WARD(S) AFFECTED: All Report No.
CONDITIONS OF SERVICE
4 NOVEMBER 2003
REPORT OF THE CORPORATE DIRECTOR OF HOUSING
APPROVAL OF LANDLORD STRUCTURE
1.1 The Housing Department is currently undergoing a radical programme of
change. The programme was set out in detail and approved by Executive
Board on the 21st October 2003.
1.2 In order to deliver services which meet the needs of tenants, bring about
significant improvement in performance and access additional funding it is
necessary to introduce a new structure for the Department.
1.3 A restructuring exercise involving, staff and Trade Unions commenced earlier
this year. The main focus of the exercise so far has been on the landlord
service, i.e. that part of the Department which delivers front line services.
This report seeks approval of a proposed landlord structure. Further reports
will follow in respect of the remainder of the Department.
IT IS RECOMMENDED THAT the Appointments and Conditions of Service
2.1 The proposed landlord structure as set out in this report
2.2 As part of the proposed structure, the establishment of 3 posts of Head of
Landlord Operations, these posts to be placed on the Chief Officer scale in
line with an external evaluation process (Hay). Subject to review in
accordance with the Pay & Reward component of „Gearing Up‟.
2.3 The revised appointments process to the structure.
3.1 All local authorities are required to bring their housing stock up to a decent
standard by 2010. The investment required in Nottingham to meet that
standard is £141 million. A range of investment options are being considered,
each of which will ultimately require Government approval. In considering any
bids by Nottingham the Government will take account of the structure of the
housing service. Government guidelines state that there should be a clear
split between the strategic and the landlord functions and that stock should be
managed in units of between 10,000 and 12,000. This requirement alone
necessitates a new structure.
3.2 The housing service is currently delivered from 19 offices. It has been agreed
that in future it should be delivered from 9 offices aligned to the Area
Committees. An office closure programme is currently being drawn up. The
offices will be clustered into 3 units (3 offices in each unit) each headed by a
Head of Landlord Operations. This proposal meets the Government‟s
requirements regarding the numbers of stock to be managed in operational
units. The proposal also clearly requires a review of the numbers of
managers in the service.
3.3 It is acknowledged that there needs to be a considerable improvement in the
performance of the Council‟s housing service. A detailed analysis of the
housing service was undertaken in consultation with Members, tenants and
staff in 2002/03. An improvement plan was launched in June 2002 with the
aim of achieving 3 star services by December 2004. Some progress has
already been made, however, elements of the improvement plan require some
restructuring to take place, e.g. rent arrears will become the direct
responsibility of the Housing Managers and the staff working in the housing
offices. One of the factors affecting performance is the number of properties
expected to be managed by the Estate Management Officers. The proposals
provide for an increase in the number of Estate Management Officers in order
to provide for an average of 400 properties per officer. This is an average
and patch sizes will vary according to the different problems in different parts
of the City. In the new structure, Estate Management Officers will be called
Housing Patch Managers to reflect the need to manage the patch.
3.4 Restructuring alone will not bring about the improvements required. Detailed
plans are being drawn up to introduce a major training and development
programme linked to performance standards and performance management.
4 ACTION – STRUCTURE PROPOSALS
4.1 A review of all elements of the housing service took place earlier in the year to
split them into functions e.g. landlord function, strategic function, support
services etc. Following this a proposed staffing structure for the landlord
service was developed, taking account of the points in para 3 above. The
proposals were considered and released for consultation with staff and trade
unions during August 2003.
4.2 The views of staff and the trade unions were considered during September
2003 and revised proposals were produced. The table at appendix 1 shows
the current structure, the table at appendix 2 shows the revised proposed
structure. As stated previously the structure provides for more staff delivering
frontline services and 3 Heads of Landlord Operations who will be expected to
take responsibility for delivering the service and driving service and
4.3 The revised structure proposals are currently being discussed with staff and
the trade unions and will be the subject of conferences, involving all staff on
the 27th and 28th October 2003.
5 ACTION – APPOINTMENT PROCESS AND PERFORMANCE
5.1 During restructure exercises it is practise to draw up new job descriptions and
slot people into new posts, unless their current job does not match 66% of the
new job or there are more staff than posts available. If slotting does not apply
then recruitment is by application and interview, with some posts being ring
fenced for certain employees.
5.2 Given that the restructure affects the significant majority of the department and
given the size, complexity and short timescale of the change programme, it is
proposed that the 66% rule be relaxed in order to „block transfer‟ like for like
posts. This means that staff would, as far as possible, be slotted into matching
posts. As a further proposal supporting the „block transfers‟ it is suggested
that personal development plans be created to strengthen the performance
management framework. These plans would be an extension to the existing
PDR process highlighting specific training and development needs for
individuals. The level of organisational development and training support
would be far greater than in previous years and every endeavour will be made
to put into place a robust training & development programme to support staff.
5.3 It is proposed that the following posts be the subject of „block transfers‟.
Current post Proposed Post
Housing Advisor Housing Advisor
Estate Management Officer Housing Patch Manager
Nuisance & Harassment Officer Nuisance & Harassment Officer
Consideration is being given to the introduction of a Patch supplement for
Housing Patch Managers in some areas to reflect the intensity and difficulties
of a particular patch.
5.4 The remainder of the structure will need to be introduced in a phased way via
ring fencing application and interview. It is proposed that candidates selected
for ring-fenced interviews will be inclusive of those staff seconded to posts for
6 months or more. Secondees will be given the opportunity to return to their
substantive posts or to be included in the ring fencing process. The exact
process for ring fenced interviews requires substantial discussion with trade
unions in order to agree a timely and productive selection process.
5.5 Staff who are unsuccessful in the above process would, as per Corporate
Guidance be placed onto the Corporate Redeployment Register. It is
proposed that staff also be considered for vacancies within the Strategic
Support side of the Department (which is yet to be restructured). The detail
surrounding this proposal will need discussion with a view to reaching
agreement with the trade unions. It is the Departments aim to offer all staff
every opportunity for a post within the new structure. Staff who are not
redeployed within the Department will be placed on the Council‟s
5.6 It is proposed the 3 posts of Head of Landlord Operations (job description
attached as Appendix 3), will be subject to external advert and released
immediately subject to approval of this report. The salary reflected in the
advert will be based on market intelligence and subject to review . The pay
structure of the Council is currently being reviewed as part of the pay &
rewards reform project in „Gearing Up‟. Once the new arrangements are
implemented, the salaries attached to these posts will be reviewed. Every
endeavour will be made to recruit to these posts by taking into account social
inclusion and reflecting community make up. These posts will become part of
the Departmental Management Team and will report to the Assistant Director
with responsibility for Landlord Services, Race & Anti-social Behaviour.
6 FINANCIAL IMPLICATIONS
6.1 The tables below show the cost of the proposed structure.
An organisational chart of this structure is attached as Appendix 4.
Title Grade Full Time Average Cost Cost
Equivalent per post
Head of Landlord Operations CO3-A 3 68,983 206,949
Area Housing Manager PO3 9 42,399 381,591
Housing Manager (Advice and SO2/PO1 9 34,444 309,996
Housing Manager (Operations) PO1 9 34,444 309,996
Tenant Involvement Officer S5/6 9 23,187 208,683
Nuisance & Harassment SO1 9 27,505 247,545
Housing Patch Manager S6 90 24,767 2,229,030
Housing Advisor S4 55 19,895 1,094,225
Clerical Assistant S3 28 17,452 488,656
Admin Assistant S4 9 19,865 179,055
Arrears Co-ordinator S5/6 9 23,187 208,683
Total 239 5,864,409
NB: The Arrears Co-ordinators will be line managed by the Centralised Rents Team
to provide support to the Districts.
Total New Structure 239 5,864,409
Current Structure 205.5 4,698,029
Additional Costs 33.5 1,166,380
6.2 The grade for Head of Landlord Operations will be in the region of CO3-A
(Chief Officers) depending on the outcome of the Hay evaluation. This is
subject to review as part of the „Gearing Up‟ review of Pay and Rewards. The
grade has been proposed in light of external advice about the market rate for
7 RESPONSIBLE FINANCE OFFICER’S OBSERVATIONS
7.1 The additional cost of the proposed structure is estimated to be £1,166,380 in
a full year. In addition there are likely to be further costs in implementing the
whole change programme and which could total in excess of £2million. At
this stage these costs have yet to be accurately quantified.
7.2 The costs of the proposals set out in this report will fall on the Housing
Revenue Account, which is the Council's landlord account. This account set
up to record the cost of managing and maintaining the cost houses stock of
7.3 Currently proposals from the government are under consideration that will
result in significant increases in the revenue subsidy received by the City
Council. Government support to the Housing Revenue Account is in the form
of annual revenue subsidy through allowances for management and
maintenance costs. Management and maintenance allowances are a key
expenditure assumption within the HRA subsidy system. The current formulae
used to distribute management and maintenance allowances between local
authorities are over ten years old, and are therefore long overdue for review.
