest overall programme in the Spectrum Development Partnership.
Our members have also enjoyed highly successful years in their own right.

It would be easy to rest here, but it’s not in our culture to stand still. Last year customers,
staff, stakeholders and partners contributed to our most comprehensive ever consultation,
and helped us identify how we could make the transition from ‘good’ to ‘great’.

Using ‘great’ as our driving force, we’ve rebranded our Group. By repositioning our brands
we’re now far better equipped to grow – both in size and strength.

We’ve harnessed and built on successful elements of our culture. We’ve remoulded our
way of working and ensured services are based on customer need. And we’ve refreshed
our identity to better reflect our vision and values.

Housing Plus explains why we work together – to make a positive impact, and to become
greater than the sum of our parts. Greater choice and efficiency, greater career
opportunities and pride for staff, and greater impact, freedom and control for our
It also reflects our ambition to work with a broader range of partners, going beyond
housing to make a positive impact on all aspects of our customers‘ lives and the
communities they live in.

At Housing Plus, we’re together to make a difference.

We’re together for the right reasons.

Our Members

South Staffordshire Housing Association

With so many exciting projects to focus on for the year ahead, it’s easy to forget what a
great year last year proved to be. A year where SSHA won national recognition in the
National Housing Federation awards for our project Independent Living. A real example of
our drive to find innovative common sense solutions that make a real difference to
peoples’ lives. A year when we continued to deliver exceptional levels of performance
and customer satisfaction.

All of this is part of our ambitious new value-led way of working – it stems from our belief
that attitude is the small thing that makes a big difference. Our tenants deserve our
passion to do the best we can. This means that not only will we be consulting our tenants
more frequently; we will be shaping services around individual, local needs. Each solution
will be unique.

Our dedicated Neighbourhood Team will ensure tenants have greater choice and a feeling
of ownership. This ideal is a much more customer focused way of working and as a
locally based association we can play a fundamental role in working with partners to make
a real difference to the lives of people living in our communities.

Our vision is that SSHA provides much more than just homes. We are developing
confidence, skills and pride within our local communities. Through our investment we can
help make people proud of where they live. We are working tirelessly to develop an
increasingly innovative range of services and opportunities. It’s an exciting way forward.

Our driving ambition is to constantly push the boundaries, and with the inspiration
provided by our customers, we’re not aiming for just another good year. We’re
determined that this will be great.

Property Care

With an increasing reputation for achieving excellence, exceeding expectations and
providing real value money, the next year promises to be another great one.

After widening our client base beyond SSHA, over the last 18 months, Property Care has
gone from strength to strength. Not only do we provide all of SSHA’s maintenance
services, we also manage planned works, responsive repairs and caretaking as well as
disabled adaptations contracts for partners like Bushbury Hill Estate Management Board,
Staffordshire Housing Association and Orbit Care and Repair.
As you’d expect from a highly experienced contractor, we guarantee quality workmanship
and incredible value. We also deliver very high levels of customer service, regularly
achieving over 96% satisfaction. It is this expertise in social housing, coupled with our
commitment to both customer care and social responsibility that sets us apart.

We understand that we may have more contact with our partners’ customers than they do
themselves. This means we’re not only responsible for our clients’ properties, but also
their reputations. That’s why all of our operatives are highly trained in customer care and
are equally passionate about maintaining and improving client reputations.

Everyone at Property Care also takes great pride in our approach to corporate social
responsibility. We work hard to source staff, apprentices and suppliers from local areas to
help support the wider community. Our expertise goes beyond a day to day maintenance
and repairs service. Our award wining disabled adaptations programme is one example
of our many innovative projects.

Finally, we recognise that we must also achieve good value for money. Our investment in
mobile working solutions, adoption of systems thinking and lean techniques, as well as our
commitment to considering the value of everything we do, is helping improve both our
efficiency and productivity. It ensures we deliver better value to all of our customers.

We’re delighted with the progress being made by Property Care and look forward to
making an even greater positive impact on more homes, communities and lives
throughout the coming year.

Care Plus

We have created a new Company, Care Plus, which has been registered with the
Care Quality Commission (CQC). We are building, and have in the pipeline, some
250 apartments providing “extra care” housing for older people and those with
support needs by 2011. Many people see their need for Care & Support services as
an admission of defeat – an acceptance that some of life’s most precious
components; choice, freedom and independence will be compromised or lost

At Care Plus we’re passionate about changing this view. Our services range from
everyday support in carrying out regular activities, through to specialist care at home,
or in one of our superb purpose built apartments. We do all of this to the very highest
standards. However, the difference with Care Plus is the way we do it. Our ethos is
to put customers at the heart of all we do. This is why we work hard to ensure that
our made-to-measure care, wellbeing and support packages will fit in with our
customers’ current lifestyle.

