Express Signs is an enterprise delivering services to people participating on its vocational therapeutic mental health recovery programme, some of whom are in receipt of secondary mental health services. The service, based on Vulcan Road in Solihull, currently supports upwards of 8 people, some of whom are now volunteers no longer in receipt of clinical services. A key aim of the service is to grow participants’ confidence, sense of self-worth, their skills and abilities and independence.

Role Description

• Project Leadership
o In collaboration with the project sponsor (Better Pathways CEO),
o Agree terms of reference for the Express Signs opportunity evaluation, project outputs and outcomes
o Develop the project working plan
o Establish project reporting framework
o Compile and maintain a project risk register
o Manage the project budget

• Establish scale of mental health services market opportunities
o Explain the work of Express Signs to clinicians, seeking consensus that it could be a valuable source of support for BSMHFT’s (and FTB’s?) patients on their road to recovery,
o Draw together an understanding of mental health recovery services that exist in Solihull and set out a role that Express Signs could play within this wider network of support.
o Carry out a customer survey to establish what they value when using Express Signs.
o Review the value to current service users of coming to Express Signs and consult with them on any changes they would like to see.

• Review other vocational pathways appropriate for delivery by Express Signs (and Better Pathways other social enterprises):
o Review whether opportunities exist now and in the future from DWP, JCP+ and local employability support funding streams
o Consider whether a partnership with a college or other training body would be viable/beneficial, eg, for City and Guilds, NVQ qualifications, making links to explore options and develop proposals.

• Review Social Value Act potential opportunities
o Assess the opportunity for working in the construction industry supply chain
o Focus on construction firms supplying to public sector and housing association markets in Birmingham and W. Midlands region
o Review other sector supply chain opportunities

• Commercial viability
o Based on existing work-station capacity, model the service user numbers it is possible to support now and encourage referrals to maximise service user placements for time-limited
•work experience
•volunteering
o Model what could be possible in a future commercially successful, financially self-sustaining, service for


•work experience
•volunteering
•peer mentoring
•job coaching
•paid employment within Express Signs



o Undertake market analysis of local competitors delivering the same or similar services to those currently delivered by Express Signs.
o Consider what partnerships/collaborations might be pursued, eg, with other local printing businesses, with the construction industry (for signage etc)
o Use this analysis to inform proposals for what business Express Signs should be in.

• Better Pathways Social Enterprise
o Better Pathways runs a packing and assembly social enterprise (BAS). It also runs a small woodcraft centre .
o Whilst the main driver for this project is the Express Signs enterprise, this project will need to include a consideration of options for bringing together within an overarching recovery and leadership model all 3 enterprises under the Better Pathways umbrella.
o The business case will include an assessment of the potential for BSMHFT patients to be supported on their recovery journeys by all three areas of activity.

• Produce the Business Case
o Liaise with Solihull Metropolitan Borough Council to agree a future buildings plan. Consider the desirability of re-locating Express Signs, eg, to the High Street, perhaps open a charity shop or co-locate with a complementary business.
o Set out upfront investment required for the business lines/model being proposed, eg,
•Leadership team, staffing and other direct costs
•Equipment to deliver commercial product
•Buildings related costs
Transition costs
o Set out a business I&E assessment:
•Projected annual income from commercial customers
•Income potential from other sources
•Fundraising
•Corporate sponsorship
•Public sector commissioned services, eg, DWP, Access to Work
•Personal Budgets
•Any other?
•Annual running and overhead costs

• Implementation Plan
o If the business case is successful, produce an implementation plan

Person specification

Qualifications and training
Essential
• Educated to degree level or equivalent
Desirable
• Work and health, employability programmes, related qualifications and training

Essential Experience
• Project programme planning and leadership to tight timescales
• Working in supported employment services or in services that are closely aligned to them
• Partnership working, negotiation and liaison work with other agencies
• Staff leadership and coaching • Running a social enterprise
• Designing and delivering services for the benefit of end-users within health, social services or the voluntary sector
• Employer engagement
Desirable
• Running a social enterprise
• Designing and delivering services for the benefit of end-users within health, social services or the voluntary sector
• Employer engagement

Essential Knowledge
• Disability and special needs issues
• Principles and practice of supported employment
• Social enterprise sector
• IT and tools such as MS Word, PowerPoint and Excel


Essential Skills
Leadership
• Set out and role model best practice
• Motivate towards targets
• Effective delegation of appropriate tasks
• Manage change effectively and facilitate innovation
• Work strategically and across organisational boundaries

People
• Outstanding interpersonal skills and ability to build trust and rapport with a range of people
• Team orientated and works collaboratively within a multi-disciplinary team

Communication
• Excellent written and verbal communication skills, tailored to a variety of audiences
• Excellent coaching and active listening skills, ability to ask perceptive questions that tease out important information through mentoring and coaching
• Ability to persuade and negotiate in a constructive and appropriate manner

Initiative
• Original and astute thinking that leads to decisive action
• Able to work independently and use initiative to think quickly on the spot in different, and often challenging, situations
• Creative problem solving to tackle obstacles that arise and fulfil requirements of the role in innovative ways to deliver greater impact

Organisation
• Can effectively manage time to meet deadlines while maintaining high standards to deliver competing demands
• Maintain effective and organised administration systems
• Effective staff supervision and support planning


There is work underway with BSMHFT colleagues (Reaside medium secure services) to explore the potential for collaboration in the delivery of woodcraft services.

To apply for this role, please visit our website