Change Programme Manager
2 days left
- Full Time
G6 Change Programme Manager
Salary: £64,178 - £74,446
Location: Croydon (Greater London)
The UK border is 11,000 miles long, with 138 airports and seaports, and numerous other small landing strips and harbours. International travellers arrive by air, sea, rail and land (the Irish Border). The volumes of travellers and commodities crossing the border are large and growing (at approximately 5% and 3% per year respectively): 220 million people crossed the border last year, as well as, for example, 4.9 million containers and 78.2 million tonnes of freight in vehicles.
Border Force has a key role to play preventing terrorism, crime and illegal immigration. It also has a vital role supporting national prosperity, through the facilitation of legitimate travel and trade and the protection of revenue. Given the geographic and volumetric challenge, Border Force’s approach is increasingly intelligence-led and technology enabled, releasing officers to exercise their judgement and conduct value adding interventions. Interventions are also made, unless consciously decided otherwise, as early as possible in the passenger/commodity movement, including denying travel to the UK in the first place. Border Force does all this in cooperation with a range of partners - the Intelligence Agencies, Counter-Terrorism Police (Special Branch), the National Crime Agency, HM Revenue and Customs (HMRC), Police Forces and the Home Office’s Immigration Directorates. Our partners in trade facilitation include HMRC and other government departments, Port Operators and an assortment of Trade Bodies.
The work of our people will change as Border Force becomes a more capable, adaptive and professional law enforcement organisation. These changes will mean that officers will have more opportunities to use specialist skills, such as behavioural detection, child protection and intelligence or search, to address threats to the UK. Border Force will also reinvest in the maritime border, making use of efficiency savings made elsewhere to improve success in the tackling of people and / or commodities smuggling.
People Capability Programme
People Capability sits at the heart of the Border Force Transformation programme and puts people at the centre of the organisation’s transformation plans.
Our people are at the heart of Border Force. As such, they also need to be at the heart of our transformation plans. The level of change required in Border Force for this transformation will require the workforce to be highly engaged, committed to success and going the extra mile. This can only be achieved through strong leadership and embedding the new cultural direction.
These roles will set the ambition for the future as well as designing and delivering the various activities to get us there. Underpinning all of this is the need to understand the People journey as part of Border Force transformation.
The three key priority areas of the People Capability Programme are:
• Future Workforce
• Learning and Culture
There are 2 posts available at Grade 6: (1) Future Workforce (2) Learning and Culture
Each post-holder will take the lead in the development, management and successful delivery of a range of projects within the programme.
The People Capability team will grow to around 20 people, with each priority area having its own small team. Each Change Programme manager will also have a leadership role to play across the People Capability team and beyond.
Future Workforce – the successful candidate will lead a programme to bring together the design for the Future Workforce that Border Force requires, develop and implement plans that will deliver this change. This will include articulating the roles, skill sets and mindset required for the future; and developing the approach to recruitment, resourcing, career and talent to achieve this. This will require working closely with HR colleagues and with the wider transformation community to ensure consistency of approach.
Learning and Culture – the successful candidate will be responsible for leading a programme of work to implement a leadership and training model for Border Force that reflects both current and future challenges. This will involve working closely with HR Colleagues, Learning and Skills, and Border Force Operations to (i) develop and implement a new approach to operational training and (ii) develop a range of interventions to build and develop leadership capability across Border Force, creating a culture of continuous learning (supported by measures to evaluate impact). Key here will be our ability to build on existing Civil Service Learning offers as well as brining in new approaches from outside, including other law enforcement environments.
Note: both of these are senior level roles and so you may be required to carry out other duties within the scope of your grade and within the limits of your skill, competence and training.
A significant track record of working with organisations to deliver complex change, including:
• Outstanding programme and project management skills and demonstrable ability to drive forward change across a large organisation, in line with key strategic objectives.
• Working with whole-system change including organisation design & development, portfolio management, and programme implementation.
• Evidence of working with the business to understand, assess and plan for the needs of the future organisation including the ability to interpret and use complex data to support and drive change.
• The ability to provide leadership through multi-disciplinary teams to implement business-wide change programmes whilst ensuring effective operational delivery is maintained.
• Strong intellect and excellent stakeholder influencing skills with the credibility to command the trust and confidence of senior officials.
• A track record of embedding internal change capability, both cultural and behavioural, that works at all levels of a complex organisation.
• Experience of working across Whitehall and / or influencing policy and leadership.
• Experience of law enforcement or border security cultures.