Information about the role of a contact management operations manager or senior delivery manager, including the role purpose, key responsibilities and the skills required.
About the role
A contact management operations manager or senior delivery manager is a control room position within the operational support sector of policing. It's a service function leader role in the policing professional profiles.
Role purpose
To provide leadership and management of the contact management function across the service, ensuring the delivery of contact management services across the force, with a strategic responsibility to deliver in line with priorities and budgets.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Leading and managing the performance of the contact management function within budget to meet force priorities within wider finance plans.
- Directing the provision of an effective non-emergency first contact service and emergency call handling and deployment function across the service to meet organisational targets.
- Maximising the innovative use of new or existing technology for the benefit of the public, department and force to provide excellent contact management handling.
- Collaborating and developing efficient working relationships with internal and external stakeholders to promote the service and identify areas for improvement.
- Using expert knowledge to influence and negotiate developments and changes to existing and new working practices, policies and procedures to ensure continuous service delivery improvements.
Competencies, values and core skills
The competency and values framework (CVF) provides clear expectations for everyone working in policing. It describes the behaviours required by police officers and staff to be effective in their roles and uphold the Code of Ethics for policing.
Competencies
The CVF has six competencies, which are split into levels. These levels can be used flexibly to allow for a better fit with frontline and non-frontline policing roles, and at different levels of seniority. This ensures that there is consistency throughout all the policing professional profiles. Some roles may contain different CVF levels due to the specialist nature of the role. Those working at higher levels should also fulfil the requirements of the lower levels.
This role should be operating at or working towards the following competencies.
- We are emotionally aware – Level 3: senior manager or executive
- We take ownership – Level 3: senior manager or executive
- We collaborate – Level 3: senior manager or executive
- We support and inspire – Level 3: senior manager or executive
- We analyse critically – Level 3: senior manager or executive
- We are innovative and open-minded – Level 3: senior manager or executive
Values
The CVF has three values. These values apply to everyone in policing, regardless of their role or seniority.
Core skills
All roles in policing have nine core skills in common. These are split into levels that represent the different levels of policing.
This role should be operating at or working towards the following core skills.
- Communicating and influencing – Level 4
- Problem solving – Level 4
- Performance management – Level 4
- Relationship management – Level 4
- Change management – Level 4
- Managing people – Level 4
- Managing resources – Level 4
- Planning – Level 4
- Use of IT – Level 4
Education, qualifications and experience
To achieve effective performance in the role, the following standards, training and qualifications should be met.
Previous education, qualifications and experience
- Business management qualification, and/or other project management qualifications.
- Contact management centre leadership experience, working at a strategic level.
- Proven knowledge and experience of contact centre technology, including telephony, digital and online routing and management.
- Knowledge and experience of the demands and consequences of public contact and incident management.
- Knowledge and experience of operational risk management.
- Knowledge of the police organisation or experience of working within the police service.
In-role education, qualifications and experience
- None specified.
Continuing professional development
Continuing professional development (CPD) enables everyone in policing to develop and gain recognition for their professional skills, knowledge and competence.
CPD ensures that we continue to provide high-quality policing to keep the public safe and help to drive career aspirations. Discussion of CPD is usually included as part of professional development review (PDR) conversations.
Learning and accreditation
- Complete all core training and learning as required by the force.
- Any exemptions to learning and accreditation requirements are at chief constable discretion, in line with the local force policy.
Professional development
This role should consider the following CPD:
- keeping up to date with relevant national guidance
- maintaining knowledge and understanding of police regulations and College of Policing guidance, good practice and any local policy applicable to contact centre operations and leading and managing teams
- maintaining knowledge and understanding of new approaches identified by evidence-based research, problem solving and team working and synthesising these into working practice
- maintaining knowledge and understanding of performance management and ensuring it is implemented effectively when leading and managing teams
- keeping up to date with guidance and best practice on managing health, safety and wellbeing
Related roles
You can find other service function leader roles in the: