Job title: Head of Business Services Kent & Essex Grade: SPS 5 Role code: EBC0139 Status: Police Staff
Main purpose of the role:
Direct, manage, develop and co-ordinate business services on behalf of Kent & Essex Police, managing all centralised transactional and level 1 enquiry services, acting as the senior stakeholder, negotiator and lead change agent to develop service provision in both forces, directing all associated resources, including budget management and leading significant reviews and projects, in order to satisfy the defined business requirements, ensuring consistency and providing clear benefits within approved budgets and timescales, that will enhance customer services and support the effective and efficient performance of both forces.
Direct and lead the Business Service Centre, managing the centralised transactional and level 1 enquiries service for HR, Finance and Facilities services for both forces, including the provision of local administrative support and lost, found & special property services, developing and maximising its performance and delivering internal/ external customer satisfaction through approved service level agreements (SLAs), in order to support the work of the HR, Finance, Facilities and Estates corporate departments. This includes acting as policy owner for all relevant Administration and Property policies.
Act as the senior stakeholder and negotiator with other senior stakeholders on support service delivery, acting as the lead change agent for transactions and first line advisory services for the Support Services Directorate and across both forces, developing and influencing the direction of Business Services strategies, consulting on proposals and winning the support of key decision makers and stakeholders, to enable the Force to match current demands and priorities and develop future business opportunities across both forces.
Develop the Business Services business plan for both forces, defining the SLAs and key performance indicators for business services, in consultation with corporate Heads of Profession and local stakeholder groups and explore opportunities for collaborative/ partnership working, and act as the strategic lead for non-corporate level services across HR, Finance, Facilities & Administration services and non-corporate level transactions for Procurement and Transport Services, ensuring that the Business Centre delivers against Force and customer priorities.
Devise and control the Business Centre resourcing strategy, including acting as the budget manager for all centralised Facilities budgets, the force Property Act Fund and capital budgets relating to physical security, body armour, CCTV etc., promoting and fostering a customer focused and team based working ethos, which identifies, develops and implements continuous improvements in working practices and procedures across the full range of business services, in order to provide a cost effective and efficient transactional service to both forces.
Lead significant reviews and manage a number of agreed developmental projects, working closely with the relevant heads of departments, managing and motivating staff allocated to Project teams, defining, reviewing and implementing new policies, processes and procedures, and simplifying and automating processes, in order to satisfy the defined business requirement, ensuring consistency and providing clear benefits within approved budgets and timescales, that will enhance customer services and support the effective and efficient performance of both forces.
Manage and motivate team and individual performance, providing direction and leadership, participating in recruitment and selection, undertaking staff appraisals, addressing welfare, capability and discipline issues, advising on personal development, training and coaching, including the quality assurance, dip testing, assessment, allocation and throughput of work to enhance individual and team competencies, in order to maximise performance from individuals, enable a consistent high quality performance and ensure that a professional and efficient service is provided at all times.
Identify business and project risks, monitor and evaluate progress, review resources, monitor capital and revenue expenditure, undertake contingency planning, escalate perceived risks as appropriate and initiate corrective action, in order to ensure the delivery of effective and efficient business services to Kent Police.
Provide advice, guidance and management consultancy to all levels of customers, including Chief Officers, P&CC representatives and other key stakeholders, delivering business cases for future service improvements at formal/ informal meetings and workshops, enabling informed decision- making and ensuring their proactive involvement and business ownership thus enabling further development of Shared Services across both organisations and with external partners.
Act as the lead senior business user for major force systems e.g. SAP including EIC, Police Procurement Hub, Automated Invoice Processing System etc., including acting as the lead for these systems in relation to physical security and links to information security, in order to ensure secure access to systems in full compliance with data protection, the management of police information regulations and other national legislation, best practice guidance, force polices, standards and procedures.
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.
Finance - Budget Preparation (Level 6)
Able to effectively co-ordinate the overall Force budget. Possesses a detailed knowledge of and overview of Force financial planning, including balancing incoming and outgoing monies to the agreed funding level. Able to effectively report to the Kent Police Authority on projected and final out-turn. Able to effectively present future budget proposals for final Kent Police Authority approval.
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.
Interviewing - General (Level 5)
Is a highly experienced interviewer (having accredited skills in recruitment, selection, appraisal, return to work, exit, and / or other managerial type interviews). Has an awareness of non-verbal communication. Provides feedback to colleagues to assist them with the development of their interview techniques. Identifies key issues for examination and maintains effective interview skills even in difficult circumstances and / or complex cases. Has a thorough knowledge of available interview techniques and their applications. Trains and develops others in these techniques.
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 7)
If nominated as an Information Asset Owner, or employee with comparable delegated authority, leads and fosters a culture within own Department/Division that values, protects and uses information for the public good, whether for a policing purpose or internal management processes. Identify and document the scope and importance of all owned information assets; thus supporting the management and maintenance of the Force information asset register and ensure all relevant entries are current and reviewed regularly. Foster a culture of continuous improvement encouraged and exemplified by supervised managers at all levels. Ensure that relevant policies and procedures are in place to allow the retention, review and destruction of physical and digital documents and records in accordance with APP for Information Management (incorporating MOPI guidance), Data Protection Act 2018 (DPA) legislation and National Retention policies and is aware of the IAO responsibilities as specified in the NPCC Information Asset Owners Ha dbook.
Office Organisation (Level 6)
Demonstrates comprehensive understanding of how to organise an office, is able to establish new procedures and methods, and assist with planning reorganisations to ensure operational effectiveness of newly established offices. Able to propose policy changes, forecast trends and options for reviewing office organisational procedures on a large scale. Effectively monitors and controls the use of resources and plans, allocates and evaluates work carried out by others.
Office Technology (Level 4)
Demonstrates advanced skills in the use of one or more office software products Able to use these packages to enhance the quality or presentation of work required within the role. Manages data files and file structures. Provides on the job training and guidance to other staff in the use of specific or specialist software, if required. Familiar with established IT rules and protocols and shows a good understanding of data protection requirements.
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.