Band Management Contract - Download as DOC by yyp14196

VIEWS: 249 PAGES: 18

Band Management Contract document sample

More Info
									    Information Pack

    Head of Contract
Management and Planning
 (Retained Organisation)
         Band S

     January 2010


The Metropolitan Police Service is famed around the world and has a unique place in the history
of policing. It is by far the largest of the police services that operate in greater London (the
others include the City of London Police and the British Transport Police). Policing the largest
capital city in the European Union, inhabited by over 7.2 million people, presents a range of
challenges. To meet these challenges successfully, the MPS employs over 31,000 Police
Officers, 14,000 Police Staff, 4,000 Police Community Support Officers and 270 traffic wardens.
The MPS budget of £3.5 billion represents nearly a third of the total national police expenditure,
with workforce costs (including pensions) accounting for nearly 80% of that spend.

All of these resources are employed in working towards the corporate vision of making London
the safest major city in the world. To complement the corporate vision the MPS has a set of
Values and Behaviours, which drive daily performance at all levels.

The service provided by the MPS is vital to the millions of people who live, work and visit

The MPS Commissioner, Sir Paul Stephenson, is assisted by a Deputy Commissioner and four
Assistant Commissioners. Senior Police Staff span the organisation, but are primarily situated in,
and have responsibility for, Information Technology, Human Resources, Public Affairs and

The delivery of direct operational policing predominately takes place from 32 Borough
Operational Command Units (BOCUs), as well as the Operational Command Unit at Heathrow
Airport, with a senior police officer in charge of each area. As well as day-to-day policing the
MPS has a range of specialist units that work to support operational policing.

The MPS has national responsibilities on matters related to counter-terrorism, as well as other
specialist crime areas, and so therefore maintains close working relationships with the Home
Office. More information is available on the MPS Internet site at

                              DIRECTORATE OF INFORMATION

The fast and timely provision of accurate information is essential to front line policing and the
functions that support it. The Directorate of Information (DoI) is dedicated to achieving this
objective. This requires a flexible and reliable technology and communications infrastructure, as
well as effective information systems. Coupled with our exploration of new opportunities
provided by developments in information and communications technology and our role in
applying technology to policing, this allows us to deliver efficient and effective services and
solutions to the MPS. Miss Ailsa Beaton, MPS Director of Information and Chief Information
Officer, heads the DoI.

Our services cover:

              Technology and communications infrastructure
              Information management and security
              Information systems and services
              Emerging technologies
              Technology deployment in policing activities
              Evidential analysis services
              Delivery of major information and technology-enabled business change
              IT Training within the MPS and, to the people of London
              Information strategy and policy

The work of the Directorate of Information can be seen on the Metropolitan Police Service
website at


   Page          Role and Advert        Salary        Band    Competency
Appendix one     Head of Contract    £59,665 plus      S     Senior Manager
                 Management and     £3,379 Location
                  Planning (Cap        Allowance
Appendix two      Job description

                            COMPETENCY FRAMEWORK

                    Page                     Band               Framework
           Appendix Three                   Band S           Senior Manager

                             WHAT YOU CAN EXPECT FROM US

      The normal hours of work are 36 per week excluding meal breaks. However, there will be
       occasions when you will be required to work in excess of these hours to achieve
       personal and branch objectives.

      You will be on probation during your first year.

      In deciding your suitability for appointment, the period of service you will be able to give
       (having regard to the normal retirement age of 65) will need to be sufficient to complete
       the period of appointment and to recoup any training and induction costs.

      Candidates will be asked to complete a security questionnaire, if short-listed for interview

      Certain posts might require a higher level of security vetting. Details will be provided if

      For this appointment you must be able to give regular and effective service.

      You will be asked to complete a health declaration - For this appointment you must be
       able to give regular and effective service. Therefore you will be required to complete a
       health declaration form, if short-listed for interview

      Termination of Employment - Monthly paid staff; all staff in Senior Band S and L and
       equivalent; not less than three months notice, prior to the last day of service. All other
       Bands; not less than one month‟s notice, prior to the last day of service.

                                       YOUR REWARDS

On appointment of your standard contract, you will receive a starting salary applicable to the role
(Please refer to the previous page). In addition, you will receive a „cost of living‟ increase,
negotiated annually and payable from August of each year and a London Location Allowance of
£3, 379.

Annual incremental spine points will achieve progression from minimum to maximum of the pay

Credit transfer to your bank or building society account will pay you monthly.

