Neighbourhood Services Manager

Role Title: Neighbourhood Services Manager Reporting To: Head of Property & Neighbourhood Grade: EVH Grade 8 PA28 – PA31 Job Purpose: To ensure the effective delivery of excellent neighbourhood services designed to create neighbourhoods for tenants and staff to feel proud of, whether delivered by our in-house staff team or external contractors. To provide strategic leadership and oversee operational management of our in-house Neighbourhood Team, ensuring the delivery of high-quality, customer-focused neighbourhood services. You will be responsible for managing key cyclical contracts, providing direct line management to the Neighbourhood Team Leaders, driving service improvements and ensuring performance targets are met or exceeded. With a focus on coaching, empowerment, and collaborative working, you will create a culture that fosters innovation, accountability, and continuous service enhancement. By placing customers at the centre of service delivery, you will inspire your team to make well-informed decisions that align with the Association’s values and goals. You will also champion service improvement initiatives, using performance data and customer feedback to challenge existing practices and implement meaningful change. Key Responsibilities: Contract Management · To manage relevant contracts in line with the Association’s Contract Management Framework. · Contribute to budget development and monitoring of project expenditure for any relevant budgets, ensuring that costs remain within budget, reporting any variances to the Head of Property & Neighbourhood. · Establish and maintain contract management KPIs, ensuring services are delivered to agreed standards. · Ensure compliance with legal, regulatory, and safety standards in all contract management activities. · Forecast future contract-related expenditure and recommend cost-saving initiatives. · Conduct site inspections and audits to verify contractor performance and service quality. · Ensure neighbourhood management contracts and the in-house service such as close cleaning and landscaping are managed effectively, providing outstanding service and value for money for customers. · Build and maintain effective relationships with contractors, ensuring collaborative and solution-focused partnerships. · Conduct regular contract review meetings with contractors to assess performance and address any issues proactively. Service Delivery · Develop and implement a robust performance management framework, ensuring clear metrics are established for key service areas. Regularly track and report on service outcomes, service levels, and KPI achievements to identify trends, strengths, and areas needing improvement. · Create a culture of continuous improvement by embedding regular reviews of service performance. Use data to assess operational efficiency, cost-effectiveness, and customer satisfaction, driving improvements in service quality. · Use performance data to identify areas for improvement and implement corrective actions where necessary. · Monitor the performance of the in-house team and external contractors to ensure that any performance concerns are addressed to ensure that service targets are met or exceeded through proactive management. Customer Engagement & Support · Deal with customer complaints in line with the Association’s policy and procedure ensuring that any learning outcomes are captured and utilised to improve services to customers within agreed timeframes. · Implement a proactive approach to managing customer complaints by identifying root causes and preventing recurrence. · Ensure accurate and timely reporting of complaints, service requests, and follow-ups through the Associations Housing Management System (SDM or equivalent). · To ensure the Association’s Integrated Housing Management System (SDM or equivalent) is fully utilised to record contract information and that notes are made on the Housing Management System following every visit to a customer’s property. · Escalate serious or recurring issues to the Head of Property & Neighbourhood with recommendations for service improvements. · Attend evening meetings, including meeting with Resident Tenant Organisations ensuring that tenants views shape service delivery. · Set clear customer service standards and ensure that all team members are trained and supported to meet or exceed these expectations. · Monitor customer service delivery through feedback, complaints, and performance data analysis. · Conduct home visits or on-site meetings when required to discuss service concerns or provide direct support. Service Improvement & Development · Ensure that processes and guidelines are regularly developed, reviewed and implemented ensuring that they are as automated as possible, comply with legislation, regulatory standards and relevant good practice. · Regularly review and update operational processes to reflect regulatory changes, industry standards, and organisational goals. · Lead and develop the implementation of policies procedures, and best practices for service delivery. · Drive digital transformation projects that improve operational efficiency and customer accessibility. · Be outward looking, building links with new organisations to promote the work of the Association and to pursue opportunities to collaborate and share services. · Identify funding, partnership and new service opportunities to enhance service delivery. Organisational · Build excellent rapport and effective partnerships with customers, stakeholders and contractors. · Actively break down organisational barriers to solve problems and deliver the best possible service for customers. · Sit on the internal Health and Safety Forum. · Investigate and respond to stage 2 complaints in line with the Associations policies and procedures and current guidance of the SPSO, ensuring learning is captured and implemented into processes and procedures going forward. · Empower the Neighbourhood Team to act with minimum supervision needed to ensure probity and efficiency. · Ensure services are inclusive, accessible, and sensitive to the diverse needs of customers, including those with disabilities or language barriers. Manager role · Lead, mentor, and develop the Neighbourhood Team Leaders, fostering a positive, inclusive, and high-performing culture. · To lead the Neighbourhood Team effectively, monitor and supervise work allocations, undertake resource planning, and establish and monitor performance targets, working across the shift patterns as required to support the wider team. · To motivate staff to achieve the best possible results and deliver excellent service to both internal and external customers. · To ensure staff are supported and developed in line with the Achieving Excellence policy through effective induction of new staff, regular 1-1 meetings, coaching, mentoring and training. · To produce accurate and timely performance information, data and reports as required for senior staff or Board, including information required for regulatory and statutory returns and agreeing and implementing actions arising from internal and external audits. · To be outward looking and ensure that the Association’s Neighbourhood Team seek continuous improvement and learn from best practice from within and outside the sector. · Establish a well-skilled and supported Neighbourhood team. · Oversee the recruitment and induction of new staff into the team. Corporate Responsibility · Act as a role model for the Neighbourhood Team living our values on a day to day basis. · Work with the Neighbourhood team and wider teams to support and develop collaborative service delivery models for the benefit of customers. · Ensure compliance with all regulatory, statutory and legal requirements and other directives. · Comply with Maryhill Housing’s policies including our code of conduct, health and safety, anti-fraud and bribery, and equalities, diversity and inclusion policies. · Ensure effective communication in plain language, both internally and externally; to ensure people are informed, engaged and find it easy to access our services and contact us and understand our information and the decisions we make. · Maximise the use of IT to improve efficiency, increase productivity and develop new and existing services and actively promote the interests and activities of the Association through digital and social media. #J-18808-Ljbffr