At Care Plus we help to take care of everything – leaving our customers to
concentrate on what’s really important – making the most of life and feeling amazing
– every single day.

Acton Court
Acton Gate
ST18 9AP

Tel: 01785 312000

                                                               Penkridge &

From M6

Leave the M6 at Junction 13 (A449) and follow signs for Stafford. Take first left into Acton Court.
The Group’s offices face you on the right hand side (next to Holiday Inn Express).

From Stafford

Follow the A449 signposted Wolverhampton. Continue through 2 sets of traffic lights and one traffic
island (signposted Acton Trussell left and Argos right). Take second turning on right into Acton
Court. The Group’s offices face you on the right hand side (next to Holiday Inn Express).
How’s your vision?
Our vision is to become to become widely recognised as the most outstanding and inspiring Housing Group in the Midlands.
We’re looking for two Heads of Service with the vision to help us get there.

These two exceptional appointments will make an immediate impact on our transformation from good to great. Both will help shape our medium
and long-term goals, lead and in uence objective setting and inspire others to deliver desired outcomes across the business.

It is likely that you will have prior experience in a Head of Service position or in a similar leadership capacity. However, your resilience, foresight and
drive to continuously improve yourself and all around you are what set you apart.

Head of Housing Services                                                            Head of Finance
Package c. £63k – Sta ordshire                                                      Package c. £55k – Sta ordshire
South Sta ordshire Housing Association                                              Housing Plus
You’ll have an impressive track record in leading and inspiring teams and           You’ll be a proven leader with an exceptional track record in successfully
will possess the foresight to challenge, innovate and in uence service              managing and delivering change. You’ll have superb commercial and
delivery to continuously improve our already strong performance.                    strategic awareness, and will be a superb communicator at all levels.

To apply please submit an up-to-date Curriculum Vitae (CV) and covering letter, to or visit and click on the
‘Working With Us’ tab. Or for an informal discussion on either role, please contact Jan Goode, Director of Customer Services on 01785 312145.
Housing Plus is committed to diversity and equality in service delivery and employment.
Closing date: 12noon, 29th November.
                 Job Profile: Head of Housing Services

Grade:                  Spot salary

Responsible To:         Director of Customer Services

                        Team Leader Neighbourhoods x 2
                        Team Leader Call Centre
Responsible For:        Team Leader Income Management
                        ASB Officer
                        Resident Liaison Officer
                        Work as part of Housing Plus and SSHA Senior Management
                        Team to deliver the company objectives with business
                        efficiency and customer services excellence.

                        Specific responsibility for the effective provision of all aspects
Job Purpose:            of ‘people facing’ housing services by management of the
                        Housing Services.

                        To identify, design and deliver integrated neighbourhood
                        services that support and promote the business objectives of
                        SSHA as a service provider.

Areas of Responsibility
Housing           To be responsible for the management and development of
Services          neighbourhood services with the objective of developing leading
                  housing services to help improve the lives of those living in our
                  To provide expert advice, lead and develop the Association’s
                  approach to developing and improving this area of the business.
                  Working with other business partners and statutory bodies to ensure
                  the Association has the necessary intelligence, and profile to be
                  positioned for pro active development of services and able to
                  influence key partners.
                  To co-ordinate the ongoing development and implementation of a
                  performance/regulatory framework and monitoring of Housing Service
                  standards that deliver continuous improvement in all aspects of

JD Head of Housing Services/Nov 10
                  Housing Service and support activity, ensuring external regulatory
                  and inspection requirements are met.
                  To ensure excellent quality of access and service across all aspects
                  of Housing Service activity and that resident engagement is
                  embedded into all aspects of our service development and delivery.
                  To support the Senior Management team in developing the growth
                  and delivery of Housing Services, and initiatives that promote
                  inclusion and actively contribute to delivery of our corporate strategy.

                  Develop strategic relationships at local, regional and national levels to
                  ensure business success and grow our reputation as a leading
                  service provider.

                  To lead and motivate staff to deliver high quality, customer centred

                  To ensure that the quality and standard of services provided is the
                  highest possible within available resources.

Staff             Ensure that an appropriate structure is in place and that all staff within
Management        Housing Services are managed, developed and supported in order to
                  maximise their full potential.
                  To ensure that members of staff are recruited, trained and
                  appropriately managed to deliver excellent services.

Risk              To monitor and regularly report on key performance indicators and
Management        management processes of operational activities within Housing
                  Services and take appropriate action to achieve improved service
                  delivery and business objectives.

