24067 - Cluster Manager – London Magistrates Courts Cluster

Background

Her Majesty’s Courts and Tribunals Service (HMCTS) is responsible for the administration of the criminal, civil and family courts and tribunals in England and Wales and non-devolved tribunals in Scotland and Northern Ireland. It provides a fair, efficient and effective justice system delivered by an independent judiciary. HMCTS aims to ensure that all citizens receive timely access to justice according to their different needs, whether as victims or witnesses of crime, defendants accused of crime, consumers in debt, children at risk of harm, businesses involved in commercial disputes or as individuals asserting their employment rights or challenging the decisions of government bodies.

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.

Band A staff play a key part in the leadership and direction of HMCTS.

The courts and tribunals in England and Wales have been allocated unprecedented funding of almost £1billlion. This will enable HM Courts & Tribunals Service, working in partnership with the judiciary, to create a system that is proportionate and accessible and that better meets the needs of the people it serves. This is the most ambitious programme of its kind anywhere in the world.

Overview

As HMCTS continues to improve the delivery of a more effective, efficient and high performing courts and tribunals’ administration through the use of modern technology, an improved estate, and modernisation of current working practices, 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 the Manistrates Court Cluster  
• Undertake the day to day leadership for the London Magistrates Court Cluster with approximately 465 FTE staff based at courts in over 17 locations across the London area.

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 [see above] staff. 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 (to be agreed).

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 Region, staff and other stakeholders, 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 at a Magistrates’ Court within the region. Regular travel to courts across London will be required.

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.

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 MoJ's excess fares allowance policy.

Closing Date: 22nd February 2019 at 23:55 hours

If you require any assistance please call 0845 241 5359 (Monday to Friday 8am - 6pm) or e mail Moj-recruitment-vetting-enquiries@sscl.gse.gov.uk Please quote the job reference.