PN CBRN Deputy Head of Centre ( Chief Inspector or ES Equivalent)

Size: px
Start display at page:

Download "PN CBRN Deputy Head of Centre ( Chief Inspector or ES Equivalent)"

Transcription

1 Role Profile PN CBRN Deputy Head of Centre ( Chief Inspector or ES Equivalent) Grade/Rank Responsible to Reviewed by (Line Manager) Purpose of Job Chief Inspector Substantive or Emergency Service Equivalent Superintendent Head of Centre Date The post holder is responsible for providing support to the PN CBRN C Head of Centre in the development of the UK CBRN response strategy and implementation of the police and tri-emergency service component of it. The Centre aims to develop and maintain police CBRN response capability and their ability to interoperate with the other emergency services in these incidents. It does this by providing high quality and value for money training and 24/7 support and advice to those responding to incidents. As well as expertise in CBRN and policing, this post will require extensive experience in change management and multi-agency working. Changes are being made to the Model Response for CBRN incidents and the shape and size of the police response within this. These changes will need to be tested, validated and embedded and the Centre will play a crucial role in achieving this. These changes, along with the Joint Emergency Service Interoperability Programme (JESIP), will have a significant impact upon the work and future role of the Centre and its staff, and the Deputy Head of Centre will work closely with the Head of Centre, Home Office, ACPO and College of Policing in managing this change effectively. The post holder will also be responsible for the day-to-day management and co-ordination of activities in all PN CBRN C business areas. Key Accountabilities Oversee the running of all Centre business areas; Capabilities, Operations and Training, including Testing & Exercising, Performance and Administration, ensuring objectives are delivered and value for money achieved in line with the Centre Business Plan. Manage immediate reporting staff, including completion of annual PDRs, identification of welfare, developmental and training needs and to participate in recruitment processes as necessary. As directed by Head of Centre, effectively and efficiently manage the Centre through changes in CBRN response policy. On behalf of the Head of Centre, represent UK CBRN policy and the Centre at senior tri-service and departmental stakeholder engagement events. Develop and maintain appropriate communication links with Home Office, ACPO, College of Policing, Police and multi-agency service stakeholders, promoting, sharing and developing the work of the PN CBRN C. Lead in all aspects of internal communication across the PN CBRN C. Maintain and establish new links with the international CBRN response community where appropriate and as determined by OSCT and the Head of Centre. As directed by the Head of Centre, work with ACPO to develop relevant processes; policy; and oversee procurement arrangements that will underpin the delivery of the CBRN response strategy. Support the Head of Centre in delivering CBRN policy, doctrine and guidance nationally..

2 Additional Requirements Commit to maintaining Continuous Professional Development appropriate to the management and leadership role held within Centre. There will be a requirement to form part of the Duty Manager on call cadre National and or international travel may be required including occasional working or travelling at weekends Understanding of Policy on Equal Opportunities, Health and Safety and Data Protection and to comply with the legislation and the standards of good practice. To hold a valid UK driving licence and be qualified to drive police vehicles for emergency response purposes during periods of on-call or be prepared to undergo appropriate response driver training. It is essential that the applicant currently holds, or is prepared to undertake immediately upon appointment, DV Strap 2 security clearance. It is essential that the applicant is prepared to undertake the CBRN Strategic (Gold) Commanders course at the earliest opportunity after appointment. From time to time the post holder may be asked to undertake other duties as required, which are not necessarily specified in the job description, but which are commensurate with the grade/rank of the post. The job description may also be amended from time to time within the scope and general level of responsibility attached to the post.

3 Role Profile Part Two Education/ Qualifications Preferred Accredited Silver / TFC within any of the following disciplines CBRN, Firearms or Public Order Experience Required Up-to-date knowledge of CBRN policy, strategy, tactics & techniques across government departments and experience of operating within the multi-agency environment. Proven, demonstrable experience of change management, multi-agency working and of managing multiple teams/projects. Experience in managing challenging projects with a diverse range of stakeholders. Demonstrable experience of budget management. Excellent communication skills, managing relationships and communications at a strategic or national level Up-to-date knowledge and/or experience across CT and operational policing Approved by Personnel/Admin Manager Date

4 Role Profile Part Three CBRN Deputy Head of Centre ( Chief Inspector or ES Equivalent) Essential Competencies for the post (PPF) Decision making Gathers, verifies and assesses all appropriate and available information to gain an accurate understanding of situations. Considers a range of possible options, evaluating evidence and seeking advice where appropriate. Makes clear, timely, justifiable decisions, reviewing these as necessary. Balances risks, costs and benefits, thinking about the wider impact of decisions. Exercises discretion and applies professional judgment, ensuring actions and decisions are proportionate and in the public interest. Leadership Leading change Positive about change, adapting rapidly to changing circumstances and encouraging flexibility in others. Identifies and implements improvements to service delivery, engaging people in the change process and encouraging them to contribute ideas. Finds more cost-effective ways to do things, taking an innovative approach to solving problems and considers radical alternatives. Leading people Inspires people to meet challenging goals, maintaining the momentum of change. Gives direction and states expectations clearly. Talks positively about policing, creating enthusiasm and commitment. Motivates staff by giving genuine praise, highlighting success and recognising good performance. Gives honest and constructive feedback to help people understand their strengths and weaknesses. Invests time in developing people by coaching and mentoring them, providing developmental opportunities and encouraging staff to take on new responsibilities. Managing performance Translates strategy into specific plans and actions, effectively managing competing priorities with available resources. Takes a planned and organised approach to achieving objectives, defining clear timescales and outcomes. Identifies opportunities to reduce costs and ensure maximum value for money is achieved. Demonstrates forward thinking, anticipating and dealing with issues before they occur. Delegates responsibilities appropriately and empowers others to make decisions. Monitors progress and holds people to account for delivery, highlighting good practice and effectively addressing underperformance. Professionalism

5 Acts with integrity, in line with the values and ethical standards of the Police Service. Acts on own initiative to address issues, showing energy and determination to get things done. Takes ownership for resolving problems, demonstrating courage and resilience in dealing with difficult and challenging situations. Upholds professional standards, acting as a role model to others and challenging unprofessional conduct or discriminatory behavior. Asks for and acts on feedback, learning from experience and continuing to develop own professional skills and knowledge. Remains calm and professional under pressure, defusing conflict and being prepared to make unpopular decisions or take control when required. Public service Demonstrates a real belief in public service, focusing on what matters to the public and will best serve their interests. Ensures that all staff understand the expectations, changing needs and concerns of different stakeholders, and strive to address them. Builds confidence by actively engaging with different partners and stakeholders. Identifies the best way to deliver services to different stakeholders and customers. Understands partners' perspectives and priorities, and works co-operatively with them to deliver the best possible overall service to the public. Working with others Builds effective working relationships with people through clear communication and a collaborative approach. Maintains visibility by regularly interacting and talking with people. Consults widely and involves people in decision-making, speaking to people in a way they understand and can engage with. Treats people with respect and dignity regardless of their background or circumstances, promoting equality and the elimination of discrimination. Treats people as individuals, showing tact, empathy and compassion. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively, and fully commits to team decisions. Delivering Value for Money Achieves the best return on investment and delivers more for less on specific budgets by managing resources and maximising the use of assets Balances policy aspiration and delivery, outline risk and benefits of different options to achieve value for money ensuring all submissions contain appropriate financial information Weighs up priority and benefits of different actions and activities to consider how to achieve cost effective outcomes Works with financial processes and tools to evaluate options and ensure financial and management information are accurately reflected in business plans.