Change Officer (Independent Living Project Manager)

Please note this post is dedicated to a single project: the replacement system for the Independent Living Alarm Response Centre (Lifeline / Tunstall), encompassing all aspects of project management, e.g. project planning and implementation, supplier and contract management, change management, budget, technical liaison with ICT, risk management etc., within tight deadlines due to digital switchover., Design and develop change programmes and projects based on business drivers such as new or revised legislation, economic factors, innovation etc.

- in conjunction with the Business Change Manager, senior managers within Neighbourhoods Housing, other Council services, and the wider social housing sector. Understand requirements from the wider social housing sector - Social Housing Regulator, Ombudsman etc. - and interpret into change programmes and projects, in conjunction with senior managers within Neighbourhoods Housing, Practice Management Team etc.

Lead or support programmes and projects to deliver identified changes, improvements, and benefits. Provide knowledge, expertise and capacity in programme and project management, and in change management and improvement techniques. Identify, define, and track progress, benefits, and outcomes in addition to risks and issues for projects/programmes, through recognised routes, such as senior management teams, boards etc.

Ensure change is embedded and is delivering the improvements expected from the implementation of programmes and projects, and that benefits are realised. Foster a positive culture within Neighbourhoods and Housing and beyond, in line with the service area's vision and values, and those of Hull City Council more broadly. PRINCIPAL ACCOUNTABILITIES: 1 Strategy -Research unfamiliar areas of public service delivery, in particular social housing, and establish what represents best practice in these areas.Take a lead role in creating change programmes that align to the strategic needs of service users and to agreed local strategies and corporate plans, incorporating national and local objectives, priorities, and targets, such as those published by the Social Housing Regulator, Ombudsman, DLUHC etc.Identify areas of impact beyond the core change activities, and ensure relevant stakeholders are made aware.Appropriately select and apply agreed strategies, policies, and methodologies to areas of programme and project work.The postholder will work autonomously, after receiving a broad scope from more senior officers, but will regularly check-in with progress and will receive direction and key decision-making through appropriate governance structures such as Programme Boards.

These will usually be comprised of senior managers such as Heads of Service and Assistant Directors. 2 Customer Focus - Be customer focused and ensure programmes/projects are utilising customer / tenant insight to plan and deliver change.Ensure programmes / projects and their benefits effectively embed the voice of the tenant / tenant needDevelop and maintain effective working relationships with key stakeholders.

Ensure communication is effective at all levels, ensuring buy-in from staff and enabling change to be delivered.Work collaboratively with staff at all levels within the Council and partner organisations to ensure a clear understanding of the importance of designing for the customer / tenant when delivering change.Take the lead on transition management, ensuring that business as usual is maintained during the transition to new ways of working, and the timing of the changes are optimised to effectively integrate into the business.

3 Performance Management - Co-ordinate activity on programmes and projects.Capture and report on progress against the programme/project and raise and escalate issues and risks to line manager or Programme Board as appropriate.Deliver to tight deadlines and influence others to deliver within such parameters. Establish and implement the mechanisms by which benefits can be measur