JOB EVALUATION SCHEME

(To be completed by Support Service Manager) PSE Job No:

Job Description No:

Job duplicated in other Services Yes/No

If yes please list related Job Numbers:

(To be completed by Job Evaluation Administrator) JE Admin Ref No:

JOB EVALUATION SCHEME JOBHOLDER QUESTIONNAIRE

Please read through the notes on this page and scan the rest of the form before completing it in black ink. The information will be used to implement a nationally agreed scheme of job evaluation (JE) and will supplement the information available in your job description (which should have been supplied to you along with this form by your Support Service Manager).

Guidance on Completing this Questionnaire

You can get help from the JE Team on 01224 52 3048 or you may wish to speak to your trade union rep or manager.
The task is to collect facts about the demands of the job - not about you (the jobholder) or how well you do the job.
It requires facts about the current job - not on how it used to be done in the past or how it might be done in the future.
The focus is on the actual demands of the job - not perceived importance, status or a particular level of pay.
It might help to note what you've done over the last few weeks or to keep a list for a few days.
It'll take a few hours to complete the form but it's doubtful that there are benefits in taking a lot longer than this.
If you feel that a question isn't relevant to your job then just leave it blank and move on to the next one.
It is important that you follow the instructions for each question, for example provide one sentence when it asks for one sentence. This is not an attempt to restrict information but instead to focus your mind on the predominant nature of your job.
Answer the questions in relation to the normal routine of your job and give examples that happen in the course of normal working. It's not necessary to search your memory for "one-off" tasks.
You can add any additional information if needed in the box provided at Q50 but don't forget to note which questions you are referring to.
Ensure you and your line manager sign the questionnaire. When signing, please use your initial and surname only.

PART 1 - GENERAL INFORMATION Black ink please!

Your Surname	First Initial	Work Address St. Nicholas House
Job Title Performance, Audit and Risk Manager		Broad Street
Service Corporate Governance		Aberdeen
Section Customer Services and Performance		Postcode AB10 1FY
E-Mail Address @aberdeencity.gov.uk		Tel No

Your Line Manager's…

Name	Work Address tbc
Job Title Head of Customer Services and Performance
Tel No tbc
E-Mail Address tbc	Postcode

The Position of Your Job in the Council's Structure

Describe where your job fits in relation to others in your team, section, and service. A good way to do this is a chart that shows its position and those of your supervisor and any jobs reporting to you.

CHIEF EXECUTIVE

DIRECTOR OF CORPORATE GOVERNANCE

HEAD OF CUSTOMER SERVICES AND PERFORMANCE

PERFORMANCE, AUDIT AND RISK MANAGER

SENIOR PERFORMANCE OFFICER HEAD OF INTERNAL AUDIT

STRATEGIC SUPPORT OFFICER COMPLAINTS OFFICER

PART 2 - THE MAIN PURPOSE OF YOUR JOB (Your present job description might help with this)

Describe, in one sentence, the general purpose of your job.

Responsible for the corporate design, development and implementation of policies and processes in respect to the planning of services, the management of performance, audit and risk.

List the key tasks found in your job description and, in the right hand column, the percentage of time spent on each

% of Time

Policy Design and Development -

Service Design and Delivery -

Monitoring and Evaluation -

Management of Service and Resources -

40%

20%

10%

30%

Give examples of how the job has changed over the last six months. What are the new responsibilities? Has new legislation had an impact on the job?

New post.

PART 3 - THE DEMANDS OF YOUR JOB

FACTOR 1 - WORKING ENVIRONMENT

This considers the physical environment of the job. It covers disagreeable, unpleasant, uncomfortable or hazardous working conditions such as dust, dirt, temperature extremes and variations, humidity, noise, vibration, fumes and smells, human or animal waste, steam, smoke, grease or oil, inclement weather; and discomfort arising from the need to wear protective clothing. It also considers hazardous aspects of the working environment which are unavoidable and part of the job such as risk of illness or injury arising from exposure to diseases, toxic substances, machinery, lone working or work locations. Health and safety regulations and requirements are assumed to be met by both employer and employee.

Which of these statements is the most likely to apply to your job? (tick one box)

I work predominantly indoors in an office based job.

My work predominantly involves travelling between locations

I work outdoors but can take shelter

I work outdoors, exposed to all weathers and cannot take shelter.

Describe the two most unpleasant, disagreeable or hazardous conditions to which you are normally exposed in a normal working week. If none then state “none”.

% of Time

1. Disturbance from noise

80%

2. Temperature fluctuations

100%

FACTOR 2 - PHYSICAL CO-ORDINATION

This considers the predominant physical co-ordination required to do the job. It covers manual and finger dexterity, hand-eye co-ordination, co-ordination of limbs and or senses, speed and precision required in the course of normal working. Examples might include driving or using tools or equipment (including office equipment such as keyboards.)

