Job profile for Operations Manager

Job Details

Job title: Operations Manager

Salary/Grade: SMG3

Service: Operations

Reports to: Head of Operations

Manages/Supervises: Waste and Street Cleansing Manager, Transport Manager, Assistant Manager Street Scene Protection, Parks and Open Spaces Supervisor, Markets Supervisor

Job purpose

• Support the Head of Service in ensuring the delivery and ongoing development of high-quality services that meet the needs of the District.
• Support the Head of Service to lead the teams in ensuring the Council delivers against statutory responsibilities and ensure compliance with relevant legislative requirements, national and local policies, professional and organisational frameworks. Including ensuring compliance at all times to the Councils Operators Licence.
• Provide effective leadership across the front-line services ensuring that our staff are valued, engaged and motivated to contribute to ongoing service developments and improvements.
• Take a leading role with the senior management team in the delivery of a positive and forward-thinking culture that is responsive to change, performance driven and customer focused.

Principal Accountabilities

1. Provide senior management to the service areas, ensuring leadership and guidance that supports employees and develops and delivers the Council’s ambitions and objectives.  
2. Lead and direct the allocated departmental areas of work ensuring the provision of high-quality customer focused services that are responsive to change, have consideration to commercialisation opportunities and embrace best practice in terms of efficiency and high performance.
3. Articulate the Council’s vision and ambitions within the Operations Department and help ensure its delivery to meet statutory obligations and policy objectives, within allocated budgets, optimising service performance, the use of available resources and the commitment to improve within a whole systems approach.
4. Contribute to producing business and budget plans for all services, draft and present reports, recommend service improvements, policy development, cost efficiencies and operational standards, ensuring they are effectively managed whilst balancing the demand for service delivery with the resources available and within their approved budgets.
5. Ensure employees are valued and understand their role in achieving the Council’s vision  and objectives in a supportive and learning environment.
6. Through personal example, open commitment and clear action, value and demonstrate the Council’s Core values and behaviours and ensure these are fully implemented and maintained throughout the service delivery.
7. Maintain and foster excellent working relationships and partnerships (internally and externally) to promote collaborative working, enhance the reputation of the Council and actively promote its success and achievements.
8. Establish effective working relationships with Elected Members, Town and Parish Councils and partner organisations within the context of formal and informal structures and networks.
9. Ensure that effective consultation, communication and engagement takes place as required with staff, trade union representatives and stakeholders including members, customers, partners, town and parish councils and suppliers.
10. Attend Portfolio Meetings, Management Board, SMT and DMT and other meetings internally and externally as required, such as committee meetings.
11. Ensure compliance with health and safety legislation, Risk Assessments and Working Practices associated with the delivery of the services taking account the significant manual workforce.
12. Maintain personal perspective and self-knowledge by undertaking continuous professional development and developing personal resilience and skills and ensure that this is mirrored throughout the service areas.
13. Maintain focus on operational and tactical issues by developing and holding a strategic view and an awareness of the Operations’ Department’s operational and strategic capacity.
14. Create a supportive learning and self-development environment where a culture of learning is promoted, and constructive feedback across all services is provided/encouraged.
15. Clarify individual and team direction, priorities and purpose by clarifying objectives and boundaries and being team orientated to problem solving, decision making and to identifying values.
16. Develop and maintain good working relationships with Trade Union Representatives

Corporate Accountabilities

• Take responsibility for maintaining own health and attendance. 
• Support, contribute and comply with quality and governance procedures as directed by management.
• Apply and actively promote the principles of the Council’s Equal Opportunities Policy and Safeguarding Procedure in all areas of employment and service delivery.
• Any other duties as required to support the business, including maintaining business continuity and during civil emergencies. All staff may on occasions be called upon to support the Council to deal with emergency situations affecting the community we serve. In the event of an emergency or a rehearsal for such an event, you may be required to attend at times and at locations outside of the normal hours to undertake duties of the post and to adopt duties directed by the Chief Executive or their nominated representative for the duration of the emergency.
• Any other associated duties detailed by the Head of Service or his/her representative.
• To advise the Head of Service if, at any time, the above duties and responsibilities cannot  be performed.

Skills, Knowledge and Experience

(Tested at application and interview stage)

Experience and qualification

• Educated to degree level or equivalent by experience, with excellent oral and written communication skills and excellent ICT and numerical skills.
• Evidence of continuing professional development, qualification and knowledge in relevant professional areas, including Waste Management, Transport Management (CPC) and Fleet Maintenance.
• Experience of successful strategic leadership, developing and implementing strategies and objectives and policies within a large, multi-disciplined organisation, ensuring ongoing operational delivery.
• Experience of developing, promoting and fostering a culture that meets the needs of, and engages with staff and customers, within an expansive and high performing working environment.
• Evidence of successfully leading a performance management culture, including service planning, target setting, performance appraisal and the management of diverse staff groups.
• Experience of development, leading and ongoing management of organisational and cultural change at a strategic level.
• Evidence of building and enhancing the reputation of Operational services with external partners/bodies.
• Evidence of working effectively within a political environment, providing clear, balanced advice and guidance on issues that achieve the service objectives of the Operations Division and Operations Department.
• Experience of budget planning, management and control which ensure the service meets its targets and stays within budget, alongside identifying opportunities for business development, savings and growth.

Knowledge and Skills

• Extensive knowledge and experience of working at a senior leadership level within the public sector, with knowledge of front line service delivery aimed at delivering excellent customer service and value for money. 
• Knowledge of current and upcoming legislative changes to key frontline service areas, including waste and streets services and street scene protection (enforcement).
• Ability to lead, change and develop the Operations’ Department whilst, maintaining consistency with corporate values and ethics, working with uncertainty, ambiguity and change and developing appropriate relationships with staff, managers and external partners.
• Political awareness and acumen, with knowledge of working effectively with the political dimension; maintaining effective relationships with Members.
• Ability to develop effective internal and external relationships and working with colleagues, partners and other agencies.
• An effective communicator, networker and achiever; capable of communicating the vision of the Operations’ Department and service to a wide network of internal and external stakeholders; gaining the confidence and support of various groups through sensitivity to needs; and achieving goals.
• Good level of competence in Information and Communication Technology (ICT).
• Excellent working knowledge of front-line services within a local government environment.

Personal style and behaviours

• Political awareness.
• Ability to lead, change and develop the work of the teams under your areas of responsibility.
• Develops effective external relationships and partnerships and working with community and other agencies.
• Is open-minded and treats everyone fairly.
• A strategic thinker, with a strong hold on operational and tactical issues.
• Focuses on solutions, not problems.
• Takes responsibility for actions and is held accountable.
• An effective communicator, networker and achiever.
• Positive, shows enthusiasm and energy.
• Challenges the status quo and creates novel solutions.
• A positive role model, an innovator, motivator and effective influencer

Competencies

(Tested at interview stage)

Communicating Effectively

Demonstrate the effective use of the range of communication methods available: written, spoken, electronic, and use these methods in appropriate ways suitable to the context and situation.

• Communicate with staff and colleagues in a manner which is polite, clear, fluent, accurate and concise.
• Listen well and seek clarification and understanding, avoiding jumping to conclusions or making assumptions.
• Ensure two-way communication is in place for staff, providing opportunities for them to receive and give feedback and ensure mutual understanding.
• Hold regular face-to-face, group and individual meetings to update staff and to exchange information, learning and ideas, etc.
• Seek to understand the communication needs of colleagues and customers, being mindful  of equality issues and the diverse needs of the range of people that we work with.
• Choose the most appropriate method of communication, ensuring that all communications adhere to organisational and legislative requirements such as data protection, equalities, internal standards, etc.

Performing Efficiently and Effectively

Promote good performance, developing clear, structured and efficient ways of managing workload and delivering results.  Staff should challenge themselves and others to perform well, and to adhere to the Council’s performance management systems.

• Ensure that all work done by you and your staff is in line with business and service plans and supports the overall aims and ambitions of the Council.
• Plan your workload effectively, reporting achievements and problems to the appropriate managers and project leaders.
• See tasks and objectives through to completion.
• Provide opportunities for staff to contribute to planning and improvement of services, ensuring a focus on successful performance and achievement of key objectives, targets and projects.
• Encourage the use of learning and development as a means of improving service and people performance.
• Understand the Council’s strategy, priorities, services and markets.
• Understand the customer wants and needs and have plans to address these.
• Understand the wider sector in which the Council operates, including the political, economic, commercial and regulatory factors affecting it.
• Seek out income generating opportunities and efficiencies and aim to achieve the best possible value and standards of delivering, understanding the cost/benefit principles of business planning.
• Work collaboratively to manage risk and maximise the benefits and opportunities, creating novel solutions to improve services and ways of working.

Using and Managing Resources Efficiently and Effectively

Demonstrate the effective and efficient use of the full range of resources used in and by the Council including time, finances, staffing, equipment, information, materials, buildings, etc.

• Ensure the efficient use of your own and staff time and skills, deploying these effectively, monitoring service related budgets and maximising output whilst minimising wastage.
• Seek out ways to improve the use of resources, ensuring the efficient use of accommodation, materials and equipment to maximise cost effectiveness and efficiencies, while maintaining standards of health and safety and risk management.
• Ensure that systems of good housekeeping are in place for the management of equipment, accommodation, data, etc. for yourself and your staff.
• Update yourself regularly on resource issues including budget expenditure.
• Ensure that procurement plans are in place for relevant activities.

Engaging with the Customer

Understand the needs and requirements of customers, to provide excellent customer service, and to involve customers in the improvement of services.

• Ensure that you and your staff work to customer service standards.
• Seek out and listen to the needs and views of a wide range of customers.
• Ensure that the design and development of services have been shaped by customer needs and expectations.
• Ensure the delivery of services is mindful of the needs and requirements of the full range of customers and does not exclude any part of the customer base both internal and externally.
• Ensure that regular customer feedback is sought, analysed and acted upon to deliver the most efficient and effective services possible

Working Well Together

Actively foster good working relationships with colleagues and customers in order to collectively achieve the Council’s direction and ambition.

• Co-operate and work well with team members, peers, senior managers and external partners in the pursuit of goals and objectives.
• Establish and maintain constructive and open relationships across the range of people you work with, achieving positive outcomes and sharing feedback with others.
• Establish a culture of team work and co-operation for your staff.
• Seek to actively resolve problems, avoid passing the issue on to others or leaving the problem unresolved, encourage problem solving.

Managers/Leaders Competencies

Managing and Developing People

Effectively manage and develop staff in order to achieve the Council’s objectives, improve performance and job satisfaction, and to develop the workforce of the future.

• Use a structured approach to agree clear objectives and monitor progress in a positive way.
• Provide appropriate development inputs for all staff and evaluate outcomes of learning activity.
• Make a personal commitment and contribution to employee development e.g. coaching/ mentoring.
• Take action to resolve performance issues speedily and effectively, and within policy guidelines.
• Develop self-awareness of own management style and seek to develop flexibility in order to be able to work effectively with a range of work styles.
• Create a culture of empowerment in which staff can excel, develop and take ownership of their work and responsibilities.

Providing Leadership

• Establish and maintain personal credibility as a modern leader in local government.
• Lead by positive example and be visible in doing so.
• Provide all staff with a clear sense of vision and direction.
• Enable the achievement of strategic goals.
• Understand and use effective change management techniques including the need for timely and honest communications through a variety of media.
• Provide inspiration to all staff to strive for quality and continuous improvement.
• Demonstrate confidence and ability to manage and to make appropriate decisions.

Other conditions

• This position does not require a DBS check 
• This position is not politically restricted
• Attendance at evening meetings as required

Values and Behaviours

We have corporate values and behaviours that set the standard for the organisation and all our staff. These are integrated in all we do including recruitment, induction, performance review, apprenticeships and all our learning and development programmes.

• P - Perform well and get things done
• R - Respect and value customers and staff
• I - Improve and learn
• D - Deliver that bit extra
• E - Efficient and effective

Following a number of workshops, which were attended by more than 100 members of staff from across all levels of the organisation, we have now developed a series of behaviours to support our PRIDE values.

Moving forward these will be implemented across the Council and will be used as part of performance reviews, induction procedures, the apprenticeship programme, and all training interventions.

P, Perform well and get things done

R, Respect and value customers and staff

I, Improve and learn

D, Deliver that bit extra

E, Efficient and effective