DIRECTOR OF STRATEGY AND PERFORMANCE - APPOINTMENT BRIEF MAY 2021 - Prospectus
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DIRECTOR OF STRATEGY
AND PERFORMANCE
APPOINTMENT BRIEF
MAY 2021
Appointment Brief | May 2021 1
CONTENTS
Introduction 3
About Centrepoint 4
What we do 5-6
Centrepoint at a glance 7
Organisational structure 8
Role description 9
Key responsibilities 10-11
Person specification 12
Centrepoint values and behavioural framework 13-14
How to apply 15
OUR VISION
To end youth
homelessness
by 2037.
2 Director of Strategy and Performance | Centrepoint
INTRODUCTION
I am delighted that you are
considering becoming Centrepoint’s
Director of Strategy and Performance.
I hope that at the end of this process
you will want to come and help end
youth homeless by 2037.
Centrepoint was established in 1969
by an inspirational group led by Rev.
Ken Leech, Vicar of St Anne’s Church
in Soho, London.
Determined to do something about the scores of homeless young people sleeping rough
around his parish church, Ken got a handful of volunteers together. Armed with just £30, they
cleared the basement of his vicarage and got going. They insisted that the young people they
hosted must get involved in productive activity and I am delighted that even now, we stay true
to that ethos, and to their vision that youth homelessness should be eradicated in the UK.
We believe that youth homelessness can be ended. We know that it has many triggers, and
that it is a threat that can never be removed entirely. Nonetheless, we believe the number of
young people being made homeless can be substantially reduced; a safe and stable place can
be provided quickly for those affected; and they can be settled rapidly into a permanent home
as soon as they are ready to live independently. We also know that this vision can only be
realised by mobilising people; organisations; and governments; and working with them to bring
about change across society. We are ready for the challenge and raring to go.
Since 1969, we have helped more than 150,000 young people to change their stories and
leave homelessness behind. However, with so many young people asking for help with
homelessness each year, youth unemployment so high and a considerable dearth of affordable
housing, we have our work cut out to help today’s homeless young people grasp a better
future. Thus, we start with offering them the safety and security of a decent place to live
and then go further. We invest in inspiring and motivating them to get healthy and stay
healthy; and to gain skills, training, qualifications, and employment. Recently, we launched a
new independent living programme through which we are investing in delivering genuinely
affordable starter homes for those who are ready to live independently.
We are looking for a leader who is as passionate as we are about ending youth homelessness
and about helping young people to get skills, a job, and an affordable home; an experienced
and innovative leader who has the gravitas and interpersonal skills to inspire a diverse range
of stakeholders to take action to realise our vision; and someone who wants to be part of a
dynamic and ambitious team.
This is an exciting opportunity to help so many marginalised young people to change their
stories. I hope it excites you as much as it does us and I look forward to meeting you.
Seyi Obakin OBE
Chief Executive
Appointment Brief | May 2021 3
ABOUT CENTREPOINT
WHAT IS CENTREPOINT?
Centrepoint exists to make a difference for young
people - a difference that lasts. Our vision is to end
youth homelessness nationally by 2037. We will
achieve this by delivering exemplary services for
young people, and use the insight from this work to
drive systemic change.
We are passionate about our work, seeing in all our
young people what they can be rather than what
they are. We see their potential rather than their
limitations and we share their hope that, with our
help, they will realise their ambitions.
As we work towards this, our core values underpin
everything we do.
WHAT ARE OUR VALUES AND WHAT DO
THEY MEAN TO US?
Integrity
We always put the good of young people and
Centrepoint first.
Energy
We are ambitious for young people and we have
relentless drive, commitment and resilience to
achieve that.
Humility
Our work is a service that supports and challenges
each person in our sphere of influence to fulfil their
potential and ensure that they are engaged and
inspired to perform.
Entrepreneurship
We are enterprising and innovative - professional,
optimistic and always thinking about how to improve.
Accountability
We know what we have to do and why. We have high
standards and expectations of ourselves.
Focus
We deliver for, and with, young people in a way that
is creative, inspiring and enjoyable.
4 Director of Strategy and Performance | Centrepoint
WHAT WE DO
OUR APPROACH
Young People at the Centre
We are ambitious for young people and we strive to
put them at the centre of our work. The work that we
do is always informed by the needs of young people,
and we are committed to empowering young people
to influence every aspect of what we do.
Preventing Youth Homelessness
The housing system can be confusing, but there is
help out there and young people don’t have to wait
until they’re on the streets to get it. The Centrepoint
Helpline works to prevent youth homelessness by
offering free and confidential advice and support to
anyone in England aged 16-25. It also offers advice
to people worried about a young person they know.
The Centrepoint Helpline helps with issues including
sofa surfing, options for when the council cannot
provide support, pregnant women and those with
children, non-UK citizens and those fleeing violence.
OUR STRATEGY We connect callers to the right services as quickly
as possible and help young people put a plan into
action.
Our new strategic period - “Change The Story: Ending
Youth Homelessness All Together” - commenced in
Safe and Secure
April 2021. Central to the strategy is our vision to
end youth homelessness nationally by 2037. This
Supported Housing forms a fundamental stepping
means that nobody born today will need to face
stone in building a future where young people
homelessness when they reach 16. This is something
can realise their potential. To give homeless young
that we cannot achieve alone. We will deliver
people safety and security, we provide a range
exemplary services for young people, and use the
of accommodation types starting from short stay
insight from this work to drive systemic change.
assessment centres through to hostels and longer-
term accommodation in supported foyers and
During the next five years we will:
flats. Our aim is for young people to live in these
i. Optimise the way that we work to build the accommodation types for a maximum period of two
capacity needed to deliver this strategy. years.
ii. Prevent those young people who face immediate
homelessness from experiencing it. Enable, Inspire and Motivate
iii. Support those young people who become The focus of our support work is to inspire and
homeless by delivering exemplary and innovative motivate each young person to achieve the right
services that lead to a home and a job. outcomes for them. Our young people have varying
iv. Amplify the voices of homeless young people, needs and we work with each young person as an
promoting solutions that break the youth individual, focusing on their particular needs. We
homelessness cycle. offer interventions that are directed on:
Appointment Brief | May 2021 5
WHAT WE DO CONTINUED...
• Health - As you can imagine, being homeless is Partnering, Campaigning, and Orchestrating
not easy for a young person. A significant number
of our young people report various health issues We cannot end youth homelessness without
and many are neither registered with a GP nor mobilising society to drive systemic change.
have much knowledge of how to live healthily.
• We encourage and support other organisations to
Mental health is a particular problem as sixty
deliver services that are proven to reduce youth
percent of our young people report experiencing
homelessness. This includes over one hundred
a mental health issue. Our services include
organisations that are part of our partnering
counselling, exercise, healthy living workshops,
network.
sexual health and emotional support. We also
work with several partners to ensure that • We campaign to influence the policies that
young people receive the support they need impact on young homeless people, including
expeditiously. housing, skills, education, benefits and health,
at all levels of government. Our influencing is
• Skills 4 Work - Many homeless young people
supported by research, including commissioned
have missed out on both formal education
studies, and importantly what young people tell
and vocational training. Many have negative
us every day through our service provision.
experiences from their previous education and
need intensive support to restart learning. Our • We work equally hard to mobilise society,
highly experienced and dedicated team offers encouraging people to get involved by giving
information, advice and guidance, as well as time and/or money. We orchestrate changes to
functional skills tutoring; traineeships; and expert practice, supporting local authorities and local
advice and support to secure employment. agencies around the country not only to secure
the best outcomes for homeless young people,
• Skills 4 Life - A number of homeless young
but also to deliver much needed services.
