JOB DESCRIPTION & PERSON SPECIFICATION
Job Title: Investment Manager (Property Services)
Directorate: Housing and Customer Services
Department: Property Services
Reports to (title): Asst Director of Property Services
Directly supervises: Data Officer/ Asset Management Assistant
Updated: December 2008
Main Purpose of Job:
To manage and develop the organisation’s property database(s) to inform the effective
delivery of the Asset Management Strategy and other property–related services.
1.To be responsible for the analysis of the stock condition data and to develop 5, 10
and 30 year delivery plans to ensure the property assets are repaired and maintained to
2.To liaise with the Asst Director of Property Services and Finance in developing a
sustainable business plan and to adjust individual delivery plans accordingly.
3.To manage and maintain the department’s computerised property management
database. To take responsibility for proactively developing the application of the
database modules across different service streams and improving the quality and
integrity of the data held.
4.To analyse the data to identify properties that require options appraisals, model data
and recommend the most appropriate actions in accordance with the asset
5.To schedule a programme of regular condition surveys, including photographic
records, floor plans etc to ensure the housing stock is surveyed fully every 5 years
ensuring that the database is updated with survey results..
6.To coordinate the updating of property attributes and components details following
replacement or major works, improvements, empty property works etc.
7.To record and maintain accurate information on the management of asbestos, and the
implementation of the asbestos management plan, fire risk assessments and relevant
8.Advise on suitable procurement and delivery models for services and projects
including assisting with OJEU processes.
To carry out all duties in accordance with Moat’s:
• Equal opportunities policy
• Health and safety policy
• Policy on confidential reporting (whistle-blowing)
Carry out any other duties consistent with the post that may be required from time to
time, at the discretion of the line manager.
PERSON SPECIFICATION : Investment Manager (Property Services)
Personal Qualities 3 4
Professional Qualities 3 4
Managing Relationships 3 4
Customer Service 3 4
Managing People 2 3
Managing Performance 2 3
Managing Tasks, Information & Risks 2 3
Repairs and maintenance 2 2
Surveying 2 3
Health & Safety 2 3
ConstructionBuildingProperty related diploma or equivalent experience.
Thorough working knowledge of residential property maintenance and life cycle costing.
Good understanding and experience of database management
In depth understanding of the planning, budget creation and monitoring processes within
a social housing environment
Proven building surveying ability with a good level of knowledge of construction
technology and experience of investment planning using complex data
Strong communication and presentation skills, both oral and written, with a wide range of
stakeholders and organisations
Experience of undertaking investment and options appraisals
Ability to analyse management information, making informed financial judgements
Ability to apply an innovative approach to solving technical problems
Proven ability to identify, analyse and manage risk
Experience in the use of data in managing projects and services
An awareness of and commitment to equal opportunities and health and safety, and a
willingness to undertake training associated with these issues
Clear drive for achievement
Tenacious with an ability to see tasks through to completion; a completer finisher
A good understanding and appreciation of financial processes
Proven ability to work with minimum supervision
Use of IT in the provision of services to Clients
2 years asset management experience
This Competency Framework describes the different areas of competency and skill
required across the organisation in the different work that we do. It comprises a series
of core, staff management and technical competencies.
Each competency area is divided into several levels (up to seven). These levels build on
each other cumulatively, so that, for example, a person with level 4 competency in
Lettings & Allocations would also be expected to have levels 1 to 3. Please note that the
levels are not equivalent across different competency areas.
Each job in the organisation will have a series of competencies associated with it.
These competencies will describe the competencies and skills needed to do the job
effectively. The competencies do not describe so much what is done in the job, rather
they describe how it is done. Some competency areas will be common to a range of
different jobs. For instance, the core competencies apply to all jobs, and the staff
management competencies apply to all staff management jobs. A variety of technical
competencies will apply to each job as appropriate.
This framework will be used to objectively assess individuals’ competencies and skills,
and how these match to their job, to help with objective setting, to measure progress
and performance and to help inform training & development and career development
When discussing the competencies, it is less important to apply the literal word-for-word
detail of each description, and more important to apply the spirit and essence of what is
Level 1 Has a positive approach to work, working flexibly, willingly and co-operatively.
