Programme Management - Amended Information Pack March 2009.doc

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Programme Management - Amended Information Pack March 2009.doc

  1. 1. Recruitment Information Pack Job Vacancies Programme Manager(s) ref 588 Programme Officer(s) ref 589 Corporate Development & Performance Branch Greater Manchester Police February 2009
  2. 2. Vacancy details Programme Manager (3 Posts) Grade L/M (Career Graded), Salary £37,821 - £42,306 In addition to your experience in the Project and Programme Management field and a track record of delivery, you will need a well-developed political awareness, an ability to manage and influence complex relationships, manage risk and have excellent leadership and communication skills. Shortlisted applicants will be invited to attend a job related assessment. Previous applicants need not re- apply. Programme Officer (3 Posts) Grade G/J (Career Graded), Salary £25,080 - £34,233 Working closely with our Programme Managers you will focus your efforts on interdependencies from risk registers and issue logs and communicating with our stakeholders. You’ll identify any problems that may occur and quickly find solutions. Shortlisted applicants will be invited to attend a job related assessment Hours 36 1/4 hours per week Status Permanent positions Location Force Headquarters, Chester House, Old Trafford, Manchester (however location needs to be flexible). Closing date 29/03/09 Return Address: Recruitment Consultancy Unit Oakland House C/O Chester House Boyer Street Manchester M16 0RE
  3. 3. Information Pack – Contents 1. Letter from Acting Deputy Chief Constable 2. Copy of the Advertisement About the roles • Job descriptions • Programme Managers • Programme Officers 3. Joining Greater Manchester Police an overview • Introduction To GMP • Force Management/Command Structure • Force Area Map • Force Vision • Force Strategic Aims 2008 - 2011 • Corporate Priorities and Local Policing Plan 2008-11 • Our Change Programmes – Charting The Way 4. About the Branch • Corporate Development and Performance Branch • Branch Structure 5. The benefits of working for GMP
  4. 4. Ian Seabridge Acting Deputy Chief Constable Dear Colleague Thank you for taking an interest in these appointments. I believe that it provides an excellent opportunity to make a real impact in the complex, diverse and challenging world of policing. Within Greater Manchester Police (GMP) there is a lot of ambition and standards and expectations are high. We have achieved a lot in recent years and in the last 12 months have demonstrated significant improvements in our crime reduction. Our external assessments have recognised our strengths in tackling serious and organised crime and graded us as ‘excellent’. However we realise that there is room for improvement and we need to ensure that our performance is sustainable. The Force is well on its way into a number of substantial change programmes involving key service areas, all of which put people and communities at the heart of everything we do. The overarching portfolio is Charting The Way, which commenced last year consulting with key stakeholders, communities and our staff. From this, five key change programmes have emerged, these are: • Citizen Focus • Local Policing • Supply and Demand • Leadership • Excellent People The Force looks to the Corporate Development & Performance Branch as having a key role in fully harnessing Programme Management to enable positive change to happen in a sustainable way. This places the Branch in a pivotal position to deal with the strategic aims and corporate priorities as outlined in the Local Policing Plan. These are exciting times for Greater Manchester Police, which is a great place to work, with fantastic people within our partnerships, communities and in our organisation. I hope you will think seriously about joining an improving Force and a strong team of leaders. You will not be short of both challenges and rewards. I look forward to your application. Yours sincerely Ian Seabridge Acting Deputy Chief Constable
  5. 5. Local Challenges, Lasting Solutions We have already started on a road to change and have Charted The Way towards a range of incremental and transformational change by 2011 in the way in which services are delivered. Our vision is to make Greater Manchester a better place to live by working with communities and other partners to deliver services in a way that build trust and confidence. One of our key strengths, which is to make things happen, is also one of our biggest challenges in making our services happen at the right time and in the right way, meeting the right needs of the citizens of Greater Manchester and delivered by staff who have had the appropriate training to deliver a professional service. The future for Greater Manchester Police is in delivering local policing at the heart of our communities, dealing with local issues in partnership and engaging with our citizens across the whole of the county. These are challenging new corporate roles with the responsibility for initially developing and delivering the programme plan for establishing new ways of working. We are looking for skilled and experienced programme management staff from managers to those who can provide professional support - committed to transforming the relationship between this public service, our citizens and our staff. All posts based at Headquarters, Old Trafford Programme Managers (3 Posts) £37,821- £42,306 (career grade) - Ref no: 588 Programme Officers (3 Posts) £25,080 - £34,233 (career grade) - Ref no: 589 We offer an attractive range of benefits, which include generous holiday allowance, a car loan facility, access to a credit union and a local government pension scheme. For further details and to apply, please visit www.gmp-recruitment.co.uk Alternatively, please contact 0161 856 2359. Job related assessment for all posts prior to interview. Closing date for all posts: 29/03/09 Appointment to all posts is subject to vetting checks.
  6. 6. GREATER MANCHESTER POLICE JOB DESCRIPTION POST TITLE Programme Manager (588) DEPARTMENT/DIVISION/BRAN Corporate Services, Corporate Development and CH: Performance SECTION/UNIT: Programme Management Section GRADE: L/M (career grade) RESPONSIBLE TO: Section Head – Programme Management Working directly to Programme Leaders (Executive Board members) RESPONSIBLE FOR: Programme Officer(s) Other internal staff delivering projects relating to the Programme of work. External Consultants contracted as members of Programme or Project Teams to deliver Programmes/Projects. AIM OF JOB: To lead and manage the setting up of the programme through to delivery of the new capabilities and realisation of the benefits. To provide a strategic link between the Chief (Executive) Officers and the programmes and projects of work that are delivering change to the organisation. To ensure the realisation of business benefits to areas of Greater Manchester Police and work with Business Change Managers, as identified, to ensure change is smoothly implemented and programme benefits are realised in order to support the delivery of force priorities and plans. To ensure business change processes are smoothly implemented into Greater Manchester Police through managing the adverse affects of change on the performance of the organisation. To manage the programme, associated projects and reviews to ensure that benefits are realised and implemented to meet the change proposals.
  7. 7. MAIN DUTIES AND RESPONSIBILITIES • Provide support and advice to Senior Management Team, Force Command and Senior Leaders across the Force in order to deliver effective change and business improvement within GMP. • To provide consultancy or management input to other business areas as and when directed by the senior management team. • To manage programme(s) and projects(s) directing resources to ensure that objectives and agreed timescales are met and change proposals implemented. • To provide strategic level advice on the management of programme and project benefits, risks, issues, interdependencies and stakeholder management. Ensuring that these are identified, communicated and managed within and between individual programmes and projects, aligning with corporate processes. Reporting to Strategic Priorities and Resources Group (SPRG) and Force Strategic Management Board (FSMB) when required. • To provide support and advice to force personnel on business benefits and investment appraisal methodologies and processes. • To ensure that business benefits are identified and realised working with business change manager(s) to ensure implementation. • Manage third party contributions to programmes of work as appropriate. • To manage the communication strategy for the programme and associated projects, aligning with the portfolio communication strategy, to ensure effective communication with internal and external stakeholders. • To prioritise, plan, allocate and manage programmes, projects and reviews, and direct resources to ensure that objectives and agreed timescales are met. • To develop innovative solutions and responses to a range of situations and issues in achieving strategic and business change. • To assist in the development and implementation of corporate policy and strategy in the areas of responsibility of the post in achieving implementing change, reporting through corporate policy processes i.e Command Policy Group. • To ensure that all statutory requirements, Police Authority Standing Orders, the Chief Constable’s Financial Regulations and the Branch Systems, Procedures and Controls Manual in relation to programme and project work are adhered to, including maintaining accurate, concise and auditable records. • To ensure that appropriate quality and cost control systems and mechanisms are in place, adhered to and monitored and recorded in an auditable manner. • To ensure effective communications and co-ordination of programmes and projects with other internal departments and external agencies e.g. IT Services, Local Authorities etc. • To ensure appropriate structures are put in place for each programme and project with clearly defined responsibilities, delegated authority limits and terms of reference. • Manage staff and take responsibility for a range of HR matters including: recruitment and selection, training and development, disciplinary and grievance procedures, sickness management and welfare issues, and ensure that high standards of work are achieved.
  8. 8. • To manage the programme team ensuring that staff are able to meet the needs of the programme/projects and be responsible for ensuring that work is prioritised, planned and allocated. ASSOCIATED DUTIES AND RESPONSIBILITIES • Develop and maintain effective networks with representatives of the force, other police forces and organisations in order to exchange relevant information about matters that may affect the work of the section, branch and force. • Maintain knowledge of, provide input to, and liaise with other Forces on national developments in the police service and that affect the police service, ensuring where appropriate that such developments are responded to and implemented in GMP. • Produce written reports and prepare and deliver verbal presentations as required for consideration by Force Command, Police Authority members and other appropriate bodies including external agencies. These will be delivered according to a variety of timeframes and deadlines, which may be unplanned. • Represent the Branch and the Force in liaison, discussion and negotiation at a senior level, within a range of situations and settings, with external stakeholders and other bodies e.g. GMPA, HMIC, Audit Commission, Local Authorities, AGMA, and Home Office; chairing these meetings when appropriate. GENERAL DUTIES AND RESPONSIBILITIES • Undertake all duties and responsibilities with the utmost integrity and professionalism and uphold the good image of the Branch. • Manage staff performance using the Performance Appraisal system, ensuring that annual and interim meetings take place and objectives are agreed and actioned. • Be responsible for improving own performance by participating in the Performance Appraisal process with your manager. • To ensure staff adhere to relevant Force procedures in relation to Information management by ensuring appropriate processes are in place to monitor compliance in relating to the collection, recording, evaluation and sharing of information and providing the appropriate feedback to maintain and improve information quality in compliance with the Code of Practice on Management of Police Information 2005, Data Protection Act 1998, and the Freedom of Information Act 2005 as appropriate. • To comply with the requirements of GMP's policies on Drug and Alcohol testing – requirements in respect of specific posts/ roles are described in the policies which are available on the Force Intranet • Promote and comply with GMP’s policies on equal opportunities and health and safety, both in the delivery of services and treatment of others. • To carry out such other duties as are consistent with the nature, responsibility and grading of the post. NOTES This job description records the principal responsibilities of the job at the date shown. The job description will be updated from time to time in conjunction with the postholders to reflect changes.
  9. 9. POST TITLE: Programme Manager LOCATION: Corporate Services, Corporate Development and Performance Branch BEHAVIOURAL COMPETENCIES TO UNDERTAKE THE ROLE Maximising potential (B) Encourages others to learn and develop, giving them clear and direct guidance and feedback on their performance. Encourages and supports staff, making sure they are motivated to achieve results. Negotiation and influencing (A) Develops sophisticated strategies for influencing others at all levels in the organisation. Negotiates satisfactory solutions on broad or complicated issues with stakeholders. Openness to change (A) Identifies ways in which the organisation needs to change. Personally champions change and encourages and supports managers to make it happen. Personal responsibility (B) Readily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop. Planning and organising (A) Develops structured plans across a range of activities that may be complex. Monitors progress towards strategic objectives. Makes sure all activity is in line with efficient and effective policing. Problem Solving (A) Applies a range of analytical techniques to understand complex information issues, Considers a range of options and their effects. Makes strategic decisions by logically analysing all the relevant factors. Respect for Race and Diversity (A) Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural and racial differences. Strategic Perspective (B) Concentrates on issues that support the broad organisational strategy. Maintains a broad view, and understands and considers the interests and aims of other units or outside organisations Explanation of competency levels: (A), (B), (C) indicates the level of competency taken from the National Competency Framework. All behavioural competencies will be discussed in the Performance Appraisal.
  10. 10. Corporate Services Department Corporate Development and performance Branch Career Grade for Programme Manager Grade L Grade M Essential: As per Grade L plus: Specialist knowledge/ skills and abilities: To have a clear understanding of programme and Essential: project management. A proven ability to negotiate and influence between programmes of work and with To be able to prioritise workloads and work with senior leaders. tight timescales with minimal supervision. Demonstrable leadership and management skills in programme management. To have an awareness of business benefit management and investment appraisal techniques A good understanding of planning and aligning strategic planning to other long term planning cycles. A proven ability to work with Executive/Command level personnel in High quality staff management skills including direct supervision, staff selection and development. An ability to negotiate and influence at all levels. IT skills in Word, Lotus Notes, Excel, Powerpoint and MS Project.
  11. 11. Specialist knowledge/ Desirable: skills and abilities: Knowledge of performance management systems linked to project/programme management.* (continued) Awareness of current development and trends within the programme and project management industry. * A knowledge and understanding of the government’s public sector modernisation agenda. Knowledge and understanding of strategic issues impacting on the Police Service.* Essential: As per Grade L plus: Training/ experience required: Educated to degree level, or possessing relevant Essential: professional qualification. Experience in the appointment, commissioning and management of external Considerable experience in project/programme consultants. management. Considerable experience in the preparation of capital/revenue programmes and Experience of managing successful large scale programme management. business change projects/programmes. Experience of managing third party contributions to programmes. Considerable experience in the procurement, planning and management of programmes and Experience of managing a programme budget. projects. Experience in managing a number of complex programmes. Experience of managing communication with stakeholders. Demonstrable experience of programme management and in managing the associated processes. Experience of developing effective policies and plans to reflect strategic requirements.
  12. 12. Training/ experience required: Essential: (continued) To have experience in the preparation of business cases, tenders and contract documentation including specifications/user requirements, schedules etc. relating to large scale change projects/programmes. Experience of managing risks and issues ensuring a programme’s successful outcome for the programme. Experience of ensuring maximum efficiency in the allocation of resources and skills within a project or programme portfolio setting. Experience in the management of staff, both line and non-line reporting. Desirable: Relevant Project Management qualification. Relevant Programme Management qualification. Worked in a large organisation in a similar capacity to the post. Experience with various procurement techniques.*
  13. 13. As per Grade L Other requirements: Essential: Has achieved a good attendance record. Prepared to work flexibly and assist in other areas. Able to manage a range of strategic work programmes to various and conflicting deadlines. Prepared to keep abreast of changes in legislation, policies, procedures, practices etc Desirable: Full UK driving licence and access to a vehicle for business purposes. As for Grade L plus: Examples of work To have managed a combined series of projects experience and To have managed major change programmes over time within a large undertaken within the To have worked to project and programme management complex organisation. grade methodology e.g MSP Provided consultancy input to other business areas within the (not exhaustive) To have been involved in the briefing of senior executives. organisation - evidenced through presentations or other form of input . To have managed risks and solutions to a successful conclusion. To have managed third party contributions to programmes - evidenced in reporting documents. To have been involved in business benefit management. To have managed a communication strategy for a major change To have developed and managed communication strategies for a programme - communication strategy. series of projects. To have managed innovative costed solutions in response to a range of situations to achieve strategic change - change report. Progression to the higher grade will be subject to a formal assessment of competence requiring completion of a portfolio of evidence by the post holder for evaluation by senior management at local and force levels. Progression will always be to the minimum point of the next grade All essential criteria above will also be discussed in the Performance Appraisal. The desirable criteria marked with an asterisk will be desirable at selection stage but will become essential once in post and will be discussed in the Performance Appraisal. Please note that we will consider making reasonable adjustments to the above, in line with the Disability Discrimination Act.
  14. 14. GREATER MANCHESTER POLICE JOB DESCRIPTION POST TITLE: Programme Officer (589) DEPARTMENT/DIVISION/BRAN Corporate Services, Corporate Development and CH: Performance Branch SECTION/UNIT: Programme Management GRADE: G/J (career grade) RESPONSIBLE TO: Programme Manager(s) RESPONSIBLE FOR: Administrative staff as required by the nature of the post. AIM OF JOB: To support the Programme Manager(s) and Programme Office in providing a comprehensive and professional programme and project management service to all appropriate Section stakeholders in order to facilitate the successful delivery of Change Programmes and integrated projects and as required take the lead in managing a sub-set of projects. The post holder will be expected to work across other work streams and line management boundaries to ensure effective and successful delivery of change programmes and projects. MAIN DUTIES AND RESPONSIBILITIES ▪ Support the development and implementation of the Change Programme, any future change programmes and projects. ▪ Support the Programme Manager(s) in the development, implementation and maintenance of a robust programme and project management framework ensuring alignment with the programme management toolkit. ▪ Ensure that risk and issues are identified within the programme(s) and associated projects and that the relevant links are made across the programmes, that management systems are in place to ensure that risk and issues are actively reviewed with respective actions being assigned and tracked. ▪ Provide support and guidance across the unit in the preparation and management of Gateway Reviews and other internal and external audits, assisting in the preparation and monitoring of actionplans. ▪ Support Programme Manager(s) with the communication strategy for the programme, in particular consultation material, reports and briefings for key stakeholders.
  15. 15. ▪ Support the Programme Manager(s) in the development and implementation of internal project assurance that meets the needs of the Force, Programme Management Office and external audit requirements. ▪ Provide advice and guidance to all relevant staff in the use of agreed programme and project management methodology, processes and techniques in accordance with Force standards. • To develop and support the communication strategy for the programme and associated projects, ensuring effective communication with internal and external stakeholders. ▪ Facilitate programme and project workshops to assist in identifying risks, benefits, interdependencies and key messages of communication. Ensuring that the relevant systems and process are adhered to in order to manage these areas. ▪ Ensure that support is available to programme(s) and project(s) in the following areas: o Governance o Programme and Project Management o Communication • To provide support and assurance across the portfolio of programmes as required. GENERAL DUTIES AND RESPONSIBILITIES • Undertake all duties and responsibilities with the utmost integrity and professionalism and uphold the good image of the Branch. • Be responsible for improving own performance by participating in the Performance Appraisal process with your manager. • In consultation with the line manager, take responsibility for own personal and professional development, keeping up to date with the relevant programme field and industry developments ensuring that knowledge and skills to meet the demand of the post are kept up to date. ▪ To promote and comply with GMP's policies on equal opportunities and health and safety both in the delivery of services and the treatment of others. ▪ To be responsible for improving your performance by participating in the Performance Appraisal process with your manager. ▪ To ensure staff adhere to relevant Force procedures in relation to Information management by ensuring appropriate processes are in place to monitor compliance in relating to the collection, recording, evaluation and sharing of information and providing the appropriate feedback to maintain and improve information quality in compliance with the Code of Practice on Management of Police Information 2005, Data Protection Act 1998, and the Freedom of Information Act 2005 as appropriate. ▪ To comply with the requirements of GMP's policies on Drug and Alcohol testing – requirements in respect of specific posts/ roles are described in the policies which are available on the Force Intranet ▪ Promote and comply with GMP’s policies on equal opportunities and health and safety, both in the delivery of services and treatment of others. ▪ To carry out such other duties which are consistent with the nature, responsibilities and grading of the post. NOTES This job description records the principal responsibilities of the job at the date shown. The job description will be updated from time to time in conjunction with the post holders to reflect changes.
  16. 16. POST TITLE: Programme Officer LOCATION: Corporate Services, Corporate Development and Performance Branch BEHAVIOURAL COMPETENCIES TO UNDERTAKE THE ROLE Openness to change (C) (At Grade G ) Understands the need for change and is willing to adapt to it. Is flexible and prepared to try out new ideas. Openness to change (B) (At all other grades) Supports, promotes and puts into practice change. Introduces new ways of doing things and encourages others to accept them. Overcomes barriers to change. Personal responsibility (B) (At Grade G ) Takes personal responsibility for own actions and for sorting out issues or problems that arise. Is focused on achieving results to required standards and developing skills and knowledge. Personal responsibility (A) (At all other grades) Readily accepts responsibility for self and others. Takes responsibility for managing situations and problems. Leads by example, showing a commitment and a determination to succeed. Continues to learn and develop. Maximising potential (B) (At all Grades) Encourages others to learn and develop, giving them clear and direct guidance and feedback on their performance. Encourages and supports staff, making sure they are motivated to achieve results. Problem solving (B) (At all Grades) Gathers information from a range of sources to understand situations, making sure it is reliable and accurate. Analyses information to identify important issues and problems. Identifies risks and considers alternative courses of action to make good decisions. Respect for race and diversity (A) (At all Grades) Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural and racial differences. Strategic perspective (C) (At Grade G ) Takes an interest in the organisation beyond own role. Acts in the best interests of the organisation as a whole, rather than just own area or department. Understands policies and procedures, and prepares for the consequences of own actions. Strategic perspective (B) (At all other grades) Concentrates on issues that support the broad organisational strategy. Maintains a broad view, and understands and considers the interests and aims of other units or outside organisations. Effective communication (B) (At all Grades) Communicates all needs, instructions and decisions clearly. Adapts the style of communication to meet the needs of the audience. Asks probing questions to check understanding. Planning and organising (B) (At all Grades) Plans activities thoroughly for self and others. Builds milestones into plans, monitors progress and adjusts them as necessary in response to any changes. Provides clear direction and makes sure that staff know what is expected of them.
  17. 17. Explanation of competency levels: (A), (B), (C) indicates the level of competency taken from the National Competency Framework. All behavioural competencies will be discussed in the Performance Appraisal.
  18. 18. Corporate Services Department Corporate Development and Performance Branch Career Grade for Programme Officer Grade G Grade H Grade I Grade J Specialist Essential: As per Grade G plus As per Grade G and H As per Grades G to I plus: knowledge/ skills plus: and abilities: Ability to work on own initiative and Essential Essential: communicate effectively as a team Essential: member. Ability to work as part of a dedicated The number and complexity of project team, supporting the Ability to work as part of a programmes they have been a Ability to analyse information and management and the delivery of the programme officer on, present in a clear and accurate dedicated programme team, project. demonstrating a breadth of manner both verbal and written. supporting the management experience Ability to contribute to the preparation of a complex programmes within and across the organisation. Ability to write formal and factual and presentation of reports on and the delivery of parts of reports, identifying key issues. complex issues across a range of the programme. Demonstrable work programming functions. skills (in respect of self and others) Ability to identify problems and in the context of complex project determine solutions. Breadth and depth of understanding delivery. the vision, values and policies and Ability to work towards tight how these translate into programme deadlines whilst working to multiple delivery. and conflicting deadlines. IT skills in Word, Lotus Notes, Excel, Powerpoint. Personal composure under pressure and experience of managing in challenging and pressurised circumstances.
  19. 19. Specialist Desirable: knowledge/ skills and abilities: Understanding of the issues facing policing in the wider context.* Ability to use Microsoft Project.* An ability to resolve conflict. As per Grade g plus: As per Grade G and H As per Grades G to I plus: Training/ experience plus: required: Essential: Essential: Essential: Essential: Able to demonstrate a level of Experience of contributing towards The number and complexity of academic ability at degree level or the delivery of projects and/or Experience of leading or projects which they have taken the equivalent. implementation of change supporting the delivery of lead on. management initiatives. projects, using recognised Demonstrable communication skills project management The number and complexity of for writing reports and making Experience in using different methodologies and projects they have been a project presentations to Boards, senior programme and project management techniques. team member on. managers, programme/project tools and techniques, including MS Teams and stakeholders. Project, risk logs, issue logs, The extent and experience of Desirable: resource plans. supporting strategic change Desirable: programmes within a large complex Formal project management organisation. Experience of risk management, qualification.* Experience of working with senior identifying potential mitigation and managers and stakeholders. impact on others. Extent of successful working with senior managers and directors. Desirable: Experience of developing and contributing to a team environment that involves multiple stakeholders.
  20. 20. Other requirements: Essential: A professional approach and presentation. Flexible and adaptable. A willingness to work occasionally beyond normal hours of work. Has achieved a good attendance record. Full UK driving licence and access to a vehicle for business purposes.