Financial         To be responsible for the preparation, review and monitoring of
Control           financial budgets and authority levels and ensure that they are

Corporate         To participate in the development of the annual Corporate and
Management        Business Plans, supporting the Director of Customer Services in
                  development and monitoring of departmental objectives as

                  To be accountable and take responsibility for delivery of Corporate
                  Objectives along with all members of the Senior Management team

                  To be an active and effective member of the Senior Management
                  Team, liaising with the Director of Customer Services and other
                  members on all matters relating to Housing Services which impact on
                  the Group’s objectives and activities.

                  To interpret existing and proposed legislation as it affects all issues

JD Head of Housing Services/Nov 10
                   relevant to Housing Services and report to the Executive Team on
                   possible effects.

Management         To prepare and present reports for Boards and Committees as
Board              required, keeping them appraised of departmental performance and
                   procedures, new legislation and policy reviews, ensuring that the
                   Board members have sufficient information to enable them to
                   discharge their responsibilities effectively and as required.

General            To provide appropriate reporting systems to the Director of Customer
                   Services and Senior Management Team as required
                   To promote and represent Housing Plus and SSHA at local and
                   national meetings and with other organisations as appropriate.
                   To ensure that all Corporate Policy is fully implemented and adhered
                   to at all times.
                   To ensure that the IT functions and systems adequately support the
                   Housing Service activities.
                   To deputise for the Director of Customer Services as required
                   To carry out any other duties appropriate to this post, as necessary or
                   as requested by the Director of Customer Services.

This job description is intended to be a guide to the principal duties and responsibilities
of the post. It is not intended to be an exhaustive or definitive list as such duties may
vary from time to time to reflect the needs of the organisation without changing the
general character of the post or the level of responsibility. The post holder is require to
undertake any other duties appropriate to this post, as necessary or as reasonably

JD Head of Housing Services/Nov 10
              Person Specification: Head of Housing Services

SECTION                       CRITERIA
Education & Qualifications    •   Relevant professional qualification or qualified by
                                  experience to an equivalent level
                              •   Evidence of continuing professional development

Experience,   Knowledge, •        Expert at a senior level in managing teams of people to
Understanding                     achieve exceptional results in social housing
                         •        Proven experience at a senior level in managing a
                                  successful team in a housing environment.
                              •   Experience, knowledge and understanding of providing
                                  housing services to a diverse range of customers,
                                  including vulnerable people
                              •   Comprehensive knowledge and understanding of
                                  legislation frameworks and key issues in the housing
                              •   Demonstrable experience of developing and implementing
                                  customer consultation and participation initiatives with
                                  diverse groups.
                              •   Experience of developing strategies, policies and
                                  procedures strategies to achieve and support
                                  organisational objectives
                              •    Experience of performance management and delivering to
                                  targets in a housing organisation
                              •   Computer literate

Competencies: Skills, abilities, behaviours and work-related personal qualities
Commercial and Financial •        Ability to contribute to corporate and business planning
Awareness                •        Business acumen and commercial awareness
                         •        Proven ability to manage sizeable budgets effectively

Managing, Leading & Team •        Demonstrates leadership and team management skills
Working                  •        Ability to motivate team managers and staff to fulfil their
                                  potential for the benefit of the organisation
                              •   Ability to build commitment both within own team and with
                            •     Empowers and enables others
                            •     Assertive and fair management style
Customer Service        and •     Demonstrable commitment to customer service in all
Quality Focus                     activities
                              •   Sets and ensures quality and performance goals and

    JD Head of Housing Services/Nov 10
                                  standards are met
                              •   Strives to continuously improve quality of service provided
                              •   Demonstrates ambition in day to day operation of service

Planning and Organising       •   Demonstrates organisational skills by prioritising, project
                                  planning and maximising use of resources
                              •   Balances long and short term objectives effectively
                              •   Assesses and manages risk
                              •   Ability to manage work from multiple and conflicting
                                  sources and to tight deadlines
Achievement Orientation       •   Sets stretching performance targets for self and team
                              •   Shows determination to achieve targets and objectives
                              •   Defines and monitors performance against targets and
                                  take action to improve where required
                              •   Actively seeks new opportunities or approaches to promote
                                  and improve service, individual and/or team performance
Thinking Skills               •   Ability to clearly relate goals and actions to the strategic
                                  aims of the organisation
                              •   Numerate and data rational
                              •   creative and innovative
                              •   Problem solving skills
                              •   Confident and effective decision-making skills – including
                                  making and implementing unpopular decisions
                              •   Ability to critically evaluate options and solutions

Communication Skills          •   Excellent verbal and written communication skills
                              •   Adapts presentation style and content to suit a wide range
                                  of audiences
                              •   Communicates regularly and openly at all levels
                              •   Ability to prepare and present clear, concise and objective
                                  reports to Boards and Committees
                              •   Promotes and represents the Group positively and
                              •   Builds and develops effective working partnerships with

Influencing and               •   Ability to lead, influence and achieve successful outcomes
Persuading                    •   Persuades and achieves the co-operation of others to
                                  achieve results
                              •   Builds effective working relationships and works in
                                  partnership with others both internally and externally to
                                  provide excellent housing services
                              •   Confident negotiating and influencing skills
                              •   Displays diplomacy and confidentiality

Analytical Skills             •   Numerate and data rational
                              •   Critically evaluates options and solutions
                              •   Effectively gathers, analyses and presents information
                              •   Maximises the use of information technology

    JD Head of Housing Services/Nov 10
Introduction to Key Competencies - Managers
This document summarises the key competences behaviours and attitudes required to help Housing Plus to achieve its business objectives.
1.     How the framework has been developed:
       We have tried to keep the framework as simple as possible at its introductory stage, but recognise that as we become familiar with the
       use of competencies and how these work that we can develop these further.
       There are 8 core competency which apply to everyone
       The 8 core competencies have been broken down to Director, Manager and Support Staff level
       There are an additional two areas which apply to managers and Directors only
       In addition to the Corporate Competencies detailed in this document there will be also be additional competencies relevant to specific
       roles which are identified within the person specification for specialist roles
2.     How the framework will be used:
       Each competency has been given statements which describe proficiency and also statements which indicate further development is
       At your annual Performance and Development Review (PDR) and as part of this ongoing process your line manager will discuss each of
       the competencies with you and determine whether you:
       •   Exceed expectation
       •   Meet the competency level required or
       •   Whether there is room for improvement and if this is agreed then you will also discuss how improvement can be achieved.
       The Corporate Competency Frame Work is intended to support Housing Plus in delivery of its vision and values as follow:

     Vision and Values

                                                                Page 1 of 11
                                              Key Competency Areas

1   Achievement Orientation – Show Commitment to Achieving Results

           Evidenced by                                                                      Development Indicators

Manager    •   Supporting and contributing towards corporate planning and ensuring        • Doesn’t take responsibility for delivery of
Level          ongoing delivery in order to achieve strategic aims, objectives and          strategic aims, objectives and targets.
               targets within agreed timescales, irrespective of obstacles.
                                                                                          • Doesn’t take action to achieve priorities or
           •   Focusing on agreed issues, priorities and objectives to maximise results      initiate change.
               by making best use of diverse talents, technology and resources to
               deliver to time, budget and agreed quality standards.                      • Doesn’t show drive, determination or
                                                                                             enthusiasm in resolving problems or in
           •   Taking action to achieve objectives, initiating operational changes in        delivery of difficult and / or unpopular
               resources, priorities and approach as necessary.                              decisions.
           •   Showing drive and determination and taking ownership of solutions,
               both individually and as a team member, accepting the need to make
               and deliver on difficult and/or unpopular decisions when necessary.

                                                         Page 2 of 11
2   Delivery and Continuous Improvement – Shows Commitment to Continuous Improvement

           Evidenced by                                                                   Development Indicators

Manager    •   Ensuring work processes, projects or initiatives are well managed to    • Lack of improvement and poor levels of
Level          deliver strategic aims                                                     delivery / performance.
           •   Identifying and evaluating operational options for continuous           • Underutilisation of resources.
               improvement to ensure high levels of performance and maximising use
                                                                                       • Lack of commitment to the principles of
               of resources
                                                                                          performance management.
           •   Championing and modelling the principles of performance
                                                                                       • Failure to challenge the status quo or
               management, initiating changes in resources and priorities as
                                                                                          initiate change in resources and priorities
               necessary to respond to changing circumstances and to achieve
                                                                                          as necessary.
               increased efficiency
                                                                                       • Lack    of foresight in identifying or
           •   Challenging the ‘status quo’ and seeking unique solutions that will
                                                                                          anticipating challenges or addressing
               promote the Company vision
                                                                                          problems which affect the delivery of
           •   Taking appropriate steps to identify new and better ways of improving      services.
               operational performance
           •   Ensuring effective service delivery by anticipating and addressing
               challenges and problems

                                                       Page 3 of 11
3   Key Competency Area: Leadership and Motivation – Demonstrates Sound Leadership and the
    Ability to Motivate Staff

           Evidenced by                                                                     Development Indicators