people have not had the chance to develop the
skills that they need to live independently. We
work with young people to develop the ability to
manage their finances and maintain independent OUR FINANCES
homes. We also support young people to access
free legal advice on a wide range of issues We are currently finalising our financial results for
including employment rights, housing rights, 2020-21, and despite the pandemic they remain
consumer rights, civil liberties, social welfare, and strong. Income for the year ending 31 March 2020
immigration. was £44 million, an increase from £34 million in
2018-19. The main driver for the increase was
Live Independently voluntary income, which amounted to £23.4m, an
increase of £4.9 million from 2018-19, as well as
Once young people are ready to move on from our the surplus on the sale of a housing property of £4.2
supported services, we work hard with them to find million. The remaining income is largely made up of
appropriate options for living independently. This statutory contracts and rental income. Total reserves
could be council or housing association property, stood at £22.8m, of which £10.7m has been invested
private sector housing, or one of the independent in fixed assets, mostly properties that young people
living units we are now developing ourselves. We so desperately need.
already offer 100 beds of accommodation that we
are converting for independent living. However, with
options so tough for young people, our ambition is
to offer an additional 300 beds of independent living For more information about the charity please visit
accommodation for young people by 2026. our website www.centrepoint.org.uk
6 Director of Strategy and Performance | Centrepoint
CENTREPOINT AT A GLANCE
ORGANISATIONAL STRUCTURE
Chief Executive
Executive
Assistant
Director of Director of Director of Director of People,
Director of Director of Policy
Support & Strategy & Finance & Skills &
Fundraising & Communication
Housing Performance Compliance Employability
Housing & Support Strategy, Cross- Individual Giving & Databank Research
organisational Legacy & Evaluation
Includes Finance
participation, change, & Centrepoint Works
immigration Digitisation
support
Independent Living
Appeal People Policy
Technology Procurement
Includes Skills
Business Development, HR
Development
Data Insight & Media & Public
Performance Philanthropy Internal Audit Affairs
Volunteering
Health & Wellbeing
Centrepoint
Quality & Communications
Helpline Trusts & Statutory
Compliance Relationship
Property & Facilities Director
Management CP Trading Ltd
Psychologically
Informed Corporate Centrepoint Alumni
Environment Development
Property
Devlopment
Includes
Independent Living
Partnerships
Regional
Fundraising
End Youth
Homelessness
Board of Trustees Senior Executive Team
Centrepoint’s Board of Trustees is made up of The Senior Executive Team, which this
twelve voluntary members, selected based on their role is part of, takes responsibility for
expertise. implementing Centrepoint’s overall strategy.
The principal role of the Board is governance. It decides on and introduces new directions to
Within this, the Board supports executives, stretch keep Centrepoint’s strategy relevant in a constantly
and challenge them constructively, set strategy, changing world.
and scrutinise performance accordingly. These
The team consists of seven staff members,
activities are carried out with the overarching view
including the Chief Executive who is ultimately
of stakeholder interests (especially young people)
accountable to the Board of Trustees.
and Centrepoint’s governance rules.
8 Director of Strategy and Performance | Centrepoint
ROLE DESCRIPTION
Job title Director of Strategy and
Performance
Career family Senior Executive Team (SET)
Salary Circa £85,000 per annum
Reports to Chief Executive
OVERALL PURPOSE OF THE ROLE
Centrepoint’s vision is to end youth homelessness
by 2037. Our driving goal is therefore to deliver
exemplary services that lead to a job and a home
for young people and to use insight from this work
to partner, campaign, and influence others to drive
change across society.
The Director of Strategy and Performance is a
member of the charity’s Senior Executive Team and as
such has joint responsibility for delivering this goal.
The particular responsibility of this role is to
work closely with the Chief Executive across the
organisation to ensure delivery of the strategy, joining
up people, processes, and technology. They will also
take executive responsibility for delivering insight
that amplifies the impact of our work; digitisation
of services for colleagues and young people; and
Centrepoint’s crisis advice service - the Centrepoint
Helpline.
