Senior Planner and Operational Feedback Manager (PO2)

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Post Title and Number:  Senior Planner and Operational Feedback Officer manager

Present Grade: PO2 Housing

Service/Section/Team: Property Services


Purpose of the Role:
To lead, oversee and supervise a team of staff coordinating the planning, scheduling and overall administration of repair appointments / programmed works - ensuring that suitably qualified operatives are correctly and efficiently allocated and deployed to maximize the operational efficiency. 
To ensure that any follow up work, inspections, variations, etc are logged, processed and actioned as required on behalf of the operatives / managers, by procedure or instruction to ensure a satisfactory conclusion to the appointment.
Provide leadership and management to the administration team supporting the repairs service to deliver ongoing improvements to the financial efficiency and service delivered to our residents.  
To plan and schedule appointments / programmed works across the Trades Services division to achieve maximum productivity, ensuring that suitably qualified operatives are correctly and efficiently allocated at all times.
To pro-actively manage operative resources to ensure appointments are kept and maximize the number of works orders completed at the first visit. 
Dedicated to ensuring that the council’s customers receive an excellent standard of service. 
To monitor and report on operative performance in terms of missed appointments, customer satisfaction levels, etc and to escalate issues to the relevant manager.
To maintain a comprehensive and up to date knowledge of all relevant legislation, procedures and best practice for the service area.
To liaise with internal and external agencies to ensure high standards of service delivery.
To ensure staffing, training, financial and other operational administrative information and records are maintained (both manually and on computer), and that information used and provided by the service


Key Accountabilities:

Responsible for team management and leadership of the scheduling for all appointments with customers for responsive and  programmed works with suitably qualified operatives using available technology and reporting tools to ensure business objectives are fully achieved within agreed timeframes.

70%


To ensure that the planers proactively manage work orders using IT systems ensuring that variations and complex orders are managed and coordinated and accurate records are in place to monitor through to completion. 

20%


To ensure performance monitoring systems are in place, and information is accurate and effective, and in accordance with financial regulations. 

5%


To ensure that the dynamic appointment scheduling data base is accurately maintained and managed - observing good system housekeeping, user maintenance, and best practice at all times


To liaise with internal and external agencies to  ensure high standards of service delivery.


To monitor and report on operative performance in terms of missed appointments, customer satisfaction levels, etc and to escalate issues to the relevant manager.

5%


To ensure staffing, training, financial and other operational administrative information and records are maintained (both manually and on computer), and that information used and provided by SBS is accurate and appropriately filed / stored. 


To monitor and report on operative performance in terms of missed appointments, customer satisfaction levels, etc and to escalate issues to the relevant manager



KNOWLEDGE, SKILLS & ABILITIES 

HOW TESTED

Application – A

Test – T

Interview – I 


Knowledge and skilled at planning and managing a team to deploy trade staff in a social housing repairs and maintenance environment. A, I

Experienced in leading a planning team working in a multi discipline environment. A, I

Experience of managing both staff and contractors in a repairs environment A, I

Understanding of issues around the delivery of maintenance and refurbishment contracts in an urban environment. A, I

Strong evidence of managing / supervising teams in the delivery of services A, I

Target and goal setting for members of your team. A, I

Identifying and managing performance and training needs A, I

Working in a fast-moving operational environment and how to organise and prioritise a workload A, I

Ability to communicate both verbally and in writing, and to adjust communication style and content to meet the needs of the audience. A, I

Ability to formulate practical solutions to problems given the constraints of the situation. A, I

Ability to make well reasoned decisions based on available information, within given timeframes. A, I

Numerate, with strong analytical skills, and the ability to present information at a level appropriate to the audience

Ability to negotiate issues, and to exert influence over the views and opinions of others. A, I



Behaviours - A, I

Appropriate behaviours are key to the delivery of our vision for Enfield. 

We want staff who will work collaboratively, flexibly and constructively, and exhibit this ethos in all their dealings with residents, colleagues and partners. Our leaders will be exemplars of the following behaviours and encourage them in staff at all levels;  

Takes Responsibility 

We want staff who are willing to make decisions and be accountable for them. Staff should have a positive can-do attitude where they see problems as challenges which can be overcome. They should accept responsibility for service delivery, be clear about their service offer and deliver what they promise.

Is Open, Honest and Respectful

We want staff who are comfortable and confident to acknowledge the difficulties and the barriers they face. They should also be able to constructively challenge the way things are done where there is evidence that it impedes service delivery. Challenge should be conducted in a professional, courteous manner with the aim of reaching a mutually agreeable resolution.

Actively Listening and Learning 

We want staff who are prepared to actively listen and reflect on customer concerns with a view to understanding the customer’s point of view. Staff should be able to receive constructive criticism and be prepared to adapt the way they operate and deliver services where appropriate.

Working Together to find solutions

We want staff who can work collaboratively with other departments and partners, freely sharing their knowledge and skills to identify solutions to address customer concerns. 


Candidates: Please ensure you address these behaviours in your responses to the essential and desirable (if applicable) criteria above.


Qualifications & Professional registration criteria: I

NVQ L3 or equivalent in business administration.  

 

Additional information about the process

Reports to (title): Head of Repairs DLO


Annual budgetary amounts with which the role is either directly or indirectly concerned:

This role is not a budget holder.


Number of direct reports:

4 x Planners SC5

1 Coordinator x SC4 

Functional deployment of 50 trade staff


Nature of reporting relationship between post holder and line manager

The post holder will be expected to work independently with supervision via regular 1-2-1 meetings with the line manager.

The post holder will be expected to deputise for the line manager at meetings, which will include high level meetings with local politicians, senior Council officers and senior representatives from external organisations.


Any other relevant statistics

Manage the deployment of the repairs staff delivering 40,000 individual repairs per annum. Dealing with high volume routine to highly complex repairs involving multi discipline teams, multiple contractors and in-house teams. 


Key Relationships (Internal and External):

Internal: Heads of Service, Managers, Trades staff, Client Managers. 

External: Professionals within health, education, police, probation, housing, adult’s services, voluntary and community groups. Suppliers, Sub-contractors, Residents groups.

Regular, frequent involvement in internal, multi-disciplinary teams involved in delivering areas of work which are corporate priorities and assisting to shape the future repairs policy and service delivery

Daily contact with internal stakeholders including both as a client and as a provider of information and services.



Equality and Diversity:

The Council has a strong commitment to achieving equality in its service to the community and the employment of people and expects all employees to understand, comply with and promote its policies in their own work.



Health and Safety:

The post holder shall ensure that the duties of the post are undertaken with due regard to the Council’s Health and Safety Policy and to their personal responsibilities under the provisions of the Health and Safety at work Act 1974 and all other relevant subordinate legislation.


For a more detailed definition of these responsibilities, refer to the current versions of the Corporate Health & Safety Policy, Group Safety Policy and employee information leaflet entitled "Health & Safety Policy; Guidance on Staff Health & Safety Responsibilities".


Corporate Health and Safety Responsibilities

All employees have personal responsibilities to take reasonable care for the health and safety of themselves and others. This means:


1. Understanding the hazards in the work they undertake;

2. Following safety rules and procedures;

3. Using work equipment, personal protective equipment, substances, and safety devices correctly; and

4. Working in accordance with the training provided and only undertaking tasks where appropriate training has been received. 


Employees shall co-operate with the Council by allowing it to comply with its duties towards them. This requires employees to:


Take part in safety training and risk assessments and suggest ways of reducing risks; and

Take part in emergency evacuation exercises.


Employees shall report all accidents, ‘near miss’ incidents and work related ill health conditions to their manager/supervisor/team leader.


Employees shall read the Corporate Health & Safety – Organisation Part B Policy to ascertain and understand their responsibilities as an employee, line manager, Assistant Director or Director of the Council.


Information Security:

In order to protect the confidentiality, integrity and availability of Council information, including information provided by customers, partner organisations, and other third parties, where applicable, employees will comply with the Council’s Information Security Policy.



Statement of Commitment to Safeguarding of Children and Vulnerable Adults through safer employment practice:

Enfield Council is committed to safeguarding and promoting the welfare of children and vulnerable adults. Safe recruitment of staff is central to this commitment, and the Council will ensure that its recruitment policies and practices are robust, and that selection procedures prevent unsuitable people from gaining access to children, young people and vulnerable adults. All staff employed to work with or on behalf of children and young people in the Council must be competent.


All staff working with Children & Vulnerable Adults should be aware of, and share the commitment to safeguarding and promoting the welfare of children, young people and vulnerable adults when applying for posts at Enfield Council. 

If you match these requirements, please apply as usual. Elevate will send you an email, please open, click and action it and your application will be visible to the hiring organisation directly. Elevate provides a route to contract and contingent assignments across many skills areas by matching your profile to relevant jobs that our customers post to the platform.

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