Port Sunlight Village Trust

Chief Executive

Briefing Papers

October 2014

Chief Executive - Contents Page

Letter from Maggie Sparks, Chair

A Guide to Port Sunlight Village Trust

Port Sunlight Village Trust Business Plan *available to download

15 years for the Trust Another 25 Years for Port Sunlight *available to download

A copy of the Media Advert

Job Description and Person Specification

Organisational Structure Chart

Summary Terms and Conditions

Application Guidelines

Equality and Diversity Monitoring Form *available to download from www.emaconsult.co.uk

Introduction

About Port Sunlight Village Trust

About The Role

Other Important Documentation

Chief Executive

Introduction

Chief Executive

Chief Executive

About Port Sunlight Village Trust

Chief Executive

About Port Sunlight Village Trust

Port Sunlight Village Trust is a registered charity set up by Unilever in 1999. The Trust manages Port Sunlight Museum, all of the green spaces in Port Sunlight, some 250 houses and 8 principal buildings. The Trust now operates under the registered trademark Port Sunlight Museum & Garden Village.

The whole village is a conservation area with virtually every building within it Grade II listed.

The Trust's mission is to:

Preserve and Maintain the Port Sunlight Conservation Area its character, amenities, architectural and constructional heritage of buildings and open spaces or otherwise that are of beauty, architectural or constructional interest.

Promote understanding of the ideas underlying the foundation and development of the Port Sunlight Conservation Area, their social and economic context and their relevance to issues in the modern world.

The Trust is governed by a group of eight voluntary Trustees supported by a professional staff team led by a Chief Executive.

With the financial assistance of English Heritage, the Trust commissioned a Conservation & Management Plan which has been completed and is now in the process of being implemented.

About Port Sunlight Village Trust

Port Sunlight Village Trust is a registered charity set up by Unilever in 1999. The Trust manages Port Sunlight Museum, all of the green spaces in Port Sunlight, some 289 houses and 8 principal buildings. The Trust now operates under the registered trademark Port Sunlight Museum & Garden Village.

The whole village is a conservation area with virtually every building within it Grade II listed.

The Trust's mission is to:

Preserve and maintain the Port Sunlight Conservation Area its character, amenities, architectural and constructional heritage of buildings and open spaces or otherwise that are of beauty, architectural or constructional interest.

Promote understanding of the ideas underlying the foundation and development of the Port Sunlight Conservation Area, their social and economic context and their relevance to issues in the modern world.

The Trust is governed by a group of eight voluntary Trustees supported by a professional staff team led by a Chief Executive.

With the financial assistance of English Heritage, the Trust commissioned a Conservation & Management Plan which has been completed and is now in the process of being implemented.

Management of the Village

Port Sunlight became a conservation area in 1977. Nearly every building in the village is Grade II listed. Port Sunlight is arguably the finest surviving example of early urban planning in the UK. The original village is almost completely intact and has become one of the principal tourist destinations for Wirral. From about 1995, Unilever started to consider ways and means of handing the management of the village over to a suitable body so that the company could concentrate on its core business activities. After examining various models including the possible establishment of a housing association, it was eventually decided to create a registered charity and hence The Port Sunlight Village Trust was established in April 1999. The whole of the village that remained unsold was transferred to the Trust. The Trust has also been financially supported by Unilever and this will continue until 2017 when it will cease altogether. The long term aim for the Trust is to achieve a sufficiently high level of financial independence so that the future of the village is assured without reliance upon significant charitable donations. The Trust is managed by a Board of Trustees employing a number of professional staff and a team of gardeners to carry out various functions. Services for repairs and maintenance work, architecture, building surveying and legal matters are procured from external firms and consultants as and when required. The Trust's charitable objectives are firstly to preserve and maintain the character, the landscape and buildings within the Conservation Area of Port Sunlight and secondly to promote understanding of the ideas underlying the foundation and development of the village. The Trust works with a number of village societies and resident groups. The Trust also runs Port Sunlight Museum which was established in 2006 and forms the central platform to its mission of promoting the ideas surrounding the foundation of the village and its development. The museum is operated by a staff team supported by a group of volunteers. This was a £1million project funded by Heritage Lottery Fund and the European Regional Development Fund (Objective 1). Visitors are able to book walks with Village Guides who also give guided tours to coach parties. 650 of the homes in Port Sunlight are privately owned due to Unilever's decision to sell houses in the 1980's. Almost all are Grade II Listed and therefore subject to planning controls covering everything from the style of the chimney pots to the colour of the front door. The Trust also enjoys the rights to restrictive covenants that apply to all of the houses that have been sold. Through these, the Trust can also contribute to the control of the village heritage.

