72773 - Cluster Manager - Cleveland Durham & Northumbria
We encourage applications from people from all backgrounds and aim to have a workforce that represents the wider society that we serve. We pride ourselves on being an employer of choice. We champion diversity, inclusion and wellbeing and aim to create a workplace where everyone feels valued and a sense of belonging. To find out more about how we do this visit: https://www.gov.uk/government/organisations/ministry-of-justice/about/equality-and-diversity.
These operational roles are customer facing, requiring successful applicants to be office based to provide HMCTS services to the public. HMCTS offers a flexible working system in many of its offices, subject to business needs being met.
New recruits to the Civil Service joining MoJ are expected to join at the band minimum.
Existing Civil Servants applying on promotion will usually be appointed on the salary minimum of the pay band or with an increased salary of 10% on their existing base salary (restricted to the new pay band maximum), whichever is the higher.
Existing Civil Servants moving at the same grade will retain their existing remuneration package.
Cluster Level
Job Title: Cluster Manager
Pay Span or equivalent: Grade 6
Background
The Tribunals Service and HM Court Service were integrated into a single Agency, HM Courts and Tribunals Service on 1st April 2011. Bringing these two organisations together has removed duplication in management functions and increased the efficiency of the administration, which has enabled HMCTS to reduce what it spends away from the front line substantially.
Consequently, there are high expectations of all staff regardless of the job they do and high performance is expected from everybody. The organisation is continuously adopting new or better ways of working to ensure that it focuses on just that which is essential.
Grade 6 staff will play a key part in the leadership and direction of HMCTS.
Grade 6 staff will need to champion four key principles: Continuous change, LEAN principles, managing uncertainty and improving performance. All those appointed to new roles in HMCTS must be wholeheartedly committed to these principles and evidence this in their application.
Overview
As a new organisation HMCTS is embarking on a period of significant change. Strong leadership is a critical element in this being successful. As a senior manger within HMCTS the jobholder must provide clear direction and focus, visibly championing the changes which deliver greater efficiencies. The HMCTS Executive Team expects senior managers in the organisation to operate in a culture of openness and honesty, demonstrating a commitment to change through involvement and empowerment, and by delivering results.
The jobholder will need to help staff and other stakeholders to understand the impact of the changes and the reasons for them, recognising that staff will need support during what will be an unsettling period. This will include helping staff prepare for changes and supporting them through it. There may also be times when it will be necessary to deliver difficult or unwelcome messages. This must be done sensitively, but firmly, addressing any inappropriate reactions or responses.
The key purpose of the role is to
• Lead and manage the overall delivery of operational objectives and targets applicable to a cluster of courts or tribunals spread either geographically or jurisdictionally.
• Undertake the day to day leadership for a cluster comprising of anything up to approx 800 staff.
Key responsibilities
Operational management
• To lead and manage the overall operations of a cluster of courts or tribunals spread either geographically or jurisdictionally, comprising of anything up to 800 staff [This may vary depending upon the geographical size of the patch or jurisdiction and number of staff to be managed in the area]. Managing overall performance, setting quality standards. Taking action to build strong performance and address weak performance. Ensure the production of accurate and timely management information.
• Analyse reports on statistical information gathered to assess performance, and identify any workload fluctuations, providing comments and explanations as necessary to explain variances.
• Manage and deploy resources (budget, staff, equipment, hearing / court rooms, jurors, judicial resources and sitting days etc) for own cluster of courts and tribunals, as delegated by the Delivery Director, and contribute to the effective financial management of the intermediate tier and HM Courts & Tribunals Service as a whole.
• Be alert to opportunities to make efficiencies, regularly reviewing processes to ensure they remain fit for purpose, discussing any potential changes with the other cluster managers, the Delivery Director and the relevant jurisdictional Heads of Crime and Civil, Family and Tribunals in the intermediate tier before making changes.
• Undertaking business planning by setting and adjusting local priorities to meet business needs. Assigning responsibility for action against plans. Identifying and initiating corrective actions to address local problems.
• Ensuring appropriate governance and risk management procedures are in place, risks/issues are identified and remedial action is taken to mitigate/manage risks. Ensuring and maintaining appropriate levels of compliance controls. Ensuring escalation of risks and issues not capable of local resolution. Evaluating actions for their effectiveness.
• Making a constructive contribution and focussing on wider business needs within the intermediate tier and at a national level.
Financial authority
• Budget holder and responsible to Delivery Director.
External relations
• Working in partnership with and providing a challenge function to secure buy-in from delivery partners, stakeholders and the judiciary to improve the level of service offered/provided.
• Chairing local partner/stakeholder groups as required/necessary.
• Encouraging / supporting cross jurisdictional judicial working and integration across jurisdictional boundaries, within the cluster, to improve understanding, and increase flexibility. Provide opportunities for staff to develop an appreciation of other courts and tribunals activities and issues, fostering the sharing of best practice.
• Be visible within the cluster, being available to managers and staff through regular visits, meetings, holding events and discussion groups, relevant to their area.
• Take decisions corporately which impact on front line delivery and discuss proposals with colleagues in the intermediate tier.
Representation of the Department
• To represent the Department at all external meetings.
Team leadership
• Lead and manage teams in accordance with MoJ and HM Courts and Tribunals Service management practice(s). Set benchmarks and manage performance standards and ensure that managers are equipped to manage and develop staff, address disciplinary issues and make decisions about work priorities.
• Actively encourage staff to become involved in change activities to ensure business issues and requirements are considered and impacted before implementation.
• Championing change, through clear, honest and timely communications.
• Explaining the benefits of change by conveying a clear vision and offering incentives/opportunities.
• Delivering communications on change tailored to the audience.
• Works with Delivery Director, Heads of Crime and Civil, Family and Tribunals within the intermediate tier and staff, and others, to support the implementation of change intiatives, taking the lead, or contributing to, implementation strands which have a direct impact on front line delivery if required.
• Developing and promoting a culture which promotes and encourages excellent customer service and a ‘can do’ culture.
Resolution of complex and difficult problems
• Working in close partnership in a complex delivery and stakeholder environment, especially with the local judiciary in the region, will be a crucial. Building and maintaining effective ‘two-way’ external and internal communications mechanisms and lead on stakeholder management amongst a wide and diverse group of stakeholders, voluntary and user groups, such as external professionals (lawyers), operational staff, Local Authorities, CAB, Witness Service, and the judiciary.
Accountability
• Reporting to the Delivery Director.
Other duties
The post holder is required to work in a flexible way and undertake any other duties reasonably requested by line management which are commensurate with the grade and level of responsibility of this post.
Location of Post
Based within the region.
Key Civil Service Competencies
You will be required to provide evidence of the following key competencies at Level 4.
Changing and Improving
• Understand and identify the role of technology in public service delivery and policy implementation
• Encourage a culture of innovation focused on adding value – give people space to think creatively
• Effectively capture, utilise and share customer insight and views from a diverse range of stakeholders to ensure better policy and delivery
• Spot warning signs of things going wrong and provide a decisive response to significant delivery challenges
• Provide constructive challenge to senior management on change proposals which will affect own business area
• Consider the cumulative impact on own business area of implementing change (culture, structure, service and morale)
Making Effective Decisions
• Push decision making to the right level within their teams, not allow unnecessary bureaucracy and structure to suppress innovation and delivery
• Weigh up data from various sources, recognising when to bring in experts/researchers to add to available information
• Analyse and evaluate pros and cons and identify risks in order to make decisions that take account of the wider context, including diversity and sustainability
• Draw together and present reasonable conclusions from a wide range of incomplete and complex evidence and data – able to act or decide even when details are not clear
• Identify the main issues in complex problems, clarify understanding or stakeholder expectations, to seek best option
• Make difficult decisions by pragmatically weighing the complexities involved against the need to act
Leading and Communicating
• Be visible to staff and stakeholders and regularly undertake activities to engage and build trust with people involved in area of work
• Clarify strategies and plans, giving clear sense of direction and purpose for self and team
• Stand by, promote or defend own and team’s actions and decisions where needed
• Confidently engage with stakeholders and colleagues at all levels to generate commitment to goals
• Lead by example, role modelling ethics, integrity, impartiality and the elimination of bias by building diverse teams and promoting a working environment that supports the Civil Service values and code
• Be open and inviting of the views of others and respond despite pressure to ignore, revert or concede
Collaborating and Partnering
• Actively build and maintain a network of colleagues and contacts to achieve progress on objectives and shared interests
• Demonstrate genuine care for staff and others – build strong interpersonal relationships
• Encourage contributions and involvement from a broad and diverse range of staff by being visible and accessible
• Effectively manage team dynamics when working across Departmental and other boundaries
• Actively involve partners to deliver a business outcome through collaboration that achieves better results for citizens
• Seek constructive outcomes in discussions, challenge assumptions but remain willing to compromise when it is beneficial to progress
Delivering Value for Money
• Understand impacts of financial position in own area and that of the organisation and use insight to curtail or support business and investment activities
• Achieve the best return on investment and deliver more for less on specific budgets by managing resources and maximising the use of assets
• Balance policy aspiration and delivery, outline risk and benefits of different options to achieve value for money ensuring all submissions contain appropriate financial information
• Weigh up priority and benefits of different actions and activities to consider how to achieve cost effective outcomes
• Work with financial processes and tools to evaluate options and ensure financial and management information are accurately reflected in business plans
Managing a Quality Service
• Exemplify positive customer service behaviours and promote a culture focused on ensuring customer needs are met
• Establish how the business area compares to customer service expectations and industry best practice and identify necessary improvements in plans
• Make clear, pragmatic and manageable plans for service delivery using programme and project management disciplines
• Create regular opportunities for staff and customers to help improve service quality and demonstrate a visible involvement
• Ensure the service offer thoroughly considers customers’ needs and a broad range of available methods to meet this, including new technology where relevant
• Ensure adherence to legal and regulatory requirements in service delivery and build diversity and equality considerations into plans
Operational Delivery in HMCTS
This role is part of the Operational Delivery Profession. Operational delivery professionals are the outward face of government, providing essential services to the public in a variety of roles. They work in many different departments and agencies across the breadth of the UK, delivering service to customers in
• Face-to-face roles in HMCTS for example a court usher
• Contact Centre roles in HMCTS for example call centre advisers
• Processing roles in HMCTS for example Staff at the County Courts Money-Claims Centre and Courts and Tribunal Administration
Being part of the operational delivery profession means belonging to a cross-government community of people. This will offer you access to information on professional standards, skills development and qualifications to help you continue to improve your development and performance and expand your career options.
Flexible working options
HMCTS offers a flexible working system in many of its offices.
Job Sharing and Reduced Hours
All applications for job sharing or reduced hours will be treated fairly and on a case by case basis in accordance with the MoJ’s flexible working policy and equality policy.
Excess Fares and Relocation Allowances
This job is not eligible for relocation allowances but excess fares may be considered in accordance with MoJs excess fares allowance policy.
Working Arrangements & Further Information
The MoJ offers Hybrid Working arrangements where business need allows. This is an informal, non-contractual form of flexible working that blends working from your base location, different MoJ sites and / or from home (please be aware that this role can only be worked in the UK and not overseas). Some roles will not be suitable for Hybrid Working. Similarly, Hybrid Working will not suit everyone’s circumstances. Arrangements will be discussed and agreed with the successful candidate(s) and subject to regular review.
For nationally advertised roles, the successful candidate(s) will be appointed to a MoJ office location, which may include their nearest Justice Collaboration Centre or Justice Satellite Office. This will be discussed and agreed on the completion of pre-employment checks.
Some of MoJ’s terms and conditions of service are changing as part of Civil Service reform. The changes will apply to staff joining MoJ who are new to the Civil Service. Staff joining MoJ from other civil service employers will transfer onto the new MoJ terms if they are already on 'modernised' terms in their current post or onto 'unmodernised' MoJ terms if they are on 'unmodernised' terms at their current post. Details will be available if an offer is made.
Flexible working hours
The Ministry of Justice offers a flexible working system in many offices.
Benefits
The MoJ offers a range of benefits:
Annual Leave
Annual leave is 25 days on appointment and will increase to 30 days after five years’ service.
There is also a scheme to allow qualifying staff to buy or sell up to three days leave each year. Additional paid time off for public holidays and 1 privilege day. Leave for part-time and job share posts will be calculated on a pro-rata basis.
Pension
The Civil Service offers a choice of pension schemes, giving you the flexibility to choose the pension that suits you best.
Training
The Ministry of Justice is committed to staff development and offers an extensive range of training and development opportunities.
Networks
The opportunity to join employee-run networks that have been established to provide advice and support and to enable the views of employees from minority groups to be expressed direct to senior management. There are currently networks for employees of minority ethnic origin, employees with disabilities, employees with caring responsibilities, women employees, and lesbian, gay, bisexual and transgender employees.
Eligibility
Staff on fixed term appointments must have been recruited through fair and open competition.
Support
- A range of ‘Family Friendly’ policies such as opportunities to work reduced hours or job share.
- Access to flexible benefits such as voluntary benefits, retail vouchers and discounts on a range of goods and services.
- For moves to or from another employer or moves across the Civil Service this can have implications on your eligibility to carry on claiming childcare vouchers. You may however be eligible for alternative government childcare support schemes, including Tax Free Childcare. More information can be found on GOV.UK or Childcare Choices. You can determine your eligibility at https://www.childcarechoices.gov.uk/.
- Paid paternity, adoption and maternity leave.
- Free annual sight tests for employees who use computer screens.
Working for the Civil Service
The Civil Service Code sets out the standards of behaviour expected of civil servants.
We recruit by merit on the basis of fair and open competition, as outlined in the Civil Service Commission's recruitment principles. Should you feel that the recruitment process has breached the recruitment principles you are able to raise a formal complaint in the following order
- To Shared Service Connected Ltd (0845 241 5358 (Monday to Friday 8am - 6pm) or e mail Moj-recruitment-vetting-enquiries@gov.sscl.com);
- To Ministry of Justice Resourcing team (resourcing-management-office@justice.gov.uk);
- To the Civil Service Commission (details available here)
The Civil Service embraces diversity and promotes equal opportunities. As a Disability Confident employer, MoJ are committed to providing everyone with the opportunity to demonstrate their skills, talent and abilities, by making adjustments throughout all elements of the recruitment process and in the workplace. MoJ are able to offer an interview to disabled candidates who meet the minimum selection criteria, except in a limited number of campaigns.
You will be able to request reasonable adjustments to the recruitment process within the application form. If you need additional help completing the application form, please contact the SSCL Recruitment Enquiries Team.
We encourage applications from people from all backgrounds and aim to have a workforce that represents the wider society that we serve. We pride ourselves on being an employer of choice. We champion diversity, inclusion and wellbeing and aim to create a workplace where everyone feels valued and a sense of belonging. To find out more about how we do this visit: https://www.gov.uk/government/organisations/ministry-of-justice/about/equality-and-diversity.
05/04/2023, 23:55 hours.
To apply for roles in MOJ you will need to confirm your employment history for at least 3 years prior to the date of application so that pre-employment checks (BPSS) can be undertaken. If you have spent significant time abroad (a total of 6 months in the past 3 years) you would be required to give a reasonable account of the reasons why.
For some roles you will be required to successfully complete National Security Vetting at Counter Terrorism (CTC), Security Clearance (SC) or Developed Vetting (DV) level as a condition of appointment. To meet CTC/SC/DV requirements you will normally need to have been resident in the UK for at least 3/5/10 years prior to the date of application (The level of checks that are required are stated in the advert).
If you do not meet the above requirements, you may still be considered if, for example:
- You've been serving overseas with HM Forces or in some other official capacity as a representative of HM Government
- You were studying abroad
- You were living overseas with parents
In such cases you will need to be able to provide referee cover for the period(s) of residence overseas. The duration of overseas residence and the country of abode will also be taken into account.
Success Profiles will enable a fairer and more inclusive method of recruitment by enabling us to assess the range of experiences, abilities, strengths, behaviours and technical/professional skills required for different roles. This flexible approach to recruitment focuses more on finding the right candidate for the specific role. To find out more about Success Profiles to support your application please click here for further guidance.
We have provided detail of the assessment stages and areas being assessed to help you prepare for completing your application form, and to advise of what will be assessed following this, if you successfully pass the application stage.
Application form stage assessments
Interview stage assessments
A Great Place to Work for Veterans
The "Making the Civil Service a Great Place to work for veterans" initiative includes a guaranteed interview scheme to those who meet the minimum criteria to provide eligible former members of the Armed Forces with opportunities to secure rewarding jobs. Allowing veterans to continue to serve their country, and to bring highly skilled individuals with a broad range of experience into the Civil Service in an environment, which recognises and values your previous service in the Armed Forces.
For further details about the initiative and eligibility requirements visit : https://www.gov.uk/government/news/making-the-civil-service-a-great-place-to-work-for-veterans
Redeployment Interview Scheme
Civil Service departments are expected to explore redeployment opportunities before making an individual redundant. The MoJ are committed, as part of the Redeployment Interview Scheme, to providing opportunities to those who are 'at risk of redundancy'.
MoJ are able to offer an interview to eligible candidates who meet the minimum selection criteria, except in a limited number of campaigns. Candidate's will not be eligible for the Redeployment Interview Scheme if they are applying on promotion.
This job is broadly open to the following groups:
· UK nationals
· nationals of the Republic of Ireland
· nationals of Commonwealth countries who have the right to work in the UK
· nationals of the EU, Switzerland, Norway, Iceland or Liechtenstein and family members of those nationalities with settled or pre-settled status under the European Union Settlement Scheme (EUSS) (opens in a new window) https://www.gov.uk/settled-status-eu-citizens-families
· nationals of the EU, Switzerland, Norway, Iceland or Liechtenstein and family members of those nationalities who have made a valid application for settled or pre-settled status under the European Union Settlement Scheme (EUSS)
· individuals with limited leave to remain or indefinite leave to remain who were eligible to apply for EUSS on or before 31 December 2020
· Turkish nationals, and certain family members of Turkish nationals, who have accrued the right to work in the Civil Service
Further information on nationality requirements (opens in a new window) https://www.gov.uk/government/publications/nationality-rules
This Vacancy is closed to applications.