Is trustworthy. Accepts responsibility for own actions, is pro-active and self-
staring. Uses own initiative where appropriate, is receptive to new ideas and
improved ways of working. Maintains appropriate behaviour at all times. Treats
everyone with respect regardless of gender, race, religion, physical ability, age
or sexual orientation. Participates in training activities. Accepts responsibility for
own development, regularly seeking opportunities to enhance and extend
personal skills. Communicates clearly both verbally and in writing. Listens
actively and carefully to what others say. Accepts change and is positive in
adopting improved working methods.
Level 2 Demonstrates personal integrity. Shows consideration, concern and respect for
other people, their opinions and individuality. Acts fairly and impartially,
respecting individual differences. Endeavours to avoid confrontation and deals
with others using tact and discretion. Has a positive approach and is able to
stand own ground in the face of challenge. Remains stable, calm and in control.
Pitches communication at a level appropriate to the recipient. Appreciates that
the ongoing development of skills and knowledge is essential to support the
achievement of operational objectives.
Level 3 Sets high standards for self and others. Makes people feel valued. Avoids
putting people down. Values cultural differences between people. Anticipates
others’ information needs and communicates pro-actively. Shows tolerance
towards differing needs and viewpoints. Adapts communication style to meet
the needs of the recipient. Uses appropriate questioning techniques to extend
effectiveness of all communications. Creates a good impression, commanding
attention and respect. Treats others fairly and impartially and allows others to
contribute their views. Maintains confidentiality and inspires confidence in
others. Understands the risks for self and others in the stressful aspects of the
Level 4 Displays behaviour that is consistent with corporate values. Creates a positive
personal impact and establishes rapport with others. Responds positively to
meet cultural needs. Understands the impact of communication styles and
varies personal approach accordingly. Ensures others are kept informed.
Successfully adapts to changing demands and conditions. Remains calm,
objective and in control in ambiguous or stressful situations. Ensures openness
and accountability in all processes and decisions. Behaves consistently over
time and situations. Can be relied upon to honour commitments and keep
promises. Regards change positively and provides guidance to ensure agreed
changes and improvements happen.
Level 5 Provides a good example of professional behaviour. In situations where
pressure or conflict arises, retains composure, using personal influence to
achieve effective and constructive resolution. Promotes fairness and equal
opportunities. Targets the information needs of different audiences and
communicates accordingly – laterally and upwards as well as to staff.
Influences, convinces or impresses others in a way that results in acceptance,
agreement or support. Effectively explores alternatives and positions to reach
outcomes that gain approval from all parties. Welcomes change and new
approaches and takes positive steps to ensure improvements are implemented
Level 6 Leads by example in all workplace activities. Inspires trust, confidence and
commitment in staff, colleagues, customers, partners and other agencies.
Values cultural diversity; challenges barriers to fairness and equality.
Demonstrates willingness to take charge of a situation where necessary and to
empower others wherever possible. Projects an aura of authority and
credibility, persuading others to give their agreement and commitment.
Integrates communication into all operational activity. Accepts accountability for
decisions and actions taken.
Level 7 Acts as a role model in all aspects of interpersonal behaviour. Demonstrates
drive and enthusiasm for the social purpose of the organisation. Operates in a
way that is consistent with the organisational values. Ensures fairness and
equalities are rooted in organisational culture. Anticipates the information
needs of a wide range of audiences and communicates accordingly. Is
approachable and conveys a realistic sense of own impact on others.
Level 1 Demonstrates a clear understanding of the job including all its tasks,
responsibilities, procedures and contacts. Accurately checks processes and
tasks. Able to use relevant IT software. Is health and safety conscious.
Organises workloads and priorities effectively, and delivers work within agreed
timescales and performance standards. Demonstrates the capacity for
sustained effort and hard work. Applies confidentiality appropriately, taking
account of data protection, and other legal or regulatory requirements. Uses
plain English in written communication. Recognises the need to work within all
policies and in particular HR guidelines in order to comply with terms and
conditions of employment and employment law.
Level 2 Appreciates that achieving performance objectives is essential to support the
achievement of operational goals. Produces work to a high standard in terms of
both the quality and quantity of output when measured against both the
requirements of the role, targets set and any circumstances which may impact
day-to-day performance. Demonstrates sound time and priority management.
Recognises the need to update skills. Suggests improvements in working
practices and views change as an opportunity. Competent in the use of core IT
systems appropriate to job-related tasks. Has skills in business writing,
ensuring appropriate use of language, grammar, spelling and style. Recognises
the need to work within financial guidelines and authorisation procedures to
comply with budgetary requirements and ensure cost control.
Level 3 Applies technical, operational or specialist skills as required. Identifies fresh
approaches and is pro-active in suggesting improvements to processes and
functions. Ensures that productivity goals are met; takes corrective action and
builds in contingencies as necessary. Receptive to change and open to new
challenges. Demonstrates a readiness to make appropriate decisions. Makes
systematic and rational judgements and commits to taking action based on
relevant information. Demonstrates awareness of financial procedures and
Level 4 Demonstrates skills in the specialist or professional aspects of work and
continually maintains technical knowledge. Applies legal and industry
regulations. May have or be working towards a professional qualification.
Seeks to ensure that the appropriate equipment / technology is available to
facilitate the performance of self and others. Applies effective monitoring
procedures and controls to ensure the effective use of financial resources, and
compliance with our financial obligations. Makes realistic decisions, taking
account of resources, constraints and organisational priorities and values. Uses
Level 5 Has breadth and depth of experience and expertise within the profession and a
demonstrable understanding of how the function contributes to the
organisation’s success. Uses knowledge to anticipate trends and amend
service provision and priorities accordingly. May have corporate membership
of relevant professional body. Supports organisational development initiatives
and undertakes process improvements to enhance operational effectiveness. Is
able to accurately budget, track and forecast expenditure and report on
exceptions, taking corrective action as necessary. Willingly takes ownership of
issues and will take initiative and originate action to ensure outputs are met.
Accountable for the delivery of recommendations made by both internal and
Level 6 Expert in the processes, policy and legislative framework that the function /
discipline works within. Develops and maintains professional expertise,
including membership of professional bodies where appropriate. Actively
promotes ideas, initiatives, projects and schemes that seek to enhance
organisational effectiveness; shows commitment to these ideas by own actions.
Identifies opportunities and risks via environmental scanning activities and
seeks to capture and maximise all potential for growth and positive change.
Thorough understanding of how financial processes and management
principles support business objectives.
Level 7 Broad and extensive knowledge and experience within the relevant sector.
Applies experience and technical expertise at an executive and strategic level
in order to establish operational priorities, standards and benchmarks for the
organisation. Professional competence and extensive knowledge of financial
and resourcing systems, processes and strategy. Takes steps to ensure the
organisation learns from its past actions, and makes decisions based upon an
analysis of past results and an awareness of best practice. Champions causes
that will improve and develop the organisation. Acts as an agent for change,
managing both opportunities and risks effectively.
Level 1 Demonstrates a willingness to work productively with others. Is a good team
player and builds and maintains positive working relationships internally with
staff and managers, and with any external contacts. Co-operates, respects and
works collaboratively with others in pursuit of shared goals. Is supportive of
others collectively and individually. Contributes to and accepts consensus
where appropriate. Recognises the need to maintain the good reputation of the
Level 2 Views productive working relationships as integral to successful task
accomplishment and works hard to establish and maintain effective networks.
Pro-actively builds relationships with internal and external contacts where
appropriate, and reinforces a sense of team spirit and collaborative working at
all opportunities. Behaves as an ambassador of the organisation in all contacts
Level 3 Uses relationships with people internally and externally to extend operational
efficiency and effectiveness. Relates to others in an appropriate style. Is able to
balance and adapt to the needs of different parties and negotiate acceptable
resolutions to areas of conflict.
Level 4 Works productively with people internally and externally to ensure effective
delivery of operational functions and services. Recognises the public relations
aspects of all contacts with people externally. Builds positive and constructive
working relationships with managers and staff at all levels.
Level 5 Represents the organisation / function externally where appropriate by building
positive working relationships with key contacts inside and outside the sector.
Develops productive working relationships internally with more senior
managers, colleagues, and other managers and staff to ensure the free-flow of
Level 6 Develops key relationships externally where appropriate by working with board
members, local authorities, funding agencies, other partners and contacts.