The Trust has opted to retain its existing stock of houses rather than sell and this is a core feature of the Trust's business strategy. The Trust owns 289 tenanted dwellings along with 8 principal buildings that are leased to various operators or clubs. All the visible green space in the village is in the ownership of the Trust. No owner occupier owns a front garden. The management of the landscape and its maintenance to a uniform standard is one of the remarkable features of this village that distinguish it from almost all others. This invariably adds to the "theatre" of Port Sunlight and establishes a somewhat opulent presentation for the village. It does more than this however as it also unifies all of the buildings together into a setting quite unique and delightful to the eye. Residents are actively encouraged to maintain their rear gardens and house frontages with complementary planting to a high standard and an annual Garden Competition is held to promote this.

Funding

Where it comes from and where it goes (2014/15 Budget)

Income £ Expenditure £

Residential Rents 1,762,366 Maintenance – Houses 610,924

Commercial Rents 155,074 Maintenance – Princ.Builds 148,870

Garages 104,000 Landscape 441,572

Museum 295,254 Museum 459,495

Interest & Other Income 16,018 Admin Legal Insurance 545,237

TOTAL 2,332,712 TOTAL 2,206,098

Unilever Covenant 619,812

Including Covenant 2,952,524

We have been quietly building up our income stream of rental year by year though a

programme of refurbishment so that when the Unilever support finally ceases in 2017, we

should be able to carry on with our work without recourse to fundraising campaigns as

other charities have to.

We are a true social enterprise and as you can see we are just emerging with a small

surplus of income in excess of our expenditure before the Unilever covenant is brought

into account.

The extra cash incoming is critical to us over the next few years as there are still some 90

houses requiring refurbishment. Broadly we complete about 15 per annum.

In getting to this point, the Trust as an organisation has developed considerably and is a

far more complex organisation. Today, we have 8 Trustees and we employ 45 people with

26 full time posts. There are a number of trained tour guides and we engage directly with

25 volunteers who we are now encouraging to get involved in several areas of our

activity.

Some jobs are just unique

Chief Executive, £74k plus benefitsWhere else might your portfolio include approximately 900 Grade II listed homes, a museum, a theatre and 130 acres of village gardens, all of which is designated as a conservation area? Port Sunlight is considered by many to be the finest surviving example of early urban planning in the UK, and our new Chief Executive will help ensure that it continues to thrive, and to delight this and future generations.This role demands a breadth of perspective and a professional understanding of estate and museum management, heritage conservation and an appreciation of the village and its setting. You should be an engaging and compelling individual, able to be an influential ambassador for the Trust, with very diverse audiences. And our size dictates that as well as being a strategic and outward looking individual, you will also need to be comfortable being close to the detail and accountable for operational delivery. For an informal discussion, please contact Anne Elliott at EMA on 01926 887272. For a copy of the briefing papers visit www.emaconsult.co.uk, call 01926 831467 or email responsehandling@emaconsult.co.uk, quoting reference EMA232. Strictly no agencies, please. Closing date: noon on 28 November.

Chief Executive

About The Role

Chief Executive

1 Job Descriptions/Chief Executive (Sept 2014)

Job Description

Chief Executive Officer

Key responsibilities: To provide leadership to the Port Sunlight Village Trust (the Trust) and to be responsible for the management and administration of the Trust within the strategic and accountability frameworks laid down by the board of trustees. Together with the Chair to enable the board of trustees to fulfil its duties and responsibilities for the proper governance of the Trust and to ensure that the board receives timely advice and appropriate information on all relevant matters. The Chief Executive Officer is responsible to the board of Trustees as a whole but is usually managed by the Chair of Trustees on behalf of the board.

Duties and tasks to fulfil the key responsibilities: To provide leadership to the Trust and to be responsible for the management and administration of the Trust within the strategic and accountability frameworks laid down by the board of Trustees.

