Procurement Manager job description - Aspen People



Hanover (Scotland) Housing Association Ltd

|JOB DESCRIPTION |

|Position: |Chief Executive Officer |[pic] |

|Reports to: |Board | |

|Band: |A | |

|Date: |June 2020 | |

Purpose of Job

The Chief Executive Officer, as principal advisor to the Board, will lead the development and implementation of strategies required to achieve Hanover Scotland’s vision and objectives in a values-driven organisation that strives to provide excellent housing and care services.

Main Duties and Responsibilities

1. Strategic Responsibilities

1. Responsible for the strategic leadership of the Association, establishing, developing and implementing effective strategies to deliver customer service excellence, financial strength, targeted and sustainable growth from a foundation of quality of existing services and homes, and the learning and development of our people.

2. Responsible for the implementation, regular review and updating of the Corporate Strategy and Business Plans; reporting to the Board progress, significant opportunities and risks, respectively.

3. Responsible for setting, maintaining and strengthening the values of the Association and promoting a culture where customer involvement and needs are foremost in decision-making.

4. Responsible for the creation and development of frameworks and behaviours where staff and customers can influence strategy.

2. Governance and Board

2.1 Responsible for providing information, advice and options to the Board, engaging constructively with the Board and developing and implementing Board decisions.

2. Ensure the Chairperson of the Board is supported, Committees are serviced and have the appropriate information, reports and training required to oversee effective governance of the Association’s business

3. Ensure that all statutory duties and reporting across the Association are effectively discharged and subject to external and internal auditing programmes.

4. Responsible for ensuring the Association has effective performance management systems for all activities including:

▪ Risk management

▪ Strategic business planning

▪ Change management

▪ Governance

▪ Financial management

▪ Best Practice and Quality Assurance

▪ Information and data

▪ Equalities and HR policies and practices

2.5 Maintains the effectiveness of the Association’s systems of governance so ensuring proper scrutiny, accountability and regulatory compliance.

3. Resource Management (Financial and Physical)

3.1 Manage all corporate resources, ensuring that:

• The Association has a clear framework for ensuring compliance with its financial covenants and policies;

• Business is conducted viably and in a manner that meets the highest standards of financial management;

• Resources are targeted at priorities and demonstrate value for money.

3.2 Ensure compliance with Financial Regulations and Standing Orders and maintain spending within approved levels.

3.3 Responsible for effective Business Continuity Planning.

3.4 Responsible for the management of the Association’s expenditure within the budgetary limits approved by the Board and any stipulation of statute, government or other agency.

3.5 Ensure that the Association maintains effective arrangements for prompt collection of all income and any other sums payable to the Association from any source.

3.6 Inform the Board of significant financial risks and remedial measures necessary to ensure the ongoing viability of the Association.

4. Performance Management

4.1 Ensure that the requirements of Strategic and Business Plans are properly reflected in and implemented by Directors and other officers, throughout the Association, within a framework of customer and staff involvement.

4.2 Ensure key performance standards, indicators and reporting apply across the business and promote quality assurance, continuous improvement, involvement and value for money,

4.3 Ensure the strategic plans and operation of the functions across the Association and in the senior management team are efficient and deliver value for money.

5. People Management

5.1 Responsible for a robust staffing structure, ensuring the Association’s activities, duties and responsibilities are delivered in accordance with policies and procedures.

5.2 Responsible for all aspects of health and safety at affecting the Association.

5.3 Responsible for the development and performance of the Directors ensuring they deliver their Strategic Business Units’ objectives.

5.4 Responsible for leading their staff in a manner that helps colleagues to give of their best to the business and its customers at all times.

5.5 Responsible for creating an environment of enthusiasm, productivity, opportunity, high value and satisfaction.

6. Managing Relationships and Reputation

6.1 Responsible for effective representation of the Association and its capacities with key opinion formers and business partners, nationally and locally,

6.3 Leads response to incidents placing the Association at significant reputational risk.

6.1 Responsible for the effective reputation management of the Association, including positive working relationships and arrangements with all internal and external stakeholders.

