de Heer, Mundi Sensenta

Project Manager Church Walk

Ref: 28179
1. Demonstrate management experience in a similar setting.
I have been working in the housing and homeless sector since 1997, in which time my area of
expertise includes but is not limited to Overseeing Services in designated Area (Operations),
managing projects and housing services, developing and managing people and stakeholder
relationships.
When I worked as an Area Manager for Great Holm in Milton Keynes, working for Macintyre
Charity, one of the largest organisations that works with people with Learning Disabilities, I
was responsible for three Care Homes and 3 Registered Care Managers who were the Heads
of Services. These were the largest services in Macintyre accommodating 1215 adults each
with a total number of 41 service users. The service users have medium to high support
needs. I line managed 3 Managers who are responsible for a total number of 42 staff (26
permanent staff, 6 part time staff and 10 relief staff). As Project Manager at no 9 St Pancras
Way (Hostel) and Kentish town Drinkers Houses (Supported Housing) Core and cluster,
working for St Mungos Association, accommodating residents (35 65 years of age), with
primary need of long-term alcohol abuse but could have other secondary needs e.g. Mental
health, Physical health and drug abuse. At no. 9 St Pancras way Core and Cluster, I had a
team of 14 staff (1 Deputy Manager, 6 Project worker, 2 Night workers, 3 Supported Housing
Officers, 1 Life skills worker and 1 Cleaner plus matrix managed 3 peripatetic Specialist
workers Mental Health, Substance Use and Resettlement).
Prior to this, I was Project Manager for Orbit Housing Association in Milton Keynes managing
Springfield House. This was an all women project, mother and baby unit comprising 15
apartments accommodating 15 ladies who were either pregnant or had babies, victims of
domestic violence and care leavers. These residents were in the main referred to the project
by the local authority (HPU) as well as the probation service, womens refuge, and Social
Services and planned their eventual move-on to independent living. The ages of the residents
ranged between16-35. Originally the scheme was opened to provide accommodation for
homeless families in general and it was during my time there that it was developed,
transformed and dedicated to providing accommodation and support for the women as
explained above. I implemented effective change management methods that have ensured
positive involvement and acceptance and guaranteed a smooth transition to change.
2. Experience and understanding of financial responsibility both in terms of budget
setting and budget control
I have housing management experience within three Housing Associations. I have extensive
experience and skills in Budget Management. I have set, maintained and monitored the use
of service budgets during the financial years ensuring that all variances are explained and
justified and that exceptions are authorised at the right levels, ensured that all income due to
the projects is collected, arrears are kept at a minimum and all voids are turned around and
filled quickly. I used the solstice rent accounting system, local weekly Rent/IC collection &
monitoring sheet and also the finance quality manual on a regular basis to make sure that
residents were not in arrears and also kept the key workers fully informed. As a manager I
have the responsibility to maximise our income and to keep tabs on expenditure. Supporting
people pays about 80% of our rent and the balance is from HB and ICs. Voids were kept to a
minimum by advertising on Homeless London and taking claims to HB on time.
As Area Manager at Macintyre, I checked and monitored budgets for my services ensuring
that they remained viable and within. It was my responsibility to then prepare a consolidated
Profit & Loss Report for my patch and send to the Head of Operations on monthly basis
3. Ability to lead, supervise, motivate and delegate to a staff team in order to achieve
the objectives of the hostel, the organisation and of the community
It was my responsibility to ensure that all staff within my patch received regular supervision
and support, annual appraisals and were trained accordingly ensuring that all core training
was refreshed accordingly and up to-date. During supervisions and appraisals I ensured that
clear and SMART objectives were set with individuals and reviewed regularly. I ensured that
all conflicts were resolved quickly and in timely manner and thereafter support programmes
put in place to eradicate the problem. I also never flinched from my responsibilities when
where necessary, and as last resort, the disciplinary process needed to be instigated. I
successfully lead and motivated my teams to ensure the championing of and maintenance of
a positive local culture commensurate with the corporate culture and embracing diversity

de Heer, Mundi Sensenta

Project Manager Church Walk
Ref: 28179
within all my services i.e. team bonding and away days, best Innovative staff monthly
competitions etc. In the MMM Inspections (Managerial Monthly Monitoring Inspections) at No.
9 St Pancras Way, I continuously achieved excellent grade for having the most effective and
motivated team. This was also due to regular support & supervision sessions and annual
appraisal reviews, honesty & fair treatment and mutual respect for each other in the team. It
was also as a result of getting to know and understand individual members of the team and
the diversity and skills each one contributed to the team.
I have over ten years staff supervisory experience which has given me opportunity to be able
to deal with different kinds of staff problems, both positive and negative and through this
learnt the best staff management practice and when to escalate issues.
4. Ability to communicate effectively both verbally and in writing.
Over the years, I have developed excellent communication and interpersonal skills which
means I am confident in dealing with people at all levels, face to face, by telephone, email,
verbally and in writing. Promoting No. 9 St Pancras Project and St Mungos through effective
communication with statutory & voluntary bodies and maintaining stakeholders relationships
such as liaising regularly (verbally & in writing) and working with Camden Street Services
Team, Focus Team, Detox and Rehabilitation centres, Local Authority, Supporting People
Team, Police & emergency services, Audit Commission (ODPM), partner agencies/referral
agencies and Emergency Services. I represented St. Mungos at high profile steering groups
and committee meetings organised by stakeholders aimed at improving services for the
homeless. I hosted and was part of a steering group meeting overseeing the development of
wet service in Camden consisting of a variety of stakeholders; comprising members of St
Michaels church, Novas Overtures, business community, Primary Care for Homeless People
(PCHP)/GPs, Camden Police and Camden environment Services, housing & DAT.
5. Able to work in close co-operation and partnerships internally and externally and to
represent the work of St Mungos to outside organisations.
I represented Macintyre at various meetings and levels, including providers forums, and
worked and fostered good working relationships, both internally and externally, including
Senior Management and other departments, my staff team, Parents, Families/Friends,
outreach teams, GP Surgeries/Health Professionals, Purchasers/Local Authorities, Social
Services Representatives, and Milton Keynes Learning Disability Service Community Team
etc. Most of the service users in the Great Holm Care homes under my jurisdiction were out of
borough and it therefore entailed working and liaising with many different Local Authorities,
commissioners and external agencies. I was also an active committee member of different
steering groups of the Milton Keynes Learning Disabilities Partnership Board (LDPB).
6. Ability to assist/advise staff to develop appropriate action plans and initiate
programmes to motivate residents to achieve their potential.
I am able to evidence leadership in development, improvement and monitoring of Person
Centred Planning for service users, establishing and monitoring annual training targets,
including accredited training and development of staff on monthly basis and ensuring
compliance to regulatory standards is planned for and evidenced (i.e. CSCI National Minimum
standards, Local Authorities (Supporting People and Social Services) and BSI (Health &
safety) etc. At no 9 I ensured that within 6 weeks of arriving at the project a resident has a
needs assessment, Outcome Star and MAP done and quarterly thereafter (or as dictated by
change of circumstances), and all action points followed up and implemented with full
participation of the resident.
As Area Manager, I maintained an overview of the general needs of the service users and
where there was a gap or any variations in the service user needs, made recommendations
on the service and development implication that arose from any pattern of need e.g.
commissioning a new supported living service for two service users at Macintyre who
requested and were ready to move from a care home into their own supported living
accommodation. Managing every change effectively and smoothly e.g. also assisted in the
project management of the building and implementation of the 5 bed annex to no. 9 St
Pancras Way Hostel that serves as the only inner London Alcohol Reduction Unit with the
ethos of Harm minimisation.
7. Ability to manage staff in delivering a Places of Change ethos.

de Heer, Mundi Sensenta

Project Manager Church Walk
Ref: 28179
As shown above, I have led my teams (different teams) through change and business
transformation. I have managed every change effectively and successfully e.g. Project
managed the building and implementation of the 5 bed annex to no. 9 St Pancras Way Hostel
that served as the only inner London Alcohol Reduction Unit with the ethos of Harm
minimisation. Prior to no. 9 St Pancras Way at St Mungos, I was Project Manager for Orbit
Housing Association in Milton Keynes managing Springfield House. This was a mother and
baby unit comprising 15 apartments accommodating 15 ladies who were either pregnant or
had babies. Initially opened as accommodation generally catering for homeless people, it is
during my reign that this project was transformed into a mother and baby unit, a change,
which I managed effectively & successfully. I am conversant of the factors governing change
and the impact change has on different people and hence the methods and measures to be
employed to ensure success. It was also due timely and effectively planning for the change so
that change can be accepted at any given time.
8. An understanding of the issues pertaining to recovery within the context of
homelessness.
I have understanding of the recovery model which in essence we have always practiced as it
centres in identifying the individual support (person centred) required by each resident to
reach their potential and recovery; especially through affording them opportunity to gain the
knowledge and skills to be able to have control over their own lives. Camden council has
recently launched a unique approach to helping homeless people get back on their feet. This
scheme is initially being introduced to the single homeless. The new pathways scheme,
which St Mungos has signed up to, gives homeless people a clear four-step path, from rough
sleeping on the streets to getting a job and living in their own home. Under the scheme, any
single homeless person must agree to tackle the problems that caused their homelessness
such as drug and alcohol abuse, to gain a hostel placement. Camden wants all homeless
people to take this pathway out of homelessness and into making choices, taking
responsibility and becoming independent as these groups are often at risk.
9. A Knowledge and awareness of the priorities and standards to be met in providing
an effective service in temporary hostel accommodation.
As Area Manager, I liaised regularly with the lead CSCI Inspector allocated to Macintyre to
foster and maintain a good working relationship, receive guidance on good practice and
requirements on regulatory compliance levels. Reviewed and assessed services in my patch
against CSCI minimum standards to ensure that service offered were of the highest standard
and ensured that an action plan was completed and implemented for each service after
inspection to rectify and improve performance accordingly. To this end I organised and put in
place a robust training programme in all the services in conjunction with training department
and the registered Managers to ensure that training is completed within the required time
frame and updated/refreshed on timely basis. For continuous improvement and to ensure that
the services given to individuals remained of a high standard and person centred, I produced
a gap analysis report for each service which I developed into a Service Improvement and
Delivery Plan and incorporated into the individual service plan.
At no.9 St Pancras Way I was instrumental to the initial review of the projects against the
Supporting People Performance Minimum Standards (Core Service Objectives) of the Quality
Assessment Framework (QAF). I Liaised regularly and received guidance from St Mungos
internal Performance Support Unit and the Camden Supporting People Programme Officer. I
was able to put in place the necessary systems to ensure that minimum standards were met
and surpassed aiming for an excellent grade (the next level) at all times. Thereafter, was
responsible for completing the QAF on a quarterly basis and eventually annually. I ensured
that standards of service and the support given to service users was person centred, of a
demonstrable standard (evidenced) and continuously improved in readiness of every
Supporting People Review. After SP Reviews, I developed and implemented an Action Plan to
address any issues of concern raised. I continuously measured the Key Performance
Indicators (KPIs) for my Project against Local Authority requirements e.g. Service utilisation,
staffing levels, availability, as well as the successes e.g. how many service users have been
supported to establish and maintain independent living, Fair access to service etc.

