Deputy Chief Constable Job Description and Requirements

Transcription

1 Deputy Chief Constable Job Description and Requirements

2 Job Description and Requirements Accountable to: East Midlands Regional Chief Constables Location/work base: The majority of work will be carried out from EMSOU Headquarters, in the vicinity of Junction 27 of the M1. The nature of the work will also require significant travel throughout the East Midlands and across the UK. Job purpose and scope To support the five Chief Constables in the East Midlands Region and to direct and control regional assets in line with the East Midlands Police and Crime Commissioners Joint regional policing plan. Provide inspirational leadership and strategic direction for the regional units. To lead a challenging agenda for change, efficiency, and innovation and to deliver an effective and citizen focused policing service with the aim of improving productivity, public safety and public confidence in policing across the Region. Overall responsibility for the management of the business change agenda for regional assets. It is expected that the role and responsibilities of this post will increase to include new and developing areas of collaborative working across the East Midlands region Core work areas 1. To assume Command responsibility for the specialist operational assets of the East Midlands region and provide inspirational leadership and direction to the workforce. 2. Lead, manage, develop and motivate the staff across counter terrorism, serious and organised crime, specialist and covert intelligence, major crime and forensics investigation. 3. To manage senior stakeholder relationships, particularly with government, national police agencies and senior partners. 4. As a member of the regional NPCC team to contribute to the vision, strategic direction and organisational development of the region, to develop regional policy and improve overall performance. 5. Ensure the development of the annual plans for EMSOU, EMCTIU and the East Midlands police collaboration outlining objectives and performance targets; financial resources expected to be available; the proposed allocation of the resources and the business benefits to be delivered through collaborative working.

3 6. Ensure that specialist regional resources are used effectively and efficiently with the aim of maximising performance and improving service delivery within the framework of achieving more with the same or the same with less. 7. Work in partnership with other agencies, regions and forces to protect the public, prevent and reduce crime, so improving safety and confidence within the East Midlands communities by proactively supporting the regional agenda with the aim of providing improved, efficient policing services to benefit those communities. 8. Positively promote the East Midlands region and develop the profile at local, regional and national levels. 9. Provide strategic leadership for diversity, including leading the mainstreaming of diversity into regional activity to improve accountability and performance in this area. 10. Provide strategic leadership in Health and Safety in line with legislation and the national Strategy for a Healthy Police Service, making sure through line managers that a positive health and safety culture is evident across the regional assets managed. Required Qualifications: Essential Successful completion of the Strategic Command Course. Hold the rank of Assistant Chief Constable or Commander Desirable Accredited in the following areas: Strategic Firearms Command, MAGIC, CBRN, SIO, APOC Required Experience: Substantial experience is required of taking a strategic perspective and developing strategies that manage the internal and external expectations and influences on the organisation. Experience of developing strategic responses to the national agenda. Experience of developing and maintaining strategic partnerships that support the national agenda, local operational issues and the complexities of policing diverse communities. Experience of influencing organisational culture and its impact on performance and behaviours.

4 Required Personal Qualities: Emotionally aware Seek to understand the longer-term reasons for organisational behaviour. This enables you to adapt and change organisational cultures when appropriate. Actively ensure a supportive organisational culture that recognises and values diversity and wellbeing and challenges intolerance. Understand internal and external politics and able to wield influence effectively, tailoring actions to achieve the impact needed. Able to see things from a variety of perspectives and use this knowledge to challenge your own thinking, values and assumptions. Ensure that all perspectives inform decision making and communicate the reasons behind decisions in a way that is clear and compelling. Take Ownership Act as a role model, and enable the organisation to use instances when things go wrong as an opportunity to learn rather than blame. Foster a culture of personal responsibility, encouraging and supporting others to make their own decisions and take ownership of their activities. Define and enforce the standards and processes that will help this to happen. Put in place measures that will allow others to take responsibility effectively when you delegate decision making, and at the same time helping them to improve their performance. Create the circumstances (culture and process) that will enable people to undertake development opportunities and improve their performance. Take an organisation-wide view, acknowledging where improvements can be made and taking responsibility for making these happen. Collaborative Politically aware and understand formal and informal politics at the national level and what this means for our partners. This allows you to create long-term links and work effectively within decision-making structures. Remove practical barriers to collaboration to enable others to take practical steps in building relationships outside the organisation and in other sectors (public, not for profit, and private). Take the lead in partnerships when appropriate and set the way in which partner organisations from all sectors interact with the police. This allows the police to play a major role in the delivery of services to communities. Create an environment where partnership working flourishes and creates tangible benefits for all.

5 Deliver, Support and Inspire Challenge yourself and others to bear in mind the police service s vision to provide the best possible service in every decision made. Communicate how the overall vision links to specific plans and objectives so that people are motivated and clearly understand our goals. Ensure that everyone understands their role in helping the police service to achieve this vision. Anticipate and identify organisational barriers that stop the police service from meeting its goals, by putting in place contingencies or removing these. Monitor changes in the external environment, taking actions to influence where possible to ensure positive outcomes. Demonstrate long-term strategic thinking, going beyond personal goals and considering how the police service operates in the broader societal and economic environment. Ensure that decisions balance the needs of your own force/unit with those of the wider police service and external partners. Motivate and inspire others to deliver challenging goals. Analyse Critically Balance risks, costs and benefits associated with decisions, thinking about the wider impact and how actions are seen in that context; think through what if scenarios. Use discretion wisely in making decisions, knowing when the tried and tested is not always the most appropriate and willing to challenge the status quo when beneficial. Seek to identify the key reasons or incidents behind issues, even in ambiguous or unclear situations. Use knowledge of the wider external environment and long-term situations to inform effective decision making. Acknowledge that some decisions may represent a significant change. Think about the best way to introduce such decisions and win support. Innovative and Open-Minded Implement, test and communicate new and far-reaching ways of working that can radically change our organisational cultures, attitudes and performance. Provide space and encouragement to help others stand back from day-to-day activities, in order to review their direction, approach and how they fundamentally see their role in policing. This helps them to adopt fresh perspectives and identify improvements. Work to create an innovative learning culture, recognising and promoting innovative activities. Lead, test and implement new, complex and creative initiatives that involve multiple stakeholders, create significant impact and drive innovation outside of your immediate sphere. Carry accountability for ensuring that the police service remains up to date and at the forefront of global policing.