Role Profile Golden Key Project Manager
Role Profile
Criminal Justice Project Manager
Second Step
9 Brunswick Square
Bristol
BS2 8PE
January 2018
Second Step is the lead agency in a partnership of organisations chosen by the Big Lottery Fund to deliver a programme in Bristol to support people with multiple and complex needs relating to homelessness, mental health, drug and alcohol problems and offending. The Programme’s aim is to find new ways of doing things for a group of people who traditionally find it difficult to access services. The focus of the programme is on achieving a lasting impact through cultural and system change. Second Step also provides good quality housing and support services to people with mental health and other related support needs.
The Golden Key
Golden Key is an eight-year £10 million Big Lottery funded partnership programme. A dynamic group of agencies and organisations together with individuals who have experienced homelessness, prison, long-term mental health issues, and drug and alcohol dependency are being led by Second Step. The groups are joining forces to unlock doors for people with multiple and complex needs who have up until now felt shut out of services.
The Role
This role will be employed by Second Step, within the Golden Key Programme Team, and working with a range of partners including the people with lived experience of criminal justice services, the Police Crime Commissioners Office, Ministry of Justice, Community Rehabilitation Company, National Probation Service, Police and Prisons.
1.0 JOB DESCRIPTION
The job description does not describe a comprehensive list of duties, rather a broader range of accountabilities and performance indicators. The role profile is subject to review and changes.
1.1 JOB PURPOSE
This role will be responsible for leading or supporting 3 specific criminal justice focussed project within a systems thinking, systems change methodology.
1.2 JOB CONTEXT
The Golden Key Programme is a system change programme with a range of delivery areas working to achieve change in Bristol for people with the most complex needs. People with lived experience are at the heart of all we do, they are involved in all aspects of our work and will be working with the post holder in the project delivery areas.
1.3 ORGANISATION
Immediate Supervisor: Performance and Contract Manager
Colleagues/Peers: Golden Key Programme team, criminal justice partners, Golden Key services and Second Step Managers.
Direct Reports: None
1.4 JOB ACCOUNTABILITIES: This role will work closely with the Golden Key Manifesto for Change team, delivering projects based on learning from the programme to date. The role will have three key work areas, these are outlined below.
Role Specific:
Delivering a clearly defined ‘Return To Prison’ project.
· To facilitate workshops with a group of criminal justice professionals from across a range of agencies
· To work closely with the Performance and Contract Manager to develop workshops to achieve the best results
· Create open feedback loops with workshop participants and people with lived experience to shape and improve delivery as work progresses.
· To support a positive group mentality, creating a community of practice who have a common narrative and are change-makers within their own systems.
· To deliver the project in line with learning from the Manifesto for Change Team and with input from other programme stakeholders.
· To support the sustainability of the learning from the project
· Identify opportunities which arise during the course of this work.
Develop a work-stream project identified within the Reducing Reoffending Strategy as: Developing a PIE/Trauma-informed approach to supporting people with complex needs following adverse experiences.
· To work with Golden Key Contract and Performance Manager and Programme Manager and other stakeholders to develop this project
· To deliver key priorities within the project, agreeing and achieving SMART goals.
· Utilise learning from the outcomes of this project to increase buy-in of trauma-informed approach across criminal justice services and wider stakeholder groups.
· Linking with the Golden Key PIE strategy which is currently under development.
Supporting planning and implementation for other projects: Golden Key is supporting the criminal justice partnership to respond to opportunities which emerge as governance and approaches change. This role will support this area with ad-hoc priorities, as agreed by GK programme manager
· Manage a complex workload and be able to respond and readjust workload if important opportunities emerge.
· Identify appropriate stakeholders and engage with emerging opportunities.
· Undertake administrative and/or coordination responsibilities as required.
General Values:
§ To ensure excellent customer service, and that service users have a strong voice and contribution through influencing, involvement activities and co-production.
§ To ensure that safeguarding principles are upheld.
§ To contribute fully as a member of the Golden Key Programme Team.
§ To be detail-focussed and committed to delivering to timescales and good standards.
1.5 PERFORMANCE MEASURES AND CRITICAL SUCCESS FACTORS
§ System change occurs and can be evidenced
§ Overall performance of assigned pilots and projects
§ Delivery of projects to time and budget
§ Partnership relationships well managed and developed.
§ Constructive contribution to team
§ Evidenced ability to plan proactively and also to respond positively to emerging challenges and opportunities
§ Evidenced ability to prioritise a varied workload.
§ Explore and progress to completion opportunities to utilise the Manifesto for Change as a partnership engagement tool
2.0 PEOPLE PROFILE
2.1 PERSON SPECIFICATION
Essential / DesirableSkills / § Leadership skills: ability to provide direction, motivate and inspire individuals and teams to be visionary, bold and creative
§ Ability to communicate, influence and network with colleagues at all levels and external agencies
§ Ability to act as an effective Change Agent
§ Solutions-focused “can do “ approach
§ Degree level education and/or professional qualification. Alternative relevant experience at managerial level.
§ Highly organised and skilled in the use of project management processes. A completer-finisher.
§ Fully competent in all Microsoft applications
§ Ability to effectively manage workload, achieving goals within deadlines
§ Highly motivated and resourceful
§ Flexible / § Relevant Managerial qualification
§ Care or Health or Housing Qualification
§ Training and teaching experience or qualification
Knowledge / § A proven knowledge and understanding of equality and diversity issues, and bringing these into everyday practice
§ A proven knowledge and understanding of the care and support requirements of people with mental health and complex needs relating to homelessness/drug and alcohol problems/learning disabilities / § Prince 2 Foundation or equivalent
Experience / § Proven experience of leading and managing short term pilots or projects within set time-scales.
§ Proven experience of managing teams through change and instilling a culture of excellence, teamwork and high performance
§ Track record in identifying and developing new ways to improve services
§ Experience of setting and managing budgets and delivering VFM / § Experience of working in the statutory sector
Values / § Commitment to equality and diversity issues at work.
§ Keeping the client voice at the heart of all work.
§ An enthusiastic “can do” approach to providing excellent service delivery
§ Focus on partnership working and involvement
§ Ability and motivation to work with a strengths- based approach
Other
Golden Key
Criminal Justice
Project Manager
Competencies
Competency / Level 2 / Level 3 / Level 41 / Recovery Orientated Practice / Has an understanding of recovery principles and values including:
▪ Listening to people’s stories in a non judgemental way.
▪ The importance of helping people meet their own needs.
▪ The importance of enabling social inclusion
▪ How approaches and services can help or hinder recovery. / Consistently applies recovery principles and values in planning and developing services.
Actively promotes recovery across the wider organisation and with external agencies. / Is able to apply recovery principles and values in all aspects of work, with groups and individuals throughout the organisation
Integrates recovery principles and values into all aspects of organisation and service development.
Competency / Level 1 / Level 2 / Level 3
2 / Strategic Thinking and Analytical Reasoning. / Understands own service/team’s aims and targets, organisational aims and targets and plans and prioritises own work to compliment and contribute to these.
In straightforward situations can analyse the issues and propose constructive options.
Breaks down problems and situations into manageable steps, prioritises tasks and uses tried and 3tested ideas, concepts and solutions to manage these. / Makes decisions, sets priorities or develops goals based on future potential and benefit.
Analyses problems and situations and finds long-term solutions and benefits that improve service/team’s outcomes.
A lateral thinker, able to ‘rotate’ a complex issue mentally and consider wide ranging options to address complex issues and risks.
Makes sense of disparate information, sees patterns and trends. / Consistently takes a wide, long-term view of challenges, risks and opportunities and develops key strategies to respond to them.
Develops and maintains a vision for the department to provide direction for services and teams, and contributes to a shared vision for the organisation
Understands, clarifies and makes appropriate use of diverse information.
Crystallises the key ideas, issues or observations from complex data.
Competency / Level 1 / Level 2 / Level 3
3 / Leadership and Influencing / Points out the pros and cons of a particular action or proposal.
Uses one or two well-reasoned arguments, (including using facts and figures where appropriate) to convince others of their proposal.
Sets and communicates goals and targets to report team, regularly reviews work tasks and allocates these to team members, including agreeing individual objectives. / Monitors the performance and progress of the team and is aware of the impact on the wider organisation.
Delegates work appropriately, taking account of the abilities of team members.
Takes initiative when required. Maintains an overview and ensures efforts are co-ordinated and focussed on what makes a difference.
Provides a motivational lead to team members, communicating optimism and enthusiasm for the job. / Understands the need to use informal persuasion and provision of information, to influence others over whom they have no authority.
Takes the time to build critical mass or support for a position, with the end aim of getting results by working in partnership.
Identifies and addresses performance issues and creates a supportive, positive climate.
Is a credible leader, obtains required resources for the team and encourages team to take the maximum possible personal responsibility.
Provides leadership by fully involving the team in setting objectives, priorities and direction.
Competency / Level 1 / Level 2 / Level 3
4 / Change Management / Is able to implement changes in policy and procedure with guidance.
Understands that the working environment is one of constant change.
Involves others in change to create a sense of ownership.
Promotes the benefits of change. / Is able to implement new strategies with guidance.
Is able to accept change and view it as an exciting opportunity.
Facilitates team in a manner through change to create a sense of ownership. / Understands the nature of change and its impact on individuals; continually develops both general and specific plans for the proactive management of people through change.
At a departmental level evaluates and challenges current ways of doing things, developing new services/processes taking proper account of costs, benefits, buy-in and impact.
Able to manage change projects through development and implementation to evaluation and feedback.
Plans own and report projects and tasks, establishing clear long-term priorities to ensure that department and organisation objectives are met, and regularly reviews progress against targets.
Brings in project work on time and budget.
Competency / Level 2 / Level 3 / Level 4
5 / Achieving Results
Relevance to Recovery:
Services reduce barriers, support service users to find their own solutions and to achieve positive outcomes. / Plans own work and meets agreed goals within the time available
Can problem solve alone but knows when to involve others. Able to use more than one approach when solving problems.
Works hard and stays focussed on priorities, increases effort without guidance / Prioritises key tasks and manages own workload, taking into account the impact of own work priorities on those of others.
Able to use a range of approaches to analyse and manage problems and performance issues.
Sets appropriate targets for self and others, will “go the extra mile” to deliver work on time and within budget. / Adjusts own work priorities to take other’s priorities into account, and involves other people to achieve goals.
Carries out complex analysis of problems, develops innovative approaches to problems and takes calculated risks.
Sets appropriate long term objectives that improve the service and the performance of the organisation.
Competency / Level 2 / Level 3 / Level 4
6 / Effective Communication.
Relevance to Recovery:
How we talk to people, our non verbal communication, how we record our work, all give a positive message of hope and recovery. / Understands the information required by their peers and reports and is skilled and confident at communicating with, and listening to, others.
Designs and writes well structured, clear and relevant documents, letters and reports.
Communicates with others in a form and manner that takes into account their background, culture and level of understanding. / Plans and manages all communications and ensures they are clear, effective and have maximum impact.
Is a sensitive communicator, able to diffuse difficult situations by careful handling of communications.
Designs and creates effective presentations and reports and is skilled and confident in presenting to audiences. / Has highly developed presentation abilities and is effective at promoting the key messages and objectives of organisation.
Plans communication around the needs/objectives of the audience.
Distils key messages or key conclusions from complex situations.
Competency / Level 2 / Level 3 / Level 4
7 / Partnership and Teamwork.
Relevance to Recovery:
All team work and partnerships should centre on the support requested by an individual and work collaboratively to achieve this. Every service user should have full knowledge of who is involved in their support. / Develops and maintains effective working relationships, understands and contributes to the collective responsibility for achieving results.
Helps team decision making by their own contribution and supporting others to contribute.
Makes a positive contribution to wider team processes such as problem solving, or implementing change. / Always tries to understand the needs and priorities of colleagues and reports, builds relationships based on co-operation, respect and trust.
Facilitates in their team a culture of openness, co-operation, trust and responsibility.
Shares power within the organisation and across networks and develops constructive relationships with SMT and other stakeholders, to enable their true involvement in decision making. / Able to work effectively in different cultural situations and with different groups.
Able to identify and understand ‘politics’ and negative behaviour in others and work through and resolve these positively and tactfully.
Is seen as a role model for partnership and teamwork.
Respected and trusted by everyone they work with
Competency / Level 2 / Level 3 / Level 4
8 / Personal and Professional Development.
Relevance to Recovery:
Being open to learning about ourselves and from others, being committed to continual learning and development, assists us to support individuals in their recovery. / Understands the nature and causes of their emotional reactions to particular situations and actively manages own emotions and reactions when necessary.
Is sensitive to the needs of others in difficult or pressured situations.
Actively participates in supervision, reflects on supervisor’s feedback and applies this learning to future work. / Knows their strengths, and limitations, and understands how they impact on others in a range of situations, including when providing leadership that makes a difference to their team.
Recognises others’ anxieties and problems, and facilitates them to find ways of dealing constructively with these.
Uses reflection on their work in supervision to maintain and improve their work.
Maintains their own personal and professional development by using both formal and informal learning opportunities, independent of/in addition to, their supervisor’s suggestions. / Is open and realistic about their own competencies and shares this self appraisal with their supervisor. Uses feedback from their supervisor to improve their self appraisal skills.
Actively shares their own learning with people they supervise.
Is able to reflect on the quality of supervision given and received and seeks to address any concerns appropriately.
Is a self-directed learner, able to accurately assess own development needs and consistently seeks to acquire new skills, knowledge and learning opportunities.
Competency / Level 3 / Level 4 / Level 5
9 / Service Area Expertise
Relevance to Recovery:
Services support individuals to find ways of understanding and meeting their own needs. / Has a comprehensive understanding of the specialist and/or professional requirements of the job and applies this in all areas of their work.
Acts as a reference point within own particular service/team.
Ensures the service/team respects diversity in all aspects of service delivery. / Invests considerable effort in maintaining specialist and/or professional knowledge, experience and skills.
Keep abreast of new thinking in area of expertise.
Is recognised as the expert in own particular service /team.
Promotes respect for diversity with internal and external customers / Continuously works hard to maintain and extend specialist and/or professional knowledge, experience and skills
Participates in specialist and/or professional seminars/working parties at a high level within the sector.
Actively promotes and develops a culture that values difference and benefits all customers.
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