Head of Kent & Essex Estate Main purpose of the role: management of the joint Essex Status:

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1 Job title: Head of Kent & Essex Estate Main purpose of the role: Services Grade: SPS 9 Lead and direct the strategic Role code: E40835 management of the joint Essex Status: Police Staff Police & Kent Police estate and property strategy and business plan, acting as the principal property adviser to Chief Officers and Police & Crime Commissioner (PCC) of both forces, directing and managing all aspects of strategic estates planning, new builds, major refurbishments, upgrades, acquisitions, disposals, conversions and other property projects, directing the green environmental strategy, and managing revenue and capital property budgets for Kent & Essex, in order to ensure the effective and efficient use of both forces property resources, ensuring that the police estate is fit for purpose for 21 st century policing and supports the target operating models of both forces. Main responsibilities: - Act as the principal professional property adviser for Essex & Kent Police and the Essex and Kent Police and Crime Commissioners, establishing an effective interface with Government departments, local councils, wider partners and the general public, in order to ensure that the police estate is fit for purpose and supports delivery of the priorities set out within the Essex and Kent Police and Crime Plans and the Essex and Kent force control strategies, - To lead on the estate transformation portfolios within both the Kent and Essex police strategic change programmes, ensuring that police estates programme is closely aligned with the ICT change programmes and both forces Target Operating Models. - To promote an awareness of the Force estates strategy and other property issues affecting the operation of the police service in general, proactively communicating these to both forces to ensure that the police estate is effectively led and managed. - To lead on both forces estates rationalisation programmes, ensuring delivery of the disposals portfolio in line with agreed targets and timescales and delivery of agreed capital receipts, which is a key priority for both forces.

2 - Provide professional valuation and estate management services, implementing and managing a programme of acquisitions and disposals arising out of property and service reviews, negotiating complex legal agreements in conjunction with Legal Services, in order to meet proposed developments and targets for capital receipts; including the provision of advice, guidance and appropriate levels of professional support to senior managers throughout the Force. - Direct and manage all aspects of all new builds, major refurbishments, upgrades, conversions planned major property maintenance, CCTV and reactive repairs, developing a rolling programme of works, revising and prioritising works adhering to financial and contractual guidelines taking into account the quality and timeliness of all activities and compliance with relevant legislation e.g. Equality Act for disability discrimination issues etc., instigating remedial actions if required and authorising payments as necessary, in order to ensure that projects are delivered to time within agreed budgetary / contractual arrangements. - Act as the principal property adviser in respect of the management of any outsourced or contracted property services on behalf of both forces, drawing up and revising specifications, assessing tenders, leading on the selection of the successful contractor, monitoring the progress and quality of resulting work, instigating remedial actions as required, in order to ensure that Essex & Kent are provided with services which meet their needs and provides value for money. - Direct, review and implement the green environmental property strategy for both forces, establishing key controls and standards taking account of best practice and recommended guidelines for all aspects of property design, utilisation and associated services i.e. building sustainability, incorporating these considerations into specifications for proposed new builds and refurbishments, in order to reduce energy consumption and carbon emissions and contribute to the conservation of the environment. - Prepare and monitor revenue and capital budgets related to property, including reviewing the utility services provided to Kent & Essex and rates charged by local authorities, in order to ensure that adequate financial resources are available for use on works programmes, that expenditure is cost effective and contained within approved budgets and ensure delivery of savings plans designed to meet reduction arising from Spending Review In developing the shared estates Property Services function, manage and motivate team and individual performance, providing direction and leadership, participating in recruitment and selection, undertaking staff appraisals, addressing welfare, capability and discipline issues, advising on personal development, training and coaching, including the quality assurance, dip testing, assessment, allocation and throughput of work to enhance individual and team competencies, in order to maximise performance from individuals, enable a consistent high quality performance and ensure that a professional and efficient service is provided at all times. - Define, review, monitor and maintain standards for all property related matters, including acquisition and disposal of property, design, repair and maintenance of buildings, effective utilisation of property resources, performance benchmarking, environmental considerations, quality assurance and commissioning of work, to ensure that the available property resources meet the operational needs of the Force; including the development and provision of essential estate management information to guide and inform decision-making. - January 2017

3 Vetting level: Management vetting req. Special Requirements: The Head of Essex & Kent Estate Services will possess a degree or equivalent qualification in an Estate Management or Construction discipline together with a professional property qualification. Ideally the post holder will also hold a Masters Degree in Property Law or equivalent. The post holder will be either a Chartered Member of the Royal Institution of Chartered Surveyors (RICS) or a Chartered Member of the Chartered Institute of Buildings (CIOB) and will be multi-skilled with a minimum of 5-10 years- experience of general estate management and valuation as well as significant knowledge of and practical involvement in construction and property development, planning and valuation. In addition, the post holder will be required to produce an auditable record of at least 30 hours Continuous Professional Development per year. He/she must be able to demonstrate a wide range of experience preferably covering work in both the public and private sector at a senior management level including exposure to commercial markets. He/she will be able to show experience of strategic thinking and evidence of being able to drive change through the development and implementation of the estate strategy for both Essex and Kent Police. The post holder will be proactive, dynamic and have the presence and credibility to deliver against the key result areas within this role. The post holder must be an excellent negotiator and have previous experience in drawing up, negotiating and managing contract specifications. The possession of high level inter-personal, influencing, analytical, creative and communication skills are also essential for working with Chief Officers and PCCs from both forces, external organisations, contractors and suppliers. The Head of Essex & Kent Estate Services must also possess the ability to motivate and manage all the staff working under his/her direction across both counties. Personal qualities: Decision Making (Senior Manager) Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists. Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly, and the interrelationship between different factors. Considers the wider implications of different options, assessing the costs, risks and benefits of each. Makes clear, proportionate and justifiable decisions, reviewing these as necessary. Professionalism (Senior Manager) Acts with integrity, in line with the values and ethical standards of the Police Service. Delivers on promises, demonstrating personal commitment, energy and drive to get things done. Defines and reinforces standards, demonstrating these personally and fostering a culture of personal responsibility within the operational unit. Asks for and acts on feedback on own approach, continuing to learn and adapt to new circumstances. Takes responsibility

4 for making tough or unpopular decisions. Demonstrates courage and resilience in difficult situations, defusing conflict and remaining calm and professional under pressure. Serving the Public (Senior Manager) Promotes 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 communities, and strive to address them. Builds public confidence by actively engaging with different communities, agencies and strategic local stakeholders, developing partnerships and ensuring people can engage with the police at all levels. Understands partners' perspectives and priorities, and works co-operatively with them to deliver the best possible overall service to the public. Working with Others (Senior Manager) Builds effective working relationships with people through clear communication and a collaborative approach. Maintains visibility to staff and ensures communication processes work effectively throughout the operational unit. 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 benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively, and fully commits to team decisions. Leading Change (Senior Manager) Establishes a clear future picture and direction for the operational unit. focused on delivering the force vision and strategy. Identifies and implements change needed to meet force objectives, thinking beyond the constraints of current ways of working, and is prepared to make radical changes when required. Thinks in the long-term, identifying better ways to deliver value for money services that meet both local and force needs. Encourages creativity and innovation within the Operating Unit. Leading People (Senior Manager) Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and self-esteem. Creates enthusiasm and commitment by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development, giving honest and constructive feedback to help people understand their strengths and weaknesses, and invests time in coaching and mentoring staff. Managing Performance (Senior Manager) Creates a clear plan to deliver operational unit performance in line with force strategy and objectives. Agrees demanding but achievable objectives and priorities for the operational unit, and assigns resources to deliver them as effectively as possible. Identifies opportunities to reduce costs and ensure maximum value for money is achieved. Highlights good practice and uses it to address underperformance. Delegates responsibilities appropriately and empowers others to make decisions. Monitors progress and holds people to account for delivery. Technical skills: Budget Management (Level 6) Understands the principles of devolved financial management and demonstrates the ability to correctly interpret associated reports and information. Is able to accurately forecast budget outturns. Demonstrates knowledge of costing techniques that allow best value

5 comparisons to be made when evaluating proposals, projects, operations and business plans Estates - Capital (Level 7) Demonstrates seasoned professional skills and exercises a major influence on the Force's capital programme policies and strategy. Advises senior managers in optimising the operational and financial value to the Force of all capital assets, disposals and acquisitions. Estates - Management (Level 6) Understands the principles of estates / property management and related financial and project management, and demonstrates the ability to correctly interpret associated reports and information and manage the estate. Is able to advise and influence senior managers on policy choices and best practice. Estates - Revenue (Level 7) Not applicable. Level 6 is the highest level for this skill. Health & Safety (Level 5) Has received training which enables the effective completion of risk assessments and Health and Safety inspections of premises. Identifies defects or hazards and takes action to resolve any apparent health and safety issues within an area or department. Fully accepts responsibility for the safety of members of staff, as well as visitors and contractors. Monitors the application of health and safety related procedures for the area or department. Possession of a certificate level qualification in Health and Safety is desirable. Know. of Police Environment & Policy (Level 6) Possesses a broad and wide ranging knowledge of the police service, legislation and policy which is consistent with the demand for strategic influence in respect of particular areas of activity. Will have formed a reliable network of contacts, nationally and locally, which can be used to support and enhance developmental initiatives. Mgmt of Police Information (MOPI) (Level 5) Provides advice and guidance to staff to ensure a full understanding and compliance with Kent Police information management strategy. Quality assures staff to ensure full compliance, highlighting failings and taking appropriate action as required. Ensures training and/or refresher training is provided and completed. Ensures that systems are correctly linked together to ensure effective management and recording of information across systems. Quality assures information held on that system(s). Complies with relevant policies and procedures in respect of prioritisation, sanitisation, dissemination, sharing, relevancy, accuracy, adequacy and timeliness. Office Technology (Level 4) Demonstrates advanced skills in the use of one or more office software products Able to use these packages to enhance the quality or presentation of work required within the role. Manages data files and file structures. Provides on the job training and guidance to other staff in the use of specific or specialist software, if required. Familiar with established IT rules and protocols and shows a good understanding of data protection requirements. Project Management (Level 5) Able to initiate project plans and procure resources for projects which span Division or Departmental boundaries. Able to use estimating techniques and develop risk management approaches. Demonstrates an in depth and practical understanding of how to maximise the effectiveness of project teams. Able to prioritise activities within the project. Effectively controls costs and project budgets. Able to liaise with business sponsors and fully understands the business issues and impact on benefits management.

6 Risk Management (Level 6) Able to anticipate, accurately define and establish the relative level of risk arising from events likely to affect the Force and its relationship with local communities. Responsible for addressing or accepting tactical vulnerabilities in the context of achieving local Force objectives; balancing multiple, potentially competing risks; and implement changes to policies, working practices and standard operating procedures as required. Identifies and challenges risks arising from collaborative and partnership arrangements. Has an appreciation that seizing opportunities also generates risks. National Occupational Standards: