Senior Transformation Programme Manager

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Job description

Summary

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.

Package:

• 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

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 and this can be arranged.

Rydym yn croesawu ymgeiswyr i ymgeisio am rolau trwy gyfrwng y Gymraeg fel eu dewis iaith.

Main Responsibilities

Leadership:

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