Leadership

To lead, inspire and motivate staff and volunteers;

To assist the Board in agreeing the values, ethos, vision and mission of the Trust;

To lead the review and development of a medium to long-term strategy for the Trust within its objectives, vision, and mission, and to obtain the approval of the Board;

To develop the work of the Trust in order to achieve the agreed strategic plan and its objectives, vision and mission and thus to ensure that the Trust is focused on achieving the strategic priorities;

To ensure that the Trust`s values, ethos and policies are relevant, fair and consistently implemented;

To develop an organisation that is constantly seeking ways to learn and to improve its performance;

To develop and maintain an environment that attracts and retains the best staff and volunteers.

2 Job Descriptions/Chief Executive (Sept 2014)

Management

To be accountable to the Board for the proper and effective management of the Trust;

To run the Trust efficiently and effectively by ensuring that the charity has an appropriate management structure and management systems in order to fulfil its strategic objectives and to carry out its work;

To ensure that all management policies and decisions support the agreed vision, mission, values, philosophy and strategic priorities of the Trust;

To ensure that business, operational and annual plans to underpin the strategic plan are developed, agreed and implemented;

To identify appropriate methods for monitoring the performance of the charity and to report back to the Trustees on the performance of the charity against its strategy, its business, operational and annual plans, and against the annual budget as approved by the Board.

To ensure that the recruitment, management, training and development of staff reflect good employment practice and are directed towards achieving the Trust`s objectives;

To ensure that the Trust is aware of best practice and that it constantly works to achieve this within the constraints laid down by the Trustees and resources available.

Finance and risk

To be responsible overall for the financial health of the Trust including developing, overseeing and monitoring an effective programme of income generation;

To ensure that the major risks to which the Trust is exposed are reviewed regularly by the Board and the senior management team, and systems have been established to mitigate these risks; and to ensure a risk analysis is automatically carried out when taking on new projects or proposing new projects to the Board;

To ensure that there are effective mechanisms to ensure the robustness of external and internal controls (financial and non-financial);

To ensure that the health, safety and well-being of all employees, clients, visitors, contractors and other stakeholders is maintained and that the Trustees are regularly advised of all appropriate key risks and any breaches, remedial actions or necessary to policy and procedures.

External and internal relations

To foster good communications throughout the Trust and externally;

To develop, as appropriate, the Trust’s public profile and foster good relationships with government, statutory, voluntary and private bodies and other external stakeholders;

To set up mechanisms for listening to the views of current and future beneficiaries on the performance of the Trust as well as on areas for future development;

3 Job Descriptions/Chief Executive (Sept 2014)

To scan the external environment for changes that may affect the Trust, to advise the Trustees proactively and to take necessary action;

To ensure that the application of all the Trust’s policies and procedures in a fair and equitable way reflecting the diversity of all current and future stakeholders and meeting, as a minimum, all regulatory requirements.

Legal and regulatory compliance

To ensure that the charity fulfils all its legal, statutory and regulatory responsibilities.

Together with the Chair to enable the Board of Trustees to fulfil its duties and responsibilities for proper governance of the Trust and to ensure that the Board receives timely advice and appropriate information on all relevant matters

Strategy and planning

In partnership with the Chair, to ensure that the Trustees set the values, ethos, vision, mission strategic objectives and strategic priorities for the Trust.

Ensuring high quality governance

Draw the Board`s attention to matters that it should consider or decide;

Ensure that the Board receives all necessary advice, guidance and information on matters relating to current performance, the short and long-term future of the Trust, regulatory and legal compliance and other appropriate issues; making sure that such advice, guidance and information are timely, honest, balanced and relevant;

To ensure that the staff understand and support the governance role of the Board and that there is a positive and constructive working relationship between the Board and the executive;

To ensure with the Chair that the Board of Trustees reviews regularly the Trust’s governing instruments, the Trust`s governance structure and to assist with the Boards assessment of its own performance;

In partnership with the Chair to ensure that the Board`s delegated authority is recorded in writing, understood fully by staff and volunteers and that all agreed reporting procedures are follows;

To work closely with the Board to ensure that the Board has on it the skills it requires to govern the Trust well, and that the Board has access to relevant external professional advice and expertise;

To assist the Chair in ensuring that there is a systematic, open and fair procedure for the recruitment or co-option of Trustees, future Chairs of the Board and future Chief Executives;

To work with the Chair to ensure that all members of the Board receive appropriate induction, advice, information and training (both individual and collective) thus getting the best thinking and involvement of each member of the Board.

4 Job Descriptions/Chief Executive (Sept 2014)

Board Meetings

To ensure that the Board is given the information it needs to perform its duties;

In partnership with the Chair, to develop an annual programme of Board and committee meetings and trustee away days;

In partnership with the Chair to ensure that the right and appropriate items reach Board agendas and that high-quality papers support each item on the agenda;

To assist the Chair in ensuring that the Board focuses on its governance role by making sure that the Board agenda and papers do not draw the Board away from governance and into unnecessary detail and management issues;

To report regularly to the Board of Trustees on the performance of the Trust, progress towards strategic priorities and the achievement of the Board policies;

To submit high-level policy proposals for the approval of the Board or assist the Board in developing these policies and to be responsible for the efficient and effective achievement of these policies;

To implement Board decisions.

Relationship with Chair of Trustees

To have regular one to one meetings with the Chair at which the Chair and Chief Executive can talk openly, discuss progress and problems, agree expectations of each other, plan the Board`s annual programme together and prepare for meetings; (The Chief Executive and Chair should ensure that there are no “surprises” between Chair and Chief Executive at Board meetings or elsewhere).

In close consultation with the Chair to agree respective roles in representing the Trust and acting as spokesperson at public functions, public meetings and to the press or media.

Day to Day and Supervision

To organise daily work and supervision in accordance with the attached Chief Executive Job Task Analysis

No job description can be entirely comprehensive and the jobholder will be expected to adapt and carry out such other duties as may be required from time to time, on the understanding that they will be within the individual’s remit and capability, and consistent with the status and responsibilities of the role within the organisation.

5 Job Descriptions/Chief Executive (Sept 2014)

CHIEF EXECUTIVE JOB TASK ANALYSIS

The organisation can be broken down into five fundamental activity areas:

1. Finance

Under the day to control of the Finance Manager, consists of financial planning, budget monitoring, management accounts, capital planning, insurance, cash flow and credit/debit management.

This department is essentially self-sufficient and requires little day to day support from the CEO. The CEO’s main interaction is in budget setting, cash flow and management account reporting to the Trustees. The Finance & Administration Manager reports to the CEO and is also responsible for the day to day supervision of office administration.

There is an over-arching strategic objective that must remain the responsibility of the CEO. The Trust must achieve financial independence from Unilever by April 2017 and the strategies and activities of the Trust must accommodate this criterion.

2. Port Sunlight Museum

Under the day to day control of the Heritage Manager, consists of Museum & learning, conservation, visitors, event organisation, marketing and Museum & Heritage related fund raising. Where appropriate the Heritage Manager will take a lead day to day role in significant projects (e.g. moving the Museum to full accreditation).

This department for the most part is self-sufficient and requires little day to day support from the CEO. The CEO’s main interaction is in the areas of marketing and fund raising. In the case of a major project in this area, such as an HLF Application, the CEO would be expected to take the role of Overall Project Manager. The Heritage Manager reports to the CEO.

3. Conservation of the Heritage

The Heritage Manager is expected to engage with local residents, the local authority and other agencies to effectively oversee the protection of the Heritage in Port Sunlight.

The CEO’s main involvement will be with strategic initiatives, supporting the Heritage Manager with negotiations and in dealings with the local authority and other agencies for example work with the local authority to take forward enforcement action against inappropriate alterations and to assist residents with the ongoing conservation of their houses such as Local Listed Building Consent Orders

The CEO will need to ensure that there is adequate monitoring of the Heritage in the village and any erosion that it may be suffering and that adequate records are being maintained.

4. Human Resources

The organisation has developed into a complex structure. There are in excess of 40 employees and approximately 30 volunteers. Many employees are part time and in the main, they are employed in Museum related activities. Most volunteers are also involved with the Museum.

The Human Resources function is managed by the Estates and HR Manager and the CEO would need to be involved in the development of HR Policy and strategy and matters of discipline.

