Firstly, I would like to thank you for your interest in this role. Celebrating our centenary last year, Poppyscotland and the Royal British Legion are at an exciting and transformative stage in their journey together, steadfast in our commitment to providing the best support for the Armed Forces Community in Scotland, the UK and overseas for the next 100 years.
We are introducing a more integrated operating model, bringing both organisations much closer together to ensure Poppyscotland continues to be a strong, credible brand and presence in Scotland, and to ensure beneficiaries in Scotland receive the same scale and quality of welfare services available across the UK and overseas. It will also ensure that we maximise our fundraising in Scotland, maximise the benefits of Poppyscotland being part of the RBL Group, and remove any inefficiency and duplication.
We are at the very beginning of this journey: the high-level strategic principles and direction are set, and I’m really pleased that we are now at the point of recruiting to this key senior role to lead Poppyscotland and RBL through this transformational change programme. It won’t be easy balancing business as usual services and operations with organisational transformation and change, taking an established and loyal workforce through a change programme, or ensuring capacity and capability is there and in the right place in the Group; there any many deliverables that come with this role. You will need to be both tenacious and resilient, with a strong track record of successfully delivering transformation programmes and organisational change, as well as the ability to bring a workforce and stakeholders sensitively and inclusively on the journey.
Poppyscotland and RBL are open, friendly, and dynamic places to work; they are equally steeped in tradition and supported by many who believe that tradition needs to be held at the heart of what we do. Navigating the change agenda is therefore one that requires diplomacy, patience, and the ability to understand that sometimes a less direct, longer journey to success is often better than the more direct route.
My hope is that you will be excited about this role and inspired to come forward and submit an application.
Poppyscotland provides life-changing support to our Armed Forces community. We reach out to those who have served, those still serving, and their families at times of crisis and need by offering vital, practical advice, assistance and funding. We believe that those who serve or have served, whether regular or reserve, are deserving of our support to live life fully without disadvantage after service. No veteran should live without the prospect of employment, good health and a home, and we all have a part to play in achieving this.
Since 2011 Poppyscotland has been part of the Royal British Legion group of charities. Collectively we form the largest charity group supporting the Armed Forces community across the whole of the United Kingdom. We tailor our support to meet the individual needs of each beneficiary. As well as offering financial support, Poppyscotland also funds services in advice, employment, housing, mental health and mobility.
Together with the Royal British Legion, Poppyscotland campaigns at a national and local government level to further the interests of our Armed Forces community and to address the disadvantage they often face. Through our policy development, research gathering and campaigning, we seek to inform policy makers and service providers about issues affecting Servicemen and women, veterans and their families and through that work, seek positive change. Recent campaign successes include the addition of a question on military service to Scotland’s Census in 2022. This will have a transformative effect on how future service provision is shaped and targeted.
Poppyscotland is probably best known for running the iconic Scottish Poppy Appeal, which raises in excess of £2 million each year. This is only possible thanks to the tireless work of around 10,000 volunteers. Our year-round programme of fundraising is extensive and includes mass participation events, regional fundraising, corporate partnerships and a hugely successful direct marketing programme.
The Lady Haig Poppy Factory is a trading subsidiary of Poppyscotland as well as a distinct charity within the group. The Factory was established in 1926 and continues to employ a team of 35 veterans with disabilities who manufacture more than 2 million poppies, 15,000 wreaths and other remembrance items each year. The Poppy Factory has recently undergone a £4 million refurbishment which offers a more fitting environment for our veterans and safeguards its long-term future.
We will also shortly launch a new learning experience at the Factory. This will further enhance our popular learning and outreach programme, which reaches every school in Scotland and includes a wealth of thought-provoking classroom resources and our interactive micro-museum, Bud. The Factory will host thousands of visitors each year who will learn more about the history of the poppy and the enduring relevance and importance of remembrance.
Poppyscotland enjoys a highly visible and prominent role in supporting our Armed Forces community in Scotland, and the Director will lead the wide array of activities as well as the exciting programme of change. This will strengthen Poppyscotland’s position and ensure the charity is best placed to meet the evolving needs of veterans and their families in the years to come.
