Job title: Digital Business Change Superintendent Grade: Superintendent Role code: EPEL0339 Status: Police
Main purpose of the role:
This role will form part of the leadership, alongside Digital Leads, IT and Strategic Change, to champion, drive and deliver the digital and technological ambitions of both Essex and Kent bridging the gap between technical capabilities and operational delivery, and ensuring that both forces are digitally skilled, equipped and enabled. This role will act as a conduit in delivering an operational assessment to proposals in the IT and Digital Portfolios, acting as both gatekeeper and co-ordinator of those processes. This includes ensuring that key digital transformational change initiatives have operational focus, including the workstreams of ESN, BWV and Mobile First, whilst minimising any adverse impact on operational effectiveness and performance and delivering the identified benefits of the project.
To lead alongside IT and Strategic Change team in order to champion, drive and deliver the digital and technological ambitions of both Essex and Kent bridging the gap between technical capabilities and operational delivery, and ensuring that both forces are digitally skilled, equipped and enabled
Oversee digital transformation across forces, working with IT and Strategic Change colleagues, on large technology programmes, including but not limited to, ESN, Mobile First and Body Worn Video. Working with local Implementation Teams, local operational area leads/stakeholders and the Home Office Implementation team to assess the local changes required for the implementation of long term or complex projects, acting as the interface between providers and the business.
Ownership of development and definition of the model for any business change requirement to deliver large Digital Change projects, including resourcing structures for both forces as implementation progresses, and to manage those teams delivering the implementation plans for the forces, working across Kent & Essex, putting in place a capability that meets the strategic business requirements as set out by Chief Officers.
Act as the agent of the force and designated individual in any negotiation on issues that may arise with the implementation of processes within Kent Police and Essex Police as a result of existing or emerging large digital change projects, ensuring that the application of operational delivery is achieved.
Ensure that all transitional activity is defined and implemented, working with colleagues in both forces, to ensure continuity of effective performance information and mandatory operational data reporting. Providing visual representation of progress and achievement as the Programme moves forward and activity increases.
To work with Strategic Digital Leads in each force to deliver the technical and operational requirements for the business, supports and embeds both forces Digital Strategy and provides senior operational leadership to large projects (including but not limited to, ESN, Mobile First and BWV). Ensure that the delivery plans are fit for purpose and bridge the gap between the strategic requirements and operational delivery. Create, and maintain responsibility for, an action plan that clearly details the expectations placed on all key stakeholders, but in particular operational leads and training resources. Where appropriate, to ensure that the Digital Portfolio is aligned with existing and emerging Change activity in both forces.
Identify and maintain oversight of any operational risks within the programme and ensure that effective control mechanisms are defined and maintained for these risks. Establishing a well-defined programmes and projects RAID (Risks, Assumptions, Issues and Dependencies) log.
Produce and oversee the production of written reports and documentation on a range of complex work programmes and cross cutting projects, provide professional advice at force boards on all Digital Change Projects for Kent and Essex Police. Realise the benefits of these projects (including ESN, Mobile First and BWV) on behalf of Kent and Essex Police, ensuring they are identified, documented, managed and owned, taking every opportunity to exploit the digital and IT asset. Deliver appropriate support to any required governance, being an interface with key boards including the Technology Prioritisation Board and DTOB, bringing together a view from across both forces.
Evaluate and critically assess digital technology programmes and projects against targets and force objectives, scrutinise performance, manage interdependencies, and identify ways of enhancing activity across the portfolio to meet new targets and expectations. This includes overseeing the benefits realisation associated with this transformation projects, ensuring that financial, non-cashable, efficiency, service improvement, cost saving or cost avoidance benefits are tracked, reviewed and reported.
The post holder should have recent experience in Project Management and Procurement. They will have a high level of analytical skills with an ability to produce detailed plans, together with a proven ability to negotiate with stakeholders, both internal and external, to deliver the required results. They will be supported by tactical experts, but they will need to understand how changes to the forces digital systems will impact end to end in the operational business of both forces. The role will be critical in mitigating the operational risk and performance dip that might normally be expected from the implementation of new core policing systems.
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.
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.
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.
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.
Business Planning (Level 5)
Manages the production of the Division / Department Business Plan, ensuring it supports the strategic aims of the Annual Force Policing Plan. Monitors and reviews local plans and ensures objectives and targets are achieved. Instigates remedial action where necessary. Advises Chief Officers of successes to ensure these are effectively communicated both within and outside the Force.
Customer Services (Level 5)
Identifies improvements in service delivery through analysis of customer feed back and performance monitoring. Initiates change in response to customer requirements and evaluates changes designed to improve service to customers.
Health and Safety (Level 5)
Has received training which enables the effective completion of risk assessments and Health and Safety inspections of premises. Identifies defects or hazards and takes action to resolve any apparent health and safety issues within an area or department. Fully accepts responsibility for the safety of members of staff, as well as visitors and contractors. Monitors the application of health and safety related procedures for the area or department. Possession of a certificate level qualification in Health and Safety is desirable.
Information Management and Technology (Level 5)
Can retrieve information from computer searches across data source boundaries e.g. across a number of data sources, across county. Can analyse and compare data from such searches. Understands significance of findings and can provide guidance on the reliability of forecasts resulting from data analysis. Can monitor data quality in the work of others, and may manage the impact of data quality issues.
Intelligence Gathering and Analysis (Level 5)
Has a good working knowledge of the intelligence function as a whole. Able to undertake intelligence gathering and analysis in conjuction with other organisations, generally involving more complex situations and/or level 2 targets.And/or supervises others who are analysing and gathering intelligence. Able to make decisions regarding the allocation of information received and when packages are put together, to make decisions as to their level of priority.
Internal Consultancy (Level 5)
Provides expert consultancy support, advice and guidance to senior managers in Departments and Areas. Understands and agrees client requirements. Agrees the level of service required after exploring all relevant options and consequences to ensure best value. Utilises appropriate techniques to gather and analyse specific, high quality data. Possesses the ability to influence others and gain commitment to action. Able to provide a seamless consultancy service.
Knowledge of Police Environment and Policy (Level 5)
Has a thorough understanding of the police service, nationally and locally, and is proactive in developing proposals which affect the way Kent Police and/or Essex Police operates. Possesses a detailed understanding of the inter-relationships between activities, roles, functions, and how organisation structures and police systems work. Understands and impacts on working procedures, practices and policies within areas of responsibility and ensures that these are followed at all times. Contributes to Force goals and is laccountable for delivering local business plan objectives.
Management of Police Information (MOPI) (Level 5)
Has sufficient understanding of the NPCC records management policies be able to offer appropriate guidance and support to staff. Is able to identify the appropriate MOPI group for any record with a policing purpose and ensure that all policing records within the team are retained, reviewed or destroyed in line with the MOPI codes of practice. Quality assures staff to ensure a full understanding and compliance with the APP for Information Management (incorporating MOPI guidance), highlighting failings and taking appropriate action as required. Ensures training and / or refresher training is provided and completed. Ensures that systems are correctly linked together to ensure effective management and recording of information across systems. Appropriately reviews digital information held on system(s) and physical records in storage to ensure that they are retained only where there is a policing purpose. Complies with relevant policies and procedures in respect of prioritisation, sanitisation, dissemination, shari g, relevancy, accuracy, adequacy and timeliness.
Project Management (Level 5)
Able to initiate project plans and procure resources for projects which span Division or Departmental boundaries. Able to use estimating techniques and develop risk management approaches. Demonstrates an in depth and practical understanding of how to maximise the effectiveness of project teams. Able to prioritise activities within the project. Effectively controls costs and project budgets. Able to liaise with business sponsors and fully understands the business issues and impact on benefits management.
Risk Management (Level 5)
Able to anticipate, accurately define and establish the relative level of risk likely to affect their specialist function, in terms of likelihood and impact, together with how the challenges facing the wider organisation might affect their role within the force. Assesses the risks of national initiatives providing feedback at the relevant level. Has an understanding of pathways to alert all appropriate senior managers to flawed or ineffective control strategies and provide continuity/recovery options. Has an appreciation that seizing opportunities also generates risks.