Section 20 - ensuring compliance and managing the process from beginning to end, working alongside colleagues. Guiding them through the necessary steps. In this role I also look after some ground rents, secure rents, and provide a lot of support to colleagues for PDF work. Working with Orchard to provide rents for new lettings and providing support to charge officers as and when needed.

As part of a specialist team - my role was Project Support across organisationCustomer Involvement/Engagement, Statutory Compliance, ASB, Systems Tenancy SupportSection 20Tenancy Migration Interrogating Service ChargesDelivery of training to staffSystem rationalisationGroup Scrutiny LeadOperating Model Transition SupportTargeted and time restrained projects Supporting in-house repairs team

I ensured resident involvement at all levels of the business to enable effective service improvement and implementation. Working on over 50 projects and quadrupling resident involvement from 96 to 396 with the relevant support mechanisms in place for both internal and external customers.I supported neighbourhood colleagues and Service Improvement Managers and Service review leaders in co-ordinating and further embedding customer and community empowerment leading to the provision of improved quality of services, projects, programmes, more responsive services and improved value for money.Simplified the current methods of customer and community empowerment that led to improved community cohesion and real service improvement whilst managing customer expectations and needs. Supporting the neighbourhoods to implement and roll out a process that has enabled enhanced customer and community capacity and learning, better levels of knowledge and understanding, individual skills, self esteem and community capacity.Carried out work with the Service Improvement Manager to develop an approach for rewarding and incentivising customer and community empowerment in conjunction with customers and linked to the budgetary process.I have provided support on Service Improvement Plans, delivered the Annual Report Production for 2012 and assisted in the development and implementation of the Governance Structures developed post the merged Organisation on 2nd April, prior to this I was integral in the Merger Forum Work with over 80 residents and staff alike across both organisations to ensure the positive and successful completion of the merger and the detailed business case and the associated local offers that were developed in line with the merger.I was also the lead on the development of researching and developing and then subsequently implementing of a fit for purpose Customer Training Programme which has seen the successful training of over 300 residents

I worked in a very diverse neighbourhood of high deprivation to work with the partners and wider community to create sustainability. Working on a number of projects to improve both the neighbourhood people were living in and the infrastructures. Initially spending time identifying who the local stakeholders/community groups/voluntary groups were and forming relationships to assist with the work that needed doing. As a result I was able to bring together a number of groups that hadn't previously worked together and formed a working partnership that would benefit the area for some years. Some of the projects developed as a result of this was a Youth Social Enterprise working with other youths to reduce the rist of gang crime and to provide long term employment opportunities for young people. A number of environmental projects that helped erradicate fly tipping and created green safe spaces including the largest wildflower meadow in the North West as well as many many more projects to ensure that people who live in our homes, remain in our homes and love where they live, this was done in partnership with all of the local agencies/groups to ensure sustainability.

Working across the borough of Trafford to deliver day to day management of all aspects of housing, from rent arrears, to neighbour nuisance, ensuring the smooth running of the property management and estate management. Additionally I was also the lead officer for the property refurbishment programme to the 229 properties that were pre 1919 and in need of major improvements, this led to a phased approach to a decant programme to ensure the delivery of all work on time, in consultation with customers, contractors and the Group. The role also required those additional touches, attending Resident Group Meetings, community involvement and much more.