Which of these statements are the most likely to apply to your job? (tick one box)

Physical Co-ordination in my job is predominantly needed for:

Keyboarding and Computer use.

Driving

Using equipment, tools, machinery or appliances.

None of these

Q7	From the statement you selected in Q6, please describe, in no more than two sentences, how it reflects your job. For example, if you use tools or computers what is it you do with them?
Use computer packages to design reports and other work for CMT, committees and external organisations. Use computer packages to monitor and analyse performance.
Q8	Do the task(s) you have described in Q7 have to be achieved at speed? If so, in one sentence explain why?
Yes. Frequently tight timescales and high profile, statutory requirements.
Q9	Could someone who CANNOT drive undertake the FULL duties of the job?
Yes		No
Q10	If you answered No to Q9 explain in one sentence what kind of vehicle you drive and whether or not you are expected to tow equipment or/and manoeuvre in tight spaces other than when parking.

FACTOR 3 - PHYSICAL EFFORT

This considers the strength and stamina required by the job (in excess of a basic level involving limited standing, walking, bending, stretching and occasionally lifting or carrying.) It covers all forms of physical effort required in the course of normal working, for example, standing, walking, lifting, carrying, pulling, pushing, working in awkward positions such as bending, crouching, stretching, sitting, standing or working in a constrained position.

Q11	Which of these statements are the most likely to apply to your job? (tick two boxes) If none got to Q13 Physical Effort in my job is predominantly needed for:
Standing / Walking		Lifting / Carrying
Pushing / Pulling		Applied Physical Effort e.g. scrubbing, sawing, digging etc.
Working in awkward positions e.g. lying on back underneath objects etc.		Working in constrained position e.g. sitting in a vehicle for long periods.

Q12	Give examples of each of the two demands you selected above. If your job predominantly involves working on your feet then you should select standing / walking as one of your choices.	% of Time
1.
2.

FACTOR 4 - MENTAL SKILLS

This considers the job's complexity and thinking needed. It includes problem solving, creativity, planning, conceptualising, option appraisal, design, innovation, research, imaginative and developmental skills, analytical and strategic thinking.

Q13	Which of these statements is the most likely to apply to your job when dealing with the more difficult or challenging problems you encounter in a normal working week? (tick one box)
I refer the problem to my line manager		I use my own judgement to resolve the problem
I make a choice between options that have been previously defined to resolve the problem		I use recognised analytical problem solving techniques to resolve the problem
I develop strategies or new solutions to resolve the problem

Q14

In no more than three sentences, give examples of the problems you are referring to in Q13 and explain how you resolved them and how often they occur?

Under the new BV2 national inspection regime, the Council is required to undertake self-evaluation - I respond to the national consultation on behalf of the Council, I undertake an option appraisal on possible methods of self-evaluation, following corporate agreement, I mange implementation across the council.

A new government required Single Outcome Agreements from scratch in 5 months, this required a strategic approach to planning across the city, the design of a model, the engagement of all stakeholders, negotiation with colleagues and partners.

Our internal audit service was unsustainable, I undertook an option appraisal and I am now managing the first full outsourcing of internal audit in any of Scotland's councils.

Q15

In no more than two sentences give examples of situations where your job requires you to forward schedule or plan activities in the course of your normal work.

The post will require me to annually produce the council's audit plan and secure audit resources as well as the availability of auditees.

The post requires me to plan the production of the City's Single Outcome Agreement, including stakeholder engagement strategic assessment, drafting editing, consultation, submission to Council, partners, the Scottish government, publication, etc.

FACTOR 5 - CONCENTRATION

This considers the concentration required to do the job, the need for mental and sensory attention, awareness and alertness. It also covers anything which may make concentration more difficult such as repetitive work, interruptions, the need to switch between tasks or activities, simultaneous or conflicting work and deadlines.

Q16

Give examples in one sentence each, of two tasks which you carry out on a day to day basis that require you to use the most concentration.

1. Chairing meetings (internal and external - see working groups Q.49). These can typically last 3 hours.

2. A very varied diary which switches between very varied tasks and meetings with a broad range of stakeholders, in a pressurised environment where I am either representing the Council or working to legislative requirements.

Q17	Which of these statements is the most likely to apply to your job? (tick one box) Most of the pressure in my job is created by: (If none go to Q19)
Repetitive work		Interruptions
Switching between tasks		Deadlines
Simultaneous demands		Conflicting demands

Q18

In no more than two sentences give examples of why you selected the above statement?

The nature of the post is split between development work (strategies, tools, guidance) and monitoring, analysis and management of performance (contract monitoring, risk assessment, etc). There is no end to either of these tasks as you can do as much of either task as time permits, I therefore have to use my judgement and ability to manage time to deliver the absolute requirements of both and maximise the added value to the council.

I have currently a number of development type committee reports in production, whilst I am managing the outsourcing of a service, whilst managing the monitoring, analysis and reporting of the City's Single Outcome Agreement and the audit of statutory performance indicators, amongst many, many other tasks.

Q19

Does your job have any involvement in producing reports and if so give examples of reports you have been involved in within the last month and what your role was in their completion.

1. Constant production of reports. Most notably, the Council's Corporate Business Plan. Manager of the production of the Plan and author of the report. - reported to Council. The Council's Annual Public Performance Report. Designer of the report and co-ordinator / author of the data (sent to every household in Aberdeen). The City's Single Outcome Agreement Performance Report - designer of the report and co-ordinator / author of the data - reported to The Aberdeen City Alliance, the Council and the Scottish Government.

FACTOR 6 - COMMUNICATION SKILLS

This considers all communication needed in the course of NORMAL work excluding that with own team/colleagues. It covers informing, exchanging, listening, interviewing, persuading, advising, presenting, training, facilitating, conciliating, counselling, negotiating and advocacy. It includes using other languages (eg foreign, sign, Braille, etc). And considers the purpose of the communication, the sensitivity or complexity of the subject and the nature and diversity of the audience.

Q20	Which of these statements are the most likely to apply to your job? (tick two boxes) The most demanding type of communication required in my job in a normal week is:
Listening		Public Relations
Interviewing		Eliciting or Explaining information
Seeking or Providing Information		Exchanging Information
Advising or Guiding		Persuading
Training / Presenting / Facilitating		Counselling
Advocacy		Negotiating

Q21

Give typical examples of each of the 2 forms of communication selected in Q20?

Describe the nature of the information

Describe the audience

Describe the level of audience understanding

1. I have made repeated presentations to the Council's Line Manager Conference

Information giving, but also advocacy of corporate policy

300 senior managers

Mixed - many sceptical

2. In production of the Single Outcome Agreement and / or Corporate Business Plan there are many competing views and the sensible inclusion, or not, of these requires high skill in negotiation

Strategic priorities

Senior managers, councillors, partner organisations, the Scottish Government

Mixed - many partisan with their own agendas

FACTOR 7 - DEALING WITH RELATIONSHIPS

This considers demands arising from circumstances and or behaviour of those with whom the jobholder comes into contact as an integral part of normal working. It requires a response from or action by the jobholder when dealing with people as part of the job. It covers caring for and dealing with people (excluding immediate work colleagues) who are upset, unwell, difficult, angry, frail, confused, have special needs, are at risk of abuse, are terminally ill, or are disadvantaged. It also includes coping with abuse, aggression, the threat of violence, and/or to deal with conflict.

Q22	Which of these statements are the most demanding that are likely to apply to your job?(tick two boxes) In the course of a normal week I come into contact with people or clients who are / have:
In need of care / unwell		In distress
In conflict with my job		Disadvantaged
Verbally abusive		Otherwise demanding
Special needs		Aggressive or violent
At risk of abuse		Difficult
Terminally ill		None

Q23

Describe the general nature of your job's relationship which each of the two groups selected in Q22 and, in the right hand column, the percentage of time spent on each of these

% of Time

1. The nature of the job is prone to conflict as it is part of the duties to review and audit performance which often challenges the organisation and colleagues. This can have organisation wide reputational risks.

50%

2. There is often a natural inbuilt resistance to individual and organisational accountability which is what this post exists to achieve. Accountability can lead to very difficult situations, including the employment status if colleagues (e.g. the outsourcing of Internal Audit)

50%

FACTOR 8 - RESPONSIBILITY FOR EMPLOYEES

This considers responsibility for supervision, co-ordination or management of employees or equivalent (eg temp agency staff and contractors). It includes work allocation and planning, checking, evaluating and supervising the work of others; providing guidance, training and development to own team/employees; motivation and leadership; and involvement in personnel practices such as recruitment, appraisal, discipline and grievance.

Q24	Do you have line management or supervisory responsibility for the work of others?
Yes		No (go to factor 9)

Q25	Which of these statements is the most likely to apply to your job? (tick one box) The job I do involves having line management / supervisory responsibility for:
One person			One team of staff (one tier)
More than one team of staff (two tiers or more)			One Service
More than one Service

Q26

Describe the nature of your responsibility for staff and, in the right hand column, the number and job titles (unless you are responsible for a Service) of the staff you are responsible for?

Number and Job Titles

Direct Reports

Senior Performance Officer

Head of internal Audit (External)

Second tier

Strategic Support Officer

Complaints Officer

Undetermined no. of Auditors (External)

tbc

Q27

Describe in one sentence your normal responsibility for implementing Personnel practices. If none state “None

Implementing all practices and procedures, direction of work for employees, determining priorities of employees, development and mentoring of employees.

FACTOR 9 - RESPONSIBILITY FOR SERVICES TO OTHERS

This considers the job's responsibility for and impact on individuals or groups, such as clients, users, internal customers, contractors or the public. Examples include supporting or providing a service; giving advice or guidance; applying, implementing or enforcing regulations; and designing, developing or implementing services or processes. Services include those of a physical, mental, social, economic, business, environmental, or health and safety nature.

Q28

Which of these statements is the most likely to apply to your job? (tick one box)

The Service my Job provides to others is predominantly:

The provision of a support service to internal staff or colleagues

Delivering a front line service to mainly external customers

Applying regulations or Council policy

Assessing service requirements or the client / customers needs

Q29

Describe in no more than three sentences who receives the service your job provides and what is the predominant role of your job in its provision?

The role is a strategic management one and management of corporate (and including partners) arrangements. The clients are multiple - internal (colleagues, councillors) - External (the public, partner organisations, Audit Scotland, The Scottish Government). The nature of this ranges from informing / explaining, to the development of strategy for the management of performance and risk with partners, the assessment and agreement of auditable risks with Directors / Councillors, the contract management for outsourced internal audit, the design and management of city wide customer engagement with the public, direct one to one management of complainants.

Q30

Describe a situation in no more than two sentences which requires you to assess the needs of those you come into contact with in a normal working week?

The evaluation of identified risks to direct audit work for Services requires to be done with in depth an analysis and balancing the needs of the council and the needs of the audited service.

Q31

If you are a manager, how would you best describe your job's responsibility for addressing service requirements or delivering services to others?

The role is one of legislative, professional and customer research, development of workable and sustainable strategies to address known, and sometimes unknown, national and local requirements, resource assessment and allocation of management of this resource.

FACTOR 10 - RESPONSIBILITY FOR FINANCIAL RESOURCES

This considers responsibility for handling and or security of cash, vouchers, cheques, debits and credits, invoices and for accounting, audit and budgetary activities. It includes project expenditure and the generation of income and savings; assessment of financial risk; grants, loans and investments.

Q32	Which of these statements is the most likely to apply to your job? (tick one box) My jobs main responsibility for financial resources is dealing with : (If none go to factor 11)
Cash, Cheques or equivalent		Accounting/Auditing
Processing Invoices, transactions or equivalent		Loans, investments or equivalent
Budgets or project income / expenditure		Other

Q33

Give examples of day to day tasks which represent the statement you selected in Q32.

How often do you do this?

£ per year

I am budget holder for this section which includes staff costs, capital expenditure and a significant contract management arrangement

Daily

£700,000 rev.

Capital will vary

FACTOR 11 - RESPONSIBILITY FOR PHYSICAL AND INFORMATION RESOURCES

This considers responsibility for Council tools, equipment, instruments, vehicles, plant, machinery, goods, produce, stocks, buildings, fixtures, fittings, land, construction works, manual and computerised information. It considers responsibilities for safekeeping, confidentiality, security; deployment, control; maintenance, repair, requisition, purchase, planning, organising, design and long term development of physical or information resources.

Q34

Which of these statements are most likely to apply to your job? (tick two boxes)

My jobs main responsibility for physical & information resources is:

Plant, tools, equipment or vehicles

Stocks or supplies

Land, buildings, construction sites or equivalent

Manual or computerised Information

Q35

Describe normal tasks to show the extent of responsibility your job has for the two assets you've selected in Q34. e.g. responsible for own PC, using or maintaining tools, developing or managing information systems, data input, site security, cleaning or managing council premises etc

Document Control - The whole council is dependent on the availability of up to date accurate and accessible policies, strategies, plans and guidance from this post. It is essential that a robust system is in place and maintained for document control.

ICT System Owner - I am the Systems Owner for the Council's electronic performance management system which stores a large amount of critical and confidential data for both the Council and partners.

FACTOR 12 - INITIATIVE AND INDEPENDENCE

This considers the need to exercise initiative and freedom to act. It covers the type and degree of supervision and guidance provided by instructions, procedures, practices, checks, policy, precedent, regulation, strategy and statute.

Q36	Which of these statements is most likely to apply to your job? (tick one box) My job normally entails:
Working to instructions		Working within the framework of Council Strategy
Working within policy guidelines		Following routine work practices
Implementing policy, regulation or legislation		Following established procedure

Q37

Are you free to arrange your own workload?

Yes

No (go to Q39)

Q38

If you answered Yes to Q37, describe in no more than two sentences what activities you arrange

The bulk of the work is developmental. The broad strategic direction will have been set (often by the postholder), the specific tasks which fall to the postholder and their staff, will often have required completion dates (Committee reports for example), but these can be planned for and the management of time and resources to deliver these is a matter for the postholder.

Q39	Tick one box which best describes the guidance which is normally available to you
Closely supervised / checked		Operational guidance available
Managerial direction available		Precedents provide guidