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G6 £62,122 - £74,091 per annum
Commissioner for Transformation Profession
Welcome letter
If you are reading this, then you have already taken the first major step towards becoming part of something truly creative, energising and with huge potential to make a real difference on a national scale!
If you are an experienced senior leader with a passion for stimulating ambition, driving change and properly transforming organisations from the ground up, then read on.
The Disclosure and Barring Service (the “DBS”) is an ‘arms-length body’ of the Home Office, charged with providing criminal record disclosures to prospective employers, relating to people looking to working in health, social care, education and other ‘regulated activities’, in order to support the safeguarding of children and vulnerable adults. The DBS also maintains the national Adults and Children’s ‘Barred Lists’, determining who should be on these lists and therefore restricted from working in particular industries and roles, to further support the safeguarding of children and vulnerable adults.
The DBS has been on a journey since its creation in 2012, when the former Criminal Records Bureau (“CRB”) and Independent Safeguarding Authority (“ISA”) were brought together to form the new organisation. Now, having recently deciding to move away from a predominately outsourced delivery model and launching a new, highly ambitious 5 year strategy, the DBS is in an extremely unique position to radically transform what it does, how it does it, and maximise its presence in the safeguarding agenda. With genuine investment capacity (c.£27m for 2021/22) for driving change and transformation activity, and a highly engaged Board and new Senior Leadership Team, the DBS is poised to embark on some truly creative and exciting root and branch change.
About Business Transformation in DBS:
Business Transformation for the DBS is about leading the navigation of constructive, disruptive change. Alongside a significant amount of tangible deliverables outlined in our Strategy 2025, the mission for Business Transformation it to support the organisation to become more agile, in an era of exponential change; evolving from a rigid set of steps, to an agile approach to change and transformation that sees a set of practices infused into the organisation which allow it to easily adapt and respond to a rapidly changing environment.
This is not just about creating a culture that embraces change, but about driving change on a continual basis, through the business, by the business, for the business. We want to encourage a culture of taking calculated risks, empowering a learning organisation, one which seeks out and embraces innovation and make smarter choices. We will enable and reward innovation and leverage our assets, both human and others, to achieve the best possible outcomes.
This isn’t just about having an ‘Agile’ strategy, but about having a strategy for being agile.
In Business Transformation, we’re unbundling the old approach to vertical integration, abandoning the typical silos of ‘directorates’ and ‘teams’, leading the way in moving towards collaborative service provision that enables the DBS to achieve its ambitious vision and goals.
With the challenges the world has faced over the last 18 months, the traditional concept of managing people at scale through organising into hierarchies and linear chains of command, in an attempt to ensure that top down decisions are followed, has been shown to require fresh thinking and fundamental redesign. The rationale for grouping together of people into individual specialisms, in order to insulate discipline specific learning and skills in one place in the hierarchy, no longer holds water. With the significantly increased pace to deploy technology and tools to communicate over vast distances and collaborate in multiple different ways, hierarchies are being flattened and, because work can be distributed with less and less friction, the lines between traditional functions are fading.
This provides us with a massive opportunity. As we are able to challenge some of our most basic assumptions about how the functions and management of our organisation are conducted, we are able to place a greater degree of focus on the most valuable elements that define the reasons for the DBS’s existence and define what makes for a high quality range of products and services for the customers that use and benefit from them. Our Strategy 2025 is built around these organisational ‘anchors’; Quality, Our People, and Our Profile.
The new roles of Chief Transformation Commissioner, Commissioner for Transformation Profession and Commissioner for Transformation Delivery are key senior roles in the DBS’s expanding leadership talent base. Operating in an environment of a ‘service’ culture, with matrix/virtual teams, collaborating with colleagues and partners across every area of the business, these roles will be pivotal in the successes that DBS will realise through the delivery of its Strategy 2025.
Alongside these new roles, we are investing in the development of best-in-class organisational development and human resource services, technology and innovation, commercial, finance, legal and other core competencies, to drive the DBS to become a learning organisation of excellence.
We’re looking for people from across the country, from all backgrounds, from all industries, with the experience and skills to join us in shaping and delivering on our vision for the future.
Job description
Directorate Business Transformation
Location National (based at a regional hub with travel to Liverpool and Darlington as required)
Reports to Executive Director for Business Transformation
Line Management Yes
Security Clearance Standard DBS Vetting
Job purpose
The Disclosure and Barring Service (“DBS”) was established as a Non-Departmental Public Body (NDPB) under the Protection of Freedoms Act (PoFA) 2012. The DBS provides access to criminal records information through its disclosure service for England and Wales and makes independent Barring decisions (for England, Wales and Northern Ireland) about people who have harmed, or where there is considered to be a risk of harm, to a child or vulnerable person within the workplace.
The DBS is undergoing a period of complex change and transformation and has established a new Business Transformation directorate to lead the organisation through this ambitious change. As part of the Directorate Leadership Team (“DLT”), the role will oversee the professional and technical resources and teams that will be deployed on all change and transformation programmes established, to deliver against the annual business plan objectives.
The post holder will oversee the resource and processes required for developing concepts through to fully specific cases for change, as well as the resources and processes required to deliver on the change programmes and assure the benefits and value achieved from such.
The transformation programme is designed to deliver the DBS2025 journey, our ambitious new 5-year strategy. It is focussed on several change programmes across three core strategic themes of Quality, Profile and People.
Operating as the overall head of profession for all programme and project competencies for the DBS, the Commissioner for Transformation Profession will play a pivotal role in ensuring DBS has high performing teams and resources in place, to deliver our strategy and transformation programme. The role will provide skilled and focused leadership in the change arena to deliver and embed the DBS strategy, building change maturity throughout the organisation.
The position is an influential and challenging role which will involve working closely with the CEO, Strategic Leadership Team and Board, Home Office and other key stakeholders to deliver against an ambitious strategy.
Key responsibilities
Directing resources and professional practice
The Commissioner for Transformation Profession is responsible for overseeing all programme and project related resources and championing the profession throughout the DBS.
This includes:
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Working with the Chief Transformation Commissioner to ensure that the Business Transformation function provides a range of services to its internal ‘clients’ (executive sponsors of change activity), to deliver programmes and projects that achieve our business plan objectives.
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Working with the Commissioner for Transformation Delivery, to ensure the appropriate resources and methodologies are applied to deliver end-to-end change activities for the programme that they direct.
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Manage a group of Strategic Leads who will manage distinct part of the change Lifecyle, to ensure that the DBS effectively commissions change, delivers change and measures the success of change.
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Work with business partners from across the organisation to ensure that the Business Transformation function secures the rights roles, skills and competencies, which complement the same across other business units, so as the project profession operates harmoniously with other technical professions from across the organisation.
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Deliver against delegated SRO (senior responsible officer) duties as provided by the Executive Director for Business Transformation (who is the overall DBS SRO).
Project Profession
The Commissioner for Transformation Profession is responsible for establishing and promoting the project profession across the DBS.
This includes:
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Setting the vision for professional development of project professions within the DBS, creating a strong identity for the profession and organisational recognition of the role the profession plays in delivering upon the DBS’s strategic priorities.
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Working with organisational development colleagues, create professional development pathways whereby the DBS secures a strong ethos for development and progression of roles within the project profession.
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Championing the DBS’s project management professional with partners and stakeholders, to demonstrate the respected position the profession holds within the DBS’s organisational operating model.
Business Transformation Function Delivery
The Commissioner for Transformation Profession will act as the head of profession for the Business Transformation function and DBS.
This includes:
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Own the technical process and procedures deployed by the various professions and support the organisational compliance with best practice and emerging ways of working.
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Supporting the production of strategic reports and executive level materials, to ensure a coherent, joined up narrative of project and programme activity is presented within the organisation.
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Secure the necessary resources, skills and competencies, to be deployed for delivery of the identified programmes of work.
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Effectively manage capacity/complexity, risks, issues, assumptions, dependencies and resolves complex challenges across the resource pools, whilst escalating where necessary for leadership attention.
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Promote within the function a culture of high performance, continuous improvement and innovation that values learning and a commitment to quality.
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Lead and motivate the teams, ensuring effective succession planning and foster high team engagement.
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Ensure that appropriate and stretching targets are set and agreed throughout the transformation function, that performance against them is monitored and that performance improvement is embedded so that the DBS meets or exceeds targets.
Governance and Stakeholder Engagement
Working with the Chief Transformation Commissioner and Commissioner for Transformation Delivery, the Commissioner for Transformation Profession will support the balance of effective governance of change and transformation activity, with the corporate governance requirements of a high performing business unit and overarching corporate governance framework.
This includes:
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Regular strategic reporting that demonstrates the performance of resources, demonstrating quality, cost and delivery expectations.
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Contribute to effective directorate level governance, enabling the function to perform effectively and productively as a key contributing component of the overarching DBS operations, providing continuous demonstration of the value chain provided by the services.
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Support the programme and project reporting and governance, to feed into directorate/business level governance.
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To create positive relationships with all DBS stakeholders through the appropriate management of their expectations and agreed objectives.
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Be an ambassador for DBS, instilling and maintaining confidence in the external world.
#One DBS and Corporate working
As a member of the Business Transformation Directorate Leadership Team, in addition to functional responsibilities the post holder has a range of corporate responsibilities.
This includes:
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Actively promote the ‘One DBS’ approach, playing a key role in the overall leadership and management of the Organisation.
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Contributing to the development of the strategic direction of DBS, supporting the development of high performance organisational culture based on excellence and continuous improvement. This will be achieved by the post holder demonstrating; effective performance management; excellent communication skills, active colleague engagement and teamwork and a commitment to staff learning and development.
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Maintain and build on the ethos of teamwork throughout the organisation; actively promoting culture where change and the flexibility to meet organisational needs is the norm.
Reports
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Accountable to the Executive Director for Business Transformation
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Member of Directorate Leadership Team
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Leadership of related professional and technical teams (matrix management)
Rider clause
This is an outline of duties and responsibilities. It is not intended to be an exhaustive list and may change from time to time to meet the changing needs of the DBS.
Key relationships
The post holder will be required to establish and maintain strong, positive and effective working relationships with key stakeholders including:
External
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Home Office Sponsorship Unit
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The DBS strategic and service delivery partners
Internal
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Strategic Leadership Team
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Organisation wide management teams
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All DBS staff
Values and Behaviours
As a leader in the Civil Service ‘living the Civil Service values and serving the public’; demonstrating a leadership style and behaviours which reflect those set out in the Civil Service Leadership Statement.
As a Senior Leader, being guided at all times by DBS values; ensuring that day to day behaviours and interactions with colleagues reflect these values.
Confidentiality
As a Public Servant, you have a duty to protect official information entrusted to you. You must not give another person or organisation official or confidential information concerning DBS’ business affairs, internal processes or trade secrets to which you have access during the course of your employment. This restriction also applies after you have left the organisation.
Equal Opportunities
Comply with the DBS’s equal opportunities policies and procedures showing an understanding of and commitment to diversity, and how it applies to this role.
Health and Safety
Complying with the requirements of the Health and Safety at Work Act 1974 (and associated legislation); to take reasonable care of yourself and others, including those employees under your direction at work.
Person specification
Essential Experience
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Graduate or Post graduate degree in project management/transformation
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Membership of appropriate professional trade body and accreditation
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Strong track record of successful delivery of multifaceted programmes in complex organisations, delivering cultural, process and system wide improvement.
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Demonstrable evidence of advising on programme requirements to meet strategic priorities, identifying business outcomes and converting to activity, sequencing of demands and delivery activity to meet evolving priorities and risk and performance management of pipelines and demand
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The ability to create and present a compelling vision and set clear direction, motivating others to work towards a common goal
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Demonstrable evidence of building and leading professional development of teams and individuals within defined career pathways
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Evidence of effective programme budget management, value for money methodologies and effective analytical skills to balance completing demands
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Demonstrable experience in providing professional and technical advice and analysis, objectively and constructively to complement the same from other professions, to support informed and effective decision making.
Desirable
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Understanding of the safeguarding environment.
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Experience at a senior level in a regulatory agency
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Professional Head of Service level leadership background
Skills and Personal Qualities
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Ability to influence Executive and Board level stakeholders.
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Ability to develop change strategies for complex organisations
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Ability to manage competing priorities effectively including budgets and resources
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Highly developed interpersonal, influencing, negotiating and communication skills
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Proven ability to work collaboratively in partnership and across organisational boundaries
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Experience of working effectively within a politically sensitive environment
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Exceptional verbal and written communication skills
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Strong evidence of expertise in strategic resources and people management; harnessing the strengths and talent of staff at all levels to deliver in a dynamic business environment and in a cost-effective way.
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Resilience in challenging circumstances: ability to work under pressure, remaining calm but decisive.
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Committed to the seven principles of public life.
Behaviours
The Civil Service has defined a set of behaviours that, when demonstrated, are associated with job success. For this role you should demonstrate the following Civil Service Behaviours:
Setting Direction
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Leadership
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Seeing the bigger picture
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Changing and Improving
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Making effective decisions
Engaging People
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Communicating and influencing
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Working together
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Developing self and others
Delivering Results
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Delivering at pace
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Managing a quality service
Success profiles
During the application for this role, we will be using the new Civil Service Success Profiles.
You may find it helpful to read through Success Profiles online, where you can find various links which sets out the five elements of the Success profile: https://www.gov.uk/government/publications/success-profiles
