Head of Operational Change
Job title: Head of Operational Change
Grade: SPS 4
Role code: EEL0337
Status: Police Staff
Home Office code: Organisational Support
Main purpose of the role:
Lead, direct and improve the way Essex Police coordinates and manages innovation and change across a wide range of change and review projects and programmes. Influencing strategic decision making and leading a multi-disciplinary team in supporting a broad range of colleagues across the force in managing their own change programmes, providing expert advice and guidance.
Main responsibilities:
- Direct, manage and develop the work of the change team by ensuring effective support is provided to the organisation at an executive and senior leadership level in leading business change, investments, innovation and savings.
- Negotiate with chief officers and other command leads to agree project and programme commissioning and oversee associated resource allocation and planning processes against these agreed objectives.
- Work with departmental heads and professional leads to ensure departmental change and savings initiatives are consistent with overall strategic force approach by providing professional advice to senior colleagues on planning, risks, timing and synchronisation of project/programme activities.
- Oversee the production of written reports to Chief Officers on a range of complex work programmes, including attendance and providing professional advice at force boards to represent the Strategic Change Directorate in support of directing cross-cutting projects, programmes and interests.
- Lead significant change projects, often on behalf of chief officers to whom regular reporting is required, reporting will be through written reports and presentations; post holder will be expected to direct and therefore de-conflict projects on behalf of the executive.
- Evaluate and critically assess 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.
- Provide professional advice and guidance to other senior leaders in the force including department and command leads, ensuring that the delivery of projects and programmes satisfies required standards, in order to support the effective delivery of policing and support for force objectives.
- Provide direction and leadership to all aspects of the change team, including performance appraisals for direct reports who each lead discreet areas of the wider change team. This includes objective setting, personal development, promoting effective communication and ensure that the development, health, welfare and performance issues for all staff are effectively addressed, thereby maximising the contribution of individuals to support Force plans.
Created January 2021.
Necessary experience:
The post of Head of Change will require degree level intellect and the ability to provide direction, leadership and consultancy support for multi-faceted, large scale and complex projects. The post holder will report directly to a Chief Superintendent who reports to a Chief Officer.
The post holder will be required to demonstrate professionalism and experience in terms of the management of change and projects in large complex organisations.
A Prince 2 qualification or similar is essential as well as an understanding of process change and continuous change methodologies. This is a senior role within the force requiring a proven track record and the ability to influence complex demands and requirements of a large organisation, with a minimum of 5 years managing major change programmes / projects.
The post holder will have the ability to quickly gain the extensive knowledge of the organisation and policing environment and be able to establish coherent links between departments to achieve the forces policing strategies, plans and priorities and ensure savings requirements are achieved.
The post holder must provide the necessary impetus to drive through major change programmes and enhance police operational systems, products and working practices on a force-wide basis in line with Essex policing priorities and objectives.
The post holder will require strong leadership skills with the ability to provide direction and co-ordination to their team engaged on a wide range of change and developmental activities.
Very strong communication, presentational and interpersonal skills are essential for the post holder to be effective. Substantial experience is essential in respect of planning and managing several complex and concurrent work programmes.
The post holder will need to have credibility and the confidence of Chief Officers and senior police personnel to influence developments over a range of major operational and support services initiatives.
The post holder will have well developed financial and analytical skills and the ability to assimilate information from a wide range of sources. Essential attributes include enthusiasm, self-motivation, pro-activity, creativity and being skilled in the co-ordination and prioritisation of cross-portfolio projects and initiatives. From time to time travel for business purposes will be required.
This post is deemed to be a designated post and the post holder will be subject to management vetting as per policy P70/06. Vetting clearance is a pre-requisite of employment in designated posts and the Post Holder will be subject to a vetting assessment every 12 months. National Security vetting clearances are reviewed every 5 years.
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.
Technical skills:
Business Planning (Level 4)
Gathers relevant information and statistics to support the business planning process at Division / Department level. Identifies key objectives in order to improve local performance and ensures these are aligned with the Force Strategic Aims. Effectively communicates agreed objectives and targets to the local workforce. Plans for and ensures the best use of resources and value for money.
Customer Services (Level 6)
Develops and implements plans to meet customer requirements. Agrees requirements with customers, plans appropriate work activities and allocates tasks. Monitors the quality of products and services to ensure that they meet quality requirements.
Health and Safety (Level 4)
Has received Supervisor training and takes responsibility for the safety of directly subordinate staff and visitors. Understands the procedures in place for the safe storage of hazardous substances, fire precautions and evacuation. Resolves hazards or problems identified within roles or work environments. Undertakes skills passport assessments for new and existing staff. Re-assesses passport as and when new equipment /technology is introduced.Completes annual reviews of skills passports, training needs analysis.
Information Gathering and Analysis (Level 7)
Has an in-depth knowledge of analysis techniques and relates goals and actions to the strategic aims of the organisation. Establishes information networks to gather relevant information including internal and external information systems, published media and commissioned research. Decisions can be justified on the basis of the available information analysis.
Information Management and Technology (Level 7)
Maintains an overview of systems development and technological advances in both the public and private sector, local, national and international. Consults widely in order to identify user requirements. Able to commission updates or new systems, working closely with ICT, to agree technical specifications and plan and implement complex projects.
Internal Consultancy (Level 6)
Combines specialist functional skills with strategic knowledge of Force business plans and policies. Proactively identifies the need for action or investigation concerning matters with Force-wide implications. Demonstrates strong analytical skills. Able to identify critical issues at individual, Area/ Department and Force levels. Gains the commitment of key people and obtains the necessary resources through effective negotiation.
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 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.