The Director will:
• Focus relentlessly on the vision and balance
effectively the trade-offs between long-term
strategies and medium to short-term imperatives.
• Build collaborative relationships with senior
executives and other staff members to enable
successful execution of the strategy.
• Promote and protect Centrepoint’s leading status
and reputation, building key relationships with
senior leaders across, and where necessary,
beyond the sector.
• Reinforce and promote Centrepoint’s values
personally, both internally and externally.
Appointment Brief | May 2021 9
KEY RESPONSIBILITIES
Leadership • Establish and develop strong interpersonal
relationships with the Chief Executive, the Senior
• Work with the Chief Executive, Senior Executive Executive Team, and a wide range of internal
Team, and across the organisation to optimise stakeholders, negotiating with and influencing
Centrepoint’s performance in executing the peers, other colleagues, and the Chief Executive
strategy. This will include scanning the external as required.
environment to understand the changing
• Foster an inclusive organisation, challenging
landscape (including in thinking and legislation)
discrimination and promoting equity, diversity,
and bringing that insight to bear across the
inclusion, and cohesion.
organisation, informing, training and coaching
people, as appropriate. • Work with others and as part of cross directorate
teams to ensure communications within and
• Provide strategic and operational leadership that
between the teams are effective and successful
inspires and motivates staff within the team and
outcomes are delivered.
more widely across the charity. This will include
articulating the vision and strategy in a way that • Representing Centrepoint externally and
creates excitement, enthusiasm, and commitment internally, being an effective ambassador for the
from colleagues as well as a pathway from the organisation.
vision to outcomes.
Impact and risk
• Act internally and externally as a role model for
Centrepoint’s values, promoting a culture that
• Ensure that the Centrepoint Helpline is an
enables people to flourish, and the best of them
effective crisis advice service and increase its
to develop their careers within Centrepoint.
reach significantly, working in partnership with
Features of such a culture will include learning,
local authorities and other organisations.
professionalism, collaboration, innovation and
celebrating successes. • Support leaders across the organisation to
maintain and iterate functional plans, ensuring
• Attend and actively participate in Centrepoint
that they are consistent, aligned, and cognizant
Board and Board Committee meetings, and
with the wider strategy and business plan.
develop, under the Chief Executive’s leadership
and direction, relationships with relevant • Continuously monitor organisation performance
members of Centrepoint’s Board. against the strategic plans, spotting early warning
signs of deviation, animating remedial action,
Relationships and following through to ensure such actions are
successfully executed.
• Establish, develop, and maximise for • Lead digital transformation across the
Centrepoint’s benefit, a range of external organisation, including the provision of
relationships, including with former young digital services for young people. Harness
people and partners when required, in order to technological advances to innovate and transform
garner insights that are relevant to all aspects of Centrepoint’s models and processes in order to
Centrepoint’s work. create new and more efficient ways of working.
10 Director of Strategy and Performance | Centrepoint• Harness insights from data from all of
Centrepoint’s work in order to animate
continuous learning and performance
improvement, and to encourage other
organisations to replicate what works.
• Lead strategically important transformation and
development initiatives. This includes mergers/
takeovers and integration of incoming entities.
• Develop and implement effective processes
for identifying, appraising, and managing risk in
accordance with Centrepoint’s culture and overall
approach to risk, including risks to Centrepoint’s
reputation, brand, and finances.
• Lead reporting to the Centrepoint Board in co-
ordination with the Chief Executive.
Discretion
• Work proactively and on their own initiative,
not waiting for instruction and requiring minimal
supervision and direction as should be expected
of a senior role such as Director.
• Keep matters that come to their attention
through internal meetings and meetings of Board
Committees and the Board confidential, unless it
has been previously decided that confidentiality is
unnecessary.
Appointment Brief | May 2021 11PERSON SPECIFICATION
Detailed below are the type of skills, experience, • Experience of managing and delivering high level
knowledge, and attributes that are relevant to the role: complex tasks to tight time deadlines and against
agreed annual income and expenditure budgets.
Skills, knowledge and experience
• Energy, enthusiasm, and commitment to
delivering ambitious outcomes, including working
• Significant gravitas and an excellent networker,
variable hours as needed and comfortable with
communicator and influencer who is at ease
being both hands-on and strategic.
and skilled in representing and promoting an
organisation with different audiences, at different • Relevant professional qualification, supported
levels and in different contexts. Able to command by formal management learning appropriate to
respect externally and internally. directorial level work.
• Strong diplomacy, communication, and advocacy
skills with the flexibility to adapt to different Personal characteristics
situations, cultures, and ways of working; at
ease with collaborating with others, building • Low ego and highly team-oriented personality
relationships and partnerships. that is inspired by others’ success.
• Ability to spot and grow future leaders by • Growth mindset that is curious, open, and
supporting, coaching, and developing people, receptive to new ideas.
especially within an environment of change. • Comfortable with ambiguity; handling
• Ability to work remotely and lead change across stakeholders with divergent viewpoints; working
a part office/part home based team that is with diversity and difference; and adapting
also geographically dispersed and managing, to different situations, cultures, and ways of
supporting, and developing staff in that context. working.
• Excellent judgement, including in balancing short • Purposeful, with high levels of integrity, energy,
and long-term priorities, focusing on key issues, and self-motivation, and thus committed to
and identifying and managing both opportunities achieving the best possible standards of work,
and risks. being reflective yet pragmatic.
• Commercially astute and strategic thinker, at • Politically astute, with high emotional maturity
ease with promoting an insight led approach and self-awareness. Open to admitting when
while supporting innovative ideas; at ease with things are not working, learning from mistakes,
translating broad goals into specific actions; and encouraging others in the same vein.
and bringing demonstrable experience of • A generous spirit that seeks to help others be the
initiating, leading, and delivering change and best they can be and makes people feel involved,
transformation. inspired, and invested.
• Experience of developing and implementing • Committed to own professional and personal
strategic plans. Within this, demonstrable development.
experience of creating and shaping the right
culture or leading a culture change programme • Willing to travel.
is essential; and proficiency in quantitative and
qualitative data collection and analysis would be
a helpful skill.
12 Director of Strategy and Performance | CentrepointCENTREPOINT VALUES AND
BEHAVIOURAL FRAMEWORK
All staff at Centrepoint are expected to work according to Centrepoint’s values: energy, integrity,
entrepreneurship, focus, accountability and humility.
To help us achieve this, we have a behavioural framework that gives examples of the expected behaviours.
Below are some examples of the behaviours from the framework that are most relevant to this post. These will
be assessed at interview and are included here to inform your expectations of the role.
Integrity Energy
We always put the good of young people and We are ambitious for young people and we have
Centrepoint first. relentless drive, commitment and resilience to
achieve that.
Examples:
Examples:
• Present a professional and positive image of
Centrepoint internally and externally. • Act decisively; have the courage to make tough
decisions and see them through.
• Behave with integrity - do the right thing for the
right reasons when no-one is looking. • Embrace and drive change positively.
• Maintain confidentiality and boundaries. • Show optimism and a “can do” approach about
what can be achieved for Centrepoint and the
• Treat all people fairly and with respect,
young people we support.
regardless of their role or background.
• Demonstrate a positive attitude to their work,
• Build productive relationships, based on mutual
willingly getting involved in activities.
trust, with staff and young people across
Centrepoint. • Show resilience, staying calm and effective
under pressure.
• Face up to difficult conversations and issues in a
constructive way. • Show determination to see things through.
Appointment Brief | May 2021 13Humility Entrepreneurial
Our work is a service that supports and challenges We are enterprising and innovative – professional,
each person in our sphere of influence to fulfil optimistic and always thinking about how to
their potential and ensure that they are engaged improve.
and inspired to perform.
Examples:
Examples:
• Keep up to date with new developments in
• Show a balanced awareness of own strengths their area of work; show an understanding of
and development needs and their impact on Centrepoint’s work and the factors impacting
others. the market in which we operate.
