7F Vetting Change Lead

Job title: 7F Vetting Change Lead
Grade: PO 5
Role code: EGE0441
Status: Police Staff

Main purpose of the role:

Direct and lead transformational change ensuring alignment and standardisation, utilisation of single technology and delivery of performance that is compliant with the College of Policing Vetting Code of Practice and the Authorised Professional Practice for Vetting across all 4 existing Vetting Units. Act as Strategic Advisor to Chief Officers and Head of PSD on the transformational change for the function across the Seven Forces and maintain effective working relationships with all senior strategic stakeholders.

Main responsibilities:

• Lead and influence significant culture and business change as the 7F strategic advisor on Vetting alignment and standardisation, ensuring the development and delivery of Force implementation plans to effect the agreed change.
• Build and maintain positive working relationships with strategic stakeholders ensuring engagement and communication throughout the transformation change programme.
• Develop and implement a single strategy for the existing vetting units, including the development and implementation of a unified policy and processes ensuring adherence to the College of Policing Vetting Code of Practice and the Authorised Professional Practice for Vetting.
• Lead on the implementation of a single Vetting system and technology to enable a single approach across the 7 Forces.
• Provide expert advice to Chief Officers on all strategic matters relating to the business change through relevant communication and management information, liaising and working with Heads of PSD and Vetting Units, to ensure effective development and delivery of the transformation programme.
• Develop governance and standards for the Vetting Units to ensure compliance with Legislation, Authorised Professional Practice and the Code of Practice at all times.
• Develop a Regional Vetting Risk Management Strategy. Identify and maintain oversight of any strategic risks and issues across the 7 Forces arising from the transformational change plans.
• Report to Chief Officers on the benefits realisation of the Full Business Case, tracking and monitoring the benefits of alignment and standardisation.
• Represent the views of the seven forces at a national level contributing to and influencing the national NPCC Vetting Working Group.

June 2020.

Necessary experience:

The post holder will be educated to degree level or be able to clearly evidence equivalent levels of experience by having worked at a senior leadership level and will have proven successful experience of managing business change.

A good understanding of the College of Policing Vetting Code of Practice and the Authorised Professional Practice for Vetting and having worked at a senior level in a Vetting Unit would be advantageous.

Strong interpersonal skills with ability to form strong working relationships to influence and negotiate with key stakeholders within the 7 Forces.

The post holder will provide innovative thinking and impetus to drive through change and create, develop, implement and maintain effective 7 Force Vetting policies and procedures in line with strategic organisational requirements.

An understanding of relevant legislation e.g. Freedom of Information, Human Rights, Health & Safety and Data Protection Act, Part V of the Police Act, and other relevant legislation, is also essential for this role ensuring high levels of integrity and security.

Proven success in working in a political environment with senior stakeholders at Chief Officer level and showing sound judgment and impact is essential.

Behaviours:

Analyse Critically (Level 3)

I balance risks, costs and benefits associated with decisions, thinking about the wider impact and how actions are seen in that context. I think through 'what if' scenarios. I use discretion wisely in making decisions, knowing when the 'tried and tested' is not always the most appropriate and being willing to challenge the status quo when beneficial. I seek to identify the key reasons or incidents behind issues, even in ambiguous or unclear situations. I use my knowledge of the wider external environment and long-term situations to inform effective decision making. I acknowledge that some decisions may represent a significant change. I think about the best way to introduce such decisions and win support.

Collaborative (Level 3)

I am politically aware and I understand formal and informal politics at the national level and what this means for our partners. This allows me to create long-term links and work effectively within decision-making structures. I remove practical barriers to collaboration to enable others to take practical steps in building relationships outside the organisation and in other sectors (public, not for profit, and private). I take the lead in partnerships when appropriate and set the way in which partner organisations from all sectors interact with the police. This allows the police to play a major role in the delivery of services to communities. I create an environment where partnership working flourishes and creates tangible benefits for all.

Deliver, Support and Inspire (Level 3)

I challenge myself and others to bear in mind the police service's vision to provide the best possible service in every decision made. I communicate how the overall vision links to specific plans and objectives so that people are motivated and clearly understand our goals. I ensure that everyone understands their role in helping the police service to achieve this vision. I anticipate and identify organisational barriers that stop the police service from meeting its goals, by putting in place contingencies or removing these. I monitor changes in the external environment, taking actions to influence where possible to ensure positive outcomes. I demonstrate long-term strategic thinking, going beyond personal goals and considering how the police service operates in the broader societal and economic environment. I ensure that my decisions balance the needs of my own force/unit with those of the wider police service and external partners. I motivate and inspire others to deliver challenging goals.

Emotionally Aware (Level 3)

I seek to understand the longer-term reasons for organisational behaviour. This enables me to adapt and change organisational cultures when appropriate. I actively ensure a supportive organisational culture that recognises and values diversity and well being and challenges intolerance. I understand internal and external politics and I am able to wield influence effectively, tailoring my actions to achieve the impact needed. I am
able to see things from a variety of perspectives and I use this knowledge to challenge my own thinking, values and assumptions. I ensure that all perspectives inform decision making and communicate the reasons behind decisions in a way that is clear and compelling.

Innovative and Open-minded (Level 3)

I implement, test and communicate new and far-reaching ways of working that can radically change our organisational cultures, attitudes and performance. I provide space and encouragement to help others stand back from day-to-day activities, in order to review their direction, approach and how they fundamentally see their role in policing. This helps them to adopt fresh perspectives and identify improvements. I work to create
an innovative learning culture, recognising and promoting innovative activities. I lead, test and implement new, complex and creative initiatives that involve multiple stakeholders, create significant impact and drive innovation outside of my immediate sphere. I carry accountability for ensuring that the police service remains up to date and at the forefront of global policing.

Take Ownership (Level 3)

I act as a role model, and enable the organisation to use instances when things go wrong as an opportunity to learn rather than blame. I foster a culture of personal responsibility, encouraging and supporting others to make their own decisions and take ownership of their activities. I define and enforce the standards and processes that will help this to happen. I put in place measures that will allow others to take responsibility
effectively when I delegate decision making, and at the same time I help them to improve their performance. I create the circumstances (culture and process) that will enable people to undertake development opportunities and improve their performance. I take an organisation-wide view, acknowledging where improvements can be made and taking responsibility for making these happen.

Values:

Impartiality (Accredited)

I take into account individual needs and requirements in all of my actions. I understand that treating everyone fairly does not mean everyone is treated the same. I always give people an equal opportunity to express their views. I communicate with everyone, making sure the most relevant message is provided to all. I value everyone's views and opinions by actively listening to understand their perspective. I make fair and
objective decisions using the best available evidence. I enable everyone to have equal access to services and information, where appropriate.

Integrity (Accredited)

I always act in line with the values of the police service and the Code of Ethics for the benefit of the public. I demonstrate courage in doing the right thing, even in challenging situations. I enhance the reputation of my organisation and the wider police service through my actions and behaviours. I challenge colleagues whose behaviour, attitude and language falls below the public's and the service's expectations. I am open
and responsive to challenge about my actions and words. I declare any conflicts of interest at the earliest opportunity. I am respectful of the authority and influence my position gives me. I use resources effectively and efficiently and not for personal benefit.

Public Service (Accredited)

I act in the interest of the public, first and foremost. I am motivated by serving the public, ensuring that I provide the best service possible at all times. I seek to understand the needs of others to act in their best interests. I adapt to address the needs and concerns of different communities. I tailor my communication to be appropriate and respectful to my audience. I take into consideration how others want to be treated when interacting with them. I treat people respectfully regardless of the circumstances. I share credit with everyone involved in delivering services.

Transparency (Accredited)

I ensure that my decision-making rationale is clear and considered so that it is easily understood by others. I am clear and comprehensive when communicating with others. I am open and honest about my areas for development and I strive to improve. I give an accurate representation of my actions and records. I recognise the value of feedback and act on it. I give constructive and accurate feedback. I represent the opinions of others accurately and consistently. I am consistent and truthful in my communications. I maintain confidentiality appropriately.