Chair of the Supervisory Board

At the regional level, municipalities are responsible for protecting their citizens from violence in dependent relationships and are tasked with establishing a “Safe Home Organization.” Since January 1, 2018, Veilig Thuis Rotterdam Rijnmond (VTRR) has played a key role as an independent organization in this social mission to ensure a safe home for all residents of Rotterdam Rijnmond (ages 0–100). VTRR’s role is to clarify, in cases where other partners in the care chain (including Youth Protection Rotterdam Rijnmond, general practitioners, hospitals, mental health partners, and schools) are unable to do so, what is happening within the dependent relationship and what intervention is appropriate to achieve immediate and long-term safety. In doing so, VTRR aligns as closely as possible with the strengths and structure of the (family) system and the local community itself.

VTRR provides expertise in the field of safety regarding domestic violence and child abuse. VTRR provides support and advice to citizens and professionals, carries out necessary interventions, and monitors whether safety has been achieved and secured. For VTRR to provide maximum added value within the chain, clarity regarding its role—but especially the implementation of interventions that match the extent and severity of the safety risks within a family system—is of great importance. Being able to quickly coordinate with partners and organizing case management with the appropriate partner is essential in this regard.

VTRR works for and in collaboration with fifteen regional municipalities, namely: Albrandswaard, Barendrecht, Brielle, Capelle aan den IJssel, Goeree Overflakkee, Hellevoetsluis, Krimpen aan den IJssel, Lansingerland, Maassluis, Nissewaard, Ridderkerk, Rotterdam (including Hoek van Holland), Schiedam, Vlaardingen, and Westvoorne.

The operational area is divided into four regions to best align with partners in the field and local infrastructure. VTRR has a team of expert process managers, behavioral scientists, and medical consultants.

Mission, vision, core values, and goals

The mission of Veilig Thuis Rotterdam Rijnmond is: “Together with those directly affected, residents, volunteers, and professionals, we make a demonstrable contribution to ending domestic violence and child abuse once and for all.”

Veilig Thuis’s core values are: decisive, collaborative, system-oriented, professional, and transparent.

Together with and on behalf of children and adults, VTRR works to optimize its services so that the assistance provided meets their needs and reflects their lived experiences. VTRR wants children and adults to feel heard, seen, and understood, so that they know that the Veilig Thuis staff member stands by their side and supports them in achieving a safe situation. In doing so, VTRR seeks the flexibility within the framework to do what is necessary. Working together toward a better future for and with children and adults. People with lived experience play an important role in this.

VTRR is working on this based on the following pillars:

• Quality of our work
• Collaborate
• Position in the supply chain
• Good employment practices

More information is available on the website www.veiligthuisrr.nl, and the appendix contains further details on trends and developments as well as the organizational structure.

Supervisory Board

• the continuity of the organization;
• the achievement of the organization’s statutory objectives;
• the strategy and risks associated with the institution’s activities;
• the design and operation of the internal risk management and control systems;
• financial reporting;
• the quality and safety of care;
• compliance with laws and regulations.

The Supervisory Board acts as the employer of the Executive Board and serves as an advisor and sounding board for the CEO. Its primary focus is on overseeing the CEO’s policies and ensuring that these policies enable VTRR to achieve its social objectives. The members of the Supervisory Board act as critical discussion partners for the Executive Board, provide both solicited and unsolicited advice, and, drawing on their respective expertise, can identify and address opportunities and risks at an early stage.

The VTRR Supervisory Board consists of five members. Members are appointed for a four-year term, with the option to extend this term once. The Supervisory Board meets with the director at least six times a year. A delegation from the Supervisory Board periodically attends consultation meetings between the director and the Works Council.

The Supervisory Board is composed based on profile descriptions that aim to ensure a diversity of expertise, specifically in the areas of healthcare, finance and economics, governance, and legal affairs. The Supervisory Board strives for a balanced composition in terms of diversity in all its aspects.

General Profile of a Supervisory Board Member

• an academic level of work and thinking;
• administrative and/or supervisory skills;
• an affinity with VTRR’s mission and social purpose;
• an understanding of the requirements that quality, efficiency, and continuity place on an organization such as VTRR;
• have a thorough understanding of the responsibilities and roles of the supervisory board and the board of directors and be familiar with corporate governance issues;
• the ability and willingness to support the manager by offering advice and serving as a sounding board;
• the ability to assess VTRR’s policies and the performance of the director;
• integrity, a sense of responsibility, and an independent mindset;
• the ability to work as part of a team;
• socially active;
• limited number of (part-time) positions/sufficient availability.

Due to a new position elsewhere, the position of Chair of the Supervisory Board has become vacant. This vacancy and the general profile serve as the basis for the recruitment and selection process.

Specific profile for the chair of the supervisory board

• Extensive (political) administrative experience in both the for-profit and nonprofit sectors, as well as substantial, demonstrable experience as a supervisor.
• Has a good understanding of and feel for the roles, duties, and responsibilities of both the supervisory board and the executive board, and acts as a challenging sparring partner for the executive.
• Understands and is familiar with the administrative and political (including municipal) context of VTRR and is able to provide strategic advice within that context.
• Is a constructive thinker, exudes professionalism, and is inspiring and enthusiastic.
• A solid understanding of social and healthcare-related developments.
• Has the right presence to represent VTRR.
• Possesses strong meeting management skills and is able to rely on and make the most of the diverse expertise of the other board members.
• Pays particular attention to general communication with employees, supply chain partners, government agencies, and the media.
• As a unifying leader, actively contributes to the continued development of the Supervisory Board in terms of team building, professionalism, and the clarity and precision of discussions and positioning.

In addition, the following qualifications apply:

• Highly empathetic, yet always maintains a sufficient degree of critical distance from the specific cases at hand and has a good sense of when more closeness or more distance is expected of him or her.
• An affinity for or familiarity with the Rotterdam Rijnmond region or with metropolitan dynamics.
• An eye for detail, but also able to think at a higher level of abstraction.
• A team player who works collaboratively within a team to reach a consensus through open communication.
• Critical, yet respectful.
• Trustworthy, honest, and steadfast.
• Accessible, with a strong focus on building relationships.

Compensation

Procedure

Important dates:

• The deadline for responses is December 9, 2022, at 12:00 p.m.
• The preliminary interviews with Sandra Lutchman will take place on December 12 and 13.
• Interviews with the selection committee are scheduled for the week of January 9–13, 2023.
• If there is a high level of interest, the deadline for responses may be moved up.