Housing Services & Development Manager

Location
Lincoln, Lincolnshire
Salary
£33,000 - £40,000
Posted
09 Nov 2018
Closes
30 Nov 2018
Seniority
Manager
Contract
Permanent
Hours
Full Time
Organisation Type
Charity

Section A

Objectives of the Post

As a key member of YMCA Lincolnshire’s Leadership Team, you will provide strategic leadership to meet the business aims and  objectives of the organisation, to include:-

 

  • Building relationships at senior level that lead to increased business opportunities and delivery of efficient and effective services
  • Keeping ahead of legislative changes that will impact on the business and service delivery to ensure continuity of our business objectives.
  • Contributing to new business and development to enable expansion of our services to other areas.
  • To respect and uphold the aims, vision and values of the YMCA.

Section B

Responsible to

Director of Operations

Section C

Responsible for

  • All accommodation and Housing related Support Services, Housing Manager.

Section D

Main Duties & Responsibilities

  1. Operations; this will include:-
  • To be responsible for day to day accommodation and support service delivery
  • To develop and implement new policies and procedures relating to service delivery to ensure governance compliance and service continuity
  • To keep up to date of changing legislation that will impact on our residents and service delivery
  • To contribute towards the development of new business with a view to expanding our existing accommodation and support services into Lincolnshire
  • To contribute towards organisational strategy development
  • To project manage and implement new business developments
  • To ensure effective delivery against organisational Key Performance Indicators and contract compliance
  • To respond to commissioning tender requests
  • To ensure a competent workforce through the recruitment, management and development of staff
  • To guide the operational services through change
  • To lead the design of supported housing pathways into independence ensuring a focus on personalised services
  1. Efficiency; this will include:-
  • To oversee and efficiently manage the budgets associated with the Accommodation and Support Services
  • Develop and monitor effective performance indicators for the services
  1. Quality ; this will include:-
  • To be responsible for the quality of provision of our accommodation and support services
  • To contribute towards the organisations business continuity and emergency planning process.
  1. Health and safety; this will include:-
  • To ensure that our portfolio of accommodation meets all relevant health and safety standards/requirements including the health and safety housing hazard rating system.
  • To ensure that adequate risk assessments are undertaken, implemented and monitored.
  1. Human Resources; this will include:-
  • To establish the necessary staffing needs for the accommodation and support services and employ, train and motivate staff members.
  1. Contribution; this will include:-
  • By using creative and effective leadership skills the job holder will build an accommodation and support teams that will deliver high quality, effective and efficient sustainable services that meet the needs of customers and funders
  • Fostering positive partnerships with external organisation and forming relationships with colleagues throughout the organisation the post holder will ensure smooth operational service delivery and clear communication.
  • By conveying clear expectations, delegation and monitoring of performance to target the job holder will ensure high level performance and effective use of organisational time in the delivery of services.
  • By effective monitoring the post holder will ensure that the service lives within its budget
  1. Communication/Contacts; this will include:-
  • Provide concise clear reports to senior managers and boards as required
  • Foster good working relationships with the statutory and voluntary sector organisations including health
  • Through regular staff meetings ensure staff are appraised of the organisations business plan and priorities. Also encourage upward feedback from staff.
  • Communicate effectively with residents and respond to their needs and concerns.
  1. Performance Management; this will include:- 

 

  • Monitor organisational KPI’s and put in place action plans to ensure outcomes are achieved as appropriate.
  • To support the development team in opportunities for new business development.
  • To implement the organisations performance management framework.
  • To keep abreast of good practice within the housing and support fields and make recommendations for service improvements
  • Enable and manage effective outcome/output data collection processes and produce reports in a timely manner
  1. The post holder may be required to undertake other duties as reasonably required, commensurate with the level of position and to meet the needs of the organisation.

Section E

Functional Links

It is essential to maintain and establish appropriate working links with all professional colleagues in the field whose role may affect your work. This will include:-

  • Chief Executive
  • Operations Director
  • Corporate Services Director
  • Head of People Performance & Culture
  • Training Manager
  • Managers and staff of YMCA Lincolnshire
  • Registered providers and private landlords
  • Lincoln City Council, Single Point of Entry Team & Housing Options Team, other Lincolnshire authorities – Homelessness charity partners/deliveries
  • DWP
  • Social Care
  • Lincolnshire Police
  • Partner organisations/funders
  • Other relevant agencies

Section F

Any Additional Information

The hours of work are 37.5 per week including occasional evenings to attend meetings.

A full driving licence and use of a car is essential as the position will require you to work across different sites.

A Criminal Background check is required for this post

Commitment to taking responsibility for own professional learning and development

Employees of YMCA Lincolnshire will be required to work within the remit of all organisational policies and procedures.

 

 

YMCA Lincolnshire

CORE COMPETENCIES

Job Title:

Housing Services & Development Manager

YMCA Lincolnshire has a Competency Framework which identifies the core behaviours the organisation wishes to develop and engender as part of the culture. The Competencies relevant to this role and the level of competence required are highlighted below. Essential competency requirements for this role are highlighted in the person specification and all applicants will be expected to evidence how they meet these through their application and supporting statement.

Customer Focus  is about consulting with, listening to and understanding the needs of those our work impacts and using this knowledge to shape what we do and manage others’ expectations

Level 4 indicators of effective performance

 

  • Develops confidence amongst staff and partner organisations by ensuring the organisation delivers quality work and services
  • Manages partner organisations’ and funding bodies expectations by anticipating and influencing changing priorities
  • Builds the organisations’ reputation as being committed to meeting the needs of its’ stakeholders

Team-working is about using interpersonal skills to work co-operatively and enthusiastically with others in own team and with a diverse range of people (internal/external) to share knowledge and skills to deliver shared goals.

Level 4 indicators of effective performance

 

  • Identifies and engages a diverse range of influential contacts within partner and community groups
  • Builds alliances to establish mutually beneficial working arrangements, openly sharing knowledge and insights
  • Understands the complexities of political dynamics and uses this to manage relationships and resolve conflict effectively
  • Identifies clear win-win situations with external partners

Communicating and influencing is about presenting information and ideas clearly and effectively to a diverse range of people ensuring the message is understood and negotiating and persuading to achieve the best possible outcome.

Level 3 indicators of effective performance

 

  • Encourages and supports teams in engaging in transparent and inclusive communication
  • Influences others and gains buy-in using well reasoned arguments
  • Negotiates effectively to deliver organisational objectives
  • Advocates positively for the organisation both internally and externally
  • Manages conflict & difficult behaviour

Planning & organising is about thinking ahead, managing priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard

 

 

Level 3 indicators of effective performance

  • Monitors allocation of resources, anticipating changing requirements that may impact on work delivery
  • Ensures milestones, checkpoints and quality controls are in place to measure outcomes
  • Constantly looks for improvements and encourages others to do so

Identifies potential risks and barriers to success and plans to overcome these

 

Managing & developing performance is about setting high standards for oneself and others, guiding, motivating and developing them to achieve high performance and meet the organisations’ objectives and statutory obligations

Level 3 indicators of effective performance

 

  • Motivates and inspires other to perform to their best, recognising and valuing their work and encouraging them to learn and reflect
  • Agrees and monitors challenging, achievable performance objectives in line with the organisations priorities
  • Manages performance issues effectively and in a timely manner to avoid adverse impact on team morale and performance

Promotes a positive team culture that respects diversity and deals with barriers to inclusion

Decision making is about forming sound, evidence based judgements, making choices, assessing risks to delivery and taking accountability for results

 

 

Level 4 indicators of effective performance

 

  • Makes difficult decisions for the long term benefit of the organisation
  • Presents and instils confidence in strategic decision-making
  • Accepts and promotes accountability for the organisation’s decision making
  • Ensures the organisation balances effective risk management with the need for timely actions
  • Consults stakeholders and partners early in critical organisation-wide decisions

Responding to pressure and change is about being flexible and adapting positively, to sustain performance when the situation changes, workload increases and priorities shift.

Level 4 indicators of effective performance

 

  • Demonstrates resilience in the face of challenge from staff, media and funding/partner organisations
  • Shows positivity in the face of external pressure, minimising negative impact
  • Promotes the organisation as being flexible, responding to changing needs
  • Drives a culture of continuous improvement
  • Sets the direction for organisational development and ensures effective communication of change initiatives

Strategic thinking is about using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action

Level 3 indicators of effective performance

 

  • Translates the organisation’s visions and strategy into practical and tangible plans for own team or delivery partners
  • Consistently takes account of the wider implications of team’s actions for the organisation
  • Informs strategy development by identifying gaps in current delivery
  • Encourages others to think about long term implications for organisation
  • Takes account of a wide range of public and partner needs to inform team’s work

 

YMCA Lincolnshire

PERSON SPECIFICATION

Job Title:

Housing Services & Development Manager

TECHNICAL REQUIREMENTS (includes experience and qualifications)

Essential/

Desirable

Educated to degree or postgraduate level in Housing or equivalent and qualified CIH member

E

Extensive experience in a senior position with a strong track-record in Housing generalist and change management roles

E

Demonstrable experience of policy development and implementation

E

Proficient in the use of MS Office with the ability to produce clear reports and presentations.

E

Full driving licence and use of car

E

Customer Focus

 

Strong role model who demonstrates a personal commitment to high standards of public service; honesty and integrity; and professionalism.

E

Ability to work professionally and courteously with a range of customers (internal & external) and can engage with key stakeholders to achieve improved service delivery.

E

Team working

 

Team player with ability to monitor progress of work and make effective use of own and others’ time

E

Extensive experience of partnership working and building positive working relationships in support of key objectives.

E

Communicating & Influencing

 

Ability to engage and influence people at all levels in a straightforward, articulate and persuasive manner to engender confidence and respect; deal with complex issues and negotiate at all levels 

E

Excellent written and verbal communication skills with the ability to produce reports, policies and presentations.

E

Planning & Organising

 

Can prioritise and respond flexibly to changing demands and deal with changing priorities on a daily basis

E

Ability to present a compelling case for ideas and initiatives that will enhance operational  performance via an appropriately chosen strategy

E

Managing & Developing Performance

 

Strong leadership qualities and ability to manage and motivate staff to deliver excellent services.

E

Organisational skills and ability to translate strategy into clear objectives, conveying clear expectations to enable the delivery of a professional accommodation and support service

E

Decision Making

 

Excellent judgement and demonstrable track record of senior management decision-making. 

E

Ability to demonstrate a pragmatic and practical approach to the management of complex problems ensuring all risks are managed 

E

Responding to Pressure & Change

 

Experience of driving forward major change initiatives, efficiency savings and service improvement development projects in line with key strategic objectives.

E

Strategic Thinking

 

Clear understanding of current best practice and policy as well as knowledge and practical application of housing legislation.

E

A track record of working at a strategic level and making a contribution to the direction of the business

E