Head of Estates (Essex)
Grade: SPS 8
Role code: E40100
Status: Police Staff
Home Office code: Organisational Support
Main purpose of the role:
Direct the strategic management of the PFCCs and Forces estate strategy and business plan on behalf of the Chief Constable, reviewing procedures and implementing changes, improving the profile of property management in relation to Force decision making and implementing the long term estate strategy, in order to balance the effective and efficient utilisation of the Forces property assets with operational requirements.
- Lead, direct, develop, review and implement the Estate Strategy (developed with operational colleagues and OPC) and property business plan for the Force, establishing key controls and standards for property utilisation, management of Force owned land and buildings, rented accommodation and emergency accommodation, and long term property planning to meet the needs of the Force, in order to ensure the effective and efficient use of the Chief Constables property resources. This will include the determining of service level agreements with external organisations as appropriate.
- Define, review, monitor and maintain standards for all property related matters, including acquisition and disposal of property, design and maintenance of buildings, effective utilisation of property resources, performance benchmarking, health & safety and environmental considerations, quality assurance and commissioning of work, to ensure that the available property resources meet the operational needs of the Force. This includes the development and provision of essential estate management information to guide and inform decision-making.
- Direct and manage all aspects of all new builds, major refurbishments, upgrades and conversions throughout the Force, adhering to financial and contractual guidelines taking into account the quality and timeliness of all activities and compliance with relevant legislation e.g. Equality Act etc., instigating remedial actions if required and authorising payments as necessary, in order to ensure that projects are delivered to time within agreed budgetary / contractual arrangements.
- Direct, review and implement the -green- environmental property strategy for the Force, establishing key controls and standards taking account of best practice and recommended guidelines for all aspects of property design, utilisation and associated services (i.e. building sustainability), incorporating these considerations into specifications for proposed new builds and refurbishments, in order to reduce energy consumption and carbon emissions and contribute to the conservation of the environment.
- Prepare, monitor and control revenue and capital budgets related to property, including reviewing the utility services provided to the Force and rates charged by local authorities, in order to ensure that adequate financial resources are available for use on works programmes and that expenditure is cost effective and contained within approved budgets.
- Direct and manage all planned property maintenance and reactive repairs, developing a rolling programme of works, revising and prioritising works as the need arises, arranging for assessments of repairs and assessing the risks involved with the delay of any works, ensuring that delays are kept to a minimum and that the programme is delivered in a cost effective and timely manner.
- Provide professional valuation and estate management services, implementing and managing a programme of acquisitions and disposals arising out of property and service reviews, negotiating complex legal Agreements, in order to meet proposed developments and targets for capital receipts. This includes providing advice and guidance and appropriate levels of professional support to senior managers throughout the Force.
- Act as the principal professional property adviser for the PFCC and Force, establishing an interface with Government departments, local councils and the general public promoting an awareness of the Force strategy and other property issues affecting the operation of the police service in general, in order to remain proactive in the development and operation of the PFCCs property portfolio.
- Take responsibility for the overall management responsibilities of the estates department, including but not limited to; procurement compliance, PDRs and absence management, preparation and review of risk and asset management registers, team meetings and briefings and delivery of SSD business plan objectives.
April 2017, amended September 2020.
Management Vetting required.
The Head of Estates will be a qualified Chartered Architect, Surveyor (RIBA or RICS) or possess another suitable recognised professional qualification; and have substantial proven post qualification experience gathered over a minimum of 10 years.
They must have had a wide range of experience, preferably covering work in both the public and private sector at a senior executive management level with exposure to commercial markets as well as general estate management, valuation, construction and property planning and development.
The post holder will be a strategic thinker with sound influencing and negotiating skills, excellent stakeholder engagement and collaboration skills across all levels both internal (particularly HR and IT on the customer journey) and external, and good project management experience and skills (APM, Prince 2 or P3M3) desirable. The possession of high- level inter-personal, analytical, creative and communication skills including the ability to communicate and collaborate effectively with other senior colleagues to explain difficult messages. The Head of Estates must also have strong leadership and people management skills with the ability to motivate and manage all the staff working under their direction as well as the remote management of staff based around the country.
They will be able to evidence the ability to drive change through the continual development and implementation of the Estate Strategy. The post holder will be: able to grasp the realities and complexities of operational policing, be proactive, dynamic and have the presence and credibility to manage a complex range of property interests and the overall programme management of estate outputs. They will have knowledge and understanding of Government policy in relation to property, technical knowledge and experience of implementing property strategy, property acquisitions, disposals, landlord and tenant issues and valuations with a track record of managing budgets.
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.
Architecture (Level 5)
Working knowledge of building and fire regulations. Ability to make and support decisions based on acquired knowledge. Acts as the source of advice and guidance regarding all aspects of crime prevention through environmental design
Budget Management (Level 7)
Demonstrates comprehensive knowledge of financial management and related financial management information systems. Able to accurately forecast future expenditure and bid for additional finances on the basis of data trends and business need. Has a detailed appreciation of the possible impact of external factors. Able to link business planning and budget planning to meet objectives.
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.
Estates - Capital (Level 7)
Demonstrates seasoned professional skills and exercises a major influence on the Force's capital programme policies and strategy. Advises senior managers in optimising the operational and financial value to the Force of all capital assets, disposals and acquisitions.
Estates - Management (Level 7)
Demonstrates comprehensive knowledge of estates management including financial management, property portfolio, contract management and related management information systems. Able to advise on future expenditure patterns and bid for additional finances on the basis of trends and estate strategies, and has a detailed appreciation of the possible impact of external factors.
Estates - Revenue (Level 6)
Understands the principles of estates and property management and related financial and project management, and demonstrates the ability to correctly interpret associated reports and information.
Demonstrates a knowledge of costing techniques that allow value for money comparisons to be made when evaluating project proposals. Able to liaise at senior officer level in establishing future policies.
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.
Information Gathering & Analysis (Level 6)
Identifies the objectives of analysis and selects appropriate information needed to achieve these objectives. Uses effective methods, identifying any patterns or trends which emerge from the information and drawing conclusions which are supported by good evidence.
Information Management & Technology (Level 6)
Possesses extensive knowledge of police systems and other available data sources and the circumstances under which access can be obtained - local, county-wide, national. Can conduct complex, multi-level computer searches to meet non-specific requests and/or can identify IT solutions to meet business needs.Can collect, manipulate, and synthesise search results, train on individual systems and/or support users in finding solutions.
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.
Interviewing - General (Level 7) Not Applicable - Level 5 is the highest level for this skill.
Know. of Police Environment & Policy (Level 6)
Possesses a broad and wide ranging knowledge of the police service, legislation and policy which is consistent with the demand for strategic influence in respect of particular areas of activity. Will have formed a reliable network of contacts, nationally and locally, which can be used to support and enhance developmental initiatives.
Mgmt 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 Handbook.
Office Technology (Level 5)
Expert in the use of one or more office software products. Is proficient in the use of these packages to significantly enhance the quality and/or presentation of work required within the role. This is likely to relate to the use of spreadsheet, database or desktop publishing packages and may include the manipulation of reports, moving data between applications, using scanning or optical storage peripherals, etc. to make the best use of information Recognises and makes the best possible use of office systems and/or understands how office systems can be used to improve the way work is undertaken.
Procurement - Contracting (Level 5)
Ensures compliance with EC regulations, legal obligations and financial regulations relating to procurement. Represents the Procurement function locally and regionally surrounding the supply of goods and services. Develops, monitors and evaluates policies and procedures for procurement operations to ensure effectiveness. Competent to coordinate the provision of supplies across the county. Monitors major contracts on behalf of Kent Police and Essex Police Oversees post-contract reviews, ensuring that identified improvements to contract performance are implemented. Actively works in partnership with the supplier to review and monitor contracts to reflect the growth and any future demands of contracts.
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.
Research Techniques (Level 6)
Proactively identifies the need for, initiates, plans and manages research projects. Able to present findings and reports at important meetings (e.g. Planning Committee and Divisional Superintendents meetings). Able to translate research reports into lucid and valid summaries and give effective presentations. Leads a team of staff working on strategic research projects. Recommends costed, viable options for implementation.
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.
Statistical Analysis (Level 6)
Expert in the field of Statistical Analysis, highly professional and conversant with research methods, complex analysis and modelling. Demonstrates the ability to use subjective, as well as numerical data, to interpret information and trends. Able to direct and refine research and data gathering to improve accuracy and reliability. Fully aware of available analysis tools and their relevance to various statistical applications.