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recruitmentpack

03 your application

06 welcome letter

08 about believe housing

11 the board

16 the executive team

18 role profile executive director of communities and customer services

24 role profile director of property repairs

29 role profile director of transformation and culture

33 key terms

35 key dates and selection process

38 advert content

contents

your applicationThank 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.

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In order to apply you should submit:

An up-to-date CV that 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,

this is requested for monitoring purposes in line with our commitment

to equality and diversity.

Indicate on the declaration form if you cannot attend any of the

interview dates.

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Please send your application, preferably in MS Word format by email to believehousing@campbelltickell.com

Applications must be received by 15 March 2019 at 4pm.Please ensure we receive your application in good time. If you do not receive confirmation of receipt within 24 hours of sending, please call us 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.

If you wish to have an informal discussion about the role and organisation, or if you have any other questions you would like answered to help you decide whether to apply, please do call me for a confidential discussion.

Kind regardsMark Glinwood Senior Associate Consultant 07944 411 484

Please note that applications can only be considered if all the documentation is complete.

welcome letterbelieve housing provides affordable homes for more than 18,000 families in north east England.

We might have a new name, but we’ve got an extensive track record and our new identity is just one part of our current work to build upon that.

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Our new brand has evolved from our longstanding principles and our vision that we believe in life without barriers.

This is not just an exercise in branding though, we’ve got a host of ambitious projects that are transforming communities. We have a strong conviction that affordable housing is a force for good in this country. That’s why we’re investing £54m in a 545-home new-build programme and £138m in upgrading our existing properties.

We’re also making changes to improve the service we deliver to our customers. More than 80 repairs staff in east Durham will be transferring to work for believe housing this summer; completing our move to bring repairs for all our properties in-house. We’re changing how we work too, with digital technology at the forefront and a focus on being an agile organisation. This complements our core values of ‘doing the right thing for our people, our customers and our business.’

Our aim is to be more responsive than ever before and in the right position to take positive action, whatever challenges we face. The changes are taking place at the highest possible level too. We’re restructuring our governance arrangements to take into account the changing landscape for registered providers of housing, with new committees to support our board and a new Values Group to give our customers a stronger voice.

Our new identity and strengthened governance will help us continue our successful community investment and resident support programmes. Our passionate employees help hundreds of tenants improve their skills, find new work and provide tens of thousands of pounds of funding to community groups.

believe housing will lead the way in changing perceptions of social housing, deliver new homes, improve our existing properties and help our tenants to achieve their aspirations.

These roles offer a unique opportunity to help shape believe housing through these exciting changes and make a major impact at one of the north east’s largest housing associations. We’re looking for exceptional candidates with the drive and motivation to drive our vision forward.

We believe in life without barriers. Do you?

Bill FullenChief Executive believe housing

The creation of believe housing in early 2019 is part of the transformation of County Durham Housing Group into a single landlord, responsible for homes stretching from the coast to the north Pennines.

about believe housing

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believe housing is one of the largest housing associations in north east England.

We believe in life without barriers and provide affordable living for 18,000 households stretching from the Durham coast to the north Pennines.

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£54minvested in 545

new homesnew-build

sites completedinvested in our existing homes

local group projects funded

10 £138m 100

believe housing at a glance

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We’re investing £54m in 545 new homes in communities across the region. We’ve already passed the 100 homes mark, with tenants now settled in at 10 new-build sites. Physical work is underway on four more sites right now, with further projects progressing through the planning stages.

We’re also investing £138m in improving our existing homes over a 10-year period, and growing our in-house repairs function to cover all of our properties.

believe housing is not just about the bricks and mortar though. Our passionate workforce delivers high quality advice and support on issues like benefits, budgeting and improving job opportunities that help our tenants transform their lives.

We are a committed investor in our communities. Our small grants programme has helped more than 100 local groups carry out projects that have had an immediate impact on the areas we work in.

Our community funding programme helps to provide nutritious meals for primary school children, supports mental health charities and delivers health improvements to neighbourhoods with identified needs.

believe housing might be a new name, but we’re building on years of experience and success in delivering affordable living for varied communities. This is your opportunity to be a part of the next chapter in our exciting story.

believe housing (formerly County Durham Housing Group) has an ambitious programme of new construction too.

the board

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Judith is Board Chair and has been involved with the organisation since its inception.

She also spent eight years as an independent member on Your Homes Newcastle (YHN) and Leazes Homes’ Boards, including time as Vice Chair at YHN. She strongly believes that social housing is not simply providing a house; its aim is to develop services that turn an individual’s or family’s house into a home. Judith works as a Learning and Development Consultant and previously held senior roles at Northumbria Police.

Doug is Vice Chair of the Board.

As a qualified accountant with significant housing experience, Doug was involved in the arrangements to put in place the organisation’s initial funding. He devotes a lot of his time representing believe housing and acting as a mentor to help and support other board members. Doug retired from his role as Managing Director of Tees Valley Housing in April 2014, having previously been Group Director of Finance and Corporate Services.

judith common doug ross

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David is a County Councillor and is involved with a number of committees and panels including: Chair of Safer Stronger Communities Overview and Scrutiny Committee; member of the Police and Crime Panel; Chair of Easington Housing Steering Group; Chair of Easington Parish Council and Board Vice-Chair at East Durham College.

Beverley is a long-term tenant of the organisation and also a manager with extensive finance experience for a leading independent business support organisation. She is committed to ensuring that believe housing delivers the best possible services to tenants and uses her skills and knowledge to actively contribute towards decision-making at all levels.

Gurpreet is a Chartered Accountant and studied Business Economics at Durham University. He is the current Chief Executive of Durham Group. Gurpreet is able to use his skills and knowledge to ensure that financial decision-making is realistic and well managed. Gurpreet is passionate about providing better opportunities for future generations and believes that the communities we live in are a vital part of that.

councillor david boyesbeverley tindale gurpreet singh jagpal

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As a retired Director of Finance, Hazel brings wide and varied knowledge and experience of housing management. Hazel also acted as treasurer to the Cleveland-based young carers’ charity, The Junction.

Kevin served 30 years as a firefighter, including time as Secretary of the Fire Brigades Union. He has been a County Councillor since 2013 and is a Town Councillor. As a Durham County Council Cabinet member, he is portfolio holder for strategic housing and assets, looking after fuel poverty, homelessness and liaison with travellers.

hazel dale councillor kevin shawAfter working in the United Arab Emirates as a mechanical engineer in the oil and gas industry, Mr Wales worked for the Home Office and Ministry of Justice as a civil servant for more than 25 years. He took a leading role in the development, implementation and regular reviews of business plans. He also developed and regularly reviewed risk registers. Mr Wales is passionate and proud of the diverse community he lives in and, as a current tenant, is committed to actively contributing to decision-making to ensure that the group delivers the best possible services to its customers.

mr wales

Chief Executive, Bill Fullen, and Executive Director of Investment, Growth and Performance, Alan Smith, are also members of the board.

the executive team

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Bill started his housing career in 1979. He led the transfer of Durham County Council’s housing stock to County Durham Housing Group.

He was appointed Group Chief Executive in 2015 and has since led on the transformation of the organisation. Bill said “My overall vision for believe housing is simple. I want people to say that they are proud to call their house a home, and that doesn’t just come from bricks and mortar. It’s about improving lives beyond the garden gate and I’m confident that working together we can achieve this.”

Alan has worked with housing associations for a decade, although he has more than 35 years of experience in organisations that provide social housing.

He has been with the organisation since its earliest days in 2015 and has been involved with setting up three housing associations. He is also a board member of Prosper, a north east based public sector procurement organisation. Alan said: “I think we’ve made great strides in our first few years and the door is open to lots more opportunities that will improve services for customers, now and into the future.”

chief executive, bill fullen

executive director of investment, growth and performance, alan smith

18.role profileexecutive director of communities and customer services

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executive director of communities and customer services role purpose

An integral member of the executive team holding collective accountability for the strategic leadership of the organisation.

On behalf of the Board, and in conjunction with the Chief Executive and Executive Director of Investment, Growth and Performance, develop and deliver the corporate plan. To protect the organisation against extensional risk and ensure prudent long-term management of assets and services while creating a culture to enable fantastic customer service outcomes to be achieved.

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executive director of communities and customer services role scope

To shape the vision, promote organisational values and provide visible leadership.

To determine, execute and monitor investment decisions against clearly

defined return on investment measures.

To promote the organisation and create strong external partnerships that leverage in resource, share risk and enhance reputation.

To plan, position, shape and direct activity that enables the achievement of corporate

goals two to five years out.

To performance manage functional activities centred on:

Repairs and Maintenance

Neighbourhoods and Customer Services.

To raise the profile of the organisation regionally and nationally, both within

and beyond the housing sector to support growth and sustainability.

