Job title: L&D Operations Manager Grade: PO 5 Role code: EV050515 Status: Police Staff
Main purpose of the role:
Manage and provide the daily direction of the provision of learning and development within specialised areas, setting learning and development strategies to progress skills and working practices, liaising with external bodies in respect of the external validation and accreditation of courses, in order to provide high quality training across Kent Police and Essex Police which addresses organisational training needs and complies with Force policy, working practices, national legislation and government directives, supports of the Chief Officers and Police and Crime Commissioners wider policing priorities and impacts positively on service delivery to the public.
Direct, and manage the provisions of Learning and Development services across both Forces within specialised and non-specialised areas, ensuring efficient and effective service delivery is provided through the daily direction, management and development of staff and L&D resources. Manage the levels of complexities of skills and training required across the entire force spectrum in order to meet the needs of the public and deliver the strategic objectives for both forces.
Maintain and monitor performance standards and effective quality assurance throughout the department, liaising with external bodies in respect of the external validation and accreditation of courses, in order to provide high quality training which addresses Force training needs and complies with force policy, working practices, national legislation and government directives and meets national standards set by the College of Policing and Awarding Bodies.
Direct and influence strategic priorities and objectives, representing Learning and Development at internal senior level meetings and forums, representing the Force regionally and nationally, optimising resources against the force training plan, leading specific projects as required, and developing long term strategies which positively impact on operational performance, in support of the Chief Officer and Police and Crime Commissioners wider policing priorities.
Liaise with Force Commanders and Heads of Department assessing local and Force learning and development requirements, developing local learning and development resources / structures and negotiating and implementing service level agreements, in order to ensure that training provision reflects and meets the needs of both Forces.
Develop strategy, direction and policy within the Learning and Development command, advancing Learning and Development services across both forces, utilising research, professional networks and environmental scanning to determine future opportunities and develop new frameworks for learning and development programmes in order to provide continuous improvement of performance, contribute towards the SSD business plan, and ensure that the training provision reflects and meets the needs of both Forces.
Manage and own any learning and development risk identified against the force risk register, coordinating and implementing actions plans and providing direction to reduce and minimise risk to the force. Mitigate corporate risk to the force directing resources to comply with mandated Learning and Development provisions whilst developing future opportunities to progress and develop force performance and capabilities of staff fit for purpose for the future.
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.
Contribute to the management and control of force training budgets, providing regular update reports as required, ensuring that expenditure remains within agreed budgets. This will include exploring and seeking to maximise external funding opportunities and income generation initiatives.
Manage the Strategic Command Centre (SCC) (and Casualty Bureau on behalf of the Force Kent only), taking control as and when the SCC is required and ensuring that contingency plans are maintained, in order to meet Force requirements, and participate in specific Silver Cadre activities as required.
It is preferable that the post holder should hold a professional management qualification at degree level and that the post holder has previous learning and development experience. A minimum of two to three years previous staff management experience is required as well as previous project or programme management experience.
Strong interpersonal and communication skills are essential, both verbal and written, in order to deal assertively with a range of contacts and liaise confidently with all members of the organisation and representatives from external agencies.
The post holder will operate with a high degree of autonomy and will need to demonstrate sound decision-making and problem solving skills, being able to efficiently manage their time and prioritise their workload.
The post holder must possess good organisational, prioritisation and project planning skills in order to proactively identify the need for initiatives and projects, which will impact across all areas of the Force.
The post holder must have the ability to develop strong, co-operative working relationships with staff and managers at all levels. It is essential that the post holder has a high degree of computer- literacy in Microsoft Office applications.
Occasional out of hours working may be required in order to oversee events held in the evening or at the weekend or during operation of the Strategic Co-ordination Centre.
Analyse Critically (Level 2)
I ensure that the best available evidence from a wide range of sources is taken into account when making decisions. I think about different perspectives and motivations when reviewing information and how this may influence key points. I ask incisive questions to test out facts and assumptions, questioning and challenging the information provided when necessary. I understand when to balance decisive action with due consideration. I recognise patterns, themes and connections between several and diverse sources of information and the best available evidence. I identify when I need to take action on the basis of limited information and think about how to mitigate the risks in doing so. I challenge others to ensure that decisions are made in alignment with our mission, values and the Code of Ethics.
Collaborative (Level 2)
I manage relationships and partnerships for the long term, sharing information and building trust to find the best solutions. I help create joined-up solutions across organisational and geographical boundaries, partner organisations and those the police serve. I understand the local partnership context, helping me to use a range of tailored steps to build support. I work with our partners to decide who is best placed to take the lead on initiatives. I try to anticipate our partners' needs and take action to address these. I do not make assumptions. I check that our partners are getting what they need from the police service. I build commitment from others (including the public) to work together to deliver agreed outcomes.
Deliver, Support and Inspire (Level 2)
I give clear direction and expectations, helping others to understand how their work operates in the wider context. I identify barriers that inhibit performance in my teams and take steps to resolve these, enabling others to perform. I lead the public and / or colleagues, where appropriate, during incidents or through the provision of advice and support. I ensure the efficient use of resources to create the most value and the right impact within my areas. I keep track of changes in the external environment, anticipating both the short and long term potential implications for the Police Service. I motivate and inspire others to achieve their best.
Emotionally Aware (Level 2)
I consider the perspectives of people from a wide range of backgrounds before taking action. I adapt my style and approach according to the needs of the people I am working with, using my own behaviour to achieve the best outcome. I promote a culture that values diversity and encourages challenge. I encourage reflective practice among others and take the time to support others to understand reactions and behaviours. I take responsibility for helping to ensuring the emotional well being of those in my teams. I take the responsibility to deal with any inappropriate behaviours.
Innovative and Open-minded (Level 2)
I explore a number of different sources of information and use a variety of tools when faced with a problem and look for good practice that is not always from policing. I am able to spot opportunities or threats which may influence how I go about my job in the future by using knowledge of trends, new thinking about policing and changing demographics in the population. I am flexible in my approach, changing my plans to make sure that I have the best impact. I encourage others to be creative and take appropriate risks. I share my explorations and understanding of the wider internal and external environment.
Take Ownership (Level 2)
I proactively create a culture of ownership within my areas of work and support others to display personal responsibility. I take responsibility for making improvements to policies, processes and procedures, actively encouraging others to contribute their ideas. I am accountable for the decisions my team make and the activities within our teams. I take personal responsibility for seeing events through to a satisfactory conclusion and for correcting any problems both promptly and openly. I actively encourage and support learning within my teams and colleagues.
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 6)
Understands the principles of devolved financial management and demonstrates the ability to correctly interpret associated reports and information. Is able to accurately forecast budget outturns. Demonstrates knowledge of costing techniques that allow best value comparisons to be made when evaluating proposals, projects, operations and business plans
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.
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 4)
Can conduct basic computer searches and can correctly interpret data generated. Can create and amend records, according to role requirement. Knows established rules and protocols. Understands impact of data quality, and is self-monitoring on data quality issues.
Interviewing - General (Level 4)
Has received some training in reliable interviewing techniques and is able to apply these techniques fairly, consistently and to good effect. Identifies the key issues for examination and tests these using open and probing questions. Identifies weaknesses and inconsistencies in the account and seeks clarification. Keeps good written records of the interview for future.
Knowledge of Police Environment and 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.
Knowledge of Legislation and Policy (Level 6)
Demonstrates a complete appreciation of the responsibilities given to individuals for key decisions under the legislation, policy and procedure relevant to the current role. Able to offer practical advice and develop others on all aspects of the legislation, policy and procedure where appropriate. Able to apply detailed knowledge of law and procedure relating to the investigation and management of complaints to achieve a satisfactory resolution within reasonable timescales.
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 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.
Training (Level 7)
Able to effectively plan long term, force wide training programmes, balancing available resources and competing priorities. Examines alternatives and produces costed business plans to assist with the delivery of cost effective training throughout the Force. Identifies skills gaps and initiates appropriate training.