Royal British Legion
The Vision of RBL is to bring together nations, communities and individuals to create better futures for our armed forces community and their families. The RBL is the nation’s largest Armed Forces charity, providing care and support to all members of the British Armed Forces past and present and their families. It is the national custodian of Remembrance and safeguards the Military Covenant between the nation and its Armed Forces. The RBL serves a community of around 4.2 million people with a diverse and complex set of needs, working both at scale and with individuals to provide support and to campaign on their behalf. The RBL is proud to be “the national Charity with a local footprint” helping veterans and society.
One Legion – Strategy
We were proud to mark our centenary last year, but we remain firmly focussed on our future. Our rich heritage and 100 years of experience supporting the Armed Forces community have built the strong foundations of an organisation that is fit for purpose and will continue to serve the community for the next 100 years.
Throughout our history, the RBL has evolved and adapted, responding to the changing needs of the Armed Forces community and reflecting the modern-day society we play an important role in. To help ensure we are delivering the best service possible to those that need us, we have recently introduced our One Legion Strategy, bringing together everyone from across the Group to work towards the same ambition. Our focus is on putting the people who come to us for support at the heart of all that we do.
Our vision is to create better futures for our Armed Forces community and their families, using our resources as effectively as we can to provide them with the very best care and support possible. We can only achieve this if we continuously challenge ourselves across all aspects of our operations from how we deliver our services, to how we work with partner organisations and others across our network to ensure people recognise us and understand what we do.
To make One Legion a reality and to achieve our vision, we have the following five strategic priorities:
The One Legion strategy provides us with a huge opportunity to transform our organisation and change how we work for the benefit of those we support and those who choose to support us, both now and in the future.
We offer broad-ranging support, including advice and information through our telephone contact centre and online across the UK and Overseas, as well as through our care homes and specialist welfare services. RBL’s pioneering work in dementia care has received widespread recognition. Membership of the RBL through its local branches provides veterans and their families with a strong community; these communities also undertake vital fundraising for us. Poppyscotland and the RBL works collaboratively across the sector, sharing space and working through a national external grants programme through which other charities and community projects can apply for funding for causes within our remit.
We also run the Battle Back Centre in Lilleshall. Established by the RBL in 2011 to support wounded and injured service personnel returning from Iraq and Afghanistan, we aim to help ensure the best possible recovery for the Armed Forces community, whether it’s returning to duty or successfully transitioning to civilian life. As well as continuing to support wounded, injured and sick service personnel, more recently we have expanded our service with the introduction of wellbeing courses for veterans.
RBL is the national custodian of Remembrance. Its role is to champion Remembrance, to promote its observance, encourage participation across our nation and to ensure that the torch is passed to future generations. We do this nationally through events such as the Festival of Remembrance and the march past at the Cenotaph. RBL’s members ensure the contribution and sacrifice of regiments, counties, towns, villages and families is marked locally, and fundraising plays a key part in enabling people to mark their remembrance individually through the Poppy Appeal.
The RBL also owns the National Memorial Arboretum in Staffordshire, the nation’s year-round centre of remembrance and home of the powerful and moving Armed Forces Memorial.
We are the leading campaigner for the Armed Forces community, with a strong record of achieving practical change for serving personnel, veterans and their families. Thanks to the Legion’s work, the Armed Forces Covenant was enshrined in legislation in 2011, and recent successes have included ensuring thousands of veterans do not have to give up their injury compensation to pay for social care, securing fair compensation for veterans suffering from asbestos-related cancer and ensuring all current and future Armed Forces widows are able to keep their military pensions for life if they remarry.
We provide a spectrum of services designed to meet the interests and needs of the Armed Forces community in the areas of financial, physical, and mental health, employment, housing, independent living and social support. We want to make sure that our beneficiaries are able to live with dignity, whether that is in their own home or one of our care homes.
RBL is the largest dedicated care services provider in the military charity sector. It has six care homes, five of which provide specialist dementia care, offering short and long-term care to beneficiaries. The homes range in size from 52 to 90 bedrooms (approximately 475 in total).
As well as introducing new and expanded ways of providing care, we have also introduced entirely new services in response to the increasingly complex needs of our community. These include Admiral Nurse Teams, who support the carers of those with dementia and provide independent living advice, supporting people to remain in their own homes.
Alongside our frontline services in Care, Welfare, Remembrance and Fundraising we have key corporate roles predominantly in our London hub but also across our regional hubs in Edinburgh, Cardiff, Belfast, Birmingham and Manchester. Functions across Marketing, PR, Finance, Property, Legal, IT, Risk, Health & Safety and HR & OD.
