ROYAL BOROUGH OF KINGSTON UPON THAMES ROLE PROFILE. Post Number: New RELATIONSHIPS

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1 1 Department: Housing ROYAL BOROUGH OF KINGSTON UPON THAMS ROL PROFIL Job Title: Housing Client and Performance Manager Post Number: New Indicative Grade: Subject to job evaluation RLATIONSHIPS 1 RSPONSIBL TO: Group Manager Housing Strategy 2 MANAGMNT RSPONSIBILITY FOR: Strategic Lead Commissioner for Housing Services Client responsibility for the Better Homes programme - 65M over 5 years Performance data for Housing in line with statutory obligations and the Council s performance framework Complaints function (one member of staff) Service improvement 3 IMPORTANT INTRNAL RLATIONSHIPS Place DMT Service Heads and their management teams, Housing Management Team and housing business unit managers Relationship Managers (HR, ICT, etc), lected Members, Team Colleagues. 4 IMPORTANT XTRNAL RLATIONSHIPS All relevant partner organisations for whom and with whom the Council does business including other Local authorities and other Government/regulatory bodies. Council tenants and leaseholders, Resident Associations, and the Kingston Federation of Residents Associations The Greater London Authority, neighbouring boroughs, the South West London Housing Partnerships, London Councils, and registered providers

2 2 MAIN PURPOS OF JOB The post holder will lead on clienting, commissioning, service improvement, including compliants and the performance management framework for the Housing Service. This will include data analysis, business process re-engineering and the development of policies and procedures. The role will be responsible for the Housing client role in respect of: o The Information and Advice Centre o The Housing Repairs and Maintenance function o Income management o Better Homes This role also has additional responsibilities cross service in relation to policy development and review and channel shift and will lead on external facing partnerships. The key purpose of this role is: To deliver excellent services to residents in line with the Council s vision, values, resources, strategic and service priorities. To make an effective contribution to the development and delivery of Corporate & service strategies, policies and operational plans to secure the achievement of service and Council objectives. To lead the transformation of housing services and be responsible for the provision of the high quality, outcome focused and responsive housing services to a range of different audiences: including the Lead Member, Committees, steering groups, other Council bodies and elected Members. To actively support and promote an organisational culture that provides opportunities for staff development, encourages and rewards high performance, promotes equal opportunities and fair treatment for all, promotes the Council s core values, and provides excellent service valued by members, residents, partners and staff. To act as a commissioner of services. Kingston is transforming it s approach to Commissioning and focussing on achieving it s vision of becoming an effective Commissioning Council. Commissioning is seen as a wide ranging activity whereby the Council will make strategic decisions on how best to use resources to achieve effective outcomes for service users and residents. Prepared by: Darren Welsh Date: July 2013

3 3 Customer Service MAIN RSPONSIBILITIS/DUTIS OF JOB Understands the needs and expectations of internal and external customers including service departments and partner organisations. Manage the group of services providing leadership and vision to them. Identify service development needs and provide coaching to develop the skills and knowledge of team members Customer Focus nsures a strong and effective customer focus based on: o Right first time service delivery o Can do attitude and demonstrable ownership and responsibility o Passion, drive and commitment o Service delivery which is focussed on the customer and shaped by putting yourself in the customer s shoes o Strong communication skills and ability to communicate in a range of formats o Strong commitment to corporate working, team working and joint working with internal and external stakeholders o Flexible attitude, and always prepared to go the extra mile Communications Promotes and raises the profile of the Housing Service and the services it provides. Influences service strategy and development and keeps staff informed of information that affects them. Seeks, listens to and responds to the views and ideas of staff and customers. ncourages and actively engages in positive cross directorate communications and team working. Communicate clearly and appropriately with colleagues Provide advice on all aspects of the service nsure communication and the sharing of data between external and internal teams, organisations and networks to create opportunities and monitor projects and programmes so appropriate adjustments can be made to keep project and programmes on track. Strategy & Leadership As a member of the Housing Strategy Management Team, contributes to the development of the wider Service area and other relevant workforce plans and strategies, in line with Council priorities.

