DoL Head of Housing

DoL Head of Housing

Head of Housing Candidate Information Pack

Introduction About Us The Vision & Strategy Job Description Benefits Diversity & Inclusion Key Dates

Introduction Dear Applicant,

Thank you for taking the time to find out more about the appointment of the Head of Housing role. The Church of England in London is vibrant and at the heart of communities throughout the capital. The Diocese of London comprises parishes, chaplaincies, and missional communities in London north of the River Thames. At the London Diocesan Fund (LDF), we seek to do all that we can to support mission and growth in the Diocese of London, using our resources to help our parishes and worshipping communities serve over 4 million people. The Head of Housing is responsible for the LDF’s £850m residential portfolio. The primary purpose of the role is to ensure that all operational houses, are managed effectively on behalf of its occupiers in addition to maximising the missional and financial return. I hope that the following information provides greater detail regarding the Head of Housing appointment and I hope that you may consider applying.

Richard Gough General Secretary, LDF

About Us We serve a population of over 4m people covering 277 square miles of Greater London north of the River Thames and west of the River Lea, from the Isle of Dogs in the east to Staines in the west and as far north as Enfield. In its current form, our Diocese covers 17 boroughs in Greater London, in whole or in part, and also the district of Spelthorne in Surrey. It is coterminous with the historic county of Middlesex. The area we serve is predominantly urban, although there are significant suburban areas and even rural parts to our northern and western fringes. Within the Diocese of London, there are: • 500+ worshipping communities • 1,000 clergy and ministers • 200 men and women in training for ministry

• 75,000 adults on electoral rolls • 70,000+ regular worshippers • 150 church schools • 52,000+ pupils

• 150+ chaplaincies in schools, colleges, hospitals, the Metropolitan Police, Heathrow, railways, prisons, theatres, the forces, football clubs, Canary Wharf, livery companies, shops and City institutions • £1,000,000s raised each year for charities around the world • 1,500,000+ visitors and worshippers in St Paul’s Cathedral each year

The Vision and Strategy for the Diocese The current vision and strategy, Capital Vision 2020, was launched in 2013 and is our collective vision, which emerged from conversations with nearly 2,000 people. It is nearing its natural close in 2020. The new vision (to 2030) and strategy (to 2025) is currently being developed and we plan to launch it in the second half of 2020.

Operational Housing The operational housing portfolio incorporates the vital homes of the clergy as well as surplus/let assets and opportunity for parsonage development. The portfolio is subject to a rolling 5 year review to ensure that it is fit for purpose and cost efficient in additional to Quinquennial Repairs (cyclical 5 year repairs).

Operational Property • 400+ houses of varying ages and sizes •Valued at circa £850m • Expenditure of circa £7m

Let Operational Property • 130 properties •Gross income of £3m

Job Description

EMPLOYER: The London Diocesan Fund (LDF) JOB TITLE: Head of Housing RESPONSIBLE TO: Director of Housing and Investment Property RESPONSIBLE FOR: Staff: 5 direct reports We work within an overall Diocesan vision and strategy. As Capital Vision 2020 draws to a close, we are currently creating our ambitious vision and plans for 2030. Within this, The Head of Housing plays a key role in helping us deliver this through providing great housing for our clergy, as well as generating significant income and capital from spare housing. Overview

Main Responsibilities

Strategy and Leadership Support the Director of Housing and Investment Property, with direct reports and others as appropriate, in the development of the new property strategy to support the new Diocesan Strategy. Specifically: 1. Ensure that the structure and activities of the Housing team are aligned with strategic priorities and operational needs. 2. Work with the Director of Housing and Investment Property to ensure that appropriate governance procedures are in place for all aspects of the team’s work and that staff are working and reporting appropriately. Steer proposals through the relevant committees. 3. Work with the Director of Housing and Investment Property and Head of Environment and Sustainability to develop a strategy for the Housing portfolio to reduce our carbon footprint to agreed targets. 4. Lead Housing team, encouraging cohesion and shared commitment to the group’s principles and objectives. 5. Develop the Housing team’s focus on forward planning, project management, communication (to a wide range of stakeholders) and customer service. 6. Ensure the team is managed effectively and efficiently and that the agreed performance targets are achieved and take action if agreed targets are not on track to bring them back on track.

Housing 1. General

Ensure that the team’s activities are underpinned by appropriate service levels agreements in respect of all major aspects of its work, in order to more clearly define and communicate the service level being sought and provided. Ensure key suppliers deliver quality and value. Identify

trends and strategic opportunities. 2. Ongoing review of housing portfolio

Continuously review the suitability of properties to ensure that they are fit for purpose and cost efficient, identifying changes in the planning context that may permit development to release capital or create more accommodation. . 3. Quinquennial Repairs (cyclical 5-year repairs) Ensure that full plans and budgetary provision is made to ensure that all properties are surveyed 5 years after the previous survey and that any maintenance works required are undertaken the following year achieving best value and in a timely way. 4. Ingoing works (works undertaken to prepare the house for the next member of clergy) Ensure that ingoing works of an appropriate standard and in accordance with service level agreements are carried out as soon as properties become vacant to enable us to let properties when vacant or meet agreed deadlines for new clergy taking occupation.

5. Reactive and minor works Ensure an appropriate timely response, identify trends and issues, resolve issues, communicate well with suppliers and customers. 6. Manage suppliers and contractors effectively to ensure that best value is being delivered, review contracts regularly and tender as necessary. 7. Manage the housing portfolio effectively to enable the LDF to max- imise returns from properties that are not occupied by clergy, either on a short-term temporary basis or longer term. 8. Environmental Implement agreed environmental initiatives to reduce the portfolio’s carbon footprint to agreed targets. 9. Ensure appropriate financial/>Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22

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