As the largest armed forces charity, we hold a privileged position in the public eye, both for the work we do to support the large veteran community but also the trust we hold in safeguarding the legacy of Remembrance. It’s fair to say that internally there is a real pride by all of our staff, volunteers and members in the work which we do daily to make a difference across the Armed Forces community.
We have been through a detailed review of our purpose and strategic goals over the last eighteen months. In a rapidly changing environment, a requirement for our future armed forces and a growing wish to remain ‘relevant’ in a world where so many competing and difficult challenges face society remains one of our key priorities. On this basis, we have set our stall out in the One Legion strategy.
Poppyscotland and the RBL are and will remain great institutions, enjoyed a privileged position in Society. If we don’t take action to rise to this challenge, our impact and relevance will diminish over time. The respect that our reputation commands will reduce, and we’ll have missed a huge opportunity to be relevant 20 years from now.
How we have been structured and worked in the past was relevant but is no longer sufficient. The needs of our beneficiaries are evolving, and their expectations are rising – higher levels of service, and new services are expected of us, so we must anticipate, innovate, and respond.. Our own workforce is changing too, in line with wider social change. This means that we have to work harder to make Poppyscotland and RBL great places to have a career in the charitable sector, with exciting opportunities for personal and professional growth.
We are deeply ambitious, so we must be in a place where the objective challenge to the status quo is the norm, and where leaders are ambitious, restless about ways we can improve. In practice, this will mean creating an organisation that is equipped to deliver strong performance and strategic change, and we aim to do this by combining clarity about goals with the right people, systems, and ways of working to achieve them.
As part of the development of the One Legion strategy, a full review has been conducted to understand how RBL operates as a Group and the how well its subsidiaries are integrated to deliver on the ambitions we have mapped out for the future.
The New Operating Model
Introducing a new model that maximises Poppyscotland’s presence, brand, campaigning and position in Scottish society is equally as important as being efficient and bringing parity in service. A balanced approach that strengthens the good, fills gaps in provision and removes unnecessary duplication is needed.
Operating Poppyscotland as a standalone independent charity limits the benefits of being part of the RBL Group and its ability to provide the same breadth, scale and quality of welfare support available in the rest of the UK. It is also an inefficient model, duplicating many functions in place across the RBL Group, creating inefficiencies, inconsistency and duplication in senior management, governance, support functions, service delivery and the ability to fundraise.
The RBL Board of Trustees have approved a strategy that will improve the experience of all its ‘customers’, presenting a consistent and coherent ‘One Legion’ with strategically agreed standards, services and tone of voice, regardless of how they contact us, where from or what for. Operating Poppyscotland as an independent charity does not align with this ambition.
The Trustees have approved that a different, more integrated operating model is implemented, bringing both organisations together to achieve the following objectives:
To achieve these objectives, the business activities have grouped into three broad headings:
To achieve this, our first step is recruiting to a new role – Director of Poppyscotland to lead the transition and transformation work as Programme Sponsor, and to manage business as usual. In addition to this important role, a change programme will be designed, scoped and managed, supported by RBL Transformation Office (TMO). We anticipate that the programme will take up to 24 months in total, allowing a phased approach to the transition.
The programme will include undertaking detailed activity analysis, preparing recipient business areas in RBL to receive Poppyscotland functions/teams, developing business benefits for realisation and the transition work itself. The detailed change programme to implement these changes will become a part of the One Legion Strategy programme, overseen by the RBL Executive Board.
Job Title: Director, Poppyscotland
Reporting To: Royal British Legion Director of Welfare and Operations
Working with senior colleagues in RBL and the Poppyscotland senior management team, you will lead a significant two-year change programme, transforming Poppyscotland, and its subsidy charity, The Lady Haig Poppy Factory by introducing a new operating model that will integrate and align it with The Royal British Legion Group’s operating model and strategy. Critical success factors will include successful implementation of the new operating model, protection of the brand and reputation during the transition, continuation of ‘business as usual’, ensuring front facing support services are not disrupted, and that staff and internal teams are fully engaged, supported and understand the changes throughout the programme.
Given its trusted position in Scotland, you will need to understand and advocate at the highest levels of Scottish Government and strategic networks to ensure Poppyscotland and the transformation are well understood and supported.