Manager    •   Manage and embrace change, motivating others to adapt positively to       • Doesn’t demonstrate a positive approach
Level          challenges                                                                   to change or motivate staff through
           •   Positive management to motivate and support others to achieve
               organisational, team and individual objectives                            • Fails to encourage or blocks new and
                                                                                            positive approach.
           •   Encouraging change and identifying new and better ways of improving
               operational performance through maximising potential opportunities        • Does not encourage, support or actively
                                                                                            promote opportunity for continuous
           •   Actively promoting a learning culture, committed to continuous
                                                                                            improvement and development.
               improvement and development
                                                                                         • Does not demonstrate and/ or encourage
           •   Supporting a culture that generates commitment and passion and
                                                                                            or   support     new       and   innovative
               brings the Company vision to life
           •   Displaying energy and creativity in overcoming obstacles
                                                                                         • Not receptive to or blocks new ideas.
           •   Being receptive to new ideas, new concepts and approaches
                                                                                         • Fails to encourage and support new
           •   Adopting a fresh approach to shaping solutions to achieve practical          approaches/ initiatives.
           •   Supporting new initiatives that contribute to the Company’s aspirations

                                                         Page 4 of 11
4   Communication – Demonstrates the Ability to Communicate Effectively and Positively

            Evidenced by                                                                      Development Indicators

Manager    •   Proactively advocating Company values                                       • Does not positively communicate the
Level                                                                                         Company Values.
           •   Demonstrating openness and transparency by readily sharing ideas and
               information with others                                                     • Does not openly share ideas with others,
                                                                                              keep information to self.
           •   Building confidence and trust by soliciting views and input and listening
               responsively.                                                               • Does listen to others or encourage
                                                                                              participation and contribution of others.
           •   Implementing communication strategies to support complex projects,
               adapting the approach to reach best possible outcomes                       • Unable to communicate at different levels
                                                                                              or to adapt method and style                of
           •   Using confident influencing and persuasion skills, negotiates to achieve
                                                                                              communication to suit audience.
               significant impact and ‘win-win’ situations
                                                                                           • Unable     to use communication and
           •   Treats confidential and personal information with the appropriate
                                                                                              influencing skills to achieve successful and
               professionalism and respect.
                                                                                              positive outcomes.
           •   Ability to present to and facilitate groups at a wide range of levels.
                                                                                           • Unable to present and facilitate groups to
           •   Presents challenging or unfamiliar information in a clear, confident           a professional, and credible standard – to
               manner.                                                                        achieve desired outcomes.
           •   Presents clear, easy to understand reports/ proposals on complex            • Poor, unclear written communication
           •   Ability to recognise diversity and to communicate and respond
               positively and flexibly according to individual needs.

                                                           Page 5 of 11
5   Key Competency Area: Putting Customers First – Demonstrated a Commitment to Effective
    Customer Engagement and Customer Focused Services

               Evidenced by                                                                   Development Indicators

Manager    •     Being visible and accessible to customers, both internal and external    • Not visible or accessible to customers ,
Level                                                                                         internal or external.
           •     Demonstrate commitment to internal and external customer focus,
                 motivating and overseeing the delivery of appropriate and consistently   • Does not demonstrate commitment to
                 high quality services which exceed customer expectations                     internal and external customer focus.
           •     Demonstrating a real understanding of customers’ perspectives by         • Does not lead by example on, delivery of
                 establishing and translating customer needs and preferences into             appropriate and consistently high quality
                 operational improvements through improved service delivery                   services    which   exceed      customer
           •     Balancing the aspirations, needs and priorities of the Company with
                 those of the customers                                                   • Does      not   demonstrating     a   real
                                                                                              understanding of customers’ perspectives
           •     Implementing effective methods of obtaining customer feedback to
                                                                                              customer needs and preferences.
                 ensure that preferences and demands are integrated into service
                 improvements                                                             • Does not balancing the aspirations, needs
                                                                                              and priorities of the Company with those
           •     Recognising and accommodating customer needs to achieve continuous
                                                                                              of the customers
                 development and improvement.
                                                                                          • Does not champion appropriate customer
                                                                                              feedback to ensure that preferences and
                                                                                              demands are integrated into service
                                                                                          •    Does not Recognise or seek to
                                                                                              accommodate customer needs to achieve
                                                                                              continuous     development        and

                                                           Page 6 of 11
6   Key competency Area: Relationship Management – Demonstrated the Ability to Build and
    Manage Positive Relationships.

