Job Introduction
The purpose of this senior leadership role is to lead delivery of the IOPC Transformation programme. The post holder will have primary responsibility for successful delivery of the required outcomes of the programme, including the establishment of appropriate governance and assurance, monitoring progress, managing risks and issues and ensuring the business readiness for change.
The Senior Transformation Programme (STP) Manager will lead and manage the day-to-day running of the programme, maintain oversight of the programme to ensure delivery is on track, monitoring progress, controlling investment, helping to identify and deal with issues, providing reports and managing resourcing.
The STP Manager should work effectively and collaboratively with others across the organisation, understanding their pressures and challenges, aligning priorities in order to deliver programme objectives. They will also need to develop streamlined structures and processes that are clear, focused, and easily understood to optimise clarity of accountability and supports effective delivery.
The STP Manager will need to develop a clear programme narrative, including a benefits case that can be shared with external stakeholders and staff as well as develop and implement an approach to managing transformation and effective engagement across the IOPC.
What does transformation mean to the IOPC?
Transformation programmes are extremely challenging in any environment, particularly as we face the delivery challenge of leaving the European Union. But we have recognised the need to work together across government, to share experience and learn collectively to improve our delivery capability and capacity. The IOPC transformation programmes will do at least one of following:
- transform services for citizens, which often requires people and businesses to interact with government in new ways
- make government more efficient, by reducing the costs of delivering services and improving our internal processes
- implement new policy, often to achieve a very long-term outcome
Our transformation programmes are different in their nature from traditional major projects and invariably need multiple interdependent elements to be delivered concurrently. In addition to the drivers for transformation set out above, many also feature the following characteristics:
- implementation of new operating models, which means that new business processes need to be delivered in multiple phases while continuing to maintain legacy services
- organisation redesign and culture change, which results in new organisational structures and expectations around staff adapting to new ways of working
- location change, through estates rationalisation to deliver efficiencies or changing where services are delivered to improve the user experience by co-locating services and teams
- highly digitally enabled, designing, and delivering new digital front-end services or improving the back-end systems services rely on
Transformation is not about working harder – it is about radically rethinking how we work and think. Understanding user needs and designing our services round them, being proportionate – doing what we need to do to get to the right outcome and no more, willing to take more risks in our work and looking critically at our processes for waste and opportunities where technology can make our work easier.
It will mean doing things very differently and doing different things. We will need to become much more agile to respond to our capacity and priorities, for example moving away from a regional approach to our work but one which is centralised nationally. To truly transform we need to deliver change in lots of areas:
- Proportionality - by being much more proportionate in what we do and removing bureaucracy we can release capacity. For example, this might mean using the outcome we want to achieve to drive the work we select.
- Risk appetite - by increasing our willingness to take well informed risks we can enable more opportunities for improvement across the business, encouraging decision-making to take place at the right levels, and colleagues to consider more innovative approaches to meeting service user needs.
- Technology - implementation of our Case Management System and EDRMS systems are already giving us far more control of our technology. Beginning to identify opportunities to automate tasks or apply artificial intelligence will allow us to free up colleagues’ capacity to focus on the work only they can do: for example helping staff to read through extensive background papers or taking multiple data sources and summarising into reports or templates.
- Waste - no process is perfect and every one has waste in it. We have made good progress in becoming more efficient, for example: the triaging of reviews within Casework to identify those with certain characteristics that can be fast tracked has been one of the main contributors to productivity improvements over the last year. There will be so many more areas where those doing the roles know where there are more efficient ways of doing things.
- Data - our data needs to work for us, not the other way round. Our data design work has already identified examples where we can streamline.
- Culture- Understanding our current organisation culture and being clear about the shared values, beliefs and behaviours we require to transform and deliver brilliantly
We all need to challenge how we currently do things and understand what is standing in the way of our ambition.
Application and assessment process
This vacancy is using Success Profiles, to find out more, please click here. As part of the application process, you will be asked to complete 4 sift questions based on the essential criteria. We'll assess you against these Level 4/Civil Service Grade 6 behaviours during the application process.
*Leadership
*Change and improving
Throughout the recruitment process we may also assess your Experience, Strengths, Technical skills and Values.
For candidates who are invited to the next stage, you will be informed which behaviours will be assessed at a later stage.
Anticipated interview dates are likely to be on 5 December 2024 via MS Teams. Please note, this date may change.
Main Responsibility
Leadership:
- Functional leadership: Leading a multidisciplinary team working in a matrix environment and building strong relationships across team/business area/departmental/ boundaries with clear evidence of the ability to deliver through others. An ability to build network of influence, formal resource management and direction of teams. Able to build effective teams, flex and deploy appropriate resource, underpinned by active delegation and the development of individual and team performance.
- Leadership vision and objectives – Create an environment in which projects can succeed – working effectively together and managing dependencies. Delivering benefits and outcomes set out in business cases.
- Guidance – Provide direction and guidance on development to team and more broadly across IOPC including to SROs of key programmes.
- Resource management – Build and maintain a strong delivery-focused programme team. Provide leadership and direct larger multi-disciplinary teams to deliver successfully.
Communication and engagement:
- Communications and stakeholder management – Ensure stakeholder interests are identified and addressed. Segment and manage multiple stakeholder groups appropriately in complex environments. Build consensus across a large and often diverse group of stakeholders and develop strategic relationships with internal and external suppliers. Work closely with the SRO to co-manage senior stakeholders.
Working collaboratively:
- Strong relationship management, interpersonal, communication and influencing skills, with the ability to operate and build effective relationships at all levels within an organisation particularly at Director level and above and across business areas. Understanding stakeholders’ drivers and behaviours, utilising these to deliver on the programme’s aims.
Programme management:
- Business case –leading development and maintenance of Programme business case, aligning with senior stakeholders and agreeing through Programme Board / SRO / Management Board.
- Risks and issues – Accountable for ensuring strategic and operational risks and issues are identified, prioritised, assessed and mitigated. Ensure senior stakeholders are briefed, updated and where appropriate, enrolled in the management and control of key risks. Identify and engage specialists as appropriate.
- Benefits realisation – Provide strategic leadership in monitoring benefit delivery and to maximise benefits from the programme.
- Programme performance and controls – Responsible for identifying success criteria, set project controls and be accountable for performance. Monitor and control progress, engage fully with any IPA assurance and GIAA audits and respond to recommendations.
- Dependency management – Quality Assuring the dependency management process, working with senior stakeholders to resolve issues and acting as a link between the programme and business governance.
Finance and budget:
- Budget management – accountable for a delegated budget to deliver the programme. Managing within agreed tolerances. Ensuring projects and programmes within the programme are operating within budget and agreed tolerances.
Other:
- Actively promote the IOPC values.
Key Contacts
- Director of Transformation
- SROs (Senior Responsible Officer) for the key programmes of change
- Executive Director of Investigations and Oversight, Executive Director of Strategy, Comms and Engagement
- Director General
The Ideal Candidate
Essential Experience and Skills
- Delivery: A high degree of personal resilience, tenacity and focus on outcomes. Able to navigate often complex and demanding regulatory, commercial and political landscapes, all the time maintaining a dynamism with a focus on achieving measurable and impactful results delivering excellent customer value. Able to contribute strategically across IOPC as part of the corporate leadership network as well as deliver vertically on functional objectives.
- A Project Delivery Professional – substantial senior level programme and project management experience in major change or transformation programmes.
- Demonstrable experience of managing a portfolio of projects from start to finish.
- Delivering within a structured environment and capable of deriving innovative and creative solutions to problems.
- Successfully leading a virtual ‘team’ from across functional or organisational boundaries to deliver high quality outputs.
- Experience of substantial stakeholder management in a complex organisational environment.
- Be someone who effectively plans, prioritises, and manages the delivery of complex projects or activities to achieve long-term strategic objectives.
- An experienced change leader, capable of creating and delivering strategic plans, coordinating and meeting demands from multiple stakeholders.
- Demonstrable experience of managing teams with an ability to motivate and lead a team effectively, setting clear objectives to manage performance and strategic direction.
- Strong leadership style, with self-awareness and the ability to influence, motivate and lead effectively across an organisation with a diverse set of stakeholders.
- Demonstrable commitment to learning and using established project management methodologies to enable successful delivery.
Desirable Experience
- Delivered programmes within a regulatory or public sector environment.
Essential Technical
- Technical PPM: A deep understanding and experience of Complex Programme Delivery through the end to end project lifecycle, from strategy, through initiation to delivery with a proven track record of managing large- scale, high value, complex property investment projects and programmes with a focus on new build and refurbishment commercial office projects. This should be on a national level, within a highly complex multi-client environment, driven by a culture of excellence in customer service.
- Educated to degree level in a relevant discipline (e.g. Project Management) or able to demonstrate significant knowledge experience at a comparable level.
- One or more of the following:
- Managing Successful Programmes Practitioner
- Managing Successful Programmes Advanced Practitioner
- P3O Practitioner
- APM Chartered Professional Qualification
- Major Projects Leadership Academy
- Practitioner level in the Government Project Delivery Accreditation
The role requires clearance to BPSS /
National security vetting: clearance levels - GOV.UK (www.gov.uk)
Reasonable Adjustments
- Extra time for presentations or interview questions
- Formatting changes such as colours for text or background on written assignments
- Questions presented in writing during interviews
If you require any reasonable adjustments to our recruitment process, please email recruitment@policeconduct.gov.uk
Package Description
- 27.5 days paid annual leave (increasing with service to 32.5 days)
- Options to carry over, buy or sell annual leave
- Civil Service pension
- Civil Service maternity leave package
- PAM employee assistance programme
- Access to Civil Service Sports Council (CSSC) membership
- Cycle to work scheme
- Opportunity to enjoy the latest home and electronics in a more affordable way provided by Vivup
- Car Leasing Scheme
- Staff networks focused on each of the protected characteristics – run for staff, by staff:
- Enable Network
- Welsh Network
- Pride and LGBTQI+ Network
- Sex and Family Network
- Race, Religion and Belief Network
- Age Network
- Learning and development tailored to your role
- An environment with flexible working options
- A culture encouraging inclusion and diversity behaviours
Additional Information:
The IOPC is not eligible to participate in the Civil Service transfer process, therefore successful candidates will not be able to transfer to the IOPC on their existing terms and conditions.
The IOPC does not participate in the UK Visa Sponsorship Scheme therefore, candidates will have to provide evidence of their Right to Work in the UK if offered a role with us.
This role is exempt from the Rehabilitation of Offenders Act 1974, therefore a standard Disclosure and Barring Service (DBS) check will be carried out for the successful candidate during the pre-employment process.
Any move to the Independent Office for Police Conduct from another employer will mean you can no longer access childcare vouchers. This includes moves between government departments. You may, however, be eligible for other government schemes, including Tax Free Childcare. Determine your eligibility at https://www.childcarechoices.gov.uk
Although we are currently unable to guarantee a longer or more permanent contract, if the role can be extended or made permanent, the successful post holder may be offered the role firstly without further interview.
Emotional Consideration:
In performing this role, you may have occasional exposure to distressing material which will likely be impactful, traumatic and challenging. Given the nature of the work, it is also possible that you will have contact with individuals who are experiencing extreme distress. The IOPC recognises this and offers all staff a range of wellbeing provisions, including TRiM (Trauma Risk Management) peer-to-peer support, a dedicated Wellbeing Advisor, and access to free confidential counselling. All staff are strongly encouraged to proactively access and engage with the support available. If you would like to speak about this element of the role with somebody already doing similar work at the IOPC, please contact humanresources@policeconduct.gov.uk and this can be arranged.
Rydym yn croesawu ymgeiswyr i ymgeisio am rolau trwy gyfrwng y Gymraeg fel eu dewis iaith.
About the Company
As a completely independent organisation, the IOPC seeks to uphold the rights of the public and investigate the most serious matters, including deaths following police contact, to promote learning and influence change in policing. The IOPC is an organisation steeped in history, influenced by significant figures such as Stephen Lawrence and Sir William Macpherson. We are looking for people to uphold our core values, and in return we will give you a supportive and inclusive work environment to flourish in.
Be yourself
The IOPC is committed to promoting equality and valuing diversity in everything we do. Our vision is to be, and to be seen as, a leader in inclusive employment and services, demonstrating this ethos in everything that we do.
- As a silver standard Stonewall employer, we continue to commit to being a LGBTQ+ employer through the work of our Pride LGBTQ+ Staff Network, creating welcoming environments for lesbian, gay, bi and queer people.
- We are pleased to share that we are a signatory of the Business in the Community Race at Work Charter. The Charter is composed of five calls to action for leaders and organisations across all sectors.
- Being a Disability Confident employer, the IOPC is dedicated to removing the barriers for disabled people to thrive in the workplace.
- Our Staff Networks are constantly working to make the IOPC the leaders of inclusive employment, from our Allyship Programme to Welsh Language Standards and our Know the Line Policy, we are constantly seeking new ways to create an environment for all to develop and thrive.
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