  21. 21. Examples of work As for Grade G plus: As for Grade G and H As for Grade G to I plus: experience and plus: undertaken within To have scoped a project e.g To have provided support to To have directly managed the grade focus, principal objectives, major change programmes. To have provided advice projects over time to stages, methodology, and guidance on project project/programme timescales, key milestones, To have identified risks and and programme management methodology, deliverables. issues through workshops methodology, processes within timescale, within budget facilitated by self - workshop and techniques in and to a successful conclusion. To have given presentations to notes and involvement identified, accordance with Force external audiences, senior risk logs, issue logs. standards. To have been involved in executives (e.g Force managing risks and issues Command) and managers. To have worked alongside others To have been involved in within a specific project being and contributed to the identifying risks and issues managed by self and ensuring To have led a small internal development of a communication within more than one interdependencies with the project or sub-project including strategy, briefings, reports and change programme and change programme(s) are the direction and tasking consultation material - the interdependencies - identified with solutions. directed and tasked other involvement identified, strategy risk logs, issue logs, notes members of staff. document, consultation material of workshops. involved in, reports and briefings To have written formal reports contributed to. for different audiences.
  22. 22. As for Grade G plus: As for Grade G and H As for Grades G to I plus: Examples of work plus: experience and To have been involved as a To have assisted in the To have led on the undertaken within team member on a number of implementation of project To have provided support development of a the grade different but complex projects at assurance. with the communication communication strategy for a the same time and is able to strategy - facilitated specific project(s) - strategy (continued) plan and organise time and communication through document, consultation tasks accordingly. briefings, reports for the material, reports and key (not exhaustive) Programme Manager and briefings for stakeholders. To have developed an other consultation understanding of risk material. management. To have developed and To have developed an implemented project understanding of benefits assurance processes. identification. To have been involved in To have an understanding of business benefit what is required in a management - benefit communication strategy and how identification, benefits to identify key stakeholders. appraisal, benefits implementation. To have an understanding of project assurance. Progression to the higher grades will be subject to a formal assessment of competence requiring completion of a portfolio of evidence by the post holder for evaluation by senior management at local and force levels. Progression will always be to the minimum point of the next grade. All essential criteria above will also be discussed in the Performance Appraisal. The desirable criteria marked with an asterisk will be desirable at selection stage but will become essential once in post and will be discussed in the Performance Appraisal. Please note that we will consider making reasonable adjustments to the above, in line with the Disability Discrimination Act.
  23. 23. Introduction To Greater Manchester Police Greater Manchester Police is the largest provincial police force in England and Wales. It is responsible for policing an area of 500 square miles which includes open moorland and semi- rural areas, as well as town and cities. At it heart lies the cities of Manchester and Salford which, along with eight surrounding metropolitan boroughs, from the administrative, commercial and cultural heart of North West England. Each of these communities has its own unique sense of identity and policing needs presenting different policing challenges. Almost 5% of the UK population is in Greater Manchester and GMP serves a multicultural population of over 2.5 million covering area of 500 square miles. The diversity of our customer base is evidenced by the fact that 7% of the population is classified as belonging to a non-white minority ethnic group. Our population is increased on a daily basis by people who live outside the boundaries of Greater Manchester, but enter the area to visit, work or simply travel through. The area is served by an extensive road, rail and motorway network, together with a Metrolink light railway system. With more than 270 miles of motorway network in the UK, as well as an additional 5642 miles of other roads, the opening of the final section of Britain’s second orbital motorway, the M60, has further increased the carriageway mileage patrolled. GMP is also responsible for policing Manchester International Airport which now handles in excess of 18 million passengers every year, making it one of the world’s busiest airports. Greater Manchester Police currently have around 8000 Police Officers, 350 Special Constables, 270 Community Support Officers and 3750 Police Staff. There are 12 divisions, which are coterminous to the 10 local authorities in Greater Manchester area. There are also a number of branches including Business Services, Corporate Communications, Finance, IT Services and Scientific Services. These branches support divisions in the overall aim to help fight crime and protect people.
  24. 24. Force Command Structure Peter Fahy Chief Constable Ian Seabridge Acting Deputy Chief Constable Terry Sweeney Justine Curran Rob Taylor David Thompson Acting Assistant Assistant Chief Assistant Chief Assistant Chief Chief Constable Constable Constable Constable Professional Citizen Focus & Strategic Command Policing Operations Standards & Justice Security Course Ian Hopkins Lynne Potts Julia Rogers Assistant Chief Assistant Chief Assistant Chief Constable Officer Officer Public Protection Resources Change & Human Resources
  25. 25. Force Strategic Aims 2008 - 2011 1. The People of Greater Manchester are safer because of the effective citizen focused services we deliver to protect them; ranging from tackling anti-social behaviour through to serious and organised crime, and terrorism. 2. The people of Greater Manchester feel safer as a result of our approach to partnerships and policing based on local neighbourhoods. 3. Because they feel safe and are safer, people have greater aspiration for their local community and Greater Manchester. They will participate with us in policing and partnership work to further improve their communities. 4. Officers, staff and volunteers in GMP feel well led, valued and are skilled and motivated to provide high quality services. 5. Greater Manchester Police deliver effective, efficient and economical services.
  26. 26. Corporate Priorities and Local Policing Plan 2008 - 2011 Please click on the link below to view the New Local Poling Plan 2008 –2011: http://www.gmp.police.uk/mainsite/pages/plansandstrategies.htm
  27. 27. Charting The Way Briefing Note – Key Messages Charting The Way – a summary • Charting The Way is about creating the capacity and capability of GMP to change to meet the challenges of the future. • It sets a clear direction over the next three years to manage the existing work taking place in GMP, the work that needs to take place in the future, and the work that no longer needs to take place • A programme of work has been set out between now and 2010/11 to improve our performance and the way we respond to the needs of the communities we police. These will be met when: o The people of Greater Manchester feel safer and are safer o Individuals, families and communities trust GMP and work with us to fight crime and protect people o Officers and staff are proud of the work they do and proud of the high standards achieved by all their colleagues o All members of GMP feel well led, valued, motivated, and have the skills to provide a high-quality service and make a difference o The Force is recognised as ‘excellent’ nationally • Charting The Way is made up of five programmes of work o Citizen Focus – building new ways of working o Local Policing – improving our existing ways of working o Supply and Demand – creating new capacity in GMP o Leadership – building capacity for more change and increased performance1 o Excellent People - building capacity for more change and increased performance1 The five programmes – some of the things you’ll see in the next few months Citizen Focus – putting people at the centre of what we do. Achieved by: • Extensive programme of research with staff, communities and partners to understand how they access services, to understand their needs, and how those needs can be better met • Questionnaire to victims of crime to assess their experiences of the service they received at each stage of the crime investigation process, and linking to the actions carried out under the Code of Practice for Victims of Crime • Develop innovative forms of communication to best inform people how to access policing services and to create a dialogue with hard-to-reach groups and individuals • To measure user satisfaction on a regular basis and to use the results to improve the quality of the services we deliver. Local Policing - strengthening neighbourhoods as the basic element of policing by building on the core principles of Neighbourhood Policing and remaining focused on tackling volume crime. Achieved by:
  28. 28. • Delivery of a range of tools and upgrades to assist officers in volume crime investigation and the management of the investigation process • Continued focus on Neighbourhood Policing as the essence of policing • Implementing Force Intelligence System and Offender Management processes • Complying with CJSSS and National Intelligence Model Supply and Demand - ensuring we meet the needs of our communities by having the right resources in the right places at the right times. Achieved by: • Creating minimum standards for Resource Management starting with enforcement of existing standards for booking on and off • Developing systems which anticipate and manage operational demand placed on divisions, the Switchboard and Operational Control Rooms • Implementation of Public Service Teams • Delivery of an Automatic Resource Location System Leadership - maximising the effectiveness of GMP’s leaders to ensure they are ideally placed to lead their teams. Achieved by: • Creating leadership standards to be externally-accredited • Establishing a wide-scale system for recognising and developing talent at all levels • Building the skills of the Force’s 2,500 core leaders (inspectors, sergeants and police staff equivalent) to help them understand and acquire the leadership skills required for the role • Assisting leaders with a programme of coaching and self-directed learning • Building the recognition and development of leadership into HR policies and processes Excellent People - giving our staff the knowledge to perform well and the skills to develop their professional expertise. Achieved by: • Producing ‘rights and responsibilities’ values for all members of GMP that will underpin our way of working • Examining roles and team composition in the Force to meet anticipated future needs for workforce development • Reviewing the more than 350 different learning and development products in GMP to ensure they fully support service requirements, career pathways and role development • Looking at HR policies and processes, such as the appraisal process and promotion assessment, to ensure they are the ‘best fit’ for GMP • Identifying further flexible working opportunities • Implementing effective staff involvement measures by means of surveys and focus groups with the outcome being engaged and motivated staff delivering an enhanced service Charting The Way – the impact on officers and staff • The Force will make the link between what Charting The Way will deliver and the tangible benefits seen by officers and staff in their day-to-day job, by the public and by partner agencies • Staff and officers will enable GMP to provide an enhanced level of service by identifying obstacles to progress and making suggestions on improving performance • Everyone will be involved and engaged in this process of work. Depending on the nature of their role and how that role links with the five programmes, some officers and staff will be involved at an earlier stage of the work.
  29. 29. The Benefits of Working for GMP • Flexible Working GMP offers a range of flexible working arrangements, in line with statutory requirements to help staff combine their domestic and work responsibilities. • Flexitime Flexitime is a system of working that gives employees the facility to vary their working hours in a limited way in order to meet the particular day-to-day requirements of the job and also their personal needs. • Job Share Job sharing is where one full time post is shared by two members of staff, usually on the basis of 50% of the hours each. This scheme is applicable to most jobs where operationally practical. • Childcare Benefits Scheme GMP recognises that the cost of childcare can be significant to many working parents. The childcare scheme is available to all staff paying for registered childcare and provides tax-free assistance with childcare costs saving you up to a maximum £99 per month. • Local Government Pension Scheme As an employee of GMP, you are eligible, subject to status, to join the Local Government Pension Scheme (LGPS). • Sports & Social Club The Sports and Social Club provides an excellent range of subsidised sports and leisure activities, including discounted tickets on theme parks, cinema tickets, theatre tickets, hotels and many more. • Car Loan Scheme GMP offers a car loan scheme, which is open to all GMP employees, borrowing up to 100% of the cost.
  30. 30. Guidance For Applicants Guidelines for completing competency-based application forms Introduction When applying for jobs or roles many people rush to fill out the application form. It is often thought that the aim of application forms it is to give as much information about your abilities as possible, and that the real assessment begins at interview or some other stage in the recruitment process. However, if you do not understand what the application form is actually asking for then you are likely to give the wrong information and fail to pass the application form stage, regardless of your actual ability. This is especially true of competency-based application forms. On these forms assessors evaluate the evidence you provide using standard criteria. At this initial stage all they have to evaluate your ability is what you have written on the form. If you are to do full justice to your own ability and yourself it is essential then that you prepare thoroughly before completing these forms. The guidelines below have been prepared to help you do this. Within the pack you will find a copy of the relevant job description for the post you wish to apply for. The job description is a combination of the requirements of the role, essential and desirable criteria and the full range of behavioural competencies. Guidelines for completing competency-based application forms Experience/ skills and knowledge This is a very important aspect of your application form. This is your opportunity to describe how you can match your experience, attributes, knowledge etc. to the role requirements. Think carefully what you have done in the past, in paid or unpaid employment or socially. Explain how these activities meet the requirements of the job description. Be specific about your personal involvement in activities described. It is important that you provide evidence/examples to demonstrate your skills and knowledge against all the essential and as much of the desirable criteria as possible as outlined in the job description.
  31. 31. Behavioural competencies Behavioural competencies are behaviours, which are considered essential to make a success of the role. All the competencies will be tested at various stages of the recruitment and selection process. Effective communication and Respect for Diversity will be tested from the application stage and on at least one other occasion. i.e. Assessment or interview. All other competencies will be assessed at assessment, presentation or interview. Effective Communication/Negotiating and Influencing Skills: You must demonstrate that you have the ability to communicate effectively in writing and verbally by providing relevant examples. You can use listening and questioning techniques to make sure that others understand what’s going on and can effectively transfer that information. Respect for Diversity: Provide evidence that you have considered and shown your respect for opinions, circumstances and feelings of others, no matter what their position, background, circumstances, skills or appearance. It is important to remember that competency-based application forms do not ask you to include all the evidence you have ever accumulated but to give high quality examples. Ideally one example or story should be sufficient to cover the breadth of one main competency. Breadth of evidence Evidence should address most or all of the behaviours describing each competency. In other words your evidence should satisfy the full description of the competency and not just one part of it. Relevance Your evidence should illustrate directly your ability to behave in ways described by the competency. Detail Convinces assessors and gives integrity to your evidence. Impact Assessors will be more impressed if you are aware of the effects of your actions. Assessors often score your evidence according to its breadth, relevance, detail and impact. Having selected your evidence, consider how you will set it out on the application form. The way you describe your evidence should be structured and clear so that the assessor can fully appreciate it. One way to set out your evidence clearly is to use the STAR framework, as follows: Situation Give an example of a situation you were involved in that resulted in a positive outcome. Task Describe the tasks that were set in that situation, explaining why they were set. Action Talk about the various actions you carried out that contributed to achieving that task; describe how you overcame any obstacles, influenced others and demonstrated any other skills appropriate to the competency being demonstrated. Results Describe results of your actions, ideally linking them to the original tasks set. Depending on the competency, any numbers that can be given will make your evidence more convincing. Draft your evidence, review it and get others to review it before submitting. Completing competency- based application forms does take preparation and planning. Try to make sure you are not rushed towards the end. If you have carefully selected and structured your evidence it is important to make sure poor spelling or grammar does not then spoil it. Before finally submitting your application, remember that what you have written is all that the assessors can use to evaluate your ability.
  32. 32. Recruitment Schedule Recruitment Stages Dates Closing date for applications 29/03/09 Short listing to be completed To be confirmed Assessment Centre To be confirmed Interviews To be confirmed
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