               Evidenced by                                                                    Development Indicators

Manager    •     Proactively creating, building and maintaining sustainable relationships   • Doesn’t     build   or   maintain   positive
Level            at all levels, both internally and externally, to achieve corporate           relationships.
                                                                                            • Does      not    contribute      to    wider
           •     Actively seek ways to contribute to wider organisational activities and       organisational activities or the success of
                 the success of the community                                                  the community.
           •     Creating new opportunities for collaborative working by developing and     • Does not engage or work well with
                 maintaining networks and contacts                                             partners.
           •     Working with partner organisations to provide better services.             • Does not work collaboratively.
           •     Facing up to conflicts within relationships and seeking constructive       • Does not work in partnership.
                 solutions for the benefit of all
                                                                                            • Avoids conflict situations and fails to
           •     Readily sharing expertise, ideas and information with others.                 address such issues in a constructive and
                                                                                               open way.
                                                                                            • Does not share expertise and ideas with

                                                           Page 7 of 11
7   Key Competency Area: Corporate Working – Demonstrates a Commitment to Housing Plus

           Evidenced by                                                                     Development Indicators

Manager    •   Ensuring operational activity supports the strategic direction            • Is unclear about how operational activity
Level                                                                                       supports the strategic direction of the
           •   Positively support business decisions
           •   Resolving conflict to take the most effective decision for the business
                                                                                         • Does not support business decisions in a
           •   Actively promote opportunities for cross-departmental working in the         positive way.
               creation and development of services
                                                                                         • Does not resolve conflict in the best
           •   Acknowledging and recognising different perspectives in decision             interest of the business.
                                                                                         • Does not promote opportunity for cross
                                                                                            departmental working.
                                                                                         • Does not engage with or recognise the
                                                                                            contribution of others in the business
                                                                                            decision making process.

                                                          Page 8 of 11
8   Key competency area: Teamwork – Demonstrates the Ability to Work Well with Others and
    Build Effective Teams

            Evidenced by                                                                   Development Indicators

Manager    •   Showing commitment to the vision of the Company.                        •   Does not demonstrate commitment to
Level                                                                                      the vision of the Company.
           •   Demonstrating unity in implementing corporate decisions
                                                                                       •   Is not seen      to   support    corporate
           •   Strongly held sense of commitment to openness, honesty and
                                                                                       •   Does    not    demonstrate      openness,
           •   Modelling corporate values and supporting the development of the
                                                                                           honesty and inclusiveness
               Company culture
                                                                                       •   Does not demonstrate commitment to
           •   Taking pride in being a member of the team
                                                                                           the corporate values or development of
           •   Recognising individual strengths, styles, skills and abilities and          the Company culture
               maximising these to achieve successful outcomes
                                                                                       •   Does not show support for or
           •   Empowering staff and enabling solutions by delegating effectively           demonstrate pride in being a member of
                                                                                           the team
           •   Using a joint approach to issue recognition, problem solving and
               conflict resolution                                                     •   Does not recognise individual strengths,
                                                                                           styles, skills and abilities.
           •   Builds co-operation and collaboration between teams as well as within
               teams                                                                   •   Does not empowering staff by delegating
           •   Gains trust from others.
                                                                                       •   Does not using a joint and collaborative
                                                                                           approach to problem solving and conflict
                                                                                       •   Does not promote and support the
                                                                                           building of positive relationships and co-
                                                                                           operation between teams as well as
                                                                                           within teams
                                                                                       •   Does not easily gain the trust of others.

                                                        Page 9 of 11
9   Key competency Area: People Management – Demonstrates the Ability to Manage in a
    Professional, Fair, Consistent and Effective Way

            Evidenced by                                                                      Development Indicators

Manager    •   Managing the team, adapting style to different individuals, cultures and   •   Does not adapt style or approach to
Level          situations whilst ensuring consistency and fairness                            different people or situations.
           •   Actively ensuring own visibility and accessibility to staff                •   Is not consistent or fair       in   the
                                                                                              management of situations.
           •   Inspiring loyalty from staff by getting to know their aspirations and
               motivating them to fulfil their potential                                  •   Does not have the respect or loyalty of
           •   Taking personal responsibility for coaching and mentoring to encourage
               individuals to give of their best                                          •   Does not engender team spirit or the
                                                                                              confidence of staff.
           •   Generating team spirit by ensuring that individuals and teams
               understand how they contribute to the Company objectives                   •   Does not provide constructive, objective
                                                                                              or regular feedback to staff.
           •   Identifying and encouraging talent and demonstrating commitment to
               individual and team development                                            •   Does not address poor performance or
                                                                                              behaviour issues.
           •   Providing constructive and regular feedback
           •   Praising achievements and celebrating success
           •   Actively promoting a ‘no blame’ culture
           •   Addressing poor performance or inappropriate behaviour promptly.

                                                           Page 10 of 11
10   Key competency Area: Self Management and Development – Demonstrates a Professional and
     Open Approach to Continuous Personal Development

             Evidenced by                                                                 Development Indicators

Manager     •   Taking personal responsibility and ownership of corporate decisions   •   Does not take personal responsibility
Level                                                                                     and ownership of corporate decisions
            •   Strong self awareness of strengths, weaknesses and motivations;
                recognising those areas in which behaviours may need to be modified   •   Has low self awareness.
                and taking positive action to address these                           •   Unable to recognise strengths, or
            •   Considering the impact of their own actions and behaviour on others       weaknesses and in particular those areas
                                                                                          where behaviours may need to be
            •   Invites feedback and responds positively                                  modified and action taken to address
            •   Accepts and relishes challenge                                            these.
                                                                                      •   Does not consider the impact of their
                                                                                          own actions and behaviour on others
                                                                                      •   Does not invite or respond positively to
                                                                                      •   Does not accept or relish challenge

                                                           Page 11 of 11
       Summary of Terms and Conditions of Employment

The Housing Plus Group recognises that the people who work for us are the
biggest and most valuable asset of our company. The need to attract, develop
and retain the best employees and be identified as an employer of choice is
critical to our future.

The following outlines the benefits offered by Housing Plus.

The salary for this role is £58,000 per annum. Salary is paid monthly on the 20th
(or on the last working day prior to the 20th where this day falls at a weekend or
bank holiday).

Car Allowance
This post is offered with a 10% car allowance paid in 12 monthly installments with
the post holder’s monthly remuneration. Alternatively the post holder may opt to
have a lease car (current value £5,300 per annum).

Car Parking
Free car parking is available

Relocation Expenses
The payment of relocation expenses will be considered for this post. To be eligible
you would need to be currently living outside a radius of 30 miles of our Acton
Court offices and re-locating within a 20 mile radius and moving within 12 months
of appointment. The maximum value of relocation expenses is £16,000.

Holiday Entitlement
Our leave year runs from April to March. Annual leave for this role is 27 days,
increasing by 1 day per year to a maximum of 32 days plus public holidays and 3
concessionary days,

From the start of your employment you are eligible to join the Social Housing
Pension Scheme subject to meeting the scheme requirements. Further details
will be made available at the time an offer of employment is made. For the
exceptional candidate who is a current member of LGPS we will support the
continuation of this scheme, dependant upon scheme rules at the time of
Occupational Sick Pay
Occupational sick pay entitlement is dependent on length of service, up to a
maximum of 6 months’ full pay and 6 months’ half pay after 5 years’ service.

Period of Notice
This post holder will be required to give 3 months written notice.

Should there be a requirement for the employer to terminate employment the
Group will provide no less than statutory notice.

Any offer of employment made is conditional upon:-

•   Receipt of employment references satisfactory to the company.
•   A satisfactory health questionnaire and, if necessary, medical report.
•   Confirmation of professional qualification.
•   Confirmation of eligibility to work within the UK.
               How to Apply – Head of Housing Services

1.       How to Apply

Please submit an up-to-date Curriculum Vitae (CV) and covering letter, to hr@housing- or by visiting our web site at and clicking on the
Working With Us tab.

Within your letter, we would ask you please to summarise how you feel that your skills and
experience make you a suitable candidate and give examples of specific achievements in the
last 5 years which demonstrate your competence for this role. We would also be grateful if
you could state if you are related to a Board Member or existing employee or resident of
South Staffordshire Housing Association or the Housing Plus Group and confirm your
availability for the selection programme specified overleaf.

It is important that your CV highlights supporting evidence of how your previous experience
and skills relate to the criteria outlined in the Job Profile and Person Specification. Within
your CV, please supply the following:

     •   Full name and postal address;
     •   Work and home telephone number, mobile number and email address (NB most
         written communication with you will be electronic);
     •   National Insurance number;
     •   Details of any criminal convictions other than spent convictions (as defined by the
         Rehabilitation of Offenders Act 1974);*
     •   Employment history (explaining any gaps) and details of remuneration for posts held
         within the last 5 years;
     •   Education and dates your qualifications were obtained;
     •   Current Memberships of relevant professional associations/Institutes and dates;
     •   IT skills;
     •   Number of days sick from work in the past two years;
     •   Name and contact addresses/phone numbers of two employment referees (one of
         whom must be your current or most recent employer). We will not contact your
         referees until you are short-listed for the post, and only with your prior permission;
     •   Current (or last) remuneration and Notice period (if applicable).

