Job Application Form - Head of Operations (home options)

SAJID PERVAIZ FAZAL

JOB APPLICATION FORM

Head of Operation (Home Option)

Draft Version.

Prepared and Presented By: Mr Sajid Pervaiz Fazal. July 2013 - Draft: 1

This job application form presents answers prepared by mr sajid pervaiz fazal, answers to the questions for the Head of Operation position, located in Nottinghill in London.

Mr Sajid Pervaiz Fazal (BA Hons)Consultant - since 2013 – July 2013

The team consisted of only:

Mr Sajid Pervaiz Fazal.

This job application form can also be requested and downloaded fromthe Flickr account online,www.flickr …........co.uk

For further information including information presented in this job application form please contact:

Mr Sajid Pervaiz Fazal (BA Hons)Flat 6, 10 Grove Road, Wilesden GreenLondon NW2 5TA.Tel: +44 (0) 000 000 0000Mobile: +44 (0) 754 884 2741Facsimile: +44 (0) 000 000 0000Email: [email protected]:

IMPORTANT INFORMATION: Publication of the job application form to employer, flickr & issuu online account, was couple days late in draft version, and the reason, well with everything thats going on, what can you expect.

Index of Job Application Form

1 Problem Solving (PS) Probes and gathers enough relevant information to understand specific issues and events. Uses information to identify problems, draws logical conclusions and suggests clear and practical solutions based upon their analysis. Readiness to make decisions and take action.

* Interview, test and assessment through probation period.

2 Strategic Thinking (ST)Takes account of a wide range of longer-term issues, opportunities and contingencies. Relates the activities of their team to the ‘bigger picture’ and develop innovative approaches and implementation plans, which are in line with the vision and direction of the organisation.

* CV/Supporting Statement, interview and test, and assessment through probation period..

3 Commercial Awareness (CA) Understands and sets appropriate budgets, takes into account the requirements of Notting Hill and the customer. Proactively manages own budgets, identifying discrepancies and acting to achieve cost savings and value for money. Balances the maintenance of assets with the needs of the customer. Seeks opportunities (where relevant) for revenue generation.

* CV/Supporting Statement, interview and test, and assessment through probation period.

4 Building & Maintaining Relationships (B&MR)Actively helps and supports others to achieve individual goals. Ability to express ideas or facts clearly and convince others to their own point of view. Able to pick out important information in oral communication, questioning and reactions indicate ‘active’ listening. Makes a good first impression on other people and maintains that impression over time.

* Interview, test and assessment through probation period.

5 People Development & Leadership (PD&L) Motivates, empowers and supports others to succeed, utilising appropriate interpersonal styles. Has a clear vision of what is required and leads by example. Monitors progress and addresses any shortfalls. Maintains high standards and ensures that targets are met. Develops the skills and competencies of others through coaching.

* CV/Supporting Statement, interview, test and assessment through probation period.

5! Personal Responsibility (PR) Takes personal responsibility and accountability for own actions, for sorting out issues or problems that arise and for delivering on commitments. Is focused on achieving results to required standards and developing skills and knowledge. Perseveres with an issue or problem until the matter is settled. Establishes efficiently an appropriate course of action for self and/ or others to accomplish a goal. .

* Interview and assessment through probation period.

6 Customer Focus (CF) Exceeds customer expectations by displaying a total commitment to identifying and providing solutions of the highest possible standards aimed at addressing customer needs.

Maintains contact with customers, works out what they need provides accurate and timely responses balanced against the organisation’s needs. Ensures customers understand what services NHH provides.

* Interview and test, and assessment through probation period.

7 Respect for Diversity (RD) Builds rapport with others, displaying trust and integrity. Understands other people’s views, appreciates their motives and concerns and takes them into account as appropriate. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to all individual differences.

* Assessment through probation period

1 Experience Substantial senior management experience, preferably in a customer focussed housing and property management environment.


2 ExperienceSubstantial experience of managing business performance (deadlines, benchmarking, checkpoint) and large, complex budgets.


3 ExperienceSubstantial experience of building and developing relationships with partners and stakeholders for the benefit of the business and to continually improve service.


4 ExperienceTrack record of success in a Housing and Business Services environment.


5 ExperienceGood understanding of the relevant legislation, statutory and regulatory requirements.


6 ExperienceExcellent communication skills; experience of preparing and delivering high quality written reports and presentations.


2. Strategic Thinking (ST)

Takes account of a wide range of longer-term issues, opportunities and contingencies. Relates the activities of their team to the ‘bigger picture’ and develop innovative approaches and implementation plans, which are in line with the vision and direction of the organisation.


