Appendix 1: Project Brief Approval Form Housing Property Man ✓ Solved

Appendix 1project Brief Approval Formhousingproperty Management Level

Appendix 1project Brief Approval Formhousingproperty Management Level

APPENDIX 1 Project Brief Approval Form Housing/Property Management Level 3 “Officer†Apprenticeship Standard Any redistribution or reproduction of part or all of the contents in any form is prohibited other than the following: · you may print or download to a local hard disk extracts for your personal, educational and non-commercial use only You may not, except with our express written permission, distribute or commercially exploit the content. Nor may you transmit it or store it in any other site or other form of electronic retrieval system. Apprenticeship Standard: Housing and Property Management (Housing / Property Management Officer – Level 3) Project Brief Proposal Guidance on completing this form It is recommended that you take time to read the document, ‘Assessment Guidance – Levels 3 and 4’ prior to completing this form.

When developing ideas for the project, it is essential to have a copy of the Level 3 (Officer Role) apprenticeship standard available so you can ensure coverage of the knowledge, skills and behaviours areas within the standard, and consider their applicability to the apprentice and their employer. It is expected that projects will differ according to the particular circumstances of the individual apprentice and employer – this means that you will normally need to submit separate project proposals for every apprentice. However, there may be cases where an approved project brief can be re-used providing there have been no changes to the employer requirements / job role, purpose and objectives of the project, and the areas covered remain the same.

If you want to make any changes to an approved project, you must complete a change form and send it to CIH for approval. It is also expected that you will keep the brief under regular review in line with any changes relating to the apprentice’s job role / employer. Make sure you allow enough time for the project brief to be approved prior to starting on the project. Our advice is that you apply for approval no later than 6 months into the apprenticeship programme. Feedback will normally be provided within 10 days of submission.

If the project brief is not approved, you will be provided with feedback on the reasons for this. You will then be invited to submit a revised brief to CIH, using a resubmission form. Apprentices must not start on the project until the brief has been formally approved by CIH as the apprenticeship assessment organisation. If you require further support please contact us at [email protected]

Project Brief Proposal: Level 3 At Level 3, Housing/ Property Management ‘Officer’, apprentices have to complete a project (in addition to the other components listed in the Assessment Guidance document) in order to pass through the gateway to end point assessment. The end point assessment panel will verify the evidence contained within the project.

When putting together the project proposal we recommend that you refer to the project guidance documentation. Note, not all the areas listed under knowledge, skills and behaviours need to be evidenced by the project but they should all be covered by the portfolio and any associated qualifications/assessments. However, the project has to be broad enough in coverage to demonstrate sufficiency of the job role requirements and must be a coherent piece of work. This form asks you to state how the project has the potential to demonstrate the area of the standard selected being met. Below is an extract from the Assessment Guidance as a reminder for what the project should cover.

Extract from CIH Apprentice Assessment Organisation Guidance: Creating a project brief for Housing / Property Management Officer - Level 3 Project brief: Housing/Property Management Officer Typical roles: · Generic or specialist housing or neighbourhood officer · Neighbourhood co-ordinator/advisor · Lettings officer/allocations officer/tenant officer/income management officer · Leasehold management officer/private sector housing officer/strategic housing officer/property Senior · Negotiator/senior negotiator The brief must illustrate the level of detail and expectations of the project and be capable of being mapped against the knowledge, skills and behaviours listed within the ‘Officer’ standard for the housing and property management sectors.

Projects should relate to the role the apprentice is undertaking, such as one of the roles in the list above; this should mean that the project will enable the apprentice to evidence ‘real acquired skills and knowledge’, together with sufficient coverage of the areas within the standard. The type of projects ‘Officers’ can undertake to meet the requirements of the standard include the practical application of a policy change in the operation of a housing/property management function or examine the impact of legislation on the operation or service delivery of a housing/property management function where the apprenticeship works. The project must: · stretch/challenge both theoretical understanding and practical application of knowledge, skills and behaviours. · show evidence of interaction with colleagues and tenants in developing and executing the project The project itself should be supported by a diary (or a summary reflection) and a report of the project activity (for example, what happened, what issues came up, timetable of activities etc.).

Source: Assessment Guidance – Housing/Property Management L3 and L) CIH CIH Apprentice Assessment Organisation, 2017 Please detach and complete the following pages and return to CIH Project Brief Proposal: Housing / Property Management Officer Level 3 Title of case study How to improve customer service in the call centre? Name of Apprentice Agne Svencionyte Registration number Job role Customer Service Officer Contact details [email protected] Apprenticeship training provider name Dutton Fisher Apprenticeship training provider contact details Sue Baxter [email protected] Employer name Southwark Council Line manager name and contact details Juliette Danquah [email protected]

Sample Paper For Above instruction

The role of effective customer service in public sector housing management is pivotal in fostering positive relationships between authorities and residents. This paper explores strategies to improve customer service within the call centre operations of Southwark Council's housing department, emphasizing the implementation of incentive schemes aimed at enhancing first-contact resolution rates. By analyzing current service Level Agreements (SLAs), interviewing frontline staff and tenants, and reviewing other organizations' incentive practices, the project aims to develop evidence-based recommendations to reduce complaints and improve satisfaction levels.

Introduction

Southwark Council manages a diverse and populous borough, with over 55000 properties and approximately 314,000 residents. The council's housing department has historically faced challenges in resolving tenant issues efficiently, often resulting in multiple contact attempts, dissatisfaction, and complaints. Since the in-house call centre was established in Peckham in 2013, efforts have been made to streamline complaint handling and service delivery, but persistent issues remain, particularly concerning first-call issue resolution. The upcoming move of repairs services in October 2018 to Southwark Building Services (SBS) underscores the need for continuous improvement in customer experiences and operational efficiency.

Main Objectives

The primary objective of this project is to develop and implement strategies that enable call centre staff to resolve customer issues during the first contact, thereby reducing dissatisfaction and repeat calls. Specific objectives include analyzing existing SLA metrics and complaint data, conducting interviews with staff and tenants to identify motivators for performance excellence, and reviewing incentive schemes employed by similar organizations. A feasibility study will be conducted to assess the practicality of introducing performance-based incentives supported by a reasonable budget.

Methodology

The project methodology comprises qualitative and quantitative research methods, including review of SLA documents, structured interviews with five front-line staff and team leaders, and tenant representatives. Furthermore, site visits to organizations with established incentive programs will provide comparative insights. The data collected will inform a comprehensive report proposing feasible incentive schemes aligned with organizational policies and cultural context.

Analysis and Expected Outcomes

Analysis of performance data and stakeholder interviews is expected to reveal the key motivators for staff performance and areas where incentives can have the greatest impact. It is hypothesized that recognition and reward mechanisms will improve staff engagement and customer satisfaction, leading to a reduction in complaints and improved call resolution rates. The final report will include actionable recommendations, supported by evidence gathered during the project.

Conclusion

Improving customer service within Southwark Council’s housing call centre aligns with the broader organizational aims of fairness, efficiency, and resident satisfaction. Through targeted incentives and process enhancements, the project aims to foster a culture of excellence in service delivery, thereby benefiting both residents and staff.

References

• Barber, N. (2018). Effective Customer Service Strategies in Local Government. Public Administration Review, 78(4), 529–540.
• Johnson, M., & Smith, R. (2017). Incentive Schemes and Employee Motivation in Public Sector Call Centres. Journal of Public Management, 42(2), 203–220.
• Lee, K. (2016). Enhancing Customer Satisfaction through Service Quality Improvements. Service Quality Quarterly, 2(3), 45–60.
• Smith, J. (2019). Public Sector Customer Service: Challenges and Opportunities. Government Services Review, 25(1), 15–30.
• Williams, P. (2018). Measuring and Improving Customer Satisfaction in Local Authorities. Local Government Studies, 44(5), 683–700.
• Department for Communities and Local Government. (2015). Customer Service Standards in Housing. London: DCLG Publications.
• ofsted. (2017). Improving Customer Engagement in Housing Services. Ofsted Reports.
• National Audit Office. (2016). Performance Management in Local Government. NAO Report.
• Human Resources Institute. (2019). Employee Incentive Programmes for Customer Service. HR Journal, 34(2), 101–115.
• Office for National Statistics. (2020). Resident Satisfaction Surveys in Local Housing Authorities. ONS Publications.