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Investment Manager (Property Services).doc

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Investment Manager (Property Services).doc

  1. 1. MOAT 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. Key Tasks 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 agreed standards. 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 management strategy. 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 service contracts. 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.
  2. 2. PERSON SPECIFICATION : Investment Manager (Property Services) LEVEL COMPETENCY Standard Optimum 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 Additional Requirements Qualifications/Training: ConstructionBuildingProperty related diploma or equivalent experience. 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 Personal characteristics/circumstances: 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 Desirable qualifications/experience Use of IT in the provision of services to Clients 2 years asset management experience
  3. 3. Introduction 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 planning. 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 described.
  4. 4. Personal Qualities 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 working environment. 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 effectively.
  5. 5. 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.
  6. 6. Professional Qualities 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 controls. 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 technology effectively. 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 external audits.
  7. 7. 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.
  8. 8. Managing Relationships 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 organisation. 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 externally. 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 information. 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.
  9. 9. Customer Service 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.
  10. 10. Managing People 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.
  11. 11. 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.
  12. 12. Managing Performance 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 resolved. 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 staff. 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 performance. 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.
  13. 13. 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.
  14. 14. 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 effectively.
  15. 15. Surveying Level 1 Demonstrates a basic understanding of property construction and related maintenance principles. Able to communicate to residents and other non- technical people. 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 procedures. 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 issues. 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 development.
  16. 16. 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 management) regulations. 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.

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