Post: Group Chief Executive
Accountable To: Chair of the Group Board/Board of Management
Accountable For: All members of the Strategic Management Team and through them all staff.
To be responsible to the Group Board for the effective leadership of Cynon Taf Community Housing Group, the standards of its services and the development of its operations, ensuring that:
The Board is supported in setting and achieving business aims, objectives, values and the overall Group vision;
Effective leadership, support and advice is provided to the Strategic Management Team in their responsibilities for setting strategic goals;
Operational delivery of the Group’s core aims, objectives and targets established within the Business Plan and annual budget.
Corporate leadership is provided instilling a desire across the Group to deliver customer service excellence and improve the quality of homes and neighbourhoods.
Change management programmes are promoted, led and facilitated.
Equal Opportunities Policy, Health and Safety Policy and other relevant policies are in place, monitored and reviewed and that they are fairly applied throughout the Group.
1. Development of the Group
1.1. Lead and inspire the Strategic Management Team to develop and implement strategies to deliver the Business Plan.
1.2. Promote, develop, monitor and coach the Strategic Management Team, setting challenging goals and objectives to achieve strategic and operational priorities.
1.3. Enhance the external profile of the Group by responding innovatively to sector developments and building on relationships with key stakeholders to secure and maintain resources for the Group.
1.4 Identify and develop new initiatives/programmes that meet identified needs and contribute positively to organisational financial sustainability.
2. Board and Governance
2.1. Work closely with the Board Chair to ensure the highest levels of governance and probity throughout the Group, meeting all regulatory and legal requirements.
2.2. Oversee the delivery of an efficient and effective service to the Board ensuring it is kept well informed in an honest and transparent manner on all relevant matters.
2.3. Ensure effective development of Board Members, with a particular focus on tenant members, to secure effective governance of the Group.
2.4. Periodically review and make recommendations on the framework of delegated authority and reporting systems so that the governance framework operates effectively.
3. Strategic and Financial Management, Performance and Control
3.1. Develop, maintain and review the Business Plan.
3.2. Ensure that a performance management framework is in place and delivers continuous improvement for the Group.
3.3. Monitor the day to day running of the Group and the management of its resources, ensuring that costs are actively controlled so as to maximise available resources to meet objectives and ensuring that the Group complies with legislative, regulatory and other requirements.
3.4. Ensure that a framework of policies and procedures as required by the Group are continuously developed, monitored and reviewed.
3.5. Ensure that appropriate measures are in place to assess service delivery, making the work undertaken accountable to tenants/clients and that all services are customer orientated.
4. Leadership and Staffing
4.1. Review and monitor the organisational structure to ensure that the Group have an appropriately skilled and structured workforce.
4.2. Lead and inspire staff to ensure a motivated and empowered workforce.
4.3. Promote the values of the Group and demonstrate the highest level of commitment to equalities.
4.4. Deliver improvements in service delivery and customer satisfaction through organisational change.
4.5. Monitor and review the Rewards & Recognition Policies, ensuring they continue to be fit for purpose and present recommendations to the Board as required.
5. Communication and Promotion
5.1. To maintain effective communications within the Group, the Board, staff, tenants and other service recipients, ensuring that our work and values are understood and supported.
5.2. Continue to develop and maintain an organisational culture with a clear focus on effective performance to deliver customer service excellence, value for money and continuous improvement.
5.3. Ensure the image of the Group is successfully projected at all times, maintaining a communication strategy that promotes and enhances its work.
5.4. Develop and maintain effective external networks in particular with Welsh Government, Community Housing Cymru, Care & Repair Cymru, Rhondda Cynon Taf County Borough Council and Cwm Taf Health Board and any other partnering organisations that are important to the work of the Group.
6. Regulation and Conduct
6.1. Lead by example, demonstrating the highest personal standards of integrity, probity and conduct consistent with the Group’s vision and values.
6.2. Promote and uphold the Group’s Code of Conduct, Equality and Diversity Policy and other policies and procedures ensuring consistency of treatment.
6.3. Take responsibility for the implementation of the Health and Safety Policy throughout the Group.
6.4. Carry out such other duties and responsibilities consistent with those set out above as required by the Board.
Closing date midday 4th March 2019