This job description reflects the current scope of duties and responsibilities of the role. The post holder may be asked, and is expected, to undertake any other duties commensurate to the grade of the post. As duties and responsibilities change and develop, this job description will be reviewed and may be subject to amendment.
To work in accordance with The Royal British Legion Group shared values of Service; Collaboration; Passion; Excellence; Valuing our people which underpins the fundamental beliefs and qualities of who we are and what we do. General:
|CRITERIA||ESSENTIAL / DESIRABLE||HOW TO BE MEASURED|
|Degree level education or equivalent experience gained through working at a senior level within relevant services / sector||E||Interview/Assessment/Application|
|KNOWLEDGE & EXPERIENCE|
|Seasoned leader with extensive experience gained at a senior level in an organisation of similar scale||E||Interview/Assessment/Application|
|Demonstrable extensive experience of leading, managing and developing large scale transformation and change programmes||E||Interview/Assessment/Application|
|Experience of organisational governance and working directly to the Board of Trustees||E||Interview/Assessment/Application|
|Financial literacy and commercial acumen, with experience of managing budgets up to £5m.||E||Interview/Assessment/Application|
|Experience of Risk Management||E||Interview/Assessment/Application|
|Proven record in building and maintaining external relationships and operational and strategic partnerships||E||Interview/Assessment/Application|
|In-depth knowledge and experience of the Statutory and Legal Framework within which Poppyscotland operates in Scotland||E||Interview/Assessment/Application|
|A good understanding of the UK Armed Forces and Veterans welfare organisations||D||Interview/Assessment/Application|
|Track record in successfully dealing with the media||D||Interview/Assessment/Application|
|SHARED VALUES AND BEHAVIOURS – Tested at interview|
We support and serve. We are compassionate. We provide great customer care to all the people who come into contact with us. We are accountable and act with integrity.
We value working together and with partners to achieve shared goals. Through strong communication and support, we build trust with each other and treat everyone with respect and honesty.
We are passionate about our role and contribution. With a positive outlook we are resilient and committed to our work.
We strive to be the best we can. We are effective and efficient. We are bold. We are open to new ideas and approaches, challenge each constructively and are willing to learn.
Valuing our People
We support, encourage and provide opportunities for all our people – ensuring we recognise and value everyone’s contribution.
|SKILLS & ATTRIBUTES|
|Effective Communicator with the ability to work closely with passionate, engaged and committed stakeholders at all levels||E||Interview/Assessment/Application|
|Ability to translate strategy into reality through creation of effective operational plans||E||Interview/Assessment/Application|
|Strong leadership and change management skills||E||Interview/Assessment/Application|
|Ability to understand, monitor and oversee complex programmes of work across organisation.||E||Interview/Assessment/Application|
|High level of emotional intelligence||E||Interview/Assessment/Application|
|Highly articulate with excellent written and verbal communication skills.||E||Interview/Assessment/Application|
|Commitment to diversity and demonstrable success in driving and embedding inclusion across previous change projects||E||Interview/Assessment/Application|
|IT literate – able to confidently use MS Office (Word, Excel, Teams, Powerpoint, Outlook) and other business systems (Finance/HR etc..)||E||Interview/Assessment/Application|
Pension: Up to 10% employer contribution
Holiday entitlement: 28 days (+ 8 bank holidays)
Role type: Permanent
Location: Edinburgh with an option for hybrid working
For more information about The Royal British Legion’s benefits packages, please see here.
Anderson Quigley is acting as an advisor to The Royal British Legion. An executive search process is being carried out by Anderson Quigley in addition to the public advertisement.
The closing date for applications is noon on Monday 28 March.
Applications should consist of:
Completed applications should be uploaded at www.andersonquigley.com/candidates using the AQ reference number AQ1373.
Should you wish to discuss the role in strict confidence, please contact our advising consultants at Anderson Quigley: Rob Hilyer on +44(0)7719 325 771 or Elyse Turner-Pearce on +44 (0)7808 648 559.
|Closing date:||noon on Monday 28 March|
|Longlisting:||Thursday 30 March|
|Preliminary interviews with AQ:||Monday 11 April – Thursday 14 April|
|Shortlisting:||Tuesday 19 April|
|Final Panel Interviews:||Wednesday 27 April & Thursday 28 April|