      In addition to public holidays, the paid annual leave entitlement will be 28 days on
       appointment, rising to 32 days after 7 years service.

Metropolitan Police Civil Staff Pension Scheme - The Civil Service offers a choice of
pensions. Further information is available upon request.

Interest Free Season Ticket Loan - After two months you can apply for an advance for the
purchase of a quarterly or longer period, season ticket loan. Repayment is by deduction from
Family Friendly Policies - Details available upon request

Maternity Leave - full pay for 30 weeks (after one year's completed paid service) with a further
26 weeks unpaid leave available.

Adoptive leave – 26 weeks at Statutory Maternity Pay rates (after 26 weeks service) with a
further 26 weeks unpaid leave available.

Paternity Leave – full pay for 2 weeks (after 26 weeks service).

The MPS offers Flexible Working opportunities, for example: flexi-time, part-time, job share,
compressed hours, voluntary reduced working time, term time and annualised hours. All of these
options can be requested and will be considered by line managers. The business needs of the
Directorate however, must also be met and there may be situations where some flexible patterns
cannot be accommodated.

                                WHAT WE EXPECT FROM YOU

Before applying, please double check that you meet our basic eligibility criteria, as well as the
role specific criteria detailed in the appendices.

Skills & personal qualities

These criteria vary according to the role you are applying for. Please check that you have
carefully read and understood the job description and that you are able to demonstrate the
required competencies.

Qualifications & experience

All Police Staff vacancies advertised by the Met should come with a list of competencies/skills
required to undertake the role. You will be required to show in your application how you meet
these requirements. In view of this, qualifications are no longer a requirement for each post,
unless there is a specific need attached to the post, in which case the qualifications will be
stated on the advert.

                                      NATIONALITY RULES

To qualify for employment, you must be either a:

      British Citizen;
      Citizen from the European Economic Area (current members are Austria, Belgium,
       Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Iceland,
       Ireland, Italy, Latvia, Liechtenstein, Lithuania, Luxembourg, Malta, The Netherlands,
       Norway, Poland, Portugal, Slovakia, Slovenia, Spain, Sweden, the United Kingdom of
       Great Britain and Northern Ireland, Cyprus, Czech Republic, Estonia, Hungary, Latvia,
       Lithuania, Malta‟ Poland, Slovakia and Slovenia) and;
      Commonwealth Citizen (must have the indefinite right of abode)
      Other foreign national (must have the indefinite right of abode)

Any applicant who is not a British Citizen or a member of the European Economic Area must
have leave to enter or leave to remain in the United Kingdom for an indefinite period. This
means that the applicants must be resident in the United Kingdom free from all restrictions or
have an entitlement to do so and be in possession of a work permit.

Any applicant who does not have leave to enter or leave to remain in the United Kingdom for an
indefinite period free of all restrictions or who does have a work permit cannot be proceeded


If an applicant has not resided in the United Kingdom for the 3 years prior to submitting an
application, their application cannot be proceeded with.

                                   EQUALITIES STATEMENT

The Metropolitan Police Service seeks to employ a workforce which reflects the diversity of
backgrounds and cultures within which we operate and to provide a working environment free
from any form of harassment, intimidation, bullying, victimisation or unjustifiable discrimination.
We shall treat individuals openly and fairly with dignity and respect. We shall value their
contribution towards providing a quality service to the people of London. All members of the
Service will demonstrate their commitment to these principles and will challenge behaviour
which is unacceptable, in particular on the grounds of gender, race, colour, nationality, ethnic or
national origin, disability, religion, sexual orientation or marital status. We shall ensure that our
policies and procedures reflect these principles.

                                  RECRUITMENT PROCESS

We hope that when you complete the application form you will have received with this
information pack and for your information when we receive your application form the following
will happen:

      Your application form will be initially sifted against MPS criteria such as convictions and
      Following the initial sift your application will be assessed by the manager of the
       department to which you are applying against the advert criteria and the information
       supplied about the role within this pack
      If successful at this stage we will contact you regarding an interview date for, if you are
       unsuccessful at this stage we will also write to you and advise you of this
      The interview will be a competency-based interview and questions will be posed around
       the criteria identified for the role in question as detailed in the advert and information
      If successful at interview we will send you an initial offer of employment with details of
       „what happens next?‟
      If unsuccessful we will also advise you in writing but will be unable to offer feedback

                         COMPLETION OF AN APPLICATION FORM

    The objective is to provide the assessors with evidence of where you meet the criteria for
      the role as stated in the advertisement and person specification.

What to include
   You should include relevant (preferably work) experience, knowledge and skills to
      support your suitability for the role
   If possible, you should demonstrate with examples, where you have carried out same or
      similar responsibilities as advertised (and included in role profile)
   If you are unable to provide work examples, you may use them from outside work, but
      keep them relevant, and fairly recent
   If you use old examples, it gives the impression that you do not have any recent ones

Sell yourself
    Ensure that you sell yourself to the assessor. Don‟t leave gaps for the assessor to fill in
       for you. You can only be given credit for the evidence you include in your application
       Remember the assessor does not know your capabilities and how effectively you may
       perform on a daily basis
    If you do not have specific examples to include, to highlight your ability to carry out the
       role – link the experience you do have to the role you are applying for. Illustrate your
       willingness and ability to learn new skills or to refresh old ones

Avoid generalisations
    Don‟t state “I have good communication skills…” instead, be specific “My strong written
      communication skills were demonstrated when I…”

Information on the role
     Ensure that you read and understand the information in the supporting paperwork
      provided (person specification and role profile), before you start to complete your

Organising your evidence
    In order to focus your evidence – we have included some specific questions as part of
      the application. Ensure that you read the question and answer it fully. If there is a specific
      sized area provided for your answer – do not exceed it
    Where the application asks for one (or an) example – do not use more
    Tailor your evidence to give examples of where you meet these competencies and
      behaviours. To ensure that you answer all parts of the question, you could organise your
      evidence by using a bullet point or sub-heading style, relating to each part of the question
      – the style is your choice

Do and Don’ts

        Ensure that handwriting is legible (or font is not too small to comfortably read – size 10
        Ensure that grammar and spelling is checked
        Avoid jargon
        Describe your own role
        Say what you actually did
        Describe how you did it
        Say what the outcome was, i.e. what difference did it make, who felt the benefit, you, the
         team or a wider audience?
        Consider using a bullet point format if appropriate for your examples

Do Not
    Use your CV as an application– CV‟s will not be considered
    Assume that the assessor will understand local practices and procedures – but don‟t
      waste space with too much detail about the circumstances and background

    Do not rush the preparation of the application form.
    Once completed – ask a manager, colleague or partner to read and discuss your
        application with you. Ensure that any questions raised by them about the evidence, (gaps
        etc.) are re-worked.
    Ensure that you return your completed application on time.

                                        WHAT TO DO NEXT

Please complete the application form and the equal opportunities monitoring form.

Please e-mail a filled application             form     by   5pm     on    the    closing    date   to

All completed applications received will be acknowledged in writing. Proposed dates for each stage
of the selection process will be included in that letter. Until an offer of appointment is confirmed in
writing, you should not assume your application has been successful.

      The recruitment process is therefore thorough and consequently can be quite lengthy.

      Short-listing and interviews will be based on the behaviours listed in the Person
       Specification and the MPS Values and Beliefs

      All completed applications received will be acknowledged in writing. Until an offer of
       appointment is confirmed in writing, you should not assume your application has been

                                              APPENDIX ONE

Head of Contract Management & Planning
£59,665 plus £3,379 location allowance
London SE11

Do you have experience of managing large outsource contracts within an ICT environment in either
the blue chip or public sectors? This is an opportunity to put your contract and supplier management
expertise to the ultimate test – taking the strategic lead on the contract management, performance
measurement and planning aspects of the largest outsource contract within the Metropolitan Police
Service (MPS).

The Capgemini contract to deliver top-quality ICT services to the MPS has an annual value of over
£100m. Your highly influential role will involve leading across functions and directorates to
effectively performance manage the contract and drive improvements in structure and deliverables.
Providing a link between Capgemini and internal directorates, you’ll be responsible for managing
contract milestones and events, delivering governance and providing information on supplier
performance to inform decision-making.

You must have the proven ability to lead a small, high-performing team and co-ordinate complex requirements
at both a detailed and strategic level. Financially and commercially astute, you should have excellent supplier
and relationship management skills, along with knowledge of ITIL v2/3, analytics, financial modelling and
contract law.

In return, we offer a range of benefits that includes choice of pension scheme, interest-free season ticket loan,
generous holidays and access to an active sports and social club.

To apply, please visit our website to download a role specific information pack and application form. If you
have any queries, please contact our recruitment team at quoting job
reference DOI/BSG/397.

Completed applications must be returned by xxxxxxxx.

The Metropolitan Police Service is an equal opportunities employer.

                                              APPENDIX TWO

Head of Contract Management and Planning (Capgemini): Role Profile

Accountable for effective and efficient management of the Capgemini ICT outsourcing contract through
structured monitoring of performance and events. To provide information on supplier performance to inform
effective decision-making and provide a clear audit trail. To support other elements of the retained
organisation to facilitate continued service and commercial improvement.


To address all aspects of the Capgemini ICT outsource contract.

Job Purpose

To ensure that the Contract Management and Planning function manage the Capgemini ICT contract
effectively by:

    1. Managing contract milestones and events
    2. Developing appropriate measures and continuously measuring supplier performance
    3. Implementing effective supplier management governance processes
    4. Ensuring that appropriate information is reported in a structured manner and modelled to support
       effective decision making, continuous improvement and ensuring the MPS obtain value for money
    5. Provide reports to the MPA and lead audit activity

Key Result Areas:

    1. To support governance and ensure operations and commercial issues are compliant with MPA
    2. Take ownership of business case development and authorisation process
    3. Support and Influence Sourcing Strategies early in the DoI Life Cycle.
    4. Co-ordinate assessment of outsourcing and Capgemini performance using CAF
    5. Set up and proactively manage governance meetings with the outsourced ICT provider
    6. Developing and measuring appropriate key performance indicators and service levels to ensure
        acceptable supplier performance
    7. Have knowledge of and input into the capital planning process and working with finance and
        procurement, consolidate a comprehensive Forward View for the MPA, including the agreed audit
    8. Instigate CCNs and implement efficient CCN processes (not contract authorisation)
    9. Authorising CCNs according to the Scheme of Authority
    10. Take the lead in technical benchmarking to ensure upper quartile performance is achieved
    11. Accountable for tracking and reporting on the status of change control notices (CCN)
    12. Monitoring contract performance against the contract and the realisation of expected business
    13. Implementing models of supplier relationship and contract management in line with best practice
    14. Input into the contract change process by working with legal to ensure contract integrity is maintained
    15. Regularly record information on contract effectiveness, particularly noting strengths and weaknesses
        of events and interventions
    16. Provide reports to enable contract effectiveness to be measured and to inform continuous service
        improvement and potential contract extensions and re-competition
    17. To act as the focal point for all Retained Organisation operational audit requirements
    18. Input into the CMDB design and development activity with SDG, including agreeing ownership and
        measurement accountabilities and responsibilities
    19. Working with finance, input into the commercial modelling process for technology changes to clearly
        articulate the effect on the MPSs commercial position
    20. Implement and manage operational continuous service improvement.


This role will report functionally and operationally into the Capgemini Relationship Director.

Span of Control

The role will have two direct reports (Contract Manager and Head of Planning)

Knowledge, Skills, Experience and Qualifications

The role will require experience of managing large outsource contracts and supplier
management within an ICT environment, in a blue chip or public sector environment. A
working knowledge of the following is required:

       Supplier and relationship management
       ICT contract management
       ICT service management
       ITIL
       Analytics
       Financial modelling

Graduate level and / or demonstrable track record of supplier and contract management
within a large ICT outsource environment.

Experience in working in the public sector is preferred but not essential

The role requires the ability to effectively manage a small high performance team and
requires considerable influencing skills to enable the role holder to effectively manage
across functions and directorates. It also requires the ability to coordinate complex
requirements at both a detailed and strategic level and the ability to effectively prioritise
resource allocation.

Communications and Working Relationships

Due to the size, value and complexity of the ICT Capgemini change portfolio, working
relations will be required across DoI and DoR. It will also require regular contact and
communications with various functions as follows:

       Finance
       HR
       Legal
       Procurement Services
       All areas within DoI.

The role will be responsible to provide regular reports to be issued to DoI and DoR
                          management boards and the MPA. This will require a high
                          degree of coordination between functions and directorates.

Substantive communications at all levels will be required with Capgemini, its consortium
partners (BT and Unisys) and other suppliers as necessary. The role holder will set up

appropriate governance structures and may act as Chair or Chair support for service review

Communications will be through various media e.g. workshops, presentations, face-to-face,
and reports.

Values and Behaviours

The role holder will be required to be aligned to MPS Senior Manager Competencies and to
include the following:

      High on leadership, taking operational and where appropriate, strategic perspectives,
       and negotiating and influencing internal stakeholders and suppliers.
      Performance focussed and expects high standards from suppliers to improve
      High on team working and working across functions and Directorates, supporting
       Working Together approaches.
      The ability to act collaboratively with both suppliers and internal stakeholders at a
       senior level
      Capable of working in a matrix management environment, being able to motivate
       staff outside of the role holder‟s direct function line and empathise with differing
      Considers and shows respect for the opinions, circumstances and feelings of
       colleagues and members of the public, no matter what their race, religion, position,
       background, circumstances, status or appearance
      Understands other peoples 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

Scope for Impact

       Supplier Management

       Being responsible for the Capgemini performance measurement will require
       advanced analytical and influencing skills and this will include:

             Ensuring consistent and acceptable performance across the service
              management function
             Validating supplier performance metrics and measurements
             Planning for contract events and working with the supplier towards beneficial
             Ensuring effective financial and operational control mechanisms are in place.
             Implementing and supporting the processes around ensuring the MPS
              receives value for money in its investment in ICT services and infrastructure.
             To proactively support the development of frameworks so the supplier is
              motivated both contractually and commercially, to cooperate and perform to
              the required standards.
             To proactively support supplier collaboration activity that will build a suitable
              operating environment within the service management function to facilitate
              improved supplier performance and innovation.

                Will be responsible to participate in managing a service management portfolio
                 in excess of £100m per year (£400m over the remaining life of the contract)

        Decision Making

        The role will require a decision-making authority across all elements service
        management related to supplier management. This will include:

                Responsibility to support financial commitment within MPS designated levels
                 of authority
                Agreeing service management related key performance indicators and
                 specific service levels
                Monitoring and managing supplier performance.
                Responsible for ensuring MPS risk is effectively managed and appropriate commercial and
                 contract controls are in place.
                To highlight and recommend actions across the service management and commercial
                 portfolio and supplier performance e.g. through governance processes, quality reviews and
                 other interventions

        Organisation Constraints

        Constraints to be managed will include:

                Legal obligations through the ICT contract
                Matrix management across Directorates and functions within DoI
                Regulatory constraints around compliance to MPS and MPA policies and EU
                 Procurement regulations
                Resource availability from DoI and DoR to support continuous development

                                               APPENDIX THREE

                          DOI Senior Manager
                                        Role Profile

                                                    [Page Break]

This role Requires Project Management SFIA+ Level 6 and Technical Specialism SFIA+ Level 6

Core                         Activities
Responsibilities             The role holder should effectively deliver these key requirements:

Managing and
                             Carry out performance reviews - 226
Developing People
                             Complete a fair and objective review of individual performance, recognising personal
                             achievements and identifying areas for future development.

                             Delegate work to others - 223
                             Give responsibility and authority to others for discrete pieces of work, agreeing with them
                             the targets they need to achieve, advising and supporting them in what they do.

                             Develop individuals and teams to enhance performance - 219
                             Develop the knowledge and skills of both team members and individuals to ensure the

                  best possible results at work by identifying needs, planning their development and using a
                  variety of activities to improve performance.

                  Manage the performance of teams and individuals - 222
                  Manage teams and individuals to agree short, medium and long term objectives, develop
                  associated plans, and monitor and evaluate performance to ensure that organisational
                  objectives are achieved.

                  Monitor and evaluate performance reviews - 227
                  Monitor the completion of performance reviews to ensure that they are fair, balanced,
                  timely and have been carried out in compliance with local policy.

                  Prepare and deliver presentations - 234
                  Prepare and deliver information to diverse audiences ensuring that you use an appropriate
                  communication style, operate equipment correctly and represent the values of the Service.

Managing the
                  Chair meetings - 237
                  Ensure adequate preparation, actively lead the meeting and encourage the exchange of
                  information to enable the objectives of the meeting to be achieved.

                  Develop and implement force policy - 905
                  Develop operational or legal requirements into an ethical and lawful policy to facilitate the
                  management of the organisation and delivery of operational policing objectives.

                  Develop and maintain quality assurance systems - 232
                  Ensure that organisational standards are continuously met by setting up appropriate
                  quality assurance systems, ensuring that those systems operate effectively and making
                  recommendations for improvements as required.

                  Evaluate and improve organisational performance - 231
                  Manage the strategic performance of the organisation and achieve necessary
                  improvements by developing measures and criteria to evaluate the organisation's
                  performance, carrying out evaluations and finding reasons for success and failure in the

                  Evaluate information to support action - 1055
                  Evaluate and assess the value of information identifying relevant patterns and trends. Use
                  the information to take appropriate action and achieve desired outcomes.

                  Implement change plans - 1081
                  Ensure adequate communication of proposed changes, implement the change plan
                  effectively, and encourage involvement of all individuals affected by the changes.

                  Manage organisational change - 230
                  Effectively plan and communicate proposed changes within the organisation, ensuring
                  commitment to implementation.

Human Resources
                  Enable the organisation to retain personnel from all communities - 142
                  Enable the organisation to retain personnel from all communities by contributing to the fair
                  treatment of staff and supporting staff in promoting equality, diversity and rights in the
                  working practices.

                  Ensure the correct handling of disciplinary and unsatisfactory performance
                  procedures - 254
                  Ensure a fair and balanced approach has been taken to address performance which is
                  below standard, and that the actions taken have been proportionate, legal, accurate,
                  necessary and in line with organisational procedures.

                  Ensure the correct handling of grievance procedures - 252
                  Ensure that the grievance has been correctly handled and that actions have been taken in
                  accordance with organisational procedure.

                  Select required personnel - 235
                  Select the most appropriate candidate(s) for the position(s) whilst complying with Equal
                  Opportunities policy and legislation.

Health, Safety and
                          Manage the welfare needs of individuals - 1160
                          Recognise any welfare needs that a member of staff may be experiencing, assist them in
                          identifying the cause and agree a suitable way forward, acting at all times in accordance
                          with organisational policy.

                          Monitor compliance with Health and Safety policy - 202
                          Monitor all aspects of Health and Safety within the workplace in accordance with
                          legislation and organisational policy, and take the appropriate measures to safeguard the
                          health, safety and welfare of self, staff and others.

Finance and Resources
                          Manage the use of finance and resources - 1007
                          Regularly monitor activities to ensure that resources are used within budgetary constraints
                          and in line with Best Value. Secure and adequately distribute resources to match priorities.

                          Secure finance and resources for the business unit - 246
                          Examine the way the business unit allocates finance and resources. To obtain the finance
                          and resource your business unit needs in order to achieve oranisation and partnership

Personal Responsibility   Complete administration procedures - 216
                          Ensure that all matters relating to the process of information are carried out in a prompt,
                          efficient manner and in accordance with legislation, policy and procedure.

                          Maintain standards for the management of information - 660
                          Maintain personal responsibility for collection, recording, evaluation, information sharing,
                          review, retention and disposal of information in compliance with codes of practice and
                          Guidance in the Management of Information, information security policy, procedures and

                          Maintain standards of professional practice - 217
                          Ensure your behaviour complies with organisational values and organise your own work
                          effectively to meet the demands of your role. Identify, implement and monitor development
                          activities to enhance your own performance.

                          Make best use of technology - 242
                          Make best use of technology in support of your role, ensuring correct operation and
                          compliance with organisational and legal requirements.

                          Promote equality, diversity and Human Rights in working practices - 141
                          Promote equality, diversity and Human Rights in working practices by developing and
                          maintaining positive working relationships, ensuring that colleagues are treated fairly and
                          contributing to developing equality of opportunity in working practices.

                          Work as part of a team - 224
                          Work co-operatively with team members and colleagues, contributing positively and
                          constructively to the achievement of team and organisational objectives.

Behaviour Area            Behaviour
Working with others
                          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.

                          Teamworking - A
                          Creates working partnerships inside and outside the organisation. Develops links with
                          outside stakeholders to get different views. Develops strategies to help people work
                          together to achieve organisational goals.

                          Community and customer focus - B
                          Maintains a broad understanding of social trends and identifies what effect they will have
                          on the organisation. Creates processes that make sure stakeholders' and customers'
                          views and needs are clearly identified and responded to. Puts in place strategies for media

                            and community relations.

                            Effective communication - B
                            Explains complex issues, making them easy to understand. Makes sure that important
                            messages are being communicated and understood throughout the organisation.

Achieving results
                            Planning and organising - B
                            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.

                            Personal responsibility - A
                            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.

                                                    [Page Break]

Role Profile : DOI Senior Manager
Date created : 23/01/2007
Last updated : 23/01/2007


To top