Operations Roles & Responsibilities – South-East
ROLE SUMMARY Alongside their team they are responsible for the day-to-day operations in their designated portfolio. Including maintenance, and financial health of properties on behalf customer and clients
PROPERTY MANAGER SOUTH EAST
REPORTS TO: REGIONAL MANAGER
KPI’s
PROFESSIONAL QUALIFICATIONS
1. 95% of inspections completed on time 2. 100% Accounts/Budgets issued on time. 3. 1.3 Complaints per 1000 4. >5% of invoices older than 4 weeks 5. >20% attrition
101 – Property Management Excel – Property Management 101 – People Management TPI – Level 3 Qualified within 12/18 months
INSPECT
PROCURE
MAINTAIN & RECORD 1. Maintain sites to a high standard 2. Proactively communicate 3. Respond promptly to customers 4. Address issues and ensure that works are completed on time 5. Manages all onsite employees
1. Complete monthly site inspections 2. Identify and solve development issues 3. Complete reports to ensure
1. Maintain a site budget that allows for cost-effective procurement of contractors and services. Ensure cashflow remains positive 2. Ensure that suppliers are paid on time
OPERATING MODEL
1. Manages 300-2000 units 2. Manages 1-40 Developments 3. Manages 0-6 People
the property's condition is well-documented and any repairs required are actioned.
KEY RESPONSIBILITIES
1. Complete monthly site visits/inspections 2. Maintain a site budget
COMMUNICATE 1. Proactively engage with customers via effective communication 2. Foster strong relationships and keep all stakeholder inc customers, clients and suppliers well-informed
3. Maintain sites to a high standard 4. Proactively engage with customers and suppliers
Property Manager – South East – Detailed Job Profile INSPECT PROCURE
MAINTAIN
COMMUNICATE
Exemplary property inspections involve thorough assessments, identifying potential issues, and providing detailed, transparent reports to ensure the property's condition is well-documented and any repairs required are actioned.
A clear site budget that allows for cost- effective procurement of contractors and services. Ensuring that works are completed on time to a reasonable standard and that suppliers are paid on time ensuring seamless management of the property
Excellence in property maintenance means implementing proactive and responsive measures, promptly addressing issues, and conducting regular checks to preserve the property's condition and value.
Effective communication involves clear and timely updates, transparent information sharing, and proactive engagement to foster strong relationships and keep customers/clients well-informed
WHAT GOOD LOOKS LIKE (WGLL)
Create budgets on time with a solid understanding of all contractual requirements
Ensure all fire doors, GRA and FRA compliance on sites
Complete site visit as per the agreed SLA
Encourage customer My Home sign up
Complete detailed budget explanation notes, especially where there are significant year on year increases.
Regularly check repair and contractor quality.
Residents' meetings for acquired businesses, new site or new PM.
Record visit within site inspection app
Identify repairs or any other actions required from the visit and action swiftly
Use framework contractors for all assets where possible and the client allows.
Listen to customer feedback and act on it with timely and realistic resolutions
Proactive budget meetings (where appropriate )
KEY ACTIVITIES
Update the customer portal with inspection details
Ensure a relevant contract is in place for each asset/ soft FM area.
Proactive communication re issues, site visits etc utilizing and encouraging portal take up
In conjunction with the accountant, Review and deliver accurate and timely year end accounts to customers.
Apply banner alert for any major defects or site relevant news
Update and maintain 10-year major works plans
Respond to customer queries in a timely manner/customer/client queries
Complete planned and asset orders as per guidelines.
Timely sign off of pending invoices
FOUNDATION AL METRICS & DASHBOARDS
100 % Accounts/Budgets issued on time. % Accounts/Budgets with greater than 10% increase Call Volumes post account/budget issue.
95 % of inspections completed on time in line with frequencies determined by management agreement, lease or other company principle.
Contacts per 1000 Qube pending invoice register. Compliance Reporting via DS
My home sign up per site/team/division 1.3 Complaints per 1000
Systems: Qube, Data station Processes: Internal and External SLA for Budgets & Accounts issuing. Customer Comms strategy in relation to budget increases and deficits. Teams: Service charge accountants, Operations, CX
SYSTEMS, PROCESSES & SUPPORTING TEAMS
Systems: Qube, DS, Creatio Processes: SLA for contractor payment, Reporting on debt, Qube invoices. Team: Major works, Amp Lite, Accounts payable, H&S, Operations
Systems: Site inspections app, Qube Processes: Regular reporting and Monitoring Teams: Operations, CX
Systems: Creatio Processes: Team: Operations, CX, Accountants
ROLE SUMMARY Through their team they are responsible for the day-to-day operations in their wider portfolio, including maintenance, and financial health of properties on behalf customer and clients
REGIONAL MANAGER SOUTH EAST REPORTS TO: HEAD OF OPERATIONS
KPI’s
PROFESSIONAL QUALIFICATIONS
101 – Property Management * Excel - Property Management 101 – People Management Excel - People Management TPI – Level 3 Qualified to enter * Dependent on experience
1. 95% of inspections completed on time 2. 100% Accounts/Budgets issued on time. 3. 1.3 Complaints per 1000 4. >5% of invoices older than 4 weeks 5. >20% attrition
INSPECT
PROCURE
MAINTAIN & RECORD
OPERATING MODEL
1. Exemplary property inspections involve thorough assessments, identifying potential issues, and providing detailed, transparent reports to ensure the property's condition is well-documented and any repairs required are actioned.