Develops productive relationships internally with Directors, peer group and
other managers and staff in order to ensure vertical and lateral information
channels operate effectively.
Level 7 Influences externally at a strategic level, for the benefit of the organisation, by
developing relationships with board members, partners, agencies, competitors,
funders, press and public relations contacts and other relevant commercial /
non-commercial agencies as necessary. Builds productive working
relationships with senior management teams and with staff individually and
collectively in order to effectively cascade information, and provide appropriate
channels for operational work-flows.
Level 1 Provides a high quality, efficient and reliable customer service. Is flexible and
responsive. Gives high priority to customer satisfaction.
Level 2 Takes ownership of customer service issues and strives for excellence. Has a
sufficiently detailed body of knowledge to deal with more complex customer
queries and accept referrals from less experienced staff. Anticipates and
provides solutions to customer needs. Handles complaints sensitively and
appropriately. Is knowledgeable about the range of services provided and
seeks to promote them. Initiates suggestions for additional services or
improvement to existing services for the benefit of customers.
Level 3 Generates ideas and procedures to improve levels of customer satisfaction.
Pro-actively develops customer relationships by making efforts to listen to and
understand the customer (both internal and external). Liaises with and builds
productive working relationships with contacts and partners who can facilitate
improved service provision.
Level 4 Networks internally and externally to achieve improved service levels.
Understands, predicts and interprets customer needs. Co-ordinates the delivery
of services for the section. Reviews service contracts with a view to securing
value for money for the customer.
Level 5 Co-ordinates with other internal areas and/or external organisations and
agencies to provide a complete and consistent response to the customer.
Designs and implements customer satisfaction and service delivery monitoring
systems. Constantly seeks to improve service levels.
Level 6 Takes a strategic view of customer needs. Establishes and participates in
external forums to improve customer trends information and service delivery
initiatives. Anticipates customer trends within the range of services provided by
the organisation / function and acts accordingly, setting out clear service
standards. Challenges barriers to improved service levels.
Level 7 Champions customer service across the organisation. Manages the reputation
of the organisation within and outside the regions in which the company
operates. Directs the organisation towards providing excellent service levels.
Level 1 No formal supervisory responsibility. Works collaboratively with others to
achieve shared goals. Recognises the dependencies in working with others to
achieve tasks, and ensures appropriate liaison.
Level 2 Minimal supervisory responsibility. Seeks opportunities to work collaboratively
with others. Inspires a sense of team spirit and encourages positive interaction
between individuals and teams. Willing to share responsibility for problem
solving and taking action with other team members or staff where appropriate.
Level 3 Supervises staff or contractors. Stresses the importance of both individual and
team contributions. Offers guidance, encouragement and support. Clarifies
expectations. Provides regular and constructive feedback. Pro-actively
communicates with staff on an individual and team basis. Seeks to resolve
minor staffing issues positively. Refers more complex issues to senior levels of
management where appropriate. Recognises the need to seek advice on HR
related issues. Understands and can apply basic on-the-job training
techniques. Develops own skills in first line management.
Level 4 Line manages staff. Adopts a collaborative management style. Treats staff
management as a priority. Seeks to balance the needs of individuals with those
of the team and the task. Trusts and empowers people to take responsibility.
Shows a strong concern for staff welfare. Shares information widely. Offers
direction, encouragement and support, particularly during difficult working
periods. Offers flexibility to staff where appropriate. Identifies training &
development needs. May provide training/coaching/support on specific topics.
Gives recognition for all positive contributions. Takes ownership and seeks to
resolve any areas of conflict positively. Appreciates the need to maintain
effective employee relations with HR support as necessary.
Level 5 Manages one or more teams of staff. Varies leadership style to meet the needs
of individuals / teams. Acts when people need more direction. Manages staff
expectations, and sets realistic progression targets that encourage staff to
achieve their potential. Delegates responsibility appropriately; gives others
scope to use initiative and gives them authority to make decisions and
accomplish tasks effectively. Produces team and individual development plans.
Evaluates the transfer of skills and knowledge into the workplace. Emphasises
the positive aspects of proposed changes and ensures ‘people issues’ are
managed. Develops own skills in people management. Understands HR
policies and procedures and the legal need to adhere to these.
Level 6 Provides leadership at a functional / directorate level. Communicates a positive
vision of the organisation’s future and the contribution staff can make to
achieving it. Clarifies expectations on all staff groups within remit, and
allocates responsibility to appropriate team leaders. Ensures staff are consulted
about decisions that affect them. Establishes open and transparent staffing
strategies to ensure change is implemented positively. Develops own skills in
operational / strategic management.
Level 7 Provides leadership at a ‘whole organisation’ level and demonstrates a strong
sense of collective responsibility. Provides a strong vision for the organisation
and inspires others with a sense of commitment and value. Develops a
corporate culture that fosters fair, consistent and transparent management
practices. Creates an environment where change is perceived as an
opportunity for growth and improvement.
Level 1 Recognises the need to work within clear performance standards and to
achieve performance objectives. Shows concern for all aspects of the job, no
matter how small or routine.
Level 2 Appreciates that achieving performance objectives is essential to support the
achievement of operational goals. Ensures that productivity goals are met.
Identifies fresh approaches and is pro-active in making attempts to improve
processes. Seizes opportunities and acts on them.
Level 3 Sets clear objectives that are specific, measurable, achievable, relevant and
time-bound. Sets out the context of performance with teams and individuals
and seeks to mutually agree challenging objectives. Spends adequate time
monitoring performance. Seeks regular updates on progress. Identifies
performance problems and takes appropriate steps to ensure they are
Level 4 Allows sufficient time for performance planning with the team. Balances long
and short term considerations. Produces clear action plans that support
performance targets as set out in the corporate and business plans. Re-visits
plans and objectives as the need arises. Schedules activities to ensure
optimum use of time and resources against performance priorities. Drives work
along, gets results, ensures key goals, targets and deadlines are met. Takes
appropriate corrective action to seek to correct performance problems with
Level 5 Attuned to the key organisational ethos and objectives, and alert to changing
priorities and goals. Forges links with other parts of the business and
establishes useful, supportive networks in order to develop productivity.
Communicates corporate and local plans and time scales to staff. Positions
team and individual performance plans in the organisational/functional context.
Maximises performance through effective use of progress maps, performance
indicators, service standards etc. Requires others to contribute to and update
performance documentation. Manages poor performance firmly and fairly, with
due regard for mitigating circumstances and the legal framework surrounding
capability and conduct.
Level 6 Facilitates the conversion of corporate vision and strategy into tangible
performance outcomes. Seizes opportunities and manages risks to ensure
continuous improvement. Handles critical issues affecting operational
Level 7 Sets organisation-wide performance standards, in the form of performance
charters or performance management systems. Ensures organisational
performance targets and indicators address the needs, and provide appropriate
information to the Group’s key stakeholders and partners.
Managing Tasks, Information & Risks
Level 1 Co-ordinates and prioritises the application of tasks within a function/service.
Ensures appropriate and adequate sharing of information and knowledge.
Contributes to the development of policies and procedures and the running of
projects. Undertakes research to gather accurate information. Understands the
requirement to manage risk and to report suspicions of fraud.
Level 2 Manages information that varies in complexity and derives from a range of
internal and/or external sources. Analyses and interprets information effectively
in order to apply structure to tasks in compliance with policies and the
legal/regulatory framework. Can analyse and evaluate key data to determine
how improvements can be identified and effected. Manages discrete projects.
Aware of the operational risks in the area of work and of the controls to manage
those risks and/or liabilities.
Level 3 Applies information and task management tools and techniques to
technical/functional scenarios, e.g. process mapping. Manages functional
projects. Develops and implements appropriate policies to ensure consistency
in application of activities and compliance with the legal and regulatory
framework, e.g. data protection. Accountable for the management and
monitoring of operational risks within a specific area of the business.
Level 4 Programme management of multi-disciplinary projects and processes.
Identifies and devises action/improvement plans to mitigate large-scale
business risks or seize opportunities. Accountable for risk management and
controls assurance, covering a wide range of operations. Demonstrates
awareness of the strategic and corporate risks including the major external
threats to the organisation.
Level 5 Develops new approaches to knowledge management. Designs and develops
methodologies for task, information and project management that may be
adopted on an industry/sector wide basis. May be accountable for the
management of one or more of the key corporate risks. Makes a major
contribution to the identification and mitigation of those risks that would
threaten the achievement of the organisation's corporate plans.
Level 6 Able to deliver a full risk management programme and suitable assurance on
internal controls across the organisation. Maintains full knowledge of the
developments within the sector on risk management and contributes to the
furtherance of best practice.
Repair & Maintenance
Level 1 Demonstrates a basic awareness of the customer perspective in dealing with
repairs, and the policies and procedures to be followed.
Demonstrates basic skills in property-related repair and maintenance, which
may include fixtures and fittings repairs, those relating to servicing or repair of
utilities (gas, water, electricity), garden maintenance, and vermin control.
Level 2 Able to undertake planned, cyclic and responsive maintenance as required.
Understands processes relating to property inspections, defect analysis, and
specifying building repairs and refurbishments. Able to provide advice on, for
example, security, fire regulations, energy efficiency, etc. where appropriate.
Level 3 Able to manage property improvement programmes, analysing stock condition
data, and ensuring financial analysis and feasibility of schemes is undertaken
prior to works commencing. Specifies contracts, and undertakes tender
procedures in order to schedule work. Ensures contracts are supervised
Level 1 Demonstrates a basic understanding of property construction and related
maintenance principles. Able to communicate to residents and other non-
Level 2 Demonstrates a sound knowledge of building pathology, contractual
arrangements for maintenance and contract administration issues. Is able to
accurately diagnose building defects, interpret construction contracts, manage
contractors and site managers as appropriate. Able to undertake day-to-day
liaison with residents and others involved in the delivery of maintenance
services to residents.
Level 3 Demonstrates a high level of awareness of statutory issues involving housing,
statutory authorities, legal consultative issues and construction management
issues. Is able to manage programmes of works, specify works, prepare
contracts and consider health and safety issues associated with maintenance
works. Is able to act as planning supervisor for simple works.
Level 4 Demonstrates an understanding of the management of properties portfolios
including bulk procurement arrangements, contractual appropriateness,
planning supervision, resident involvement and other stakeholder consultation.
Is able to report and present effectively to boards, resident panels and internal
parties. Able to interpret legislation in order to develop organisational
Level 5 Able to report, present and negotiate effectively to boards, resident panels and
internal parties. Understands and is able to operate an effective asset
management strategy. Is highly aware of professional, legal and technical
issues. Clearly understands and demonstrates the ability to convert strategy
into operational practices.
Level 6 Influences partners and other agencies, including local authorities, to provide
for improved strategies and services for asset management. Contributes to
organisational responses for industry wide consultations. Is able to develop
organisational strategy in technical areas, and involving cross-departmental
Level 7 Externally recognised as an expert in one or more technical related functions.
Influences and contributes to government and/or regulatory policy and practice
Health & Safety
Level 1 Demonstrates an understanding of the need to take reasonable care to avoid
injury to self or others at work. Co-operates with others in meeting the
requirements of health and safety law. Does not interfere with or misuse
anything provided to protect health, safety and welfare.
Level 2 Demonstrates an awareness of the key health and safety regulations relating to
the aspect of work the individual is involved in. This may include: the working
environment (temperature, ventilation, lighting, workstations and seating, etc);
safety (including doors, floor surfaces, obstructions and slipping / tripping
hazards); welfare and health facilities; manual handling (including lifting,
moving & carrying weights); display screen equipment; personal protective
equipment; Control of Substances Hazardous to Health regulations; electricity
at work regulations; first aid regulations; reporting of injuries, diseases and
dangerous occurrences regulations; and construction (design and
Level 3 Shows an understanding of the range of health and safety regulations and their
implications for the workplace. Ensures the legislation is complied with, and
challenges any action or behaviour which is not compliant with the law.
Instructs, advises, trains and provides information and access to specialist
training for staff on all relevant health and safety related matters. Undertakes
workplace risk assessments and keeps these under review.
Level 4 Considers the health and safety implications of introducing any new
procedures, equipment, practices, etc. into the workplace. Reports on any
accidents or dangerous occurrences which take place. Provides a positive
example in all health and safety related practices.
Level 5 Takes responsibility for the organisation's health and safety, ensuring that
processes are in place to ensure all health and safety risks are identified, and
that action is taken to eliminate or minimise workplace risk.