DORSET AND WILTSHIRE FIRE AND RESCUE AUTHORITY JOB DESCRIPTION: CHIEF FIRE OFFICER

Transcription

1 Job Purpose DORSET AND WILTSHIRE FIRE AND RESCUE AUTHORITY JOB DESCRIPTION: CHIEF FIRE OFFICER As the Head of Paid Service the Chief Fire Officer is responsible and accountable to Dorset and Wiltshire Fire and Rescue Authority. The core purpose of this role is to act as the Principal Advisor to the Fire Authority in order for the Fire Authority to provide an effective and efficient Fire and Rescue Service in accordance with all statutory, legal and other obligations. The Chief Fire Officer is responsible for supporting members and working with stakeholders to develop and deliver the vision, priorities and objectives. In particular, the Chief Fire Officer will support and advise on key business decisions, Service strategy and organisational performance. The Chief Fire Officer will establish a framework for management direction, style, culture and standards, being a champion of change, innovation and excellence. The role is responsible for providing strategic leadership, coordination and effective management of resources to ensure the highest standards of prevention and service delivery across Dorset and Wiltshire. The post holder will perform operational command at Gold Strategic Command level and other emergency operational incidents as required. Main Responsibilities Leading operational risk 1 Assume command as required to resolve emergency operational incidents at Gold Strategic Command level at local, regional and national level ensuring that procedures for communicating at operational incidents are robust. Creating a vision and setting an overall strategy for the Service 2 Ensure the provision of an effective, efficient and sustainable Fire and Rescue Service to the communities of Dorset and Wiltshire in accordance with the requirements of the Fire Authority and all statutory, legal and other responsibilities. 3 Work closely with the Fire Authority, promoting relationships that encourage confidence and constructive challenge, ensuring that Members are reliably and timely informed of strategic issues affecting the Service. 4 Act as the Principal Adviser supporting Members to undertake their roles and make appropriate decisions working with political understanding, acknowledging the different political frameworks of each constituent authority. 5 Provide dynamic, visible leadership and strategic direction to achieve the vision of being safe, strong and sustainable by delivering differently to continually improve performance and to maximise all opportunities for further efficiencies. July Page 1 6

2 6 Champion the process of cultural and service transformation and ensure the process of change and integration of services is delivered effectively and, through collaboration with partners and agencies, and is continuously improved upon. 7 Instil confidence in all stakeholders, including other Blue Light services, the Local Authorities and other key agencies, by leading strategic partnerships to deliver new and innovative solutions to achieve improved outcomes and better levels of community safety and wellbeing. 8 Lead development of strategic corporate plans and ensure that the Integrated Risk Management Plan and business planning frameworks and strategies are in line with best practice and are embedded, widely consulted upon and fully implemented. 9 Develop strategies in response to new or amended national or European legislation or guidance and discharge commitments to the National Framework Document and successive iterations of such centrally issued documents. Identifying, securing and managing resources 10 Manage the overall financial budget of the Fire Authority and through the effective use of all resources develop and implement strategies to support corporate plans and respond to changes in internal and external demands. 11 Direct and manage operations to ensure the Service achieves high operational standards, and resources are available to respond, within prescribed standards and legal requirements, to any emergency that might occur within the designated area. 12 Lead fundamental reviews to ensure efficiency, economy and effectiveness of operational services and a customer focus in service provision encouraging business thinking and adoption of appropriate commercial practices in order to deliver large scale savings. 13 Lead and inspire a highly effective senior management team to deliver corporate objectives by creating an improvement focused culture introducing new solutions and transforming ways of working optimising on the opportunities to work with others. 14 Ensure that staff are well led, managed, engaged, motivated and performance orientated plus equipped with the required knowledge, skills, aptitude and attributes to deliver corporate plans including transforming and delivering services more effectively. 15 Foster and maintain high quality industrial relations with the respective bodies that represent the Service s employees and ensure appropriate policies exist to ensure compliance with standards of behaviour and codes of conduct from all staff. Reviewing the operating environment and the service delivered 16 Provide leadership and influence at national, regional and local level by strongly representing Dorset and Wiltshire Fire and Rescue Authority. July Page 2 6

3 17 Oversee the financial, risk, information and change management of the Service ensuring that effective plans are in place for all foreseeable challenges, both within the Service and as part of the Local Resilience Forums. Creating a culture that supports and values people 18 Promote core values by leading and championing an inclusive, equality and diversity culture ensuring that policies are upheld plus legal and ethical obligations are met. 19 Take overall responsibility for and engender a safety culture throughout the Service to ensure compliance with Health and Safety requirements and best practice. Monitoring the activities of the Service 20 Implement effective governance arrangements and ensure they are adhered to with underpinning robust policies, processes and procedures that demonstrate transparency, parity, scrutiny and challenge, accountability and public value. 21 Monitor standards of service delivery and champion measurement of organisational performance against corporate targets and plans set by the Fire Authority ensuring evaluation requirements are addressed in terms of preparation and assessment. Other duties 22 Carry out any other activities which fall within the broad purpose and scope of the responsibilities of the role and which are commensurate with the grade of the post. This job description may be amended from time to time and, in addition to the duties set out, the postholder may be required to undertake additional or other duties nationally, regionally and locally as required by Dorset and Wiltshire Fire and Rescue Authority. July Page 3 6

4 DORSET AND WILTSHIRE FIRE AND RESCUE AUTHORITY PERSONAL SPECIFICATION: CHIEF FIRE OFFICER Category Key Criteria (E = Essential D = Desirable) Requirements Qualified within the Fire and Rescue NJC Conditions of Service and associated National Occupational Standards to be a Brigade Manager. Hold a security clearance. Hold a current UK driving licence. Strategic level management qualification appropriate to the post. (D) Attendance on Strategic Command Course. (D) Corporate Membership of the Institution of Fire Engineers. (D) Substantial experience at Brigade Manager level of providing strategic leadership, command and support of fire operations. Leading operational risk Experience in providing strategic leadership and direction to resolve large complex incidents with considerable experience of contingency and emergency planning. Command and control operational incidents appropriate to the role, skilled in the planning, development and implementation of incident handling strategies. Successful working within a political environment with Members and government bodies responding to different perspectives with understanding of the wider political, economic and social environment. Sound understanding of the political landscape and proven ability to work effectively with elected members to develop practical and creative solutions to a range of strategic and operational issues that are politically and managerial sensitive. Creating a vision and setting an overall strategy for the Service Planning and leading organisational strategy through effective decision-making and analysis of risk to meet agreed aims and strategic objectives. Strong leadership skills to engage, encourage, enable and motivate others both within the organisation and externally. High level of communication, negotiation, diplomacy, influencing and advocacy skills demonstrating the ability to communicate clearly and effectively in interpersonal relations, industrial relations and with the media, both orally and in writing. Well developed interpersonal skills with the ability to create confidence in others and to be an ambassador for the new Combined Fire and Rescue Service. July Page 4 6

5 Adaptable to a changing social and political context and able to identify new opportunities and review and adapt strategic plans to benefit from innovation. Identifying, securing and managing resources Reviewing the operating environment and the service delivered Creating a culture that supports and values people Sound understanding of political, financial and resource implications for a large public organisation and achievement of managing budgets in a demanding arena. Ability to lead the new organisational structure, building the senior management team, delegating authority, engaging and working with geographically dispersed and diverse staff groups. Success in driving and managing strategic change and improvement programmes which cross service and/or professional boundaries with a wide range of partners and stakeholders. Successful track record of driving and managing change and seeking opportunities for implementing organisational effectiveness resulting in tangible improvements. Demonstrable record of driving change, improved organisational performance, significant efficiency savings and innovative new models of service delivery. Innovative approach to delivering public services, taking a broad view of stakeholders and partners and capitalising on the opportunities that presents. Business and commercial acumen to take the new organisation forward, including proven significant financial, corporate governance and information management awareness demonstrating effective strategic planning and the management of risk. Establishing and sustaining relevant and effective external stakeholder relationships locally, regionally and nationally. Strategic professional and managerial competence to plan, direct and comprehensively evaluate performance across the Service. Committed and able to develop self, teams and members of staff to improve organisational effectiveness including delivering services differently. Promote inclusion, equality and diversity principles and their implementation across the Service and a high standard of conduct, integrity and probity. Understand risk management and how it is applied within a proactive safety culture. Proactively generates positive relationships with elected Members, which generate confidence, respect and trust. July Page 5 6

6 Monitoring the activities of the Service Accessing information as a basis for key decisions Strong analytic skills and a creative and innovative approach to problem solving, including the ability to prioritise and manage conflicting pressures. Think critically and objectively when considering options for resolving complex problems to minimise risk including prioritising and managing conflicting pressures. Understanding of working with differing team cultures, with an awareness of the challenges of managing new ways of delivering within the pioneering Fire and Rescue Authority. Knowledge of the national, regional and local legal and operating environment of the Fire and Rescue Service plus national trends and the change agenda. Maintain a broad and far-sighted view of the environment and planned or potential changes both within and outside the sector. SFJ EFSM Units 1 EFSM1 Provide strategic advice and support to resolve operational incidents. EFSM4 Plan organisational strategy to meet agreed aims and objectives. EFSM5 Plan implementation of organisational strategy to meet objectives. EFSM7 Evaluate organisational performance against agreed measures. Elements 1.1 Evaluate service response to incident. 1.2 Advise and support those involved in resolution of the incident. 1.3 Liaise with media and other agencies to achieve strategic objectives. 1.4 Debrief following resolution of incidents. 4.1 Agree organisation aims, objectives and measures of performance with stakeholders. 4.2 Establish factors within internal and external operating environments that influence strategic direction and planning. 4.3 Secure resources required to meet stated aims and objectives. 4.4 Produce a strategic plan to meet agreed aims and objectives. 5.1 Develop and agree policies and processes to support achievement of organisation aims and objectives. 5.2 Establish and agree the optimum organisation structure to support achievement of aims and objectives. 5.3 Produce implementation plan to achieve organisation strategy. 7.1 Measure organisational performance against operational targets. 7.2 Measure the effectiveness of the organisation in achieving strategic goals. 7.3 Evaluate overall performance and take action to rectify actual or potential shortfalls. 1 For recruitment purposes July Page 6 6