• Seek out, be open to and learn from feedback; • Show flexibility in adapting to the changing
continually seek out opportunities to learn and needs of young people and our business.
grow.
• Consider the financial impact of their decisions
• Show interest in and empathy for others, and actions.
respecting all colleagues and young people as
• Constructively challenge the status quo,
individuals.
identifying opportunities to do things better
• Seem approachable, actively offering help and and grow our business.
support to others.
• Come across as proactive and innovative
• Actively listen, encouraging others to contribute in coming up with new ideas and creative
their views; be open to suggestions from others, solutions; build positively on the ideas of
regardless of who they are. others.
• Admit mistakes and be willing to ask for help • Inspire and motivate colleagues and young
and support when needed. people to be part of the continued success of
Centrepoint.
Accountable Focused
We know what we have to do and why. We have We deliver for and with young people in a way that
high standards and expectations of ourselves. is creative, inspiring and enjoyable.
Examples: Examples:
• Understand how their work contributes to • Take considered and balanced decisions in the
Centrepoint’s overall aims, fully embracing their interests of the young people we support.
role and responsibilities in helping us achieve a
• Respond to stakeholder needs and feedback,
job and a home for all our young people.
putting young people at the heart of all we
• Take ownership of issues and accountability do and involving them in decisions that affect
for results; can they be relied upon to use their them.
initiative and deliver on commitments.
• Actively collaborate and work well with others
• Take personal responsibility for achieving their across and outside the business, seeking ways
best. to support each other’s work.
• Appear ambitious, setting clear and challenging • Share knowledge, information and best practice
goals; help and motivate others to achieve with colleagues; seek to learn from other areas
results. of the business.
• Acknowledge and praise positive behaviours, • Focus your time and energy on the tasks that
thank people and celebrate the success of are highest priority.
others.
• Track progress against targets and focus on
• Challenge inappropriate workplace behaviours; delivering results.
hold others to account for their actions.
14 Director of Strategy and Performance | CentrepointHOW TO APPLY
To apply for this position, please upload a
comprehensive CV and a supporting statement of no
TIMETABLE
more than two pages of A4 on our website.
Closing date 7th June 2021
As an inclusive employer Centrepoint actively
encourages applications from people of all Prospectus initial
14th-18th June 2021
backgrounds and cultures. interviews
First panel
At Prospectus we believe passionately that a truly interviews with w/c 28th June 2021
inclusive workplace leads to increased social impact. Centrepoint
We are committed to supporting our clients build
more inclusive teams. To understand how we are Second panel
performing, we ask that you kindly complete the brief interviews with w/c 5th July 2021
questionnaire when you submit your application via Centrepoint
our website.
These dates may be subject to change and applicants
will be advised in advance should this happen.
Please be assured that your responses are kept
confidential, separate from your candidate record,
are not part of any application you make, and that RECRUITMENT PROCESS
the consultants never see individual responses to the
questionnaire. Full feedback is also available at any Should you decide to make a formal application,
stage, to all candidates throughout the process. you will receive feedback within seven working days
of the closing date. The successful appointment is
We would also be grateful if you could let us know subject to satisfactory references.
if you will require any special provision as a result of
any disability should you be called for interview.
Finally please ensure that you have included mobile, QUERIES
work and home telephone numbers, as well as any
dates when you will not be available or might have If you have any queries on any aspect of the
difficulty with the indicative timetable. appointment process, need additional information
or would like to have an informal discussion,
Applications should be made via the Prospectus please contact Alex Williams or Roberta Giubilini at
website at: Prospectus on 020 7691 1920, or email:
jobs.prospect-us.co.uk/jobs/details/hq00178517 alex.williams@prospect-us.co.uk
roberta.giubilini@prospect-us.co.uk
Appointment Brief | May 2021 15Created by the Prospectus
Talent Attraction team.
Prospectus Ltd
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