Buckinghamshire County Council

Chief Executive

Candidate Information Pack

January 2016

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Contents

Page

Welcome Letter and Introductory video from Martin Tett, Leader of the Council 3

About Buckinghamshire County Council 5

Role Profile 6

Person Profile 9

Remuneration / Terms and Conditions 15

How to Apply 17

Timetable 19

Further Information 19

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Welcome Letter and Introductory Video from Martin Tett, Leader of the Council

Welcome

Thank you for your interest in the role of Chief Executive.

This is a really exciting and challenging time to be joining Buckinghamshire County Council. Like all other parts of the public sector, we have faced our fair share of financial and operational challenges. Notwithstanding these, we are still looking ahead with optimism and pride in the way we deliver our services to the people of Buckinghamshire. As our new Chief Executive, you will play a key role in delivering the ambition we have to make Buckinghamshire a great place to live and work, with one of the strongest economies in the Country. You will also lead the County Council through all the changes needed to meet the challenges of the coming years, including delivering significant budget reductions.

The County Council has recently approved its Strategic Plan with three key priorities:

Safeguarding our Vulnerable Creating Opportunities and Building Self Reliance Keeping Buckinghamshire Thriving and Attractive.

In 2015, we were informed by Ofsted that our Safeguarding Services for Children were inadequate. Since then, the approved budget for children’s services has been increased by £12m from 2014/15 to 2015/16 to reflect known demand pressures and the outcome of the Ofsted Inspection. We remain committed, across the whole Council, to continuous improvement in children’s services and one of your critical roles as Chief Executive will be to ensure that we stay on track and deliver improved outcomes for vulnerable children.

People’s images of Buckinghamshire are often of a leafy, rural, affluent County with high standards of living. However, Buckinghamshire is much more diverse than its image suggests. Home to over 500,000 people, it is prime commuter belt territory, which results in significant amounts of outward commuting. The south of the County hosts the Chiltern Hills, an area of outstanding natural beauty, which attracts many visitors. The north of the County is more rural but faces some of the highest levels of growth in England over the coming years. Buckinghamshire does have some of the highest levels of educational attainment, best health standards and highest housing quality in England. However, this often hides significant equality gaps and a number of divisions are named in the most deprived in England. There are significant pockets of poverty across the County and growing gaps in both attainment and health inequalities.

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Economic development in Buckinghamshire is a success story, driven forward in partnership with local business communities. Buckinghamshire is the fourth most productive place in the UK making a significant contribution to Gross Domestic Product (GDP). Major housing growth and infrastructure developments in the form of East West Rail and the HS2 projects will impact on the County in the coming years. These present a significant challenge and opportunities that will need to be carefully managed for the benefit of the County.

The need for partnership working has never been greater and this role provides tremendous scope for the new Chief Executive to build on existing relationships. The Council is keen to collaborate across the public sector and with other partners to deliver the best and most efficient public services. Successful partnerships are already in place with a number of other organisations, with a strong track record of delivery. Looking forward, the financial challenges councils face will drive us to achieve more together and develop innovative approaches to shared commissioning, delivery and improved outcomes. We are adopting the same approach with our strategic partners and are making good progress in forging more integrated services and developing a strong health and well-being strategy.

We are looking for an ambitious and dynamic Chief Executive to help us meet the challenges of moving through this complex, fast-changing and exciting landscape; a candidate with exceptional energy, drive and resilience. You will inspire members, employees and partner organisations to deliver the Council’s strategic outcomes, whilst being an advocate for our vision, values and priorities during a time of unprecedented change for local government.

If you think the challenge of this role appeals to you, please review the rest of this briefing pack and feel free to contact our retained consultants at Davidson and Partners, Hamish Davidson 07932 698807 or Jack Williams on 07885 670504.

I look forward to hearing from you.

Yours Sincerely,

Martin TettLeader of the Council

Click here to see a video of Martin Tett talking further about the role

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About Buckinghamshire County Council

Buckinghamshire is a very attractive and diverse county, which lies within easy reach of central London and the South East, bordering Oxford in the West and the outskirts of London in the East.  The County is proud to have some really outstanding areas of natural beauty, including the Chilterns, the Vale of Aylesbury and stretches of the River Thames, as well as the growing towns of Aylesbury and Wycombe. What helps to define Buckinghamshire and what makes it special are venues such as The Olympic Rowing Venue at Dorney, Pinewood Studios, the Prime Minister’s Chequers retreat and Stoke Mandeville Stadium, the birth place of the Paralympics. These nationally important locations as well as twice the national average of Voluntary and Community Sector organisations and a combination of rural and urban challenges, brings with it complexity and the need for policies and infrastructure which can react, flex and proactively drive a wide-ranging agenda for our many different community needs. 

Buckinghamshire County Council is an historically high performing, well led organisation with a good track record of achievement – albeit this reputation has taken a hit with our children’s services now being in ‘special measures’. In this context, we are well placed to tackle the varied and sometimes challenging set of priorities that we face. We have good links with our District Councils, other Public Agencies and the Private sector. These relationships and their on-going successful management are, and will continue to be, critical to developing and delivering services that are relevant and tailored to the diverse local communities’ needs within Buckinghamshire.

For more background, see the links on page 19 of this site.

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THE ROLE

PURPOSE

As Head of Paid Service, responsible for the leadership and strategic and operational management of the staff of Buckinghamshire County Council

Working closely with elected Members, help them to shape and develop the Council’s vision, objectives and priorities and be primarily responsible for their delivery

Promote and articulate the views of local communities on a regional, national and international basis on behalf of the Council, and forge effective partnerships with the public, voluntary and private sectors to deliver cross-cutting solutions

Undertake statutory electoral roles and civic duties/responsibilities as necessary

DIMENSIONS

Financial accountability

Accountable for the effective management of the total Council gross budget of c.£700 million, net revenue budget of c.£320 million (excluding schools), all capital programme expenditure and other programme expenditure

Management accountability

Direct management of the Business Unit Managing Directors Leadership of the Council workforce of c.9,000 staff (this includes

schools-based employees) serving a growing population of over 520,000 people

Principal Accountabilities

As Head of Paid Service, provide operational leadership and direction to the Council’s workforce to secure the successful delivery of the Council’s Business Plan and budget, and all other policies and priorities

Taking a close steer from elected Members, work with them to create a vision for the Council based on effective, economically sustainable and

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efficient services that are designed and delivered around the needs of the people of Buckinghamshire

Be the principal adviser to the Leader and Cabinet, ensuring effective and informed decision-making through Members receiving professional and timely advice

Working closely with Members, develop, maintain and harness networks at the highest levels across Government and all sectors, to the benefit of Buckinghamshire

Lead, develop and maintain close and effective collaborative relationships and partnerships with key stakeholders across relevant government departments, representative bodies, and the wider public, voluntary/community and private sectors to break down silos, deliver new and innovative approaches and secure improved outcomes for Buckinghamshire and its communities

Advocate for, and represent the interests of Buckinghamshire regionally, nationally and internationally to secure sustainable investment that delivers long-term benefits for its communities

Lead and promote the localism agenda ensuring Buckinghamshire’s communities and Parish Councils are fully engaged and have an appropriate input to determining priorities and how they are delivered

Lead the development of a strong corporate culture where effective performance management delivers improved services focused on the needs of customers and the wider community

Lead, motivate and develop the Corporate and wider leadership teams to ensure they perform successfully, both individually and collectively, to achieve the Council’s objectives

Ensure that Council-wide programmes, policies and initiatives are implemented effectively and efficiently, optimising the use and deployment of resources

Ensure the Council’s compliance and best practice with all current regulatory, policy and legislative requirements, and ensure it is suitably positioned to adapt to and address forthcoming requirements. Such regulation includes, but is not limited to, Health & Safety, Equality & Diversity, Safeguarding, Information Governance and Employment Law

Undertake the responsibilities of Clerk to the Buckinghamshire Lieutenancy and other civic duties associated with the role of Chief Executive

Undertake the roles of Electoral Registration Officer and Returning Officer for Buckinghamshire, including local, national and Police Commissioner elections and for local referenda

Key objectives for the next 12 months

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Monitor closely and ensure appropriate urgency and attention is being given to addressing Ofsted’s concerns re our children’s services, with the goal of taking the service out of ‘special measures’

Be visible to staff in the organisation and establish yourself in your role as Chief Executive and a strong and recognisable figurehead for the Council

Ensure that the organisation is ‘fit for purpose’, with the right people in the right positions

Develop a sound rapport and respect with elected Members, and a sound and effective working partnership with the Leader

Swiftly get a firm grip on the state of the Council’s finances Ensure that delivery of all key elements of the Council’s business plan

is proceeding in accordance with the relevant measures and agreed timelines

Continue and monitor closely the Council’s programme to support the delivery of the savings target in the Medium-Term Financial Strategy

Further the development of a national network of contacts and discussions that benefit Buckinghamshire

Monitor closely and ensure appropriate urgency and attention is being given to sustainably managing the rising financial burden of adult social care

Monitor closely and ensure appropriate actions are being undertaken to facilitate the effective integration and closer working of health and social care within the County

Monitor closely and assist where appropriate regarding the evolution of the devolution agenda within Buckinghamshire and with our partners

Ensure appropriate preparations are underway, with a view to then overseeing and acting as Returning Officer for the next Council elections and EU referendum

Continue to support the work of the High Sheriff and Lieutenancy of Buckinghamshire

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THE PERSON

It is important that in your supporting statement, you seek to address and provide evidence, as far as you can, for each of the criteria identified in Part One of the person specification below. The preliminary interview will further probe these criteria as well as exploring Parts Two, Three and Four.

Part One - Essential experienceA demonstrable and proven track record of:

Success in a strategic leadership role, ideally, within a large scale, democratically accountable environment (a ‘mix’ of public and private sector experience, whilst not essential, would be especially interesting)

Success and achievement in delivering genuinely transformational change within a comparably complex setting

Successful management of complex cross sector, multi-stakeholder relationships and partnerships

Embedding the citizen/user/customer voice as a means of delivering constant service improvement

Successfully managing and harnessing to best advantage large scale resources, budgets and income, all in the context of a complex customer base

Developing innovative strategies with successful delivery against clearly identified objectives

Using authentic and sophisticated communication strategies and techniques to negotiate and influence effectively, both internally and externally

Being extremely well networked, within your sector and nationally (ideally also, though not necessarily, with central government), and harnessing those networks to the benefit of the organisations you have worked for

Harnessing, developing, inspiring and investing in the talents of a workforce at all levels, but also being ready to robustly address performance and behavioural issues, and take tough decisions where necessary

A commercial mindset, that has already or is capable of bringing the best of ideas, initiatives and techniques from all sectors, and a capacity to deploy them to great effect within a democratically accountable context

Facing and being tested through adversity, whether financial or

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managerial, and has successfully come out the other side Part Two - Knowledge and skills

Understanding and appreciation of the democratic and statutory context within which a large and complex local authority such as Buckinghamshire Council operates – or the capacity and intellect to swiftly gain such

Able to build, nurture and maintain effective relationships, including between political and professional leaders, which engender mutual confidence and respect

Strong grasp of the national political context, and current trends and developments, relating to public service provision

An informed understanding and appreciation of how commercial approaches can be brought to bear in a modern public-sector organisation to maximise the economic and effective delivery of services

A very keen intellect allied with strong analytical skills, with the ability to identify and pursue solutions swiftly

A natural and comfortable leader, with highly developed leadership and general management skills

An excellent and influential communicator and influencer, both orally and through the written word, with broad and highly developed networks

Strong ambassadorial skills

Able to deal confidently with high levels of public scrutiny and accountability

Demonstrates expertise in a wide range of different approaches to achieve excellence in the context of a public service organisation

Committed to embedding best practice in equalities & diversity as a driver for business success

Part Three - Personal qualities and styleBuckinghamshire and its communities

A strong and genuine interest and curiosity in Buckinghamshire as a place and what makes it special

A strong sense of vision, ambition and aspiration for the County as a whole, and for all of the diverse parts of our communities to be in charge of their own destiny, and to have the highest quality of life possible

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A resolute ‘customer/citizen focus’ that always looks outwards, and seeks to ensure that the customer voice is paramount and heard ‘loud and clear’ in structuring service delivery, and achieving desired outcomes

Working with elected members Honest and open Respectful of the democratic process, and the roles of Members, and

that Buckinghamshire is first and foremost a Member-led authority Whilst acknowledging you serve the Administration and the Leader of

the Council, fully appreciates that the Chief Executive also serves all political parties and all elected members

Accessible Objective, ‘non-insular’, clear-headed and resolute in advice provided

to Members

As a leader and manager A credible and widely held positive reputation for such Naturally translates ‘visions and missions’ into practical and coherent

strategies and actions that staff and partners can instinctively grasp and own

‘Genuinely’ inclusive; listens and hears; makes each person feel they are part of the team; works ‘with’ people and does not just bring them in at the end of things

Inspires, develops, releases, deploys and invests in talent at every level of the organisation, and in the wider network of partners and stakeholders

Committed to regular and robust performance management that focuses on delivery of mutually agreed outcomes and modeling of agreed behaviours

Motivational but also challenging Instinctively open and honest re information and decision-making Energetic, ‘fire in the belly’, enthusiastic, tenacious - but a measured

risk taker Constantly exhibits pace and passion, and a desire to get things done A role model who encourages independent thought and challenge Fosters an empowering and creative culture in which innovative, even

radical, ideas are constantly generated Impresses with ideas, action and regular follow-up

As a human being Strong ethical and moral values that underpin exemplary behaviours Empathetic; operates at whatever is the appropriate level for

participants in a meeting Naturally establishes and builds rapport and trust – from support staff

to government ministers Uses a natural sense of humour to good effect Open, rather than defensive Knows the value and impact of saying ‘thank you’, and ‘sorry’ Not overly self-important and hierarchical; nurturing

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Comfortable in your own skin

Part Four – Chemistry and ‘fit’ between the Chief Executive, Members and the Leader of the Council

Separately, we posed a range of questions to the Leader of the Council, Martin Tett

What are member relations and politics like here?

Close working relationships between officers and Members with a clear ‘Member led’ philosophy

Good cross-party relationships and general consensus on key non-political issues facing Bucks

Members are hands-on and like to be involved in key decision making processes

What are you, personally, like to work with?

Stood for the Leadership of his group on a platform of making the Council ‘member-led’ – and that is what it is

Looks for and expects his Chief Executive to give best strategic and practical advice – but decisions are Member made, and this extends into individual portfolios

Cabinet Members have grown into their roles and are expected to be well-engaged and experts in their portfolios

Seeks an honest and open relationship with the Chief Executive Very clear and respectful of the fact that the Chief Executive is Head

of Paid Service and runs the management side of the organisation, Expects the Chief Executive to be a strong figurehead within the

Council, a strong leader and a strong advocate for staff Also expects the Chief Executive to be a strong external figurehead

and advocate for the Council

What works less well with you?

Dislikes surprises or anyone going behind his back; so be open and up front

A failure to respect the fundamental principle of Buckinghamshire being a ‘member-led’ authority – so just accept the fact and get on with the job

Don’t ‘tell’ him – rather, convince and persuade him; needs to be sold to

What style and way of operating will be essential in the new Chief Executive for the relationship with yourself and other members to work?

Realistically, aware that it will take time to build both the trust and the

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relationship Will want the surety that the new Chief Executive is fully in control of

what is happening within and throughout the organisation Accept that Members take the final decision; the Chief Executive is

there to run the organisation day-to-day, to advise, to guide and to warn – but also needs to know when to back off

No surprises A good sense of humour Be ready to roll your sleeves up and just ‘get the job done’, when such

an approach is needed Be ready to get ‘out there’ and be a consummate and effective

advocate for the Council; be someone that staff, Members and himself as Leader can be proud of

We want a person who has had the necessary experience to be ‘streetwise’, and understands and has the knowledge and track record of being able to cope with the ‘stuff’ that happens in a role and organisation this large and complicated

He also wants to be confident that the new Chief Executive will respond proactively to ideas that are put forward, and has really well-developed team building skills

Will look to the new Chief Executive to ‘set the tone’ for the organisation and be able to get people to respond to her/him accordingly

Critically, he will want reassurance that the Chief Executive has an accurate sense of the day to day ‘pulse’ of the organisation

What might this person be doing right now?

More likely …

Chief Executive or senior officer in another county, unitary, or metropolitan authority

A high-flying Chief Executive of a high achieving district authority

Possibly …

Chief Executive or Director in an organisation of near comparable size, or the division of a very large and challenging organisation elsewhere in the public or private sectors

Could be working in a near similar environment elsewhere

If potential candidates have all the qualities and skills listed above, then you are looking for an exceptional person. If they are that good, why would they want to come here to Buckinghamshire?

Any one or a combination of:

Personal

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The ability to gain an improved lifestyle/quality of life for yourself and your family, and access excellent schools for your children

You have an ‘empathy’ for Buckinghamshire You grew up here, you left at 18, you’ve had a great career – and now

this is a chance to seize a hugely challenging and rewarding role that could take you back to your roots and closer to family connections

We are centrally located, and close to London if that is important to you, with good transport links

Professional The chance to take on an organisation that was in the top league till we

had a problem with Children’s Services, so a real chance to turn that around and take us back to the top tier and make a name for yourself at the same time

There is a big ‘growth’ agenda here, which means much to cut your teeth on and get involved in

We are politically stable; many Chief Executives, if they are honest, often have no idea which administration or Leader they will be working with next year; in contrast, there is continuity in Buckinghamshire, which means one can focus with more certainty on the longer term

This is an interesting role for an ambitious senior officer; as Leader, Martin Tett is seriously interested in and engaged with the regional and national agenda; that opens doors for an effective Chief Executive, and all senior officers here are proactively encouraged (provided the day job is being done effectively) to network nationally and bring back ideas and useful connections

REMUNERATION/TERMS AND CONDITIONS

Summary information about the key pay and terms and conditions and associated matters

Duration of employment

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The intention is to offer this role on an open-ended basis.

Place of work

You may be required to work at or from any of the Council’s premises in Buckinghamshire or your home address. Your principal place of work will be County Hall, Aylesbury, Buckinghamshire.

Hours of work

The intention is to offer a full-time role, which will involve a working week of a minimum of 37 hours. You will be expected to undertake additional hours of work necessary to discharge the accountabilities associated with the role subject to the requirements of the Working Time Regulations. You will also be required to undertake certain civic duties and responsibilities.

Pay

The Council intends to make an appointment on a competitive salary

Dependent upon your contribution as assessed under the Council’s Performance Management Scheme (currently Delivering Successful Performance (DSP)), any pay award will be subject to the Council’s Contribution Based pay (CBP) scheme. Any CBP award will apply from 1 July each year.

Overtime is not payable.

Business travel

The normal duties of this post will involve travel on a frequent basis. For those journeys, where an alternative form of transport is unavailable or impracticable, you will be required to provide a vehicle to undertake business mileage, for which you will be reimbursed at local rates.

Leave, sick pay and other terms and conditions

The County Council has opted out of national terms and conditions. Local Bucks Pay terms and conditions will apply to this post.

Your annual leave entitlement is 32 working days plus 8 public holidays per annum.

The scheme of sickness entitlement is defined in the Bucks Pay Employment Conditions and the amount of paid sickness leave is dependent on continuous service up to a maximum of six months full pay and six months half pay after five years’ service.

Annual and Lifetime Allowances regarding pension savings

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The Local Government Pension Scheme applies to this role.http://www.mylgpspension.co.uk/member-information/member-information/active-member/increasing-your-benefits.aspx

The Government has placed a restriction on the amount of pension you may earn each year before you suffer an additional income tax liability. This limit is known as the Annual Allowance and applies to any pension arrangement you or your employers contribute to. There is also a limit on the total amount of pension savings you are able to build up before you again suffer additional taxation charges. This limit is known as the Lifetime Allowance.  The government has significantly reduced these thresholds in recent years bringing more moderate earners into the scope of these thresholds. 

Before taking up this role, it is your responsibility to check whether your pensions savings will exceed the annual or lifetime allowances and therefore whether you will suffer any adverse taxation charges.  Any such charges will be your responsibility and therefore we strongly suggest you contact an independent financial adviser or accountant.

Re-location

If not already living in the county or within easy daily commutable distance, there is a ‘strong’ expectation that the new Chief Executive will commit to relocating to Buckinghamshire with his/her family as soon as is convenient (and certainly, within 6-12 months). Our relocation package allows a person to maintain two homes and cover travel expenses whilst they look to relocate, subject to HMRC £8,000 limit; there is scope after for that aid to be extended, but the excess will be subject to tax.

OTHER RESTRICTIONS:

- This is a politically restricted post.- The position is subject to an enhanced DBS check- You must be a fit and proper person in respect to the Companies Act

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How to Apply

This guidance contains important information to help with your application.

General Conditions

We recognise and welcome our responsibility to remove any barriers in our Recruitment and Selection process for disabled people. We have tried to do this, but if you have a disability and identify any barriers in the job description please tell us of these in your application. We are committed to making reasonable adjustments to the job wherever possible and it would help us to know your needs in order to do this.

To apply for this role, we would like you to provide the following:

A motivation statement (ideally no more than 2 sides of A4), which explains why you are applying for this role and the contribution, style, skills and experience you will bring to it.

A supporting statement, providing evidence/examples of how you match the eleven key requirements of the role as outlined in Part One of the ‘role profile’.

A comprehensive, up to date and current CV ensuring all gaps in employment and education history are fully explained.

Contact details of two referees so that we are able to take up your references if you are shortlisted for final panel interview (referees will not be contacted without your permission).

A completed Equal Opportunities monitoring form (see below). We are keen to ensure that our jobs are accessible to all members of the community and use this data to monitor our progress in doing this.

The equal opportunities and monitoring form can be found at the end of this pack. This is a word document that you need to complete and return to us.

Please ensure you return the above documents by the end of the closing date, 10 February 2016 to BCC1046@davidsonpartners.com

Following long listing, you will be contacted directly with an update on the status of your application.

On the following pages, there is a timetable for this appointment.

Please ensure that you let us know in your covering letter if there are any specific dates that present you with a problem.

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If you have any specific queries about the role, or wish to have an informal and confidential discussion, then please call or email our advisors at Davidson & Partners:

Hamish Davidson: hamish.davidson@davidsonpartners.comM: 07932 698 807

Jack Williams: jack.williams@davidsonpartners.comM: 07885 670 504

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Timetable

Closing date: Wednesday 10 February

Longlisting: Thursday 18 February

Preliminary interviews w/c 22 February,w/c 29 February & w/c 07 March

Shortlisting: Wednesday 23 March

Assessment and PartnershipInterview Panel& Final Panel Interview: Thursday & Friday

14 & 15 April

Further Information

Profiles of the Cabinet Profiles of Council Members List of Council Committees Buckinghamshire County Council Strategic Plan – 2015-17 Ofsted’s 2014 Inspection Report into Buckinghamshire County

Council’s Children’s Services and the Buckinghamshire Safeguarding Children Board

Click here for a Dropbox folder where you can download further information documents

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Diversity Monitoring FormRole:  Chief Executive, Buckinghamshire County Council

Reference Number:  BCC 1046

Your full name:

Where/how did you first learn about the role?

We are committed to employing a workforce that reflects the community we serve. Please help us to monitor our progress by completing the details below. Your information will be treated confidentially.

Gender

What is your gender?

Male Female Prefer not to say

Pregnancy and Maternity

A woman is protected under section 18 of the Equality Act 2010 and cannot be treated unfavourably because of her pregnancy

If you are a woman, are you pregnant, on maternity leave or returning from maternity leave?

Yes No Prefer not to sayDisability

The Equality Act 2010 says that a disabled person is someone with a physical or mental impairment, which has a substantial and long-term adverse effect on his/her ability to carry out normal day-to-day activities.

Examples include cancer, diabetes, multiple sclerosis, heart conditions, hearing or sight impairments, or a significant mobility difficulty and mental health conditions or learning difficulties.

In relation to the definition above, do you consider yourself to be disabled?

Yes No Prefer not to say

Age range18-24 25-34 35-44 45-54 55-64 65+ Prefer not to say

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Religion or beliefPlease tick the box from the list below which best describes your religion or belief:

Christian Hindu JewishMuslim Sikh BuddhistNo Religion Prefer not to say

Any other religion, please specify:      

Gender ReassignmentThe Equality Act 2010 defines a transsexual person as someone who “is proposing to undergo, is undergoing or has undergone a process (or part of a process) for the purpose of reassigning the person's sex by changing physiological or other attributes of sex”.   

In relation to the definition above, do you consider yourself to be transsexual?

Yes No Prefer not to say

Ethnic OriginPlease tick the box from the list below which best describes the ethnic group to which you belong:

White Black Asian

British British BritishEnglish African IndianScottish Caribbean PakistaniWelsh

Any other Black background, please specify:      

BangladeshiIrish

Any other Asian background, please specify:      

Northern IrishGypsy or Irish Traveller

Any other White background, please specify:      

Mixed Other ethnic group

White and Black African

Chinese

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Prefer not to say

White and Black Caribbean

Arab

White and Asian

Any other ethnic group, please specify:      

Any other Mixed background, please specify:      

Sexual orientation

Please tick the box from the list below which best describes your sexual orientation:

Gay man Gay Woman/Lesbian

Heterosexual/Straight

Bisexual Prefer not to say Other

Thank you for taking the time to complete this form.

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