1. A clear site budget that allows for cost-effective procurement of contractors and services. 2. Ensuring that cashflow remains positive and that suppliers are paid on time ensuring seamless management of the property.
1. Maintain sites to a high standard 2. Proactively communicate 3. Respond promptly to
1. Manages 5000-7000 units 2. Manages 90-240 Developments 3. Manages 6 – 8 People
customers Address issues and ensure that works are completed on time
KEY RESPONSIBILITIES 1. Ensure monthly site inspections are completed 2. Ensure budget/accounts are delivered 3. Ensure all your sites are maintained to a high standard 4. Oversee engagement with customers 5. Mobilise/Demobilise sites within agreed timeframes 6. Manage all direct reports
COMMUNICATE 1. Effective communication
involves clear and timely updates, transparent information sharing, and proactive engagement to foster strong relationships and keep customers/clients and employees well-informed
Regional Manager – South East – Detailed Job Profile LEAD & INSPECT LEAD & PROCURE
LEAD & MAINTAIN
LEAD & COMMUNICATE
Exemplary property inspections involve thorough assessments, identifying potential issues, and providing detailed, transparent reports to ensure the property's condition is well-documented and any repairs required are actioned.
A clear site budget that allows for cost- effective procurement of contractors and services. Ensuring that works are completed on time to a reasonable standard and that suppliers are paid on time ensuring seamless management of the property
Excellence in property maintenance means implementing proactive and responsive measures, promptly addressing issues, and conducting regular checks to preserve the property's condition and value.
Effective communication involves clear and timely updates, transparent information sharing, and proactive engagement to foster strong relationships and keep customers/clients and employees well-informed
WHAT GOOD LOOKS LIKE (WGLL)
Ensure the site visits are completed as per the agreed SLA
Review and ensure budgets are issued on time, challenging value and transparency.
Ensure all fire doors, GRA and FRA compliance on sites
Recruit, onboard, manage and develop all direct employees and lead by example
Review and ensure detailed budget explanation notes, especially where there are significant year on year increases.
Support managers and attend regular key stakeholder meetings and identifies people risk and implement mitigation plan
Monitor site inspections and complete health and safety audits as per the agreed SLA
Regularly check repair and contractor quality.
Ensure where possible the use of framework/approved contractors for all assets and the client allows.
Listen to customer/client feedback and ensure that any actions are delivered in a timely and realistic way.
Audit portfolio to ensure that actions arising from inspections have been completed
Support and promote proactive budget meetings and customer engagement
KEY ACTIVITIES
Promote proactive communication re issues, site visits etc utilizing and encouraging portal take up
Operational Mobilisation and demobilisation of developments in a timely manner
Regularly review the contracts in place for each asset/soft FM area.
Ensure that the portfolio commercial operational targets are achieved
Maintaining high site standards by undertaking regular site visits
Ensure that the PM reviews and delivers accurate and timely year end accounts to customers.
Ensure that all planned and compliance orders are in place and delivered to SLA
Respond to escalated customer/client queries in a timely manner
Monitoring development cash flows to maintain services and ensure suppliers are paid on time
Promote the business externally, and provide input onto internal projects as required
My home sign up per site/team 1.3 Complaints per 1000
FOUNDATIONAL METRICS & DASHBOARDS
100 % Accounts/Budgets issued on time. % Accounts/Budgets with greater than 10% increase Call Volumes post account/budget issue.
95% of inspections completed on time in line with frequencies determined by management agreement, lease or other company principle.
Contacts per 1000 Qube pending invoice register. Compliance Reporting via DS
121’s completed Attrition >20%
Onboarding & 101 completion Talent & Succession planning
Systems: Qube, Data station Processes: Internal and External SLA for Budgets & Accounts issuing. Customer Comms strategy in relation to budget increases and deficits. Teams: Service charge accountants, Operations, CX
Systems: Qube, DS, Creatio, Power BI – Major works and AMP Lite Processes: SLA for contractor payment, Reporting on debt, Qube invoices. Team: Major works, Amp Lite, Accounts payable, H&S, Operations
SYSTEMS, PROCESSES & SUPPORTING TEAMS
Systems: Site inspections app, Qube Processes: Regular reporting and Monitoring Teams: Operations, CX, Mobilisation and Demobilitions
Systems: Creatio Processes: Team: Operations, CX, Accountants, People Team
ROLE SUMMARY Through their team they are responsible for the day-to-day operations in their wider portfolio, including maintenance, and financial health of properties on behalf customer and clients
HEAD OF OPERATIONS SOUTH EAST
REPORTS TO: OPERATIONS DIRECTOR
KPI’s
PROFESSIONAL QUALIFICATIONS
Excel - Property Management* 101 – People Management Excel - People Management TPI – Level 3 Qualified to enter
1. 95% of inspections completed on time 2. 100% Accounts/Budgets issued on time. 3. 1.3 Complaints per 1000 4. >5% of invoices older than 4 weeks 5. >20% attrition
* Dependent on experience
GROWTH
SERVICE
PEOPLE
OPERATING MODEL 1. Manages 20,000-30,000 units 2. Manages 300-500 Developments 3. Manages 4 -6 People
1. Ensuring that a clear consistent standard is delivered across the portfolio.
1.
Driving a highly engaged and high performing service culture through their teams. Leading by example by motivating, engaging and developing their teams.
1. Achieving financial and operational targets for their
business area focusing on retaining existing business and delivering our Resident Management Company service offer.
2. Ensuring value and
2.
transparency in property management to build trust and engagement of customers/clients.
KEY RESPONSIBILITIES
1. Oversee Operational delivery. 2. Deliver growth targets. 3. Manage and nurture client relationships 4. P&L delivery 5. Delivery of business initiatives
COMMUNICATE
1. Consistent and professional use of all available channels for effective customer, client and employee communications.
Head of Operations – South East – Detailed Job Profile PEOPLE SERVICE
COMMUNICATE
GROWTH
Consistent use of all available channels for effective customer and client communications Ensuring and maintaining high standards of communications at all levels Meet with key clients and customers; build and develop relationships to ensure that they receive a high-quality service. Ensure that FirstPort systems and ways of working are adopted, embedded and utilised in your division
Driving a highly engaged and high performing service culture through their teams. Leading by example by motivating, engaging and promoting development
Ensuring that a clear consistent standard is delivered across the portfolio. Transparent property management to build trust and engagement of customers/clients
WHAT GOOD LOOKS LIKE (WGLL)
Achieving financial and operational targets focusing on retention and organic growth
Sourcing and recruiting high performing employees inline with budget
Ensuring consistency and high standards across the day to day Operations of the portfolio
Lead on and actively participate in/encourage new business leads
Lead your team to drive a high performance culture through 121’s, and coaching
Identify service gaps and lead on delivery and improvement programmes
Understand and deliver the strategy, growth plans and contribution targets for the region
Work with the business development team on bids for new developments; ensure the product offering for your division meets with the needs of clients and is market-leading Ensure the region meets commercial and budgetary targets; use data insight and metrics to provide a quarterly business review
Ensuring that your team are appropriately qualified t9 meet the future demands of the Industry
Forging strong partnerships within FirstPort and other group companies to deliver synergies across all business activities
Promoting a culture of cross business collaboration and team working
KEY ACTIVITIES
Using operational data to ensure consistent levels of service are delivered and takes action where improvement is required
Talent identification and succession planning for the future
Promoting the FirstPort Brand inline with business communications strategy
Regular team meetings to ensure the teams are engaged and aligned to the organisational objectives Review key people metrics and work with the Head of People to improve performance trends
Nurturing and developing client relationships to identify and encourage organic growth
Promoting exemplary health and safety standards
Ensuring that all key business SLA’s and KPI’s are met consistently
100 % Accounts/Budgets issued on time. % Accounts/Budgets with greater than 10% increase Call Volumes post account/budget issue Contacts per 1000
FOUNDATIONAL METRICS & DASHBOARDS
>3% Churn < % Organic Growth RMC RMC Incentive target Commercial Revenue Targets per region
<70% My Home usage Divisional workflow targets >1.3 Complaints per 1000
121’s >20% attrition
Systems: Qube, Data station Processes: Internal and External SLA for Budgets & Accounts issuing. Customer Comms strategy in relation to budget increases and deficits. Teams: Service charge accountants, Operations, CX
SYSTEMS, PROCESSES & SUPPORTING TEAMS
Systems: Qube, DS, Creatio Processes: SLA for contractor payment, Reporting on debt, Qube invoices. Team: Major works, Amp Lite, Accounts payable, H&S, Operations
Systems: I-Trent Site/Eploy/RiseUp Processes: People Process and Policies Teams: People team/My HR/Learning and Development/Recruitment
Systems: Creatio Processes: Team: Operations, CX, Accountants
ROLE SUMMARY A brand ambassador that sets the people and operational strategy aligned to the organisational objectives and delivers the financial contribution defined by the business
OPERATIONS DIRECTOR SOUTH EAST
REPORTS TO: UK OPERATIONS DIRECTOR
KPI’s
PROFESSIONAL QUALIFICATIONS
1. All Operational Metrics 2. P & L contribution delivery 3. >3% Churn 4. >20% attrition 5. £22k Growth or RMC Growth Target?
Excel - Property Management* Senior Leadership Development TPI – Level 4 Qualified to enter
* Dependent on experience
GROWTH
SERVICE
PEOPLE
1. Ensuring that a clear consistent standard is delivered across the portfolio.
1.
Driving a highly engaged and high performing service culture through their vision and strategy. Leading by example by enabling, motivating, engaging and influencing
OPERATING MODEL 1. Manages 75,000-100,000 units 2. Manages 1000-1500 Developments 3. Manages 3-5 People
1. Delivering on the business objectives both financial and service related 2. Identifying and developing new clients and growth opportunities
2. Ensuring value and
transparency in property management to build trust and engagement of customers/clients and the team
2.
KEY RESPONSIBILITIES 1. Delivering financial and service-related objectives. 2. Driving an engaged high performing culture. 3. Key ambassador for the sector
COMMUNICATE 1. Setting the communications strategy for the business and ensuring its quality and delivery
2. Key ambassador and
influencer for the sector
Operational Director – South East – Detailed Job Profile PEOPLE SERVICE
COMMUNICATE
GROWTH
Setting the communications strategy for the region and ensuring its quality and delivery Key ambassador and influencer for the sector Meet with key external stakeholders to forge strong business relationships and enhance reputation across the sector Ensure that FirstPort systems and ways of working are adopted, embedded and utilised in your region
Driving a highly engaged and high performing service culture through the vision and strategy for your division. Leading by example by enabling, motivating, engaging and influencing
Ensuring that a clear consistent standard is delivered across the portfolio. Transparent property management to build trust and engagement of customers/clients
Delivering on the business objectives both financial and service related Identifying and developing new growth opportunities
WHAT GOOD LOOKS LIKE (WGLL)
Using operational data and insights to identify trends and creating strategies to drive service improvement
Lead on and actively participate in/encourage new business leads
Demonstrating ethical leadership
Delivering the strategy, growth plans and contribution targets for the region in accordance with the business strategy Work with the business development team on bids for new developments; ensure the product offering for your division meets with the needs of clients and is market-leading Ensure the region meets commercial and budgetary targets; use data insight and metrics in order to carry out regular business review
Lead your region to drive a high-performance culture through 121’s, and coaching
Set a culture of cross business collaboration and team working across their region
Ensuring that your region are appropriately qualified to meet the future demands of the Industry
Forging strong partnerships within FirstPort and other group companies to deliver synergies across all business activities
Setting the regional strategy ensuring high service standards for their region
KEY ACTIVITIES
Talent identification and succession planning for the future
Promoting a culture of exemplary health and safety standards
Driving the FirstPort Brand in line with business communications strategy
Regular regional SLT meetings to engage and communicate key business messages
Ensuring that all key business SLA’s and KPI’s are met consistently
Building external profile to increase brand awareness and influence the sector
Be an Ambassador and stakeholder for acquisitions being successfully integrated
Review key people metrics and work with the Head of People to improve performance trends
100% Accounts/Budgets issued on time. % Accounts/Budgets with greater then 10% increase Call Volumes post account/budget issue Contacts per 1000
FOUNDATIONAL METRICS & DASHBOARDS
>3% Churn < % Organic Growth RMC RMC Incentive target Commercial Revenue Targets per region
<70% My Home usage Divisional workflow targets >1.3 Complaints per 1000
121’s >20% attrition
Systems: Qube, Data station Processes: Internal and External SLA for Budgets & Accounts issuing. Customer Comms strategy in relation to budget increases and deficits. Teams: Service charge accountants, Operations, CX
SYSTEMS, PROCESSES & SUPPORTING TEAMS
Systems: Qube, DS, Creatio Processes: SLA for contractor payment, Reporting on debt, Qube invoices. Team: Major works, Amp Lite, Accounts payable, H&S, Operations
Systems: I-Trent Site/Eploy/RiseUp Processes: People Process and Policies Teams: People team/My HR/Learning and Development/Recruitment
Systems: Creatio Processes: Team: Operations, CX, Accountants
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