de Heer, Mundi Sensenta

Project Manager Church Walk
Ref: 28179
The difference between a hostel scoring an A and that scoring a D is in how efficient and
effective systems are set and how things are recorded and monitored. As the saying in SP
circles goes if it is not recorded, it has not happened. I am very good with administration and
so I make sure that my team understands the essence of having high quality work which is
always SMART. In setting an effective system one has to make sure that a clear Business
plan is in place. This is set in line with the team mostly at an Away day so that they become
the owners of the plan and can be very instrumental in achieving the goals and targets set. To
make things work and in this climate of putting Recovery into play one has to make sure that
the residents are involved in setting the plan as they can own it and it helps to make the
hostel a place of change. The idea is to make residents contribute by being a part of the
actual planning or making use of clients needs and satisfaction survey results.
10. An understanding of and commitment to equal opportunities.
Having worked in this sector for a long time, I have knowledge and a clear understanding of
the policy and practice issues which influence the provision of social care and other statutory
legislation and the law pertaining to this field (Disability Act 1995 as amended 2005, Race
Relations Act, Safeguarding of Vulnerable adults POVA, Equality and Diversity Policy etc). I
am committed to Equal Opportunities, uphold it at all times and always challenge
discrimination against age, sexual orientation, disability, colour and ethnicity, adopting a zero
tolerance attitude in the team. I understand the legal requirements and how to deal with
breaches, legal rights as well as good practice, knowledge of the commissioning and
contracting environment within which St Mungos Association works i.e. Supporting People,
Social Services, Audit Commission, Local Authorities and all other stakeholders
accountabilities etc.
11 Ability to establish appropriate and effective administration systems.
I have an eye for detail and ensure that all is working well through day to day monitoring. I
have devised effective ways to monitoring procedural systems and processes and
maintaining of a good, working and effective administration system. Carrying out internal
audits of residents files, ensuring that needs and risk assessments reviews are done as
required using the St Mungos risk assessment framework.
12. A demonstrable record of achievement in the promotion of resident participation
and empowerment.
I facilitated the formation of the Peoples Forum which was a service user group run by the
service users for the service user and supported by an independent co-ordinator who
reported to me and worked closely with me. In consultation with the members we established
the aims and objectives of the forum that were easy read. I am committed to service user
involvement & empowerment and always support and encourage staff to promote this
actively. As part of Area Managers monthly audit, I checked the level at which inclusive
recruitment (including residents on staff recruitment panels) was being promoted and
developed. I prepared and instigated a service user survey in my patch to establish the kind
of social activities and programmes that service users preferred during the week and at
weekends in order for staff to commission services/activities that would motivate residents to
reach their full potential. At no. 9 we worked and encouraged residents to be a part of Outside
In and be actively involved in running the project
13. An ability to manage an environ ment in which violence may occur.
It therefore goes without saying that I have been able to manage and work in an environment
in which violence occurs especially having managed a long term drinkers hostel and projects
with people with learning disabilities. These people exhibit some aggressive and challenging
behaviour on a regular basis.
14. A relevant Qualification
I hold an MBA in finance; I am an Associate of the Chartered Institute of Bankers; Prince2
Practitioners award in Project Management; and NVQ Health and Social Care Assessor A1
Award (Level 3).To help discharge my duties efficiently and effectively, I am prepared to take
any further training that is deemed necessary.