Cluster Manager – 43479
£60,295 - £76,000
We welcome and encourage applications from everyone, including groups currently underrepresented in our workforce and pride ourselves as being an employer of choice. To find out more about how we champion diversity and inclusion in the workplace, visit: https://www.gov.uk/government/organisations/ministry-of-justice/about/equality-and-diversity
The Tribunals Service and Her Majesty’s Court Service were integrated into a single Agency, Her Majesty’s Courts and Tribunals Service on 1st April 2011. Bringing these two organisations together has removed duplication in management functions and increased the efficiency of the administration, which has enabled HMCTS to reduce what it spends away from the front line substantially.
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 will play a key part in the leadership and direction of HMCTS.
Band A staff will need to champion four key principles: Continuous change, LEAN principles, managing uncertainty and improving performance. All those appointed to new roles in HMCTS must be wholeheartedly committed to these principles and evidence this in their application.
As a new organisation HMCTS is embarking on a period of significant change. 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 a cluster of courts or tribunals spread either geographically or jurisdictionally.
- Undertake the day to day leadership for a cluster comprising of anything up to approx 800 staff. [The geographical size of the patch or jurisdiction and number of staff to be managed by the cluster manager may vary in some areas. Some patches may only comprise of around 250-300 staff – indications are that on average it will be 500 staff].
- To lead and manage the overall operations of a cluster of courts or tribunals spread either geographically or jurisdictionally, comprising of anything up to 800 staff [This may vary depending upon the geographical size of the patch or jurisdiction and number of staff to be managed in the area]. 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
- Budget holder and responsible to Delivery Director (to be agreed).
- 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
- 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 intermediate tier and staff, and others, 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.
- Reporting to the Delivery Director.
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.
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 in
- Face-to-face roles in HMCTS for example a court usher
- Contact Centre roles in HMCTS for example call centre advisers
- Processing roles in HMCTS for example Staff at the County Courts Money-Claims Centre and Courts and Tribunal Administration
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.
The Civil Service is changing the way it recruits through the introduction of Success Profiles which will replace the Competencies Framework to make recruitment fairer and more inclusive, with better outcomes for all.
Success Profiles consist of 5 elements. Behaviors, Strengths, Ability, Experience, and Technical
Working Arrangements & Further Information
Some of MoJ’s terms and conditions of service are changing as part of Civil Service reform. The changes will apply to staff joining MoJ who are new to the Civil Service. Staff joining MoJ from other civil service employers will transfer onto the new MoJ terms if they are already on ‘modernised’ terms in their current post or onto ‘unmodernised’ MoJ terms if they are on ‘unmodernised’ terms at their current post. Details will be available if an offer is made.
Flexible working hours
The Ministry of Justice offers a flexible working system in many offices.
The MoJ offers a range of benefits:
Annual leave is 25 days on appointment and will increase to 30 days after five years’ service.
There is also a scheme to allow qualifying staff to buy or sell up to three days leave each year. Additional paid time off for public holidays and 1 privilege day. Leave for part-time and job share posts will be calculated on a pro-rata basis.
The Civil Service offers a choice of pension schemes, giving you the flexibility to choose the pension that suits you best.
The Ministry of Justice is committed to staff development and offers an extensive range of training and development opportunities.
· A range of ‘Family Friendly’ policies such as opportunities to work reduced hours or job share.
· Access to flexible benefits such as voluntary benefits,retail vouchers and discounts on a range of goods and services.
· For any moves across the Civil Service may have implications on your ability to carry on claiming childcare vouchers
· Paid paternity, adoption and maternity leave.
· Free annual sight tests for employees who use computer screens.
The opportunity to join employee-run networks that have been established to provide advice and support and to enable the views of employees from minority groups to be expressed direct to senior management. There are currently networks for employees of minority ethnic origin, employees with disabilities, employees with caring responsibilities, women employees, and lesbian, gay, bisexual and transgender employees.
Working for the Civil Service
The Civil Service Code sets out the standards of behaviour expected of civil servants.
We recruit by merit on the basis of fair and open competition, as outlined in the Civil Service Commission’s recruitment principles. Should you feel that the recruitment process has breached the recruitment principles you are able to raise a formal complaint in the following order
1- To Shared Service Connected Ltd (0845 241 5358 (Monday to Friday 8am – 6pm) or e mail Mojfirstname.lastname@example.org);
2- To Ministry of Justice Resourcing (email@example.com);
3- To the Civil Service Commission (details available here)
The Civil Service embraces diversity and promotes equality of opportunity.
There is a guaranteed interview scheme (GIS) for candidates with disabilities who meet the minimum selection criteria.
Grading Structure Review
The Ministry of Justice is currently undergoing a review of posts which are currently graded at Band A to realign our grading structure with the majority of the wider Civil Service.
Posts advertised at Band A may be graded at either Grade 6 or Grade 7 once the review has taken place.