6 Job Descriptions/Chief Executive (Sept 2014)

5. Estates, Housing & Property

This is a particularly complex part of the Trust’s activities and the one in which the CEO must have the greatest focus of attention.

This activity is best considered in four sub-divisions:

(i) Soft Landscaping – managed on a day to day basis by the Trust’s Estates and HR Manager who reports to the CEO.

This effectively consists of the maintenance of the Village’s ‘green open spaces’ and trees to ensure that the Trust’s standard of upkeep are maintained. This work follows annual and cyclical activities and is carried out under strict budget control. This also entails managing the Gardening Team (currently 12 employees) and any contractors that may be used, together with any special events such as festivals and competitions e.g. Britain in Bloom.

This area should not require much, if any, day to day input from the CEO, except for major activities.

The reputation of the Trust is strongly linked to the standard at which the village landscape is presented and this area is of great importance to the Trust.

(ii) Hard Landscaping – maintenance of roads, walls, pavements, monuments, lights and signs where these are unadopted by the local council must be maintained to a satisfactory standard. The CEO is expected to oversee overall strategy and the development of proposals that may often involve a Conservation or Heritage perspective in which case there will also be the involvement of the Heritage Manager.

The Estates & HR Manager would be directly responsible for supervising any procurement and implementation in these areas.

(iii) Building Maintenance – managed on a day to day basis by the Estates and HR Manager. This covers repairs to houses, garages, roads and major buildings, periodic inspections in respect of electrical and gas safety, cyclical maintenance, repairs programmes and house refurbishments.

The CEO will need to monitor maintenance and repair standards and procedures to ensure that the Trust’s rented stock both houses and principal buildings (the principal income generators of the Trust) are sufficiently well maintained to sustain rent levels. The CEO will also need to ensure that there is compliance with any legal statutory obligations eg Gas safety inspections.

(iv) Housing Management – working with the assistance of the Housing Officer, the Estates & HR Manager is responsible for ensuring the optimal return from the Trust’s housing stock. This will be achieved by effective management of:

(a) Existing tenants – rent reviews, providing the interface with and communication channel for tenants. The property in this area comprises houses, flats and garages.

(b) New tenants – re-letting existing or newly acquired property at open market rents. This will entail making recommendations regarding renovation as well as rent levels to be charged.

(c) Where house renovation is undertaken, the Estates and HR Manager will undertake the responsibility for procuring and overseeing the work to ensure it is carried out cost effectively, to time and to the appropriate standard.

(d) Although there is a general presumption against the sale of any property, there are still possibilities for certain tenants to buy their homes although this is seldom exercised. The CEO must ensure that appropriate valuations are provided to Trustees and that charitable law in connection with the sale of property is fully complied with.

7 Job Descriptions/Chief Executive (Sept 2014)

The remaining areas all require the direct supervision from the CEO.

Commercial Leases – the CEO is responsible for ‘maintaining the commercial worth’ of the commercial leases. This, under normal circumstances, will comprise rent reviews and repair management. Repairs can be either at the Trust’s cost or the tenant’s. Where repairs are part of the tenant’s lease agreement, the CEO is to make regular surveys to ensure compliance to protect the assets.

The CEO should flag up any concerns regarding the future ability of the tenant to meet their commitments. The CEO must offer early proposals for ensuring the future commercial return from these ‘problem’ leases. Where appropriate, the CEO will represent the Trust in any subsequent legal procedures.

The Commercial leases are associated with the iconic buildings of the village. The CEO will ensure that strategies are implemented to bring all these buildings up to a satisfactory state of repair and for their ongoing maintenance.

Property Developments and Major Repairs – from time to time the Trust will embark on major property developments, major repair schemes, conversion of or demolition of existing property, new build or exploitation of existing open space. The CEO is expected to take a lead role in the formulation of such proposals, supervise any consultative process required and represent the Trust’s interests on a day to day basis. For example there is a major programme just commenced for the upgrading of the Trust’s stock of some 320 garages

Information Technology – The Trust does not have its own in-house IT specialist. Consequently the maintenance of IT systems is managed by an outside organisation where most of the work can be carried out remotely through use of the internet. The same applies for the Trust’s telecommunication arrangements.