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executive director of communities and customer services key responsibilities

strategic input • To manage priority risks and ensure all mitigations are diligently applied

• To lead activity and secure resources to deliver long-term plans

• To initiate and take accountability for the long-term redesign of the organisation’s service offer

• To lobby, influence and make submissions on behalf of the organisation on social and housing policy at both a local and national level

• To establish business cycle priorities and ensure enough resource is aligned to achieve declared outcomes

• To actively shape organisational culture and act as the guardian for cultural fit with customer need

• To corporately manage performance and report to the Board on strategic progress, recommending adaption and change where appropriate.

leadership• To provide effective leadership and support to directors - role modelling a leadership style with

vision and drive that inspires and motivates

• To promote and support agile and digital working practices across the organisation to support business growth, value for money and encourage innovation in all aspects of customer services

• To lead on change management and create a culture of continuous improvement within the organisation based on a customer centric one team philosophy.

delivery and impact• To achieve joined up working through integrated strategies focused on long-term goals

• To facilitate, and be accountable for, the growth of the organisation in a planned and structured way

• To maximise assets and drive investment in a way that facilitates short-term need and realises long-term goals

• To master plan neighbourhood renewal and drive forward plans to meet identified demographic need in conjunction with the Directors of Development, Assets, Performance Strategy and Governance alongside executive colleagues.

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compliance and control• To sign off all statutory undertakings as appropriate

• To be accountable for ensuring audit improvement plans are completed, extensional risk is mitigated and high-level regulatory control corporately managed.

performance management• Provide support and development to teams within line management

control to ensure that they are structured and resourced to deliver corporate aims

• Develop a strong performance culture and commitment to customer experience and satisfaction. Monitor performance and ensure the delivery of high-quality services

• Respond to customer feedback, utilising it to influence strategy and delivery plans.

external relationships• Engage and embrace customer forums where executive leadership

is required to project confidence

• Maintain and develop effective professional networks that will add value to the organisation’s work and ensure that it is viewed as an influential and reliable partner

• Work with external partners to meet the organisation’s long-term aspirations including regulators, local authorities, the National Housing Federation and others

• Develop long-term relationships with policy makers and industry leaders to influence sector debate and thinking on strategic issues.

No leadership role profile can be entirely comprehensive, the post holder will be required to undertake additional duties from time to time, in line with the above responsibilities, as required by the Board.

executive director of communities and customer services key responsibilities

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qualifications• Appropriate professional qualification.

experience• Substantial executive experience of leading customer facing

operations, ideally in a digital environment, at a strategic level in a complex and dispersed organisation

• A strong track record of leading, engaging and motivating colleagues through transformational periods of change

• Experience of working collaboratively with external bodies and organisations

• Experience of reporting to boards

• Proven track record of delivering customer-focused services.

skills/knowledge• In depth knowledge of regulation, and company law

• Able to balance strategic thinking with an eye for detail

• Strong communication and interpersonal skills

• External focus, with the proven ability to build networks, and work in partnership with relevant partners or stakeholders

• Expertise and practical experience of risk and performance management

• A clear understanding of the social and political environment within which the organisation operates.

executive director of communities and customer services person specification

role profiledirector of property repairs

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director of property repairs role purpose and scope

As a member of the senior team, reporting to the Executive Director of Communities and Customer

Services, work collaboratively to ensure the delivery of the organisation’s vision, values and strategic objectives.

Act as the organisational lead for Property Repairs services, responsible for the in-house repairs team,

responsive repairs and voids.

In conjunction with the Director of Assets ensure timely and value for money delivery of planned

and contract works.

Maintain an external focus and build appropriate partnerships. Represent the organisation, acting as

an ambassador to enhance its reputation.

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strategic input • Work with the Executive Director of Communities and Customer Services to

contribute to the short, medium and long-term strategy for the property repairs directorate

• Draw upon intelligence, research and knowledge of the national and local property repairs environment, in advising on repairs options and opportunities

• Contribute to the recognition of the organisation as a provider of outstanding business, outstanding services and outstanding communities through property repairs activity.

leadership• Provide effective leadership and support to managers and staff - role modelling a

leadership style with vision and drive that inspires and motivates

• Embed agile and digital working practices across the directorate to support business growth aspirations and encourage innovation in property repairs

• Lead on change management and create a culture of continuous improvement within the directorate.

delivery and impact• Transform strategy into deliverable plans. Ensure delivery of the repairs strategy

against agreed financial parameters, targets and within the regulatory framework

• Ensure that the voice of residents and customers is heard in the development and delivery of plans along with the ongoing scrutiny of performance and outcomes

• Ensure that strategic plans are monitored and reviewed in line with external factors including legislation, financial restrictions, new opportunities and customer needs

• Negotiate new contracts and develop a service that supports the corporate strategy of the organisation

• Work with the Director of Transformation and Culture to ensure the development of a one team culture across the organisation.

director of property repairs key responsibilities

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No leadership role profile can be entirely comprehensive, the post holder will be required to undertake additional duties from time to time, in line with the above responsibilities, as required by the Board.

compliance and control• Be proactive in providing the Executive Director of

Communities and Customer Services with the necessary information to maintain effective oversight of property repairs and future investment plans

• Ensure that decisions are made within a robust risk assessment framework

• Ensure compliance with all internal control requirements related to budget setting, cash flow requirements, procurement and financial regulations

• Ensure compliance with key policy and procedures in areas such as health and safety, equalities and diversity, General Data Protection Regulation, code of conduct and all other statutory requirements, which are routinely checked for compliance.

performance management• Develop and lead the in-house repairs team, to ensure

that they are structured and resourced to deliver the corporate aims

• Develop and lead a strong performance culture and commitment to customer experience and satisfaction. Monitor performance and ensure the delivery of high-quality services

• Respond to customer feedback, utilising it to influence strategy and delivery plans

• Effective management of sub-contractor and supply chain partners.

external relationships• Maintain and develop effective professional networks that

will add value to the organisation’s work and ensure that it is viewed as an influential and reliable partner

• Work with external business partners in delivering growth and diversification opportunities to achieve business objectives

• Develop long-term relationships with policy makers and industry leaders to influence sector debate and thinking on property repairs matters.

director of property repairs key responsibilities

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qualifications• Appropriate professional qualification.

experience• Substantial property repairs experience at a strategic level

• A strong track record of leading, engaging and motivating property management and a in-house repairs team through change

• Experience of working collaboratively with external bodies and organisations

• Experience of reporting to boards

• Proven track record of delivering customer-focused services.

director of property repairs person specification

skills/knowledge• In depth knowledge of property maintenance and the built environment

• Understanding of financial appraisal techniques including the cost and expected life cycle of all major building component elements and underlying debt financing

• Able to balance strategic thinking with an eye for detail

• Strong communication and interpersonal skills

• External focus, with the proven ability to build networks, and work in partnership with contractors, local authorities and other relevant bodies

• Strong focus and proven skills in the delivery of quality service to customers

• A comprehensive working knowledge of health and safety legislation

• Understanding of social housing, and empathy with local communities

• A clear understanding of the social and political environment within which the organisation operates.

role profiledirector of transformation and culture

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director of transformation and culture role purpose and scope

As a member of the senior team, reporting to the Chief Executive,

work collaboratively to ensure the delivery of the organisation’s vision,

values and strategic objectives.

Act as the organisational lead in developing and promoting a one

team culture.

To develop and deliver an integrated organisational

development plan, reflecting the transformation agenda,

that positions the organisation for future success.

Represent the organisation, acting as an ambassador to enhance its

reputation.

Act as the organisational lead in the development of business

transformation plans to prepare and reshape the organisation for

future success.

Act as the organisational lead in internal and external

communications to ensure clarity and consistency of messaging.

Maintain an external focus and build appropriate partnerships to enable the development of plans and initiatives to enable the organisation to continually

modernise and enhance its offer to customers and employees in line

with strategic objectives.

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director of transformation and culture key responsibilities

strategic input • Work with the Chief Executive and other senior team members to contribute to the short, medium

and long-term strategy for business transformation, organisational design and culture change

• Provide strategic advice, information and expertise to senior colleagues and the Board in delivering successful change programmes

• Through effective engagement strategies define core competencies, behaviours and a common culture to support business goals

• Contribute to the recognition of the organisation as a provider of outstanding business, outstanding services and outstanding communities through transformation activity.

leadership• To provide a coaching style of leadership, which empowers and encourages high performance and

creativity, across a range of colleagues most of whom are outside line management of the role

• To lead and deliver the effective management of system-based and culture change, and improvement

• Provide effective leadership and support to managers and staff - role modelling a leadership style with vision and drive which inspires and motivates others to change.

delivery and impact• To lead on organisational and job design in support of strategic plans

• To develop, resource, implement and refine a talent management strategy (incorporating internal leadership development and external resourcing) that supports the delivery of corporate goals

• Transform strategy into deliverable plans through excellent programme management skills

• Embed agile and digital working practices across the organisation to support business growth aspirations and encourage innovation, informing organisational design and service delivery

• Ensure delivery of the transformation strategy within agreed financial parameters and targets and the regulatory framework

• Lead on working with executive team colleagues to ensure the development of a one team culture across the organisation

• Ensure plans are cascaded through the business, aligned to agreed behaviours and values, in support of the overall vision

• Ensure that the voice of residents and customers is heard in the development and delivery of plans and in the ongoing scrutiny of performance and outcomes

• Strategic lead the service redesign and customer education needs that flow from transformational change.

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compliance and control• Work with the senior team and Board members to ensure

effective governance and accountability

• Provide appropriate and timely information, supporting an open and transparent dialogue across executives and non-executives, setting high standards of probity

• Ensure the risks within the activities of the directorate are identified and mitigated effectively and that decisions are made within a robust risk assessment framework

• Ensure compliance with key policy and procedure in areas such as health and safety; equalities and diversity; General Data Protection Regulation; code of conduct and all other statutory requirements, which are routinely checked for compliance

• Ensure investment plans linked to transformation have clear return on investment outcomes which are delivered within budget and to time.

performance management• Provide support and development to the transformation

team, to ensure that they are structured and resourced to deliver the corporate aims

• Lead a strong performance culture and commitment to excellence with a focus on end to end quality services

• Support an environment where customer views are integral to service development

• Ensure that all projects have a clearly articulated set of benefits

• Anticipate changes and plan for the delivery of new products and services in line with agreed plans

• Ensure behaviours, values and culture are consistently applied throughout the organisation.

external relationships• Maintain and develop effective professional networks

that will add value to the work of the organisation while ensuring that it is viewed as an influential and reliable partner

• Develop long-term relationships with policy makers and industry leaders to influence sector debate and thinking on culture and transformation.

director of transformation and culture key responsibilities

No leadership role profile can be entirely comprehensive, the post holder will be required to undertake additional duties from time to time, in line with the above responsibilities, as required by the Board.

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qualifications• Appropriate professional qualification.

experience• Significant experience of operating at senior level in a substantial and

complex organisation, ideally service/customer oriented

• Considerable achievement and track record in strategic planning and project management and delivery, including delivery of transformation, growth and culture change where digitalisation and modernisation has been a core driver

• Experience of operating in a regulated environment

• Track record in corporate leadership, with board level exposure, in a fast-paced environment

• Track record of acting as a business disruptor to affect behavioural and cultural change in different business environments.

director of transformation and culture person specification

skills/knowledge• Able to manage multi-disciplinary and complex stakeholder relationships

• Excellent presentation and interpersonal skills, with an approachable style, that generates confidence and understanding.

• A strategic thinker with well-developed business skills, and able to translate strategy into action

• Excellent programme management skills with the ability to manage multiple complex projects

• Able to assess risk and promote risk awareness without being risk averse

• Track record of practising system thinking methodology

• Able to make sound judgements; to give advice to others and be accountable for that advice

• Able to explain and encourage the optimisation of ICT and other new technology

• An understanding of organisational design principles

• An understanding of culture change and development programmes

• Ability to build high levels of trust, openness, honesty, collaboration and support across teams.

key terms

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• competitive salary• local government pension scheme membership• 31 days holiday (including two days for christmas period)

In addition, we offer the following benefits:

healthcare package

discounted shopping package

investment in personal and professional development

volunteering days

family friendly policies

key dates and selection process

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executive director of communities and customer services

director of property repairs

director of transformation and culture

Long list interviews will take place on

Tuesday, 26 March.

Long list interviews will take place on Wednesday,

27 March.

Long list interviews will take place on

Thursday, 28 March.

Final interviews will take place on Wednesday,

10 April.

Final interviews will take place on

Thursday, 11 April.

Final interviews will take place on

Monday, 29 April.

advert content

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believe housing is a new brand that will replace County Durham Housing Group. It will be unveiled to the public on Monday, 1 April 2019. For information on the organisation’s current structure visit www.countydurhamhousinggroup.co.uk

believe housing is about people, customers and good business. Every part of the organisation is transforming and a culture of agility and creativity is shaping the way in which we meet our customer needs today, and in the future. Realisation of our ambitions requires leaders with drive and flair - and a track record to match. Our leadership team has been reshaped to create capacity, and we have invested in these three new roles that will be pivotal to believe housing’s success.

We are now poised to have a transformational impact on our regional customer base that will benefit current and future generations for years to come. So come and join us - your talents will make the difference.

To access the candidate pack for the above opportunities, go to www.campbelltickell.co.uk To have a confidential discussion with our recruitment partner’s lead consultant Mark Glinwood from Campbell Tickell contact him on 07944 411 484.

executive director of communities and customer services £130k (plus car allowance)

director of property repairs £95k

director of transformation and culture £90k

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Spectrum 6, Spectrum Business Park, Seaham, County Durham, SR7 7TT