4 4 Links development to other aspects of the Council s People Strategy including recruitment, engagement, performance management and reward. Develops an overall learning architecture that provides the structure through which employees can take responsibility for their learning and development and fully optimise opportunities available to them Creates a highly motivated team that works together to achieve performance goals. Builds strong working relationships between the team, other teams within the service area and all services in order to achieve a One Council approach to service delivery Applies effective budget management techniques to achieve maximum value for money, including generating additional funding and income and preventing overspend. Technical & Operations To manage the client framework for the delivery of Housing Services, negotiating and developing Service Level Agreements, which incorporate a strong customer focus. To act as the lead strategic commissioning and client officer for Housing Services, ensuring that residents interests are most effectively represented. To be responsible for the management of the performance management framework for the Housing Service. To co-ordinate the Housing Service Plans for the Head of Housing and to lead on the production of performance information, including cost and performance benchmarking. To lead and manage the complaints function for Housing Services, ensuring complaints are responded to effectively within corporate timescales and that complaints are used as a learning process for service improvement To act as the lead officer within Housing for business process reengineering and the production and development of policies and procedures. To set up and manage performance improvement teams to review specific performance issues. To work closely with the Kingston Residents Scrutiny Panel to support their work. To co-ordinate specific consultation exercises such as customer satisfaction surveys and other structured research and analysis to

5 5 improve and enhance service delivery. To support the Housing Service to determine and set the direction for the Service in business and financial planning, ensuring that the service is responsive to the changing environment and the best use is made of available resources. To be responsible for the provision of expert advice at Committees and other decision making bodies, steering groups and panels, offering high level advice to members, chief officers and departments as to the policy and law on matters relating to the work of the service. To work with the Head of Housing to identify opportunities for the development of the Housing Service and for creating more efficient ways of working. To develop strong partnership working with Government Departments, Council departments, other teams within Housing Services, external agencies and recognised experts on all aspects of the work of the team, establishing procedures for processing that work and other ancillary matters. To establish good governance and implement new methods, policies and procedures in accordance with requirements of the DPA, FOI and Local Government Law. To keep up to date with changes in legislation guidance and policy and be able to assess the implications of these changes on council policy. To identify opportunities for creating business efficiencies and sharing services with external partners, within the local government context. To prepare reports, briefings and analysis for the Council, Committees and Sub-Committees, Steering Panels and Project Groups. To lead and manage continual improvement in equal opportunities in employment and service delivery. To work collaboratively with other senior managers within Housing to ensure a customer focused and holistic approach to the delivery of services. To ensure that services comply with health and safety requirements as revised from time to time. Such other responsibilities as may be required by the Group Manager for Housing Strategy, which are appropriate and commensurate with the grading and position of the post.

6 6 Commissioning The post holder will be expected to demonstrate advanced level of commissioning skills. Commissioning is about achieving the right outcomes by deciding what service is needed, how it should be delivered, and which public, private or third sector organisation should deliver within effective use of resources. The post holder will be expected to take forward Kingston s Commissioning Vision that Kingston will become an effective commissioning Council ensuring that: Better outcomes will be achieved for residents/service users Citizens will be at the heart of design and decision-making In doing so, the post holder will use resources more effectively use evidence based tools to know what works and what doesn t know the true cost and value of everything we do ensure there is transparency and accessibility to opportunities ensure that that there is a well-developed market collaborate when it will be of benefit to Kingston improve the use of performance and contracts management become more commercial whilst retaining our service focus be proactive and not reactive Performance Management Has high performance expectations that are transferred into clear measurable targets Continually monitors performance against targets and communicates this to others Consistently achieves performance targets and celebrates success with team nsures ICT Strategy enhances and supports service objectives e.g. e- government, self service, and channel shift. Takes responsibility to deliver successful conclusions mbodies a strong commitment to always doing what you say you will do Is target driven and solution orientated Uses target setting which makes a positive difference to the customer experience Is a robust challenger of poor performance Is constant striving for improvement

7 7 Demonstrates leadership skills which sets the example and modelling of positive behaviours Supports individuals to fulfil their full potential and celebrating success Benchmarks standards and looks to replicate excellent service delivery Promotes Innovation and motivation Managing Performance Sets high performance targets for the team Prioritises and allocates workload amongst team members Undertakes appraisals and regular one to ones with team members To identify development needs and provide coaching to develop the skills and knowledge of team members Continually monitors performance against targets and communicates this to the service manager and team members Consistently achieves performance targets and celebrates success with team General To demonstrate a commitment to own personal and professional development and to developing and coaching others To promote diversity and equality in all aspects of service delivery and people management Commits to the wellbeing of staff and actively promotes RBK s Health & Safety policies Any other duties commensurate with the grade of the post as may be required from time to time, including attending meetings outside normal working hours.

