Job title: Director of Continuous Improvement and Analytics Grade: EUX1216 Role code: Status: Police Staff Home Office code: Organisational Support
Main purpose of the role:
Direct the Corporate Analytics, Strategic Change and Continuous Improvement function in order to support the force’s approach to protecting and serving the people of Essex.
Lead the direction and co-ordination of research and analysis, audit and inspection, strategic change and continuous improvement, acting as the Head of Profession and providing expert advice and dynamic leadership of performance and planning activities both directly and in consultation with other force practitioners.
Ensure organisational wide performance management frameworks align with all other major initiatives through credible and effective stakeholder engagement at an executive level and provision of expert advice both internally and externally of Essex Police.
Lead on the response to identified performance and continuous improvement risks/ issues and other significant arising matters, in order to ensure that appropriate and satisfactory conclusions are reached. Ensuring appropriate performance frameworks to deliver force ambitions, implementing intervention measures, where necessary, in order to meet objectives, targets and priorities, co- ordinating interagency activity and leading on the development of partnership work, developing and co-ordinating related strategy in line with force policy and local demands.
As the Head of Profession, provide professional advice, to the Deputy Chief Constable, the Chief Officer Group and the Office of the Police, Fire and Crime Commissioner (OPFCC) ensuring high quality reports and engagement with all key stakeholders to enable the effective discharging of the OPFCCs regulatory function in relation to capital expenditure and ownership of the estate.
Contribute to and actively participate in the strategic management and development of the force, including directing the force strategic change, chairing high level strategic force meetings, and participating as a member of relevant planning processes and committees and other key meetings which establish force strategy, direction, policy and business objectives, effectively contributing to the planning and overall direction of the force.
Direct the Audit and Inspection process overseeing the audit and inspection team, including liaison with HMICFRS and the Office of the Police, Fire and Crime Commissioner, ensuring appropriate governance, continually reviewing the governance processes for both internal / development of collaborative arrangements.
Monitor stakeholder, officer/ staff, public and staff association/ union expectations by opinion sampling and referring to management information, developing performance indicators to ensure the quality of service delivery across the force and workforce engagement. Understand the perceptions of the public through developing representative surveys to monitor public confidence and evaluate interventions.
Direct and lead the development of the force performance management framework, planning and risk management functions of the force developing innovative solutions to performance management and analytical processes ensuring that accurate, customer centric and reliable data and recommendations are provided to appropriately support strategic decision making to enhance organisational performance.
As the strategic lead on the Research and Analysis capabilities within the force, plan, direct and co-ordinate forcewide research and analysis activities and ensure effective horizon scanning and promotion of good practice, to ensure the force remains at the forefront of UK policing.
Working as part of the Chief Officer team, direct the successful implementation of change initiatives, operationalising research and analysis and delivering the business change and benefits in accordance with the policing plan to ensure an effective and efficient police service, providing best value to the public of Essex.
Vetting level: Management Vetting and Security Clearance Required
The Director of Analytics and Continuous Improvement will be educated to degree level with extensive experience in a leadership role, including significant experience of leading strategic performance management, change management and continuous improvement functions in a large, complex and dynamic organisation.
This is an executive senior role within the organisation requiring a proven track record and the ability to lead a range of complex cross cutting and organisational wide research and analytical functions, which have a significant impact on policing services.
The post holder must provide the executive leadership direction, management and co-ordination to lead research and analysis, performance management and continuous improvement that will be critical for delivery of benefits through business change.
The post-holder will require a proven track record of operating at the executive level within a complex organisation, demonstrating strategic leadership skills with the ability to provide direction and co- ordination to managerial, professional and technical staff and police officers, engaged in research and analysis, inspection activities and continuous improvement. Excellent communication, presentational and interpersonal skills are essential for the post holder to be effective, alongside the ability to challenge and debate proposals with senior colleagues.
Substantial experience is essential in respect of planning and managing several concurrent work portfolios as is significant previous experience of developing, implementing and leading new performance management processes and strategies which have proven organisational impact. The post holder will need to have credibility and the confidence of Chief Officers, the Office of the Police, Fire and Crime Commissioner and senior police personnel across the force to influence developments performance and continuous improvement.
Essential personal attributes for the post holder include leadership, energy, drive, innovation, self-motivation, pro-activity, and being skilled in the co-ordination and prioritisation of cross-portfolio projects and initiatives.
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.
Budget Management (Level 5)
Knows how to access and request routine financial management information, to inform decision making. Considers alternative courses of action having discussed the financial implications with the budget manager. Is able to produce costed options for consideration by the budget holder.
Business Planning (Level 7)
Demonstrates considerable and wide ranging business planning expertise as the Force's Head of Profession. Successfully manages all aspects of the Force's business planning processes. Produces the Annual Force Policing Plan. Delivers effective skills training and professional consultancy advice to Chief Officers and to senior managers in Divisions / Departments. Quality assures Divisional / Department Plans and ensures these meet the requirements of the Annual Plan.
Health & 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.
Internal Consultancy (Level 7)
Consistently delivers high level consultancy expertise to Chief Officers and meets or exceeds expectations by delivering solutions which maximise benefits for the Force and/or enhance its reputation. Has the presence, energy and credibility to gain the confidence of Chief Officers. Able to build effective and enduring relationships at all levels. Demonstrates strong influencing skills combined with sensitivity to Force internal culture and climate.
Knowledge of Police Environment & 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 6)
Review, monitors and produces recommendations for revisions to policies and operating procedures for specialist area/ systems. Following agreement implements changes and disseminates changes to all relevant personnel, updating all associated processes and procedures whilst ensuring compliance with force policies, procedures and any relevant legislation. Provides advice and guidance to system users from outside of own section or directorate. Directs quality assurance processes in respect of prioritisation, sanitisation, dissemination, sharing, relevancy, accuracy, adequacy and timeliness.
Project Management (Level 6)
Defines, plans and manages strategic projects including those with a high degree of technical complexity which impact across the whole Force and/ or the local community, including interagency projects. Successfully negotiates for resources. Able to assemble and lead diverse and multi-disciplinary teams, ensuring maximum effective resource utilisation. Applies project risk analysis and management techniques. Successfully manages substantial project budget and reports directly to Chief Officers on the progress and results of projects. Able to identify complex issues that need escalation and summarise for action.
Risk Management (Level 6)
Able to anticipate, accurately define and establish the relative level of risk arising from events likely to affect the Force and its relationship with local communities. Responsible for addressing or accepting tactical vulnerabilities in the context of achieving local Force objectives; balancing multiple, potentially competing risks; and implement changes to policies, working practices and standard operating procedures as required. Identifies and challenges risks arising from collaborative and partnership arrangements. Has an appreciation that seizing opportunities also generates risks.