Non-Executive Director

Giant steps are what we take. It didn’t start out that way. Now we know about giant leaps we want to surround ourselves with people who can help us do more of them – and if necessary stop us from getting carried away.

We are a not-for-profit independent social enterprise. We support people with learning disabilities to live the life they choose.

Now we are ten years old, and though we feel quite grown-up, we recognise that the next ten years will throw up yet more difficult challenges and amazing opportunities.

We set up in 2014 having ‘spun-out’ from Rochdale Council to become fully independent. We had 220 staff and a turnover of £5.8 million. Today we have over 850 staff and are forecast to turnover £25 million; we have been rated outstanding by CQC (a rating given to only 6% of health & social care providers); and we have become a regional rather than local organisation, winning contracts in Rochdale, Widnes, Runcorn, Oldham, Trafford, Calderdale Stockport, Wigan and Bradford.

Every year we have made a surplus and having started out with a reserve of zero, we now have a healthy reserve fund. We can re-invest these surpluses to improve what we do. In 2022 we spent £1.8 million to build the best apartment block for people with learning disabilities anywhere. We say that because it is adjacent to our urban farm; one acre wellbeing garden; and The Social Lounge – a funky drop-in space for vulnerable adults open 350 days a year.

There are two big elements of our strategy. One is to keep on expanding our geographical spread by winning more contracts. The other is to build our asset base by providing innovative housing, work and leisure solutions where there is a social need. We are very interested in co-housing and intergenerational living.

We have quite a wide portfolio of services which include: -

• Day services – where people attend a place to do meaningful activities or be involved in our micro enterprises
• Supported Living – We support about 400 people living mostly in shared houses
• Outreach – We go out to provide packages of support to people in their own homes
• Shared Lives – A bit like fostering but for vulnerable adults
• Employment services – Where we support vulnerable adults to become ‘work ready’ and get into a job.
• Respite/short breaks – We have two places where people stay over for periods, in order to gives families and carers a break from their caring responsibilities.

Some 80% of our spend goes on staff, and they are clearly the major factor in everything we achieve. We are always looking for innovative new ways to retain, reward and motivate our staff teams and welcome people who can bring new ways of thinking. Whether it’s our Happiness Manifesto, our holiday lodge or our £1,000 gift vouchers we continue to look for new ways to create a vibrant culture.

Our trajectory over ten-years has been spectacular. If we can do that from a standing start, what could be possible from where we are now?

We have created a ‘can-do’ culture, which is highly entrepreneurial, low on bureaucracy and non-corporate. It’s also tremendous fun. Our HQ can be awash with animals from our farm and people with learning disabilities pop in and out of offices whether invited or not, ensuring that the place resonates with the sound of laughter.

We have something rather special here. We can look back on ten-years of incredible success.

As we move into the next ten-years, we are hungry for more success, without losing the  quirky culture that makes working here a joy.

You can find out more at www.possabilities.org.uk

Facebook @PossAbilities1

Youtube: PossAbilities TV

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Location: Cherwell Wellbeing Hub, Heywood, Greater Manchester.

Responsible to: Board of Directors

Time commitment: Six board meetings per year, plus occasional ad-hoc advice in your specialist area.

Job Purpose

• To act as a member of the Board of Directors, offering guidance, support expertise and an objective perspective to the Executive on the key matters of strategy, operational management, organisational structure and development, commercial and financial affairs, and risk management. To play a key part in the decision-making process on strategic and major operational issues To make recommendations on the appointment or removal of the Chairman and Chief Executive and on the remuneration of Directors To represent the organisation on the recruitment panels for Chairman, CEO and NED’s and other key roles within the organisation To act in accordance with the Board of Directors’ Code of Conduct at all times

Key Tasks

• Contributing to the delivery of strong organisational governance, ensuring the organisation is operating in the public interest and in a transparent and ethical way to fulfil its objectives To act as an unbiased, objective and impartial member of the Board, ensuring that all decisions taken are in the best long-term interest of the organisation, its stakeholders and employees To offer advice and guidance in a consultative capacity to the Chief Executive and other Executive Directors and Senior managers as required To assist in the development of the organisation’s strategy, ensuring this is implemented via effective policies and plans, whilst ensuring effective risk management and control processes are in place. Helping to plan for the future to improve services and organisational effectiveness Ensuring that the management team meets its key performance targets and holding it to account To ensure that the organisation is run in a transparent and equitable manner To ensure that the Board operates in line with accepted good practice in terms of Corporate Governance Ensuring that the finances of the organisation are managed properly with accurate, robust information Helping the Board to keep its stakeholders and customers properly informed Chair one or more Advisory Groups, ensuring the work of these groups fits with the agenda and prioritises set by the Board and Management Team. Serve on board committees in respect of fundraising, marketing, consultation finance etc.

General Duties

Maintain ethical working practices Support the Organisation in achieving its mission and values Any other duties that are reasonable within the role from time to time

Fit & Proper person’s test

Because we are regulated by the Care Quality Commission, Directors are required to satisfy a fit & proper person’s test.