6.2 Ensure effective and proactive relationships with local authorities, the Scottish Government, the Scottish Federation of Housing Associations and other relevant professional bodies in the interests of the Association.

6.3 Understand the national policy dimension as it affects the Association’s business, and to take full advantage of any opportunity to influence the development of national policy relating to suitable housing, support & wellbeing of older people and the operations of housing associations in Scotland.

7. Safeguarding and Other Responsibilities

7.1 Responsible for the Association’s implementation and adherence to safeguarding measures in respect of vulnerable adults.

7.2 Undertake all duties and responsibilities in line with the Association’s Procedures, including those relating to health and safety; equalities, diversity and inclusion; safeguarding procedures; financial instructions; whistle blowing procedures; procurement and commissioning.

7.3 Undertake any other duties in agreement with the Chair of the Board.

Person Specification

Job Title: Chief Executive Officer

|Skills and Abilities |

|A visionary with excellent strategic management and tactical skills with proven ability to delivery to high standards |Essential |

|Excellent communication and negotiation skills who listens to others with grace, humility, and empathy to understand |Essential |

|and act in a practical way within business and social realities | |

|Strong strategic thinker and tactician who is an active critical thinker, initiative taker and problem solver, who can |Essential |

|synthesise information to inform and deliver business strategy | |

|Excellent change management skills, able to strategically manage organisational analysis, major systems improvement, |Essential |

|design and delivery of change | |

|Excellent political skills to commence and sustain constructive relationships |Essential |

|Highly skilled user and promoter of intelligent business reporting |Essential |

|Ability to motivate, develop and hold to account the Senior Management Team |Essential |

|Ability to positively influence internal and external stakeholders at all levels |Essential |

|An entrepreneurial mindset that is both prudent and innovative |Essential |

|Ability to identify potential future opportunities, and challenge constructively the current position |Essential |

|Energetic, highly motivated and with an enquiring mind and passion for excellence |Essential |

|Ability to lead a diverse staff team to achieve strategic and operational objectives |Essential |

|Ability to work to deadlines and cope with pressures and setbacks |Essential |

|Has strong ethics, high integrity, beliefs and openness combined with an unwavering commitment to good governance |Essential |

|Positively seeks to do things better, leading on opportunities, challenges and changes |Essential |

|Knowledge |

|A thorough understanding of the statutory and regulatory framework which guides the public sector |Essential |

|Knowledge of strategic planning, sensitivity analysis, risk management and scenario planning |Essential |

|Good knowledge of corporate finance, accounting, performance management, risk, internal and external audit. Including |Essential |

|high level knowledge of strategic financial management in the housing sector | |

|Is technology literate and champions the use of new technology to develop innovative systems and services |Essential |

|Experience |

|Possessing strong CEO or Director management skills with a high level of achievement |Essential |

|In-depth practical experience of the development and delivery of vison, the strategy process, corporate governance and |Essential |

|business management | |

|Experience of effective budget management at an executive level and can demonstrate accountability for strict financial|Essential |

|monitoring, value for money and the best use of resources | |

|Experience of leading significant transformation programmes of corporate cultural change which impacted on staff, |Essential |

|budget and processes. | |

|Experience in developing effective working relationships with diverse stakeholders and operating and negotiating with |Essential |

|outside agencies | |

|Experience of applying commercial, political and business acumen, exploiting new opportunities to achieve outcome |Essential |

|related change and an outward customer facing and community focus. This will include experience of generating new | |

|sources of income and securing major funding from public and private sources | |

|Education/Qualifications |

|Educated to degree level or experience equivalent in relevant field |Desirable |

|Relevant professional qualification e.g. accounting, housing, property, technical, social work |Essential |

|Chartered membership of the Chartered Institute of Housing, or equivalent accreditation of a similar membership body |Desirable |

| Additional qualification or evidence of continued professional development (e.g. MBA, HR, accountancy, property. ICT |Desirable |

|etc) | |

|Other |

|Driving Licence |Desirable |

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