We also request that you complete the Equality and Diversity Monitoring Form and
Rehabilitation of Offenders Declaration Form which are attached (and available to
download as MS Word documents for candidates who have obtained this pack

Please submit your application letter, CV and Equality and Diversity Monitoring Form by
email to marked for the attention of Jackie Hesslegrave or visit our
web site at, clicking on the Working With Us Tab and uploading
your CV and cover letter.

The final deadline for receipt of applications is Wednesday 29th November at
12 noon.
Your application will be acknowledged and treated with strictest confidence.

2.     Short listing and Selection Process

After the closing date, all applications will be considered and assessed against the
Organisation’s requirements. The short listing meeting is due to take place on
1st December 2010.

If you have been selected for interview, we will then confirm the interview/assessment
programme. All this will be done electronically and very soon after the closing date so
it is important that you provide a suitable email address for the process.

3.     Timetable

The outline timetable is as follows:

 Process                                        Date

 Advertisements placed                          12th November 2010

 Closing Date for Applications                  29th November 2010

 Shortlisting                                   1st December 2010

 Screening Interviews                           8th December 2010

 Assessment Centre                              17th December 2010

 Final Interviews                               21st December 2010

*If you are invited for interview, you will be asked to bring along evidence of your
qualifications and membership of professional bodies as described on your CV.

4.     If you require more Information

If you would like an informal and confidential discussion with me before formally expressing
your interest, I can be contacted on 01785 312145 or by email at jan.goode@housing-

Thank you for your interest in this position.

Jan Goode
Director of Customer Services
                                Recruitment Monitoring 

What post are you applying for:   _______________________________________________   

We request the information below for monitoring purposes to ensure equal treatment.  It 
will be used anonymously only and will not affect your application in any way.  Applicants 
who have a disability and who meet the criteria for the job are guaranteed an interview.  
Data is processed under the requirements of the Data Protection Act 1998. 

Are you:     Male                           Age:      16 – 19                  40 – 49     
             Female                                   20 – 29                  50 – 59     
Is your current gender the                            30 – 39                  60 – 64     
same as the one assigned                              64 +                      
at birth?                                                                       
Yes No  Prefer not to say                                                       

Do you consider yourself to have a disability?       Yes            No     
If yes please indicate below: 

Sexual Orientation (Please circle as appropriate):  

                   Gay           Lesbian             Bi‐sexual       Prefer not to say 

Religion or Belief : 
Please tick the appropriate box to describe your religion or belief: 
Buddhist                   Christian                    No religion   
Hindu                      Jewish                       Other   
Muslim                     Sikh                         Prefer not to say   
What is your ethnic group? 

Choose  ONE  section  from  A  to  E,  then  tick  the  appropriate  box  to  indicate  your  cultural 

A   White:                                         C   Asian or Asian British 
English                                            Indian                    
Scottish                                           Pakistani                 
Welsh                                              Bangladeshi               
Irish                                              Any  other  Asian  background,  please  write 
Any  other  white  background,  please             in: 
write in:                                           
                                                   D   Black or Black British 
B   Mixed                                          Caribbean                 
White and Black Caribbean                          African                   
White and Black African                            Any  other  Black  background,  please  write 
White and Asian                                    in: 
Any  other  Mixed  background,  please              
write in:                                          E   Chinese or any other ethnic group 
                                                   Any other, please write in: 

                                    Rehabilitation of Offenders Act 1974
                                             Declaration Form

 Full name:                                                   Preferred title:
 Previous Name(s)
 Position applied

We require all applicants for employment to declare any conviction(s) or charge(s) still outstanding
against them in respect of a criminal offence, subject to the Rehabilitation of Offenders Act 1974.

The Rehabilitation of Offenders Act 1974 enables some criminal convictions to become ‘spent’ or
forgotten, after a ‘rehabilitation period’. A rehabilitation period is a set length of time from the date of
conviction. This means that if a certain period of time has passed since the date on which you were
convicted, the conviction becomes ‘spent’ and you are not normally obliged to declare the conviction
when applying for a job.

Please give details below of any convictions or charges outstanding in respect of all offences (or
alleged offences) including driving offences. If you inadvertently disclose a conviction which is
regarded as ‘spent’ it will be ignored, unless you are applying for employment which is not protected
by the Act.

Failure to declare a conviction may disqualify you from an appointment, or result in the termination of
your contract of employment.

 Date                                 Court             Offence                  Sentence

   If you have no convictions to declare, please enter “none” in the boxes and sign below.

Signature ………………………………………. .                                  Date …………………………………
             This form must be completed and returned with your application for employment.

        Rehabilitation of Offenders declaration