Strategic Thinking

My ability to thrive in complex, challenging and trail-blazing environments is proven, I am extremely flexible, adaptable and work well under pressure. 

Strategic Planning

As a member of a Housing Association’s Senior Management Team I played an integral part in the Association’s strategic planning process.  It was my role to ensure the Association’s Key Objectives cascaded throughout the organisation via Performance and Development Reviews process and that a ‘bottom up’ approach to planning existed through staff and Committee engagement.

I am experienced in Business Planning and policy formulation:

• I supported the production of the organisation’s Business Plan and produced the Corporate Services &HR Internal Management Plan which featured in the Business Plan.

• I was involved in the business development of GREAT Gardens, Govanhill Housing Association’s wholly owned subsidiary company.

• I was heavily involved in Glasgow Housing Association’s Business Planning process as part of a small Implementation Team and presented broad principles to local committees.

• Whilst carrying out my role as Operational Support Manager I convinced Glasgow Housing Association’s Board of Management to provide a Furnished Let Service to its tenants and other landlords.  I developed the outline Furnished Flats Business Plan which predicted £4.2million income per annum with a planned expenditure of £3.7million and surplus of £0.5million.

• I was a member of Glasgow Housing Association’s Local Management and Investment Plan (LMIP) appraisal Team and was responsible for appraising Local Housing Organisation  LMIPs to ensure submissions were consistent with the Regulator’s guidance and Glasgow Housing Association’s overall objectives.

• I was responsible for housing management planning assumptions whilst working on Glasgow City Council’s Stock Transfer Feasibility Study.

Effective Strategic Partnerships

I am committed to the principles of partnership working, particularly in relation to the prevention of homelessness, improving the environment and creating secure homes for local communities.

I have excellent negotiating skills, I am able to influence decision-makers at all levels and have a great deal of influence outside of my own organisation.   

In the past 15 years, in particular, I have worked with a high number of agencies:

• I was a leading member of the SHARE HR Network which allows Human Resource Professionals in Housing Associations to benchmark services, share best practice and develop innovative solutions.   I developed the SHARE HR Network’s Benchmarking Framework and have hosted a number of events which considered staff development, HR target setting and performance management.

• I was also a first point of contact for many Association Directors and HR Managers seeking solutions to complex staffing issues such as:

• grievance and discipline
• competency frameworks
• internal audit contract procurement
• sickness absence management

• I have developed excellent working relationships with a range of stakeholders including Elected Members.

• Whilst at Glasgow Housing Association I worked closely with Communities Scotland (now the Scottish Housing Regulator) on the Local Housing Organisation designation and registration process and the approval of Glasgow Housing Association’s Policy Portfolio.  I also worked closely with various City Council departments relating to the delivery of services to local residents and in developing stock transfer protocols e.g. Homelessness.

Staff Management

My very practical management experience and my academic qualifications in Management have allowed me to develop extremely strong staff management skills.  I have held managerial roles throughout the past 28 years and as Neighbourhood Housing Manager I was directly responsible for the management of over 110 staff.

I have highly developed interpersonal and team working skills, and a proven ability to form partnerships, motivate, enthuse and drive individuals. 

I have a strong track record in resolving staffing issues without the need to resort to formal disciplinary action and I find that people respond well to my management style.  I have, on occasion, had to resort to making use of disciplinary action to resolve issues.  I see this, very much, as a last resort but often a way of encouraging staff to accept support or training.

Developing People

I have a proven track record in setting extremely high personal standards and ensuring delivery and I am recognised for the volume and quality of my work and my commitment to supporting others to succeed.

I am skilled in leading, coaching and managing people and have the ability to get the best from staff by motivating and developing them to achieve high performance despite changing circumstances.   

I have extensive housing management experience built up over a 25 year period and have a strong belief in effective delegation to encourage staff to expand their knowledge and experience, understand issues, improve their abilities and ultimately, career prospects.