A. Job Description

1. People Management

• No direct supervisory responsibility however may be requirement to assist in induction and training of peers and new employees.

2. Resident & Community Contribution

• To demonstrate an understanding of the Council's Customer Care Standards and ensure that these standards are understood by staff and met in order to deliver the Council's vision of 'putting our residents first'.

3. Operational Service Delivery

• Delivery of a risk-based approach to the management of tenancies which involves the initial and ongoing assessment of risk, a more tailored person-centred approach and the engagement of more specialist support providers where required.

• Delivering approaches to tenancy management which ensures interventions take place at an early stage to help at-risk tenants retain a secure home while meeting the responsibilities of their tenancy agreement.

• Add value at all stages in the delivery of core tenancy management processes and during the lifetime of the tenancy by maximising the value from engaging with the tenant during the very early stages of the tenancy and during all opportunities to engage with the tenant in their own home.

• Undertake risk assessments and identifying a range of suitable and effective control measures to manage 'low' and 'medium' level risks of tenancy failure.

• Make an effective contribution to the fire safety management strategy in relation to the managed stock by ensuring that tenants, leaseholders and staff are 'fire aware' and 'fire safe'.

• Inform tenants and leaseholders of the full range of involvement and decision making opportunities available to them and encourage them to participate at a level and pace which maximises their contribution.

• Deliver efficient tenancy and leasehold management practices in response to tenants and leaseholders exercising their full range of contractual and statutory rights.

• To be persistent in the engagement of individuals who are harder to reach by using assertive, creative and practical engagement strategies.

• To attend case conferences, review meetings and other meetings as required in order to maximise the potential for successful tenancies.

• To maintain timely and concise case records and written reports that evidence the work undertaken and the progress achieved securing compliance with tenancy conditions and securing successful tenancies..

• To ensure that monitoring and statistical information regarding casework undertaken is up to date and available.

• Strive to deliver the ethos of 'getting it right first time and every time' in the context of delivering quality tenancy management services.

4. Service Planning & Development

• To contribute to the development and implementation of the Team Plan and understand how the Tenancy Management Officer role supports the delivery of the plan and broader strategic Housing objectives.

• To participate in case work supervision arrangements to ensure that desired outcomes are being met and to improve effectiveness in the role.

5. Financial & Resource Management

• Demonstrate cost-consciousness and identify any cost effective changes to own way of working

6. Continuous Improvement

• To identify and suggest any improvements to current ways of working in own team and across Tenancy Services in order to deliver a more efficient and effective service for residents and other service delivery teams.

• To keep up to date on research, policy and practice developments in the context of tenancy management through personal study and attendance at seminars or training.

 7. Contacts

• External agencies and partners including social care, health services, Probation, voluntary and independent service providers.

8. Additional Responsibilities

• Act as a resource across Tenancy Services and the Housing Specialist Teams in relation to the provision of tenancy management services and related advice to support vulnerable residents and the concept of successful tenancies.

• Complete other reasonable tasks in order to fulfil role purpose or as instructed by management.

9. KEY PERFORMANCE INDICATORS

• Maximising the supply of affordable accommodation via the efficient and effective management of the stock.

• Keeping tenants in their own homes and reducing the number of tenancies that fail, preventing ‘drift’ into more expensive services and more intensive levels of support.

• Preventing the social and economic costs of tenancy failure

• Fulfilling all contractual and statutory tenancy management functions efficiently and effectively

• Adding value and securing positive outcomes through increased contact with residents within their own homes

• Quality record keeping

• Delivery of agreed PADA objectives.