The CEO will take the lead in determining the Trust’s overall IT strategy and oversee its implementation and any necessary procurement.

Unilever Covenant – The Trust has been supported from its inception by Unilever who have paid an annual amount under a binding deed of covenant. This expires upon the last payment in April 2017.

The covenant makes provision for a final review “if necessary” and the possibility of one final payment. The CEO will need to oversee preparations for any final negotiations that may become possible as this agreement concludes.

Risk Management – The Finance & Administration Manager is responsible for insurance, however, the strategic analysis of risks generally, how they are managed/mitigated and the development of appropriate strategies to deal with risk and the subsequent evaluation of their effectiveness will remain the responsibility of the CEO

Governance – Working in close liaison with the Chair and all other Trustees, the CEO will contribute to all policy and strategic decisions and will also ensure that the Trustees are adequately supported to enable them to effectively govern the organisation.

Person Specification Chief Executive Officer

The Trustees of Port Sunlight Village Trust (“The Trust”) look to their Chief Executive Officer for support in achieving their aims and objectives as a vibrant charitable organisation with clear aims and objectives.

The Chief Executive Officer will be able to demonstrate a wide range of skills and attributes, the most important of which are listed below with an indication of how essential they are. Such attributes and skills also form the basis of the CEO’s annual appraisal.

Skills and attributes Essential (E) or Desirable (D)

Professional skills An ability to work with Trustees, providing effective daily management of the Trust and contributing to the strategic development of the organisation

E

An innovative and analytical approach, including an understanding of risk assessment and mitigation, showing risk awareness rather than risk aversion.

E

Educated to at least degree level D

Possess a professional qualification in a discipline relevant to the work of the Trust E

Working with Trustees Experience of working closely at Board level, sharing responsibilities for the strategic development of the organisation and advising regarding policies

E

Empathy with the charitable aims of the Trust including the importance of promoting the living heritage of the village whilst encouraging the recognition of the village as an educational and historical resource.

D

Public relations Using first class presentation skills, an ability to promote the work of the Trust and importance of the village to a wide range of audiences including the media, visitors from home and overseas, social media users and historical researchers.

E

An understanding of the importance of the village in a local, regional, national and international context. D

Commercial acumen An ability to develop and manage an effective long-term business plan E

Experience of long-term and short-term financial planning to ensure the economic health of the Trust E

An innovative approach to provide Trustees and other stakeholders with robust financial and management information to enable effective decision making.

E

An understanding of best practice in procurement D

An ability to build effective relationships with funders, financial institutions and major stakeholders to maintain and improve the status of the Trust E

Management and leadership An ability to inspire the work of others and to focus the organisation on the delivery of excellent services E

Awareness of the current employment legislation and best practice including issues of equality and demonstrable experience of managing diverse work groups.

D

Senior management experience with multi-disciplinary teams (possibly volunteers). E

An ability to help employees and volunteers develop their full potential, tackle poor performance and champion success. E

Charities and regulation An understanding of the regulatory environment for charities and companies in the Not for Profit sector. D

Information technology Computer literate with an ability to creatively use IT tools to assist the Trust in its financial planning, day-to-day management, promotion of its activities and the presentation of information to Trustees and other stakeholders.

E

Staff Team Structure

Chief Executive

Finance Manager Heritage Manager Estates & HR Manager

Finance Assistant

Office Administrator

Marketing & PR Manager

Learning Officer

Conservation Adviser

Collections & Exhibitions Officer

Events Co-ordinator

Team Room Supervisor

Visitor Services

Manager

Visitor Services Assistants

Casual Assistants

Maintenance Officer

Housing Officer

Gardening Team

Cleaning Staff

Volunteers Casual Team Room

Assistants

Chief Executive

Summary Terms and Conditions

Salary: £74k per annum

Pension: 5% of annual salary as an employer contribution

Holiday Entitlement: 25 days annual leave per annum

Relocation Policy: The Trust has a relocation policy in place

Note:

A full statement of the main Terms and Conditions of Employment will be supplied

with any formal offer of employment. The above information may be helpful to

applicants as a guide, but should not be treated as a substitute for a full contract.

Chief Executive

Other Important Information

Chief Executive

How to Apply – Chief Executive

Thank you for expressing an interest in the position of Chief Executive at Port Sunlight

Village Trust. If you have read the candidate briefing papers and you would like to apply for

this position, please follow the guidelines below.

Application Process

Please submit an up-to-date Curriculum Vitae (CV) and covering letter, ensuring that you

quote reference EMA232. It is important that your CV/letter highlight supporting evidence of how your previous experience and skills relate to the criteria outlined in the role profile and key accountabilities. Within your CV, please supply the following:

Full name and postal address;

Work and home telephone number, mobile number and email address (NB most written communication with you will be electronic);

National Insurance number;

Employment history (explaining any gaps);

Education and dates your qualifications were obtained;

Current Memberships of relevant professional associations/Institutes and dates;

Current or most recent salary.

We also request that you complete an Equal Opportunities Monitoring Form which is

included in this pack and available to download from our website (www.emaconsult.co.uk).

The timetable for the Selection Process is included below. In your supporting letter, please

write advising why you are interested in this post, and what you will bring to Port Sunlight.

Could you also advise us if you have any difficultly with the outlined dates and/or any other

dates when you are unavailable for assessment. We try to offer flexibility but it can be

difficult to convene the selection panel outside the advertised selection dates due to diary

commitments.

Please return your application by 12 noon on Friday 28 November 2014 (electronic

submissions preferred) to our retained consultants at EMA Business and Management

Consultancy Limited (EMA) to responsehandling@emaconsult.co.uk. Your application

will be treated with strictest confidence.

If you wish to send a hard-copy by post, the full address is as follows:

EMA Business and Management Consultancy Limited

13 Dormer Place

Leamington Spa

Warwickshire

CV32 5AA

Assessment and Selection Process

All applications will be measured against the essential and desirable criteria when selecting a

shortlist of applicants for interview. If you have been successful at this stage EMA will

contact you via telephone/email immediately following the initial shortlisting meeting. If you

are unsuccessful at this stage you will receive a letter from us informing you of this decision.

Timetable

The information outlined below has been agreed with Port Sunlight Village Trust:

Process Date

Advert Appears

Inside Housing – 31 October 2014

Sunday Times Online – 31 October 2014

Guardian Online – 31 October 2014

Planning Online – 31 October 2014

Advertised Closing Date for Applications Friday 28 November 2014 – 12 noon

Shortlisting meeting Candidates are not required to attend

w/c 1 December 2014

First Interview Stage w/c 12 January 2015

Final Interview Stage w/c 26 January 2015

If you are invited for interview, you will be asked to bring along evidence of your professional qualifications as described on your CV.

Contact Details

If you have any queries about the position or the selection process; or if you would like an

informal and confidential discussion with our consultant, please do not hesitate to contact

Anne Elliott on 01926 887272.

Thank you for your interest in this position.

Anne Elliott Anne Elliott Managing Director EMA

Equal Opportunities Monitoring Form

This information is required so that we can monitor the implementation of our equal opportunities policy. It

will enable us to compile statistical information about applicants, in relation to sex, age, ethnic background

and disability, for the purposes of comparison with similar statistical information on those actually

recruited. It will not be used for any other purpose, and will not be looked at by those shortlisting or

interviewing candidates. We would encourage you to complete it so that we can have a full picture of our

recruitment and selection patterns.

Name:

Date of birth:

Male/Female * (please delete as appropriate)

Position applied for: Chief Executive

Where did you see this job advertised?

Do you have any disabilities? Yes/No *(please delete as appropriate)

How would you describe your ethnic origin? Please indicate one of the following categories:

A White:

British

English

Irish

Scottish

Welsh

Other white background, please specify:

B Mixed heritage:

White and Asian

White and Black African

White and Black Caribbean

Other mixed background, please specify:

C Asian or Asian British:

Bangladeshi

Indian

Pakistani

Other Asian background, please specify:

D Black or Black British:

African

Caribbean

Other Black British background, please specify:

E Chinese or other ethnic group:

Chinese

Other, please specify:

F Prefer not to say:

These categories do not refer to the place of birth, citizenship or nationality, but to the ethnic group to

which you belong.

I hereby give my consent for the information contained in this form to be processed for monitoring

purposes

Signature: Date: