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Operational Delivery

Supervision Team Leader – 45007
£24,002 - £31,973


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:

As a Band C Leader on Supervision, you could be expected to work within the Public Authority team (PA), the Professional team (PRO) or as a member of the Lay team, it is important you build on your knowledge for each area of Supervision. You will be involved in meetings with stakeholders (internal and external) to develop good relationships and raise the profile of the OPG. 

You will be expected to demonstrate strong leadership and champion the values of the Office of the Public Guardian by leading, supporting and managing a team of staff responsible for Supervising and supporting Deputies appointed by the Court of Protection, in accordance with the Mental Capacity Act (MCA), associated regulations, Code of Practice and internal guidance and handle customer enquiries relating from deputies to the role and statutory functions of the Public Guardian. 

‘What’ (to include what is required, measures, outcomes/ deliverables and timeframe)

‘How’ (to include steps to take to achieve the ‘what’, including the skills, knowledge, behaviours, values and competencies required) 

General Wellbeing Management 

Lead staff within the office and remotely, providing support and guidance to help them continue to perform their roles in a safe and productive environment. 

Proactively manage staff wellbeing by engaging with staff regularly. 

·       Show a positive approach to keeping the whole team’s efforts focused on the top priorities. Share information as appropriate and check understanding.

·       Ensure all team leaders have the necessary skills in remote management to complete their roles effectively and independently.

·       Communicate in a straightforward, honest and engaging manner and choose appropriate styles to maximise understanding and impact.

·       Clearly explain the reasons for changes to colleagues and how to implement them, supporting individuals with different needs to adapt.

·       Consult with others to ensure the potential impacts on staff have been considered.

·       Be digitally approachable/visible when working remotely and provide regular platforms for staff to raise issues/questions.

·       Put in place support for the wellbeing of individuals within the team, including consideration of your own needs.

·       Ensure the most appropriate resources are available for colleagues to use to do their job effectively. Use technology where possible to increase efficiency.

·       Regularly monitor your own and your team’s work against milestones ensuring individual needs are considered when setting tasks.

·       Ensure the team is aware of central MoJ issues and initiatives, encouraging and facilitating participation and contribution by team members.

Health and Safety 

  • Take responsibility and care for own Health and Safety and for the safety of others and abide by OPG Health and Safety Procedures.
  • Undertake regular assurance that all relatable E learning is kept up to date for all staff. 

Resource and Monitoring Performance Management 

Manage the operational performance of your area to meet the relevant KPI’s (Key performance indicators).

Monitor and be accountable for customer service levels ensuring staff deliver a 95% quality rate. 

  • Understand how your area of work feeds into the wider operation of SIS, POAS and Corporate Service (where appropriate).
  • Take a strategic overview of resource modelling and workforce planning, regularly monitor performance against key milestones and act promptly to reassess workloads and priorities when there are conflicting demands to maintain performance.
  • Take a strategic overview of the Learning and Development (L & D) needs of the team. Work with the L&D team to prepare, implement and review the plan to address changing needs.
  • Work proactively with colleagues across all OPG sites to analyse performance and ensure a professional and responsive approach to the supervision of deputies.
  • Remain alert to emerging issues and trends which might impact your work area.
  • Work closely with colleagues to resolve problems quickly and improve performance, using management information and feedback from Deputies and third parties.
  • Contribute and participate at local management meetings and business level (across site) forums. Proactively lead and participate in relevant working groups and committees.
  • Liaise and collaborate with colleagues to ensure that work is effectively managed and to foster effective working relationships.
  • Support and offer constructive feedback to less experienced team members by coaching and providing guidance and advice when appropriate.
  • Maintain an awareness of changes to the Mental Capacity Act, the OPG’s external activity with stakeholders and other internal and external activities likely to affect the inbound volumes across the teams, ensuring the team are appropriately briefed.
  • Ensure the team understand performance indicators, agreed timescales and performance expectations. Encourage discussions and work with staff members to resolve concerns over meeting these.
  • Have regular assurance that line managers quality checks are being completed and appropriate feedback is being given to staff.
  • Review quality assurance and complaints feedback, taking appropriate actions to improve customer service.
  • Encourage teamwork within your own team and across other departments.
  • Oversee the regular review of processes to identify areas for improvement and simplify processes to use fewer resources. Make recommendations for significant improvements to senior management, outlining costs, benefits, risks and impact.
  • Ensure staff are following appropriate procedures whilst still enabling opportunities for innovation.
  • Ensure complaints approval/sign offs are dealt with timely and with a quality approach.
  • Take proactive action in response to the People Survey ensuring all action plans are monitored and actions completed and communicate to all staff. 

Diversity and Inclusion:

Take a zero-tolerance approach when dealing with bullying, harassment and victimisation within all units. 

Develop understanding of diversity and inclusion and how these feed into developing a positive culture in the workplace. 

·       Positively promote and implement diversity and quality of opportunity in all areas of work.

·       Make it clear to all team members that all bullying, harassment and discrimination is unacceptable.

·       Invest time to develop a common focus and genuine positive team spirit where colleagues feel valued and respect one another.

·       Actively seek and consider input of people from diverse backgrounds and perspectives. 

·       Get involved and engage with diversity and inclusion activities and share communications and information. 

·       Support staff on development schemes which target under-represented characteristics, highlighting and supporting potential candidates. 

·       Have regular assurance that all relatable E learning is kept up to date for all staff. 


Be fully engaged with the OPG 2025 strategy and how this impacts your department. 

Be a role model for staff, demonstrating the behaviours within the leadership statement and OPG values. 

Be a confident decision maker and communicator and empower others where appropriate. 

Build trust and confidence with staff and managers, and support the development of the OPG culture and business. 

·       Lead, manage and support a team delivering a responsive and professional service that supports the role and statutory functions of the Public Guardian, providing proactive support and supervision of Court-appointed deputies and handling of customer enquiries.

·       Understand the organisational strategy for your area and ensure this is effectively communicated to staff so that they understand how their role contributes.

·       Demonstrate good knowledge of the standards and practices required of professionally regulated or local authority deputies and the expectations of lay deputies.  Ensure you understand the Safeguarding Adults at Risk Policy and procedures.

·       Use initiative and develop decision making skills building on from the Civil Service Leadership statement.

·       Make independent, evidence based, and risk assessed decisions using clear rationale and understand when to consult with others.

·       Keep the team fully informed, using appropriate communication methods, ensuring staff have the opportunity to participate in and contribute to briefings and meetings.

·         Display confidence when making difficult decisions, even if they prove to be unpopular.

·         Understand own level of responsibility and accountability, making decisions where needed, only escalating where necessary.

·         Hold regular one to one meeting’s in accordance with the MoJ performance management system, identifying talent and encouraging staff development whilst adhering to the agreed timetable and consistency of performance with the rest of OPG through the Talent Management Grid.

·         Empower others to make decisions where appropriate and to understand their level of decision making.

·         Recognise and praise the achievements of others to drive positivity within the team.

·         Ensure business delivery is aligned to the OPG business plan, Performance Indicators, MOJ corporate agenda, etc. Devise and implement a strategy to ensure performance indicators and objectives are achieved by the team.

·         Support and adhere to Smarter Working and recognise the requirement to remote manage team members that wish to work from home on a rota basis

·         Lead collaboration with the technical training team and others across the business to support the induction, training and development of new colleagues.

·         Embed Continuous Improvement (CI) behaviours through the application of CI tools and techniques, promoting and demonstrating a leadership culture within OPG.

·         Work proactively with stakeholders (internal and external) to develop good relationships and raise the profile of the OPG e.g. by attending meetings and conferences, where appropriate deliver presentations. 

People Management and Development:

Ensure you have knowledge of all appropriate policies. 

Develop the capability of team leaders to achieve the successful delivery of the organisation’s strategies and are confident implementing our policies. 

Take action to help reduce sickness absence levels and promote better wellbeing.

Have assurance that quality touchpoint conversations are taking place and appropriate actions are put in place to support staff. Utilise the 9 box grid and feedback to senior management to support review discussions.

Ensure the appropriate Governance arrangements are adhered to and issues including security breeches are escalated to IA Team. 

·       Set clear development plans for team leaders, delegating opportunities and providing exposure to the work of the grade above appropriately.

·       Work to develop effective and collaborative working relationships with your band C colleagues, wider Practice & Compliance teams, wider OPG teams and stakeholders.

·       When setting objectives and targets, review and adjust these throughout the year as necessary.

·       Ensure objectives are set and achieved to address any gaps and enable delivery of current and future work.

·       Ensure that under-performers are identified, and appropriate interventions are in place, and that high potential colleagues are getting appropriate development and stretching opportunities.

·       Encourage the use of the organisation’s development pathways and learning resources available.

·       Develop an understanding of the organisation’s policies, ensuring team leaders have the relevant training and support to implement them.

·       Ensure HR data held on SOP is accurate.

·       Effectively manage conflict, misconduct and non-inclusive behaviour.

·       Identify opportunities for early intervention to reduce long term sick absences.


Essential Skills         

  • Knowledge of the MCA and Code of Practice (following induction) leading to an understanding of the impact of Court of Protection, legal and policy decisions and how to operationalise them. 
  • Proficient in the use of standard Microsoft office products.
  • Strong written and oral communication.
  • Ability to comprehend and analyse statistical data making informed decisions arising from it and developing the use of MI to support ongoing improvement.
  • Ability to lead and motivate teams with a focus on successful change leadership and management as well as the embedding of excellent customer service
  • Ability to work with other leaders and colleagues across not only SIS but across Ops, the wider OPG and other stakeholders
  • A self-starter able to work on their own initiative, managing competing priorities in a fast paced and challenging environment
  • Ability to demonstrate well developed relationship management skills; as well as planning skills and a track record of delivering to tight timescales
  • Ability to play a leading role in change management, developing, implementing and evaluating new initiatives as required. 

This vacancy is being advertised using Success Profiles, and will assess your Behaviours, Strengths and Experience. 

Candidates will be expected to provide a Personal Statement of no more than 1000 words in support of your application.

This should focus clearly on outlining your suitability for the post and what you feel you would gain in your personal development from the role. 

The key point to emphasise in your application is what you feel you would bring to the role that offers unique value. We actively encourage you to sell yourself as an individual and the personal strengths and experience that you could bring to the role 


We’ll assess you against these behaviours during the interview stage

  • Leadership
  • Communicating and Influencing
  • Managing a Quality Service
  • Working Together

Candidates who are invited to attend an interview will be required to deliver a presentation to the panel.  Details will be provided when the interview invitations are sent out.

Additional Information

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

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;

2-    To Ministry of Justice Resourcing (;

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.