In my opinion the campaign in Britain, to modernise internal infrastructure needed for the use and operation of the society, still to this day remains a high priority, embracing modern ideas, and techniques to modernising Britain infrastructures, industry, including public services, and still remains partly one of many difficult and highest spending services in local government, and the government reform policy set out to focus on work with two outcomes; 1) set out to offer number of options, either buy else divide ownership of homes, to assist and crack down on poverty, homelessness, asylum and immigration, and tenants who are paid low salary. 2) Build affordable housing, deliver new social housing at higher energy efficiency standards, better managed, better maintenance work carried out, better disposal of internal and external infrastructure, that forms part of the nations economy, that built on growth both consisting of profits and saving.

The way I approach the work required considerable degree of detail understanding and monitoring progress, i.e. control and monitor expenditure and income rising from dwelling via rent, heating, charges, rent 'rebates, rent allowances, hra subsidy, renovation grant paid either directly to private homes else to authority, capital receipts rising from disposal of homes, with purpose to support and bring housing to adequate standard.

Near to the end, I held senior assistant project management position, were I was entrusted to take up a formidable task, by monitoring housing income and expenditure, and the way I went about achieving long term vision, i.e. modernisation plan set out in local government plan, by putting in place necessary check points, primarily focused, to monitor performance consisting of historical, actual results, and future forecasts, that every action is aligned with and compliance with appropriate AAT, CIFA, and Audit Commission guidelines. Meanwhile, I would carryout further work in such away, that demanded that I work on likewise build on effective partnership, that allows everyone collectively to deliver results, example, as often as possible touch basis with everyone including governing body, gain 'additional' insight of general perceptions on current progress, likewise, the future perceptions on housing projects, housing budgets, areas where housing have and are planned, either to carryout maintenance, disposal, and building of new housing.

3. Commercial Awareness (CA)

Understands and sets appropriate budgets, takes into account the requirements of Notting Hill and the customer. Proactively manages own budgets, identifying discrepancies and acting to achieve cost savings and value for money. Balances the maintenance of assets with the needs of the customer. Seeks opportunities (where relevant) for revenue generation.


The majority of provision of housing, and housing development in Britain, are partly managed, and under the control of the government in Britain, either, within joint partnership, running under number of schemes pfi (private finance initiative), hra (housing revenue account), leasing arrangements, and grants, however, this might, else might not apply to Notting Hill, however, in my opinion they are managed more less in same way.

In the last general election, held back in the year 2010, the government set out in budget, its pledge to the modernise Britain, through collective partnership with communities and commercial businesses through the country, that are accounted for in the budgets, that partly draws in investment into the region, and always in the public eye and scrutiny open for all to see, i.e.the progress made on budget, and delivery, i.e. schools, and homes built, traffic lights, and cctv camera.

Now, the role of project management accountant, I was entrusted to lead, and also, provide the additional leadership and management support thats needed, with managing budgets associated with housing programs and projects, therefore each project that I managed, budgets were approached differently, depending on accounting practices, example, cost accounting, revenue accounting, capital accounting and asset calculation that performed at the end of the financial accounting year, and finally rolling budget, budget itself were prepared differently, depending on the size, nature of the work and length of projects.

Meanwhile, I was always wary that sooner else later, the progress made on commercial projects, and commercial funding rising from it, would eventually fall under scrutiny of independent agencies, i.e. representing commercial interests, example external auditors and audit commission, they have their own set of guidelines that the project and budget have to adhere to.

In front lay a formidable task, in the event of discrepancy between two sets of figures, i.e. variance either overspend else underspend between budget, actual spend, and track of accruals, either this month, year to date, and projected forecast, I would reply with swift actions, example, through plan of actions, I would carryout further preliminary review of progress, secondary meetings, system of restructuring, re-training, placing a freeze on work carried out by individuals, and groups of teams, and consider number of options, to cover cost overruns, I.e workforce willing to take up training, and from the publicity point, recover the cost of credibility lost, furthermore, place freeze on all access to accounts including bank accounts, until cost are bought under control, including concede/turn over part of the budget, until cost are bought under control.

Now, the costs overrun associated with remuneration package, either on, Contract, Full-Time, Part-Time, Permanent, Fixed Term Contract, Temporary, and Trainee jobs, would be forwarded to my attention to perform first preliminary review, if necessary, the matter is swiftly forwarded to the back office, to prepare equitable scheme to recover the unjust cost, also, cost associated with other part of the expenditure, would follow similar fate, including in my opinion, its worthwhile for everyone in departments in question, to also consider i.e. equitable resignation scheme, including fair relocation package, the stance I made alone, the very reason I was entrusted, because the personal knowledge and experience on the area over 20 years. ------ End -----------

track of accruals,

Occasionally, I would assist with calculation of fixed assets, budgets allocated on the balance sheet, here a example;

COST - cost at 31.3.2012 £........ - cost of Disposal -£........ - changes for year £........

DEPRECIATION - Depreciation at 31.3.2012 £........ - Depreciation Disposal -£........

NETBOOK VALUE - NBV at 31.3.2012 ........

NET BOOK VALUE - NBV at 31.3.2013 ........

Cost Addition: £........

5. People Development & Leadership (PD&L)

Motivates, empowers and supports others to succeed, utilising appropriate interpersonal styles. Has a clear vision of what is required and leads by example. Monitors progress and addresses any shortfalls. Maintains high standards and ensures that targets are met. Develops the skills and competencies of others through coaching.


The government pledge to modernise Britain, since the last consecutive general election held back in year 2010, and the government continued to demonstrate its unflinching determination, to see out its campaign, henceforth, offered abundant opportunities, for that very reason, I was entrusted to take up the role, of a accountant manager/project management accountant, because, I offered abundant of skill and ability to do the job, meanwhile, my unflinching stance, i.e. standards have to adhere with business guidelines.

The role itself was far from easy, to build and create effective partnership, to be entrusted to manage housing projects, such as community renewal, accommodation strategy and so on, I therefore set out to demonstrate solidarity of strength, through support, to build further confidence, example, at all times everyone are kept abreast of progress, setbacks, overspends, underspends, training developments, opportunity, full aware of limitations and constraints placed, including, aware of changes in Law, Procedures, Employment Act, Health and Safety Guide lines, Working Conditions, and Working Hours, including, equipment fit for purpose to get the job done, i.e. computers, chairs, and tables, and the majority of the community were confident their interest were if safe hands, and everyone was encouraged to push on.

Over the duration of program and project, each month discussions are conducted, including, at the end of the financial accounting year between April - March, I would book meetings (i.e make necessary arrangements, well ahead to create positive impact, also, equip myself with essentials including use of Microsoft package to spell, grammar, paragraph and word count check, to prepare abbreviated notes written down, also memorised prepared before hand, and night before), to assemble everyone together on specific day, to perform first and second preliminary review, and answer questions from everyone, meeting would last for couple of minutes, and occasionally last for hours, depending nature of the work, heres brief outline what I would cover in speech, I.e statements, figures contrasted between last month and last year trends, and progress on project completion time including cost, in addition, the progress collectively everyone were making, including progress with new investments/funding, projects, budgets in year and consecutive years to come, and anything else that need to be addressed and the likely impact.

The meeting would end with series of processes and actions, to convey the message across to everyone, also, announce I am about to bring speech to a close, i.e. end meeting, throughout I would use gestures from head to toe, that demonstrates equitable leadership, to further support, build strength, confidence, and leadership, it form part of the overall presentation, including show of acknowledgment that I will provide that support, also, support will be there from the board, including, the discipline that governs the laws, procedures, standards, and guidelines for good business and financial propriety, it also demonstrates greater democratic and democracy process throughout.

1. Experience

Substantial senior management experience, preferably in a customer focussed housing and property management environment.


The duration of my academic ranking over the past 35 years, I built up distinguished background in the area of politics, finance, business management, and strategy, it provided stepping stone to varies job, that eventually provided further professional license, I.e skills, ability and experience, also, commendations from employers to take up managerial position, and near to the end I held the senior management position, involved managing and providing necessary support required with Housing expenditure (HRA) in local government.

In front of the role lay formidable task, the work was result driven, and was always under the eye and scrutiny of both public and commercial parties. Now, the work I structured was governed in such a way, demanded that I gather everyone together to introduce myself, discuss how I can build on what already existed, leadership, and support required with preparing necessary paperwork, budget setting, monitoring, consultation, meeting deadlines, and close down, meanwhile, the work I manage, again, is closely under the eye of scrutiny of both public and commercial parties, i.e. the ball stops with me as qualified professional project manager, and management account, example if something goes wrong, failure to provide advice, have adequate paperwork in place, root out fraud/leakages, report issues and peculiar going, to senior officers.

In event of housing project and cost overruns, I would immediately placing a freeze on work carried out by individuals also, groups of teams, and consider number of options, to cover cost overruns, and workforce willing to take up training, and from the publicity point, recover the cost of credibility lost, furthermore, place freeze on all access to accounts including bank accounts, until cost are bought under control, including concede/turn over part of the budget, until cost are bought under control.

In the shadows, I would take immediate actions, and followup with further preliminary review on query, also progress made, to swiftly settle the matter, either, through scheme based on system of restructuring, re-training, placing a freeze on work carried out by individuals also, groups of teams, and consider number of options, to cover cost overruns, and workforce willing to take up training, and from the publicity point, recover the cost of credibility lost, furthermore, place freeze on all access to accounts including bank accounts, until cost are bought under control, including concede/turn over part of the budget, until cost are bought under control.

Also, its worthwhile for everyone in departments in question, to also consider i.e. equitable resignation scheme, including fair relocation package, the stance I made alone, the very reason I was entrusted, because the personal knowledge and experience on the area, thats result driven by public and commercial parties, over 20 years.

2. Experience

Substantial experience of managing business performance and large, complex budgets.


Near to the end, I held senior project management accountant position, were I managed schemes partly managed under revenue, pfi (private finance initiative), hra (housing revenue account), and grants, and are not, managed more less the same way, even though they have similar characteristic, I.e example demographic profile of people hired in the position.

Over the length of time a formidable task lay ahead for everyone, and near to the end of each financial accounting year, and suddenly sign of anxiety began to show due to mounting deadlines, this did not affect staff who were there for window dressing. Now, I was able to bring to the position, the knowledge and and experience I built up over the past 25 years, i.e. I provided the necessary antidote also checkpoints at each step of the way for the smooth running of the department, and there was very little resistance to and from bvacop raitng, cipfa, mtfs, audit commission, public, and commercial scrutiny, i.e. the quality of the work, deadlines met, and the financial picture at the end of the year, i.e. outstanding debtors, creditors.

Here's example, what could have happened if I was not there, costs, programs, and projects can often run into number of years, i.e. extra money needed to cover costs associated with overruns, i.e. rent, repair, maintenance, lighting, heating, transportation, and staff cost few to mention, and occasionally, collection of rent. Furthermore, failure to perform monitor, consisting of historical, actual results, and future forecasts, I.e money spent, money received, money banked, each month, is correctly accounted for, and reconciles with various general ledgers.

I left a lasting impression on everyone, the way I went about managing and assisting the department and department budgets, my zero tolerant stance on failure, i.e cost overruns, integrity, and the deadlines have to be met.

3. Experience

Substantial experience of building and developing relationships with partners and stakeholders for the benefit of the business and to continually improve service.


The last general election held back in the year 2010, and leaps through transition every five years, in my opinion set out number of policy initiatives, to implement further change under modernisation plan, with four to five years rolling projections, i.e. to build better housing, office buildings, and most importantly, the work associated with repair and maintenance of housing.

The work I carried out on schemes managed under housing, mainly covered community renewal, HRA, and accommodation strategy, and mainly covered the repair, renovation and maintenance side of the work. The approach I took to work, i.e. monitoring progress ran along side updating everyone of changes, whilst everyone are wary, of possible fatal setbacks associated with overspends, and program and project overruns.

The success was dependent on how effectively, I went about building effective partnership, example, the people working on housing program and projects, the work cannot commence else make progress, without everyone on board, therefore making certain this time round everyone performed well in ever area, i.e. correct filing, carryout work on repair and maintenance, monitoring, collection of rent, in meantime, with someone in charge and qualified, to oversee the smooth running of each area of the process.

Meanwhile, I had to demonstrate great in-depth insight on the guidelines, for good financial and project management probity. Throughout the process, I effectively went about putting to use my interpersonal and networking skills, I.e communicating verbally and communicating in writing with everyone, to make certain at all times, everyone are collaborating effectively with one future outlook, now, the majority of the community consisting of public and commercial parties, were confident and motivated in the creditability my experience and education, without doubt that they were under strong management leadership support, and everyone no longer felt anxiety, because no one is no longer being isolated from the process, and everyone interest was in safe hand of a professional.

4. Experience

Track record of success in a Housing and Business Services environment.


In my opinion, the housing and business environment, are managed more less along side each other in local government, it is governed in such away, either one cannot survive without the other, both are based on providing front and back office service thats built on managing finance, and result driven, however is still under the influence and close eye scrutiny of the public and private financiers.

The housing carryout the usual collection, repair, and maintenance work, whereas business support more less where I came into it , provided the necessary logistics support with collating and analysis of data, example, the financial picture, i.e. preparing likewise monitoring ageing debtors, and prompt payment of invoices, i.e. the length of life and value of both items in question, this is partly result driven.

Each month, I would manage and initiate sequences of planning procedures, i.e. at each checkpoint I would measure the fate of progress, (money received, spent, banked, waiting to accounted for, and whether it reconciles with varies ledgers), goes through thorough test, a standard point of reference, example, results are assessed against, cpa, bvcop, aat, mtfs, cima, acca, internal audit, audit commission, and prince2 guidelines, there are few to mention, checkpoints provide immediate course of action before it become fatal issue, a typical stumbling block at the end of financial year, that can cost dearly, for the very reason I was hired to take up the role of project manager/management accountant.

Documents

Job Application Form - Head of Operations (home options)