Role Profile

Responsible to the Board of Management (the Board)

Summary of the Role:

The Chief Executive will be responsible to the Board for delivering the Corporate Strategy. They will also have overall executive responsibility for long-term financial stability and viability of the organisation, development of new business and growth opportunities and ensuring Lincs Rural meets its statutory and regulatory obligations, including the Health & Safety and well-being of people. The Chief Executive will also be a Board Member.

The Chief Executive will lead, support and develop the Leadership Team so that they empower colleagues, further develop Lincs Rural’s culture and drive this exceptionally people focused organisation forwards.

What an ‘Excellent Performance’ looks like: Consistently exceeds the expectations of the role and responsibilities, working in an innovative and caring manner to deliver excellent financial and operational performance. At all times uphold and sustain the founding principles of the Association and the highest possible level of the Investors in People Standard.

Key Responsibilities:

  1. To provide expert professional advice and direction to the Board in formulating the Corporate Strategy, and achieve the Strategic Objectives, Vision and Mission;
  2. To oversee compliance with health and safety legislation and best practice, ensuring an effective health and safety culture is embedded, robust management practices are in place and performance is reviewed;
  3. To maintain a focus on the future, be responsive to change, have a clear understanding of the external environment and the impact this has on the Association;
  4. To ensure that Lincs Rural HA complies with all Regulatory Standards, statutory and legislative requirements, Code of Governance, Policies and Procedures so that decisions taken at all levels are within a robust risk management framework, in accordance with a well-managed assurance framework;
  5. To provide overall leadership challenge and support to Lincs Rural’s Business Plan, including the delivery of agreed targets, efficiencies, value for money activity, and identification and management of key strategic risks;
  6. To maintain a climate where diversity is valued and championed, having special regard for the varying needs of different sections of the community;
  7. To be a visible and effective role model and leader to deliver clear Strategic Objectives by leading, inspiring and motivating people in a culture of trust and ownership where people feel empowered to make decisions and act on them;
  8. Provide clear, effective leadership by empowering and involving people to achieve exceptional levels of operational and financial performance, measured and assessed regularly, in line with the Investors in People Standard;
  9. To champion the value of Tenant involvement and empowerment ensuring customers have the opportunities to be actively involved in key decisions affecting them. Promote a culture where Tenant involvement truly influences the organisation and adds real value. Identify and forecast future housing and Tenant requirements in rural areas to inform strategic planning;
  10. To develop sustain staff capability to deliver continuous improvement, benchmarking performance against efficiency, effectiveness and economy, supported by a culture that encourages innovation;
  11. Operate in accordance with, and sustain at the high possible level, the Investors in People Standard and the principles, to ensure excellent staff performance;
  12. To proactively foster and maintain effective relationships with key stakeholders and partners to promote a positive reputation for Lincs Rural;
  13. Promote and implement the use of sustainable and affordable technology to reduce Lincs Rural’s environmental impact and for the benefit of Tenants;
  14. Progressively implement digitalisation of services, appropriate to current and future Tenants; and
  15. Demonstrate and maintain at all times the skills, knowledge and behaviours that are expected of an ambassador for the Association.

No Role profile / description can be entirely comprehensive and the Board may require the Chief Executive to undertake other duties from time to time, consistent with the status and responsibilities of the role.

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