8 8 Contacts Attending and advising at meetings of the Committees and Sub- Committee on behalf of the Council. Chief officers, cabinet members and members of the Council. Senior managers and Heads of Services across the Council The post holder works as part of the Housing Strategy Management Team. The post holder leads on client liaison across the Housing Service. Frequent attendance at Committee including Consultative Committee and Overview and Scrutiny Committee. Government departments, Members of Parliament, partner agencies, and senior officers in other Local Authorities

9 9 Person Specification General How assessed (S/ I/ T) ssential () or Knowledge, including educational qualifications: Desirable (D) ducated to degree level or equivalent. Clear knowledge of current issues affecting local authorities. Thorough understanding of the government s D agenda on homelessness and welfare reform. Knowledge of effective project management principles D Appropriate professional qualification or equivalent experience plus able to demonstrate continuous professional development. xperience: Significant experience of data analysis, research and policy development stablished capability in clienting and commissioning of Housing related or similar services xperience of project management and partnership working Demonstrable experience of the use of performance management techniques, benchmarking, and business process reengineering Aptitudes, Skills & Competencies: Customer service focused, able to develop productive working relationships with individual tenants, tenant organisations and councillors. Able to plan strategically, developing a clear long term vision aligned to future demands, strategic direction and external influences. Ability to work flexibly and adapt to changing priorities. Ability to think, plan, and act with a creative approach to problem solving and delivery in demanding circumstances and with competing priorities. Politically aware, recognises the importance of politics and politicians and adapts management approach appropriately /T Understands financial information, managing /T

10 10 budgets effectively and ensuring financial propriety. Strong communication and presentation skills, /T both written and oral. Leading People Understands and builds commitment to RBK s /T strategic direction Develops shared plans and goals inspires others to achieve them Develops a strong sense of cohesion and /T team spirit Creates a working culture that is open and /T responsive to change Delivering Services Recognises financial pressures and the need to /T provide value for money and maximise return on investment Promotes good corporate governance /T throughout RBK s activities and partnerships Identifies and is responsive to customer needs, /T working with them to provide innovative solutions Strong focus on achievement and results /T Commissions services using the One Council /T Commissioning approach Understands the links and relationships /T between RBK directorates and services Actively participates in cross-functional /T networks and groups Consistently displays commitment to a One /T Council way of working Builds strong working relationships across the /T Council and with partner organisations and suppliers Recognises the role that technology plays in /T improving the service Manages projects effectively within best /T practice methodologies Displays risk awareness and commits to /T essential standards of risk management Personal ffectiveness Strong interpersonal and communication skills, /T the ability to establish effective working relationships throughout the organisation and with suppliers and contractors The ability to get things done within budget /T and on time. Uses a range of communication styles to influence others /T

11 11 Delivers professional and persuasive presentations to large internal and external groups Prepares high quality written communication and reports Applies skilful negotiation techniques to achieve win-win outcomes Demonstrates a high level of personal drive and energy that sets an example to others Demonstrates a determination to achieve challenging targets Displays a commitment to own personal development and learning Actively promotes a culture that values equality and diversity Is flexible and adaptable to changing goals and circumstances Anticipates and responds proactively to organisational change /T /T /T /T /T /T /T /T Continuously looks for ways to improve services and develop new ways of working Other Requirements: Having a strong commitment to following our Six Steps to working as One Council: 1. Recognise the need to continually learn and adapt. 2. We willingly share our knowledge and learning with others 3. We work collaboratively across teams, services and partner organisations 4. Looks for ways of improving what we do and how we do it 5. We are comfortable with new technology and modern methods of working 6. We are determined to make a difference to the lives of our customers /T /T Having a strong commitment to following our Six Steps to delivering our Customer Commitment: We go out of our way to get it right first time We listen, understand and

12 12 deliver We respond positively and politely We respect each customer as an individual We take responsibility for the customer s issue or problem We work as a team to deliver the solution

13 13 Special Conditions of Recruitment Ability to work evenings and weekends as required by the job. The post is politically restricted under the terms of the Local Government and Housing Act Key: D Desirable S Shortlisting criteria ssential I valuated at interview T Subject to test As part of the selection process, candidates will be required to undertake assessment tests designed to demonstrate their competencies in key areas detailed above.