Job title: Head of Digital, Int Comms & Marketing
Grade: Grade H
Role code: SCC024
Status: Police Staff
Home Office code: Organisational Support

Main purpose of the role:

Manage and deliver effective proactive and reactive internal communications and digital engagement for the force, maintaining a sound awareness of force activity, in order to actively manage internal communications and marketing and provide a high quality of service to the force.

Main responsibilities:

  • Manage and deliver short and medium term plans working with the Head of Corporate Communications to develop and deliver long term aims and objectives for Digital, Internal Communications & Marketing. Work closely with the Head of the Press Office to ensure corporacy and consistency.
  • Manage and deliver a proactive marketing and internal communications service for the force in order to actively manage internal communications and marketing and provide a high quality service for the force.
  • Develop strategies and campaigns internally to keep the workforce informed, engaged and motivated. Manage and develop all internal communications channels as well as create and implement new ones to enhance the morale, culture and productivity of the force. Lead on communications for change programmes, assessing risks and challenges and providing expert consultancy within Kent Police and across collaboration with other forces and agencies.
  • Review, develop and implement force policy in respect of the use of the force logo and associated images on banners, stands, merchandise, letterheads, etc., setting the standards for all forms of force communication including those for conferences and seminars as well as those that utilise new media options, in order to maintain the high standards set for the Kent Police brand.
  • Develop and maintain effective relationships with officers and staff across the force to maximise communications opportunities.
  • Provide professional guidance to the Head of Corporate Communications on digital engagement, marketing, internal communications and change communications, benchmarking programmes against national best practice across both the public and private sector. Provide direction to the internal communications and marketing team ensuring the communications output is of the highest standard.
  • Manage the Internal Communications and Marketing staff, providing direction, coaching and leadership. Undertake staff appraisals, addressing welfare issues, advising on and implementing personal development, training and coaching, maximising performance from individuals in order to ensure that staff fulfil their potential and contribute effectively to departmental and force priorities.

Vetting level:

Recruitment Vetting (RV)

Necessary experience:

The Head of Digital, Internal Communications, and Marketing to ideally be educated to degree level and be an expert in their profession with previous senior management experience and a record of delivery.

The role requires the ability to direct, design and manage communication plans and initiatives that influence public and staff perception; contribute to crime prevention and public safety and enhance confidence in policing.

Experience in marketing, internal communications and digital communications is essential, as is a track record in delivering social media governance and oversight in order to protect and enhance the reputation of the force.

The post-holder will have the ability to use their professional skills and judgement to advise senior stakeholders, both within and outside the organisation. They will also be able to command the trust and respect of senior police staff in relation to both reactive and proactive communications. An ability to influence and provide direction at a senior board level is necessary.

Strong managerial skills are essential, including the ability to direct and motivate a professional team comprising a wide variety of communications disciplines.

The post holder will have a sound understanding of the policing environment and hold the credibility and confidence of senior police staff.

Behaviours:

Analyse critically (level 2)

I ensure that the best available evidence from a wide range of sources is taken into account when making decisions. I think about different perspectives and motivations when reviewing information and how this may influence key points. I ask incisive questions to test out facts and assumptions, questioning and challenging the information provided when necessary. I understand when to balance decisive action with due consideration. I recognise patterns, themes and connections between several and diverse sources of information and the best available evidence. I identify when I need to take action on the basis of limited information and think about how to mitigate the risks in doing so. I challenge others to ensure that decisions are made in alignment with our mission, values and the Code of Ethics.

Collaborative (level 2)

I manage relationships and partnerships for the long term, sharing information and building trust to find the best solutions. I help create joined-up solutions across organisational and geographical boundaries, partner organisations and those the police serve. I understand the local partnership context, helping me to use a range of tailored steps to build support. I work with our partners to decide who is best placed to take the lead on initiatives. I try to anticipate our partners' needs and take action to address these. I do not make assumptions. I check that our partners are getting what they need from the police service. I build commitment from others (including the public) to work together to deliver agreed outcomes.

Deliver, support and inspire (level 2)

I give clear direction and expectations, helping others to understand how their work operates in the wider context. I identify barriers that inhibit performance in my teams and take steps to resolve these, enabling others to perform. I lead the public and / or colleagues, where appropriate, during incidents or through the provision of advice and support. I ensure the efficient use of resources to create the most value and the right impact within my areas. I keep track of changes in the external environment, anticipating both the short and long term potential implications for the Police Service. I motivate and inspire others to achieve their best.

Emotionally aware (level 2)

I consider the perspectives of people from a wide range of backgrounds before taking action. I adapt my style and approach according to the needs of the people I am working with, using my own behaviour to achieve the best outcome. I promote a culture that values diversity and encourages challenge. I encourage reflective practice among others and take the time to support others to understand reactions and behaviours. I take responsibility for helping to ensuring the emotional well being of those in my teams. I take the responsibility to deal with any inappropriate behaviours.

Innovative and open-minded (level 2)

I explore a number of different sources of information and use a variety of tools when faced with a problem and look for good practice that is not always from policing. I am able to spot opportunities or threats which may influence how I go about my job in the future by using knowledge of trends, new thinking about policing and changing demographics in the population. I am flexible in my approach, changing my plans to make sure that I have the best impact. I encourage others to be creative and take appropriate risks. I share my explorations and understanding of the wider internal and external environment.

Take ownership (level 2)

I proactively create a culture of ownership within my areas of work and support others to display personal responsibility. I take responsibility for making improvements to policies, processes and procedures, actively encouraging others to contribute their ideas. I am accountable for the decisions my team make and the activities within our teams. I take personal responsibility for seeing events through to a satisfactory conclusion and for correcting any problems both promptly and openly. I actively encourage and support learning within my teams and colleagues.

Values:

Impartiality (accredited)

I take into account individual needs and requirements in all of my actions. I understand that treating everyone fairly does not mean everyone is treated the same. I always give people an equal opportunity to express their views. I communicate with everyone, making sure the most relevant message is provided to all. I value everyone's views and opinions by actively listening to understand their perspective. I make fair and objective decisions using the best available evidence. I enable everyone to have equal access to services and information, where appropriate.

Integrity (accredited)

I always act in line with the values of the police service and the Code of Ethics for the benefit of the public. I demonstrate courage in doing the right thing, even in challenging situations. I enhance the reputation of my organisation and the wider police service through my actions and behaviours. I challenge colleagues whose behaviour, attitude and language falls below the public's and the service's expectations. I am open and responsive to challenge about my actions and words. I declare any conflicts of interest at the earliest opportunity. I am respectful of the authority and influence my position gives me. I use resources effectively and efficiently and not for personal benefit.

Public service (accredited)

I act in the interest of the public, first and foremost. I am motivated by serving the public, ensuring that I provide the best service possible at all times. I seek to understand the needs of others to act in their best interests. I adapt to address the needs and concerns of different communities. I tailor my communication to be appropriate and respectful to my audience. I take into consideration how others want to be treated when interacting with them. I treat people respectfully regardless of the circumstances. I share credit with everyone involved in delivering services.

Transparency (accredited)

I ensure that my decision-making rationale is clear and considered so that it is easily understood by others. I am clear and comprehensive when communicating with others. I am open and honest about my areas for development and I strive to improve. I give an accurate representation of my actions and records. I recognise the value of feedback and act on it. I give constructive and accurate feedback. I represent the opinions of others accurately and consistently. I am consistent and truthful in my communications. I maintain confidentiality appropriately.

Technical skills:

Business planning (level 4)

Gathers relevant information and statistics to support the business planning process at Division/Department level. Identifies key objectives in order to improve local performance and ensures these are aligned with the Force Strategic Aims. Effectively communicates agreed objectives and targets to the local workforce. Plans for and ensures the best use of resources and value for money.

Health and safety (level 4)

Has received Supervisor training and takes responsibility for the safety of directly subordinate staff and visitors. Understands the procedures in place for the safe storage of hazardous substances, fire precautions and evacuation. Resolves hazards or problems identified within roles or work environments. Undertakes skills passport assessments for new and existing staff. Re-assesses passport as and when new equipment /technology is introduced.Completes annual reviews of skills passports, training needs analysis.

Information management and technology (level 5)

Can retrieve information from computer searches across data source boundaries e.g. across a number of data sources, across county. Can analyse and compare data from such searches. Understands significance of findings and can provide guidance on the reliability of forecasts resulting from data analysis. Can monitor data quality in the work of others, and may manage the impact of data quality issues.

Internal consultancy (level 4)

Demonstrates an in depth knowledge of the relevant specialist area and combines this with high level consultancy skills. Develops collaborative relationships with internal clients and works with them to achieve joint objectives and targets. Maintains an up to date awareness of all developments which may affect Force business and policies and proactively advises clients of all relevant matters.

Interviewing - general (level 5)

Is a highly experienced interviewer (having accredited skills in recruitment, selection, appraisal, return to work, exit, and / or other managerial type interviews). Has an awareness of non-verbal communication. Provides feedback to colleagues to assist them with the development of their interview techniques. Identifies key issues for examination and maintains effective interview skills even in difficult circumstances and / or complex cases. Has a thorough knowledge of available interview techniques and their applications. Trains and develops others in these techniques.

Knowledge of police environment and policy (level 5)

Has a thorough understanding of the police service, nationally and locally, and is proactive in developing proposals which affect the way Kent Police and/or Essex Police operates. Possesses a detailed understanding of the inter-relationships between activities, roles, functions, and how organisation structures and police systems work. Understands and impacts on working procedures, practices and policies within areas of responsibility and ensures that these are followed at all times. Contributes to Force goals and is laccountable for delivering local business plan objectives.

Marketing and sponsorship (level 7)

Identifies marketing policies which set out the guidelines on the approach the Force will adopt to marketing and sponsorship. Specifies marketing strategies which outline the approaches that the organisation intends to adopt to achieve its objectives. Commissions marketing research to produce data required for a strategic marketing plan.

Management of police information (MOPI) (level 5)

Has sufficient understanding of the NPCC records management policies be able to offer appropriate guidance and support to staff. Is able to identify the appropriate MOPI group for any record with a policing purpose and ensure that all policing records within the team are retained, reviewed or destroyed in line with the MOPI codes of practice. Quality assures staff to ensure a full understanding and compliance with the APP for Information Management (incorporating MOPI guidance), highlighting failings and taking appropriate action as required. Ensures training and / or refresher training is provided and completed. Ensures that systems are correctly linked together to ensure effective management and recording of information across systems. Appropriately reviews digital information held on system(s) and physical records in storage to ensure that they are retained only where there is a policing purpose. Complies with relevant policies and procedures in respect of prioritisation, sanitisation, dissemination, shari g, relevancy, accuracy, adequacy and timeliness.

Risk management (level 6)

Able to anticipate, accurately define and establish the relative level of risk arising from events likely to affect the Force and its relationship with local communities. Responsible for addressing or accepting tactical vulnerabilities in the context of achieving local Force objectives; balancing multiple, potentially competing risks; and implement changes to policies, working practices and standard operating procedures as required. Identifies and challenges risks arising from collaborative and partnership arrangements. Has an appreciation that seizing opportunities also generates risks.

National Occupational Standards:

AA1 (Level Accredited)

Promote equality and value diversity.

AA2 (Level Accredited)

Develop a culture and systems that promote equality and value diversity.

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