Head of Housing Needs

 

Job Description

 

 

Job title: Head of PRS and Selective Licensing	Service Area:
Directorate: Housing	Post Number From Oracle	Evaluation Number
Grade: CSRB	Date issued: October 2025

 

Croydon Council’s priorities   We will live within our means, balance the books and provide value for money for our residents.    We will focus on tackling ingrained inequality and poverty in the borough. We will follow the evidence to tackle the underlying causes of inequality and hardship, like structural racism, environmental injustice and economic injustice.   We will focus on providing the best quality core service we can afford. First and foremost, providing social care services that keep our most vulnerable residents safe and healthy and keep our streets clean and safe.   To ensure we get full benefit from every pound we spend, other services will only be provided where they can be shown to have a direct benefit in keeping people safe and reducing demand.

Croydon Council’s new ways of working   We will practice sound financial management, being honest about what we’ve spent and what we can afford.   We will focus on what we, uniquely, can do as the local authority as the democratically elected leaders of our borough. This means we will focus on our core services, and a small number of evidence-based outcomes that deliver our priorities. But we will also continue to use our democratic mandate to convene our partners around a common purpose and to make a clear case for a better deal for Croydon.   We will aim to become a much more transparent, open and honest council.   We will involve residents in our decision making. But we will also need to be clear with residents about what we can do, and what we can’t. When we have to say no, we will do so with compassion and take the time to explain our decisions.

 

 

 

Responsibility for:.

Job Purpose:

 

 

 

Reports to:

 

 

Responsible for:

 

Corporate Accountabilities (all Heads of Service)

 

To take a “one Council” approach to deliver more effective outcomes and at all times avoid a siloed, single division or service area approach.

 

To actively seek out and learn from external good practice and bring those new ideas and ways of working into service development and delivery.

 

To contribute and lead as required as a project owner on the delivery and implementation of specific corporate projects as required.

 

To actively role model the council’s priorities and ways of working and the council’s leadership framework and values.

 

To lead, manage and develop staff teams and ensure compliance with the Council’s performance management system and all HR policies and procedures

 

Be accountable for associated budget and have affordable plans in place to deliver the annual budget and Medium Term Financial Plan.

 

Provide assurance that the services are compliant and performance monitoring is part of the corporate rhythm, and exceptions have robust action plans.

 

To operate within the governance, financial and legal frameworks of the Council at all times.

 

Ensure equalities is embedded into all aspects of professional and managerial roles, including service delivery and at all times carry out your duties with regard to the Council policy.

 

Ensure by robust management that the services and staff you are responsible for adhere to the Council’s Health and Safety Policy and operate within the safety management frameworks.

 

To ensure the effective management of data and security of information received and used within the division, to comply with the relevant legislation such as GDPR and the Freedom of Information Act, recognising that the council wishes to operate in the most open and transparent way.

 

Participate in cross organisational risk management and emergency planning activities as required

 

Service Accountabilities:

 

To work jointly with the director of Director of Homelessness Prevention & Accommodation and other heads of service within the division to ensure the development and transformation of services that meet the new budget envelope in the medium-term financial strategy is delivered.

 

Lead the delivery of the council’s Homelessness, Temporary Accommodation and Private Sector Housing transformation programme, with a focus of embedding lessons learnt from the creation of a new service.

 

Lead on the management of the transfer of the Private Sector Housing Team into the Housing directorate, review the service and implement required changes. Lead the delivery of the council’s Homelessness, Temporary Accommodation and Private Sector Housing transformation programme, with a focus of embedding lessons learnt from the creation of a new service.

 

Working with the service leadership team, design and implement a customer focused service, which is customer focused and driven to prevent homelessness and reduce the number of households in Temporary Accommodation.

 

Lead on the development of a Homelessness Partnership Board to deliver the Homelessness and Rough Sleeping Strategy.

 

Management and delivery of a portfolio of transformation projects including Supported Housing re-procurement, Temporary Accommodation Dynamic Purchasing System (Approved Landlord Scheme), Temporary Accommodation usage reduction, Service restructure, Housing Association Nominations Agreement reviews.

 

Lead on the management of the transfer of the Private Sector Housing Team into the Housing directorate, review the service and implement required changes.

 

Lead, manage and co-ordinate inter-departmental and multi-disciplinary transformation workstreams involving high level discussion and collaboration with Adults, Children Services and Public Health.

 

Review the effectiveness and use of the housing management system to improve data quality submissions to government and to support lobbying for funding.

 

Your duties will be as set out in the above role profile but please note that the Council reserves the right to update your role profile, from time to time, to reflect changes in, or to, your job.

 

You will be consulted about any proposed changes.

 

 

Key Stakeholder Relationships:

 

Internal:

Members; Chief Officers; Directors; Heads of Service; other teams and senior departmental colleagues across the whole council; trade unions.

 

External: .

Local, regional and national government bodies, agencies and NGOs; professional bodies; other local authorities; partner organisations; statutory bodies; members of the public and community groups; national and local press; trade unions; contractors and suppliers; MPs and MEPs; GLA/London Mayor’s office courts; legal and other representatives; the Housing and Local Government Ombudsman.

 

Political Restrictions:

 

This post is politically restricted and under the Local Government and Housing Act 1989, as amended by the Local Democracy, Economic Development and Construction Act 2009 and the post holder may not have any active political role either in or outside the work. Will only apply to HOS whose duties also involve giving advice to committees, sub-committees or to the Executive or speak on behalf of the Council to journalists e.g Head of Scrutiny, Head of Communications, deputy monitoring and S151 officers

 

 

Statutory Responsibilities:

 

This role has no assigned statutory responsibilities.

 

 

Other Considerations:

 

You may, from time to time, be required to work outside of regular office hours including weekends and evenings to attend meetings and community events.

 

The postholder is required to observe and fulfill the seven principles of public life (also known as the Nolan Principles).

 

Selflessness Holders of public office should act solely in terms of the public interest. 1.2 Integrity Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships. 1.3 Objectivity Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias. 1.4 Accountability Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this. 1.5 Openness Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing. 1.6 Honesty Holders of public office should be truthful. 1.7 Leadership Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs.

Person Specification

 

Specific Minimum Qualifications and Expertise

 

Qualifications:

 

• A professional or management qualification or educated to degree level or demonstrable equivalent experience.
• Evidence of continuing professional development, leadership and personal

 

 

Experience:

 

• Extensive experience of working in a high profile and senior management role within a local authority/complex organisation.
• Demonstrable excellence in team management and service delivery in relation to the provision of customer orientated services that achieve successful outcomes.
• Demonstrable track record and successful delivery of multiple and complex projects and programmes.
• A strong track record of achieving significant service outcomes within a demanding, complex and politically sensitive environment and translating organisational vision into solid, measurable achievment
• Experience of staff management
• Experience of working in partnership with a wide range of internal and external stakeholders / bodies including statutory bodies and organisations

 

 

Knowledge and Skills:   

 

• An up to date knowledge of relevant national, regional and local policy in order to develop strategies and plans.
• A good knowledge of the legal, policy and financial framework within which housing options and allocation operate.
• High level of communication skills to persuade and engage audiences

and form positive relationships at all levels (internally and externally).

• Knowledge of close working with Cabinet Members and senior managers
• Ability to work in a collaborative way to transform service delivery including the ability to manage internal departmental relationships.
• Evidence of being a strong corporate player who will lead, motivate and inspire their teams and build a high performing culture.
• Ability to work effectively across a range of service disciplines and with a range of people.
• Commitment to the Council's core value and objectives

 

 

Competencies:

These are the competencies for Head of Service level positions and above.

 

To deliver to the requirements of this role, the post-holder will need to demonstrate the following behaviours:

 

We Put Customers First

Coaches their managers to instil a respectful and engaging customer culture within their teams. Creates service plans that reflect the customer voice and is reflective of learning from complaints and which proactively seeks to deliver better customer service.

 

We Deliver Effective Service

Provides clear guidance and priorities on service delivery plans to their team, ensuring they have the resources and equipment to deliver. Monitors and sets the overall service KPIs challenging performance and ensuring issues and root causes are addressed. Takes difficult decisions to achieve wider organisational goals.

 

We Adapt and Change

Brings transformational plans to life and is a change champion. Encourage innovation and change across the team, learning lessons from mistakes, giving and receiving feedback to stimulate improvement and development. Champions the development of staff and the building of team resilience.

 

We Collaborate Constructively

Encourages the collaboration of services across the directorate and organisation as a whole. Builds strong relationships with key stakeholders and partners, finding mutually beneficial ways forward.

 

We Communicate with Impact

Builds a culture of communication clearly, early and regularly with customers and with each other. Delivers impactful communications to a variety of audiences using different channels. Encourages open and honest communication on challenging issues with the team and customers. Resolves disputes and conflict effectively.

 

We Lead Inclusively

Sets out the desired future vision for the service in a way that is meaningful. Supports the effective deployment of resources ensuring appropriate use and builds an inclusive and fair environment for staff to work within.

 

 

 

Corporate Values

 

 

Our values are the base of every job role within Croydon – our values are fundamental in everything we do as a Local Authority. You are required to demonstrate a commitment to our corporate values and this will be assessed using the criteria below:

 

One Team: To cross boundaries to work together towards shared goals with colleagues, partners and communities

You are strategically innovative in your approach to building and maintaining partnerships and you and your teams act in a joint enterprise with them. You use your contacts and colleagues to bring teams together.   Proud to Serve: We strive to always do our best for the community, getting the most from limited resources and using taxpayers’ money wisely

• You are proud to be part of the wider Croydon and the contribution you and your teams make to it. You make a difference to people’s lives through engagement and you strive to get the best possible value for money for customers.

 

Honest and Open: We work hard to build trust by treating everyone with honesty and integrity

• You think through who needs to understand what during communication; and take care to communicate detail clearly. You take people’s views into account continuously. You trust people, colleagues and staff, to do their best and deal with any issues positively.

 

Taking Responsibility: We encourage and support each other to take responsibility and show what we can do, learning together and recognising each other’s contributions

• You are clear where formal accountability lies and where we can all take responsibility for results. You praise your colleagues for their efforts and ideas and thank them for their contributions.

 

Valuing Diversity: We make the most of the many perspectives that make Croydon distinctive

• You treat all staff and customers with equal value and respect. In everything you do, you make good use of the wide variety of background, skills and perspective your teams, the Council and the community demonstrate.