Job title: Programme Manager Grade: PO 4 Role code: EEL0332 Status: Police Staff
Main purpose of the role:
The Post holder will work at the direction of the Head of Change Programme / Projects, overseeing, planning and managing all aspects of delivery of specific priority force strategy through delivery of projects and programmes within Essex Police. Provide strategic input and advice in the assessment and prioritisation of Corporate Change Programmes. Ensuring that business requirements are addressed and implemented solutions are delivered to the required quality, within approved budgets and timescales, delivering optimum operational and business benefits. The post holder will provide professional consultancy for the re-engineering of business processes across both operational and support functions within the organisations in order to identify areas for increased efficiency and effectiveness.
Work within the identified priority areas of work (current digital transformation and technology) to deliver transformational change within existing and new services within Essex Police, utilising an accredited project and planning approach, consultation and support from key stake holders including finance, procurement, IT, business areas and external suppliers and consultants where necessary to ensure to meet the expectation of the public.
Support the administration, reporting and co-ordination of the work through the IT Prioritisation Board, Technology Digital Oversight Board and the Strategic Change & Co-ordination Board (SCCB), ensuring that all change programmes are agreed and managed through the relevant Programme Office.
Organise and lead Project Boards and other Working Groups and attend relevant meetings, preparing and delivering strategic reports, briefings and presentations to Chief Officers, senior managers, external agencies and suppliers: providing expert consultancy and advice, evaluation and reports on the delivery of assigned projects.
Co-ordinate, facilitate and run continuous improvement events using Lean or similar techniques, across force policing and support functions, to identify more efficient and effective methods of working.
Deliver a number of specific force projects, using Force project management methodology, effective project management techniques, business process mapping and tools; documentation, reports and visual aids, in order to deliver change improvement, meet legislation, organisational restructure, or to resolve inefficiencies, force issues and problems as directed by senior sponsors.
Maintain up to date knowledge of good practice across other forces and the industry and improve and maintain existing systems. Maintaining effective communication and working relationships with colleagues such as Kent Police, the Essex / Kent Collaboration team and the Athena Innovation team to ensure oversight and timely reporting of project dependencies and links, forging strong supportive working relationships with key stakeholders to support the introduction and prioritisation of modernisation programmes.
Maintain effective financial, project forecasting and progress reports as appropriate, monitor and control allocated human and material resources, associated revenue costs and all capital costs against the project budget, ensuring that change control procedures are in place, and actively used to assess the effect of changes to the projects on costs, timescale and resources in order.
Identify, define and assess the management of project risks, including time or cost over-runs or failure to deliver products fit for purpose, establish the levels of risk, addressing and advising on tactical vulnerabilities, preparing risk plans and reports to relevant Project Boards, ensuring that appropriate and informed decisions are taken in relation to threats and vulnerabilities in respect of assigned projects.
Deputise for colleagues within the Operational Change Team, including covering the Senior Project Manager in their absence to ensure continuous service provision and support to Project Managers.
The Programme Manager should be degree educated (or equivalent qualifications or experience) and must be able to evidence at least 5 years proven track record of successful project or programme delivery.
The Programme Manager should have a relevant project management qualification ideally Prince 2 Practitioner but as a minimum Prince 2 Foundation. Programme management skills/ qualifications such as MSP foundation are also desirable.
The Programme Manager must be able to evidence working to and producing comprehensive reports and programme documentation for senior executives (chief officer equivalents) within an organisation.
The Programme Manager must have excellent communication, presentation and interpersonal skills and experience and evidence their track record of successful managing supplier relationships.
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.
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 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.
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 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 and Technology (Level 5)
Can retrieve information from computer searches across data source boundaries e.g. across a number of data sources, across county. Can analyse and compare data from such searches. Understands significance of findings and can provide guidance on the reliability of forecasts resulting from data analysis. Can monitor data quality in the work of others, and may manage the impact of data quality issues.
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 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.
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 4)
Capable of demonstrating a practical knowledge of project management principles and techniques. Able to define, plan and manage projects within a Department or Division. Recommends and agrees project objectives, timescales and budget with the appropriate senior officer. Leads a small team from within the Department or Division. Able to identify resources required and their appropriate role and skills. Monitors costs and milestones and proactively reports exceptions to next tier management. Has some knowledge of risk management Able to deliver small projects on time and within budget. Understands the principles of benefits management.
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.