7.4 Getting the expenditure assumptions within HRA subsidy right is even more
important given the changes to the income assumptions being made as a
result of rent restructuring.
7.5 Expectations of housing management and maintenance services have
changed greatly since the current formulae were devised. For instance, there
is an increased emphasis on tackling anti-social behaviour and the demanding
target to make all social housing decent by 2010 requires a reasonable level of
planned and responsive maintenance to prevent homes falling back into
For management the following issues have been taken into account in
revising the allowances used in the subsidy determinations
The existing formula uses proportion of flats to explain both the additional
costs of managing flats and as a proxy for deprivation. The new formula
retains a (reduced) emphasis on the proportion of flats, to cover the costs of
managing communal and shared facilities, and because there is evidence of
increased levels of rent arrears, neighbour disputes and racial harassment,
particularly in medium and high-rise flats.
A separate deprivation factor is included, based on the measure of deprivation
already used in the capital allocations.
Total crime level by county is a new factor introduced as a proxy for the costs
of dealing with anti-social behaviour.
Population scarcity is no longer included. Instead, there is recognition that all
authorities have a certain level of fixed costs, no matter how few dwellings
A measure of the actual number of voids and re-lets is used, as there is
evidence of the significant costs to all authorities of managing and reletting
void properties. As with maintenance, voids have not been used in the
calculation of management targets before now.
There will continue to be an adjustment for geographical variations in costs.
Allowances are targeted at individual local authorities and for Nottingham the
following values have been suggested for the management allowance.
2003 / 2004 2004/ 2005 Increase
£ £ £
Allowance per 334.00 449.82 115.82
This table takes the lower of the options suggested and would result in
additional cash subsidy of approximately £ 3.8 million for 2004 / 2005
Assuming that the 2004 / 2005 allowances are agreed then a further increase
is suggested for 2005 / 2006 as set out below.
2004 / 2005 2005 / 2006 Increase
£ £ £
Allowance per 449.82 535.75 85.93
This table takes the lower of the options suggested and would result in
additional cash subsidy of approximately £ 2.75 million for 2004 / 2005
The timetable for the consultation process is as follows: -
The initial allowances were subjected to a consultation process, which ended
on 15 October 2003. The next stage in the process will be the issuing of the
draft subsidy determinations in early November 2003. This will set out the
extent to which the suggested allowances have been used. The final
determination will be issued by 24 December 2003 and will then form the basis
for setting the 2004 / 2005 budget.
The draft subsidy determination for 2004 / 2005 will be available in early
November, which will give a stronger pointer to the final settlement figures.
Assuming that the subsidy proposals for 2004 / 2005 are confirmed these
costs, estimated £1.166 million for 2004 / 2005 will need to be contained within
the additional subsidy allocation.
8 COMMENTS OF THE ASSISTANT CHIEF EXECUTIVE (PERSONNEL
TRAINING AND EQUALITY)
The three posts of Head of Landlord Operations are identified in the report as likely to
warrant a salary in excess of the current maximum grade for a Service Manager at
PO5. The current Job Evaluation Scheme in use in the Council is not designed to
evaluate posts at this level and therefore a pragmatic solution is to fix the salary on
the basis of market intelliegence. The Committee should note that this approach will
create an inconsistency in pay structure between the Housing Department and the
rest of the Council. This will create a risk of Equal Pay challenge, however the
Council should be able to show a justifiable reason for the difference in pay based on
A new Job Evaluation Scheme (GLPC) is being piloted, as part of the Pay and
Rewards Reform Project within „Gearing Up‟. The new pay arrangements will
accommodate the evaluation of posts at this level. The proposal to fill these posts via
an external advertisement is supported, given their level in the structure and the need
to increase the capacity for change. It is proposed that the rest of the structure is
filled on a phased basis, via „slotting in‟ and ring-fenced interviews, which is
consistent, in principle, with the normal approach taken to implement restructuring.
However, the Director of Housing takes the view that some adjustments to the normal
corporate approach are required because of the scale of the changes and short time-
scale. It is important that full and formal consultation takes place with the Trade
Unions prior to any revised approach being implemented.
9 OBSERVATIONS OF THE TRADE UNIONS
Unison comments are attached as an addendum to this report.
GMB appreciate that a number of initiatives are being taken by the management to
minimise the effects on staff as a result of this reorganisation. But the fact remains
that of the staff affected only four will clearly benefit financially, a majority will remain
on or around their existing salary grades despite changes in conditions and
responsibilities, and over 20 middle managers and approximately 15 front line clerical
staff and others will face reduced salary grades and possible redundancy. So
whereas the benefits to customer service are highlighted by the report, the effects of
staff security and moral are likely to be at least minimal and probably negative. Clear
and careful assessment of the salary grades for the new levels of responsibility is
needed if the staff are not to feel that they are being undervalued.
It is to be regretted that the staff structure of the central and support services is not
being dealt with at this stage so the interrelationships of Landlord Services with other
parts of the Department cannot be clearly established. Specifically GMB makes the
a) Slotting In and Ring Fencing Process
Whereas slotting-in implies that a member of staff will certainly be offered a
post, there is no guarantee that the ring fencing process will result in all the
ring fenced posts being offered to staff interviewed. The City should undertake
to offer all the posts to candidates within the ring fence.
The ease or otherwise of slotting people into the new structure would be
clearer if details of all current vacancies were included in the report. Though I
suspect that may be an embarrassment given the serious vacancy levels that I
understand exist in some offices
b) Recruitment of New Staff
During the period prior to any implementation of the proposed changes, there
should be a moratorium on all new recruitment to any post where there is likely
to be a surplus of staff as a result of the restructuring. Where a situation arises
where because of staff vacancies, all current staff can be appropriately
accommodated in the new structure and the slotting-in process can be used,
the slotting-in process should be used rather than ring fenced interviews.
c) Training and Assessment of Staff slotted into New Posts
We welcome the fact that the slotting-in process is to be carried out outside
the 66.6 Rule and will involve additional support and training tied to an as yet
unspecified assessment regime. The form of this regime, its relationship with
existing agreed PDR rules, its measurement, assessment methods and any
time scale imposed and the consequences of failure to reach these standards,
must be based on a very clear and fair structure and be negotiated and
agreed with the staff and their trade unions. We welcome the inclusion in the
process of those employees who are currently in secondments some of which
have been going on for a considerable length of time. We would however like
comprehensive detail on how these people will be treated in respect to training
and assessment especially where there is a need due to the length of time that
they have spent “out of the job”
d) The proposals include three new chief officer posts of Head of Landlord
Operations. This will increase the number of chief officers on the
departmental establishment from four to seven. DMT have given no
consideration to the final structure of the Departmental Directorate, but
there may be considerable implications for the existing directorate.
e) Area Contract Managers will probably be ring fenced for the proposed
Area Housing Manager posts, though there will be a reduction by two
posts. Potential for some staff being put on the redeployment register is
f) The effects on Middle Managers represent the area of greatest change
relative to the current staff structure with an overall reduction of 18 posts
with the potential for redundancy or salary reductions for nominally all but
nine of the new post holders. Furthermore it is not stated where ring
fencing will be applied, and if it is not universally applied, how it will be
justified that some are not included whilst others are!
g) Front line staff: not slotted-in are only slightly less affected than middle
management. Clerical Assistants and Neighbourhood Housing
Assistants will see a combined reduction of 15 posts, which apparently
prevents the slotting-in process from being applied. There should be an
undertaking to offer the option to these staff to apply for the remaining
Housing Advisor posts on a ring fenced basis, prior to the interviews for
Clerical Assistants and Admin Assistants, and if at the end of this process
there are enough Clerical Assistant and Admin Assistant posts available to
accommodate the number of staff remaining, the slotting-in process should
h) In terms of completeness, why are there still gaps on the “landlord side “
particularly about Wardens and caretakers, surely it would have been easy to
make some commitments in this report to their future. They are key elements
of the landlord function and the inspectors, for one, would want some clarity.
10 EQUAL OPPORTUNITIES IMPLICATIONS
All aspects of the restructure endeavour to uphold the Nottingham City Council
guidance in relation to equal opportunities. The proposals stated will not adversely
affect any minority group.
11 CORPORATE OBJECTIVES
The Housing Department‟s restructure is in line with the Corporate Gearing Up
programme. The emphasis of its change programme is to ultimately embed a culture
of performance management, to deliver its services to customers via local
12 LEGAL IMPLICATIONS
No particular legal implications are identified in this report save those indicated in the
observations of the Assistant Chief Executive (Personnel Training and Equality) as
regards the issue of equal pay.
13 BEST VALUE
Government guidelines require Housing Authorities to introduce staffing structures
which split the landlord functions from the strategic functions and provide for
Operational units which manage between 10,000 to 12,000 properties. If these
guidelines are not followed then the Authority will not be able to access the additional
finance which is required in order to achieve the Decency standard.
14 BACKGROUND PAPERS
Contact Officer: Susan Kashyap Tyron Browne
Human Resource Manager Assistant Director Housing Direct
Telephone No: 0115 9157242 0115 9157421
23 October 2003
Addendum - Unison comments to report of the Corporate Director of Housing
entitled 'Approval of Landlord Structure'
Director – Housing Department
Nottingham NG1 7BA
28 October 2003
Approval of Landlord Structure Report
2.2 This recommendation appears to be outwith the Gearing Up proposals
which are designed to reduce an already top heavy management structure.
Further this recommendation strengthens departmentalism which is also
contrary to the Gearing Up proposals based on the CPA criticisms.
5.2 UNISON is not unsympathetic to management‟s proposal to waive the 66% rule
for slotting in, however we believe the majority of jobs could fit within this corporately
agreed policy. We believe the slotting in process could be achieved quickly
particularly if the Housing department utilise the expertise and experience within
Central Personnel gained through the local government reorganisation process.
We cannot support the proposal to introduce a performance management framework
for Housing. There are already in existence corporate collective agreements which
address performance – PDR and Poor performance and Lack of Capability. The
current PDR process should highlight specific training and development needs for
individual staff. Therefore there is no need to duplicate this process.
We would like to see a copy of your robust training and development programme
along with the estimated year on year costs of delivering and maintaining the same.
5.3 With reference to “block transfers”, we see no reason why, with the assistance of
central personnel, this arrangement cannot be extended across the rest of the
restructure utilising the tried and tested 66% rule.
We are concerned that the revised report has excluded Block Liaison Officers from
being slotted in to Housing patch managers posts – what is the reason for this and
where will they fit within the new structure?
Unison members have consistently raised concerns about the proposal to introduce a
Patch supplement for Housing patch managers to reflect the difficulties of a particular
patch. What criteria will be used to decide which areas merit extra reward, and how
will the amount of that reward be decided?
5.4 We are concerned about the ringfenced process for where we are not convinced
that there are fewer jobs in the new structure than people in post in the current
structure e.g. clerical assistants. Therefore to remove these concerns can you please
provide UNISON with?
a comprehensive list of all current members of staff, and all vacancies
a list of all the new posts identifying the closest comparator for existing staff
a copy of your job matching processes and criteria
We would assume that whilst this process is being undertaken there will be no
permanent recruitment to vacant posts.
We would further ask that once this process has been concluded any post which
remain vacant will in the first instance be offered to staff on temporary contracts in
line with On Merit.
5.5 We are perplexed as to what proposal you need to discuss in detail, and seek
agreement on with the trade unions. As far as we can see you are just proposing to
follow corporate procedures – can you therefore explain exactly what it is you need to
5.6 Can you share with us the market intelligence on which you base the salaries of
the proposed three new posts of Head of Landlord Operations. Until we receive this
we cannot possibly comment on the proposed salaries for these posts.
7.2 The second sentence in this point does not make sense – can you explain what
you meant by this.
7.3 Whilst we understand that there is a likelihood that there will be a significant
increase in the revenue subsidy through increased management and maintenance
allowances the report nowhere states exactly what this money is intended to cover.
Without knowing this it is impossible for us to comment on the ways in which you
propose to spend it.
Appendices 1 and 2.
The number of middle managers has halved in the new structure – can you let us
know of any plans you have for the employees who will be displaced through this
Can you give us an indication of when the location of wardens and caretakers within
this structure will be determined? Why are Repairs maintenance officers not identified
anywhere in the structure and when will a decision be taken with regard to what
happens to these staff.
The delay in making these decisions puts these individuals at significant detriment
when deciding whether or not to apply for alternative jobs as they appear.
Christina Sanna – Service Conditions Officer
Catherine Mellors – Branch Secretary
Housing Direct Current Structure
Post Grade Total
Area Contract Manager PO3 11
Neighbourhood Housing PO3 1
Local Housing Office SO2/PO1 7.5
Neighbourhood Housing SO2/PO1 7
Special Project housing SO2/PO1 1
Manager (Marple Square)
Void Manager SO1/2 9.5
Administration Manager SO1/2 11
Block Liaison Officer S4 9
Neighbourhood Housing S5 1
Front line / service delivery
Nuisance and SO1 10
Estate Management S5/6 41
Officer (average patch
Housing Advisor S4 44.5
Clerical Assistant S3 36
Neighbourhood Housing S3/4 16
Housing Direct Proposed Structure
Post Grade Number per OU Total
Head of Landlord CO3-A 1 3
Area Housing Manager PO3 3 9
Housing Manager - SO2 3 9
Advice & Support
Housing Manager - PO1 3 9
Tenant Involvement S5/6 3 9
Front line / service
Arrears Co-ordinator S5/6 3 9
Nuisance and SO1 3 9
Housing Patch Manager S6 23/24 90
Housing Advisor S4 18/19 55
Clerical Assistant S3 9/10 28
Admin Assistant S4 3 9
Posts in the shaded area cannot be compared directly with the current Housing
Direct structure – i.e. they are likely to involve the movement of functions and the
associated staff from the centre to Operational Units.
NB. Wardens and Caretakers are not included as their location in the structure is not
JOB TITLE: Head of Landlord Operations Housing Direct
1. JOB PURPOSE
To develop and deliver a total Landlord Service in Housing Direct (North, South or Central)
based on customer first principles and a strong performance focus.
2. PRINCIPAL DUTIES AND RESPONSIBILITIES
Generic duties and responsibilities
1. To ensure the provision of an excellent, customer focused service.
2. To demonstrate exceptional leadership skills.
3. To manage and develop a well motivated workforce.
4. To take personal responsibility for the housing service by promoting a strong and
effective performance management and best value culture.
5. To ensure equality of opportunity in all aspects of service provision and
6. To ensure that legal, statutory and any other relevant provisions governing or
affecting the department and services are strictly observed.
7. To lead the development and management of departmental and local plans that
reflect the needs and aspirations of the local community.
8. To represent the organisation in a wide range of internal and external meetings
and prepare and present information to the Council and other relevant bodies.
9. To manage individual performance in order to achieve departmental and local
Specific duties and responsibilities
10. To provide strong and effective leadership aimed at providing an excellent service
11. To provide a strong and clear focus on performance management and ensuring all
staff within the operational unit have clear individual Performance Development
12. To ensure that the Operational Unit has a clear vision and strategies and policies
for achieving that vision.
13. To provide excellent business management skills and to develop these skills in
others in the team.
14. To direct the senior managers in the Operational Unit team and ensure that each
fulfils their role effectively.
15. To ensure the effective and efficient use of all resources available to the
16. To lead the planning process that will ensure the long term effectiveness and
viability +of the Operational Unit.
17. To have overall responsibility for the development of strategy and policy for the
Operational Unit and to contribute to the development of city wide strategies.
18. To represent the Operational Unit in meetings with external bodies and other
departments in the Council.
19. To contribute to the development and implementation of corporate and
departmental polices and priorities.
20. To ensure that performance is well managed within the Operational Unit and is
owned by all staff.
21. To ensure that good performance is celebrated and poor performance managed.
22. To ensure that a comprehensive organisational development and training plan is
delivered to staff within the Operational Unit that helps deliver the Department‟s
strategic objectives as well as addressing the individual needs of staff.
3. Health and safety, customer care and equal opportunity statement
All staff are expected to maintain high standards of customer care in the context of
the City Council's Core Values, to uphold the Equal Opportunities Policy and health
and safety standards and to participate in training activities necessary to their post.
4. Other duties
This is not a complete statement of all duties and responsibilities of this post. The
postholder may be required to carry out any other duties as directed by a supervising
officer, the responsibility level of any other duties should not exceed those outlined
5. Numbers and grades of any staff supervised by the postholder
6. Postholder's immediate supervisor –
NOTE: This section should only be included in the job descriptions issued to
employees and should not be sent to all job applicants.
Housing Direct – New Landlord Structure
Assistant Director, Housing Direct
(Landlord Services, Race and Anti-Social Behaviour)
Heads of Landlord Operations (3 in total)
(Housing Direct, North, South and Central)
Area Housing Managers (9 in total)
(one for each of the 9 area offices)
Housing Managers (9 total) Housing Managers (9 total)
(Advice and Support) (Operations)
Clerical Administration Housing Tenant Housing Nuisance &
Assistants Assistants Advisors Involvement Patch Harassment
(28 total) (9 total) (55 total) Officers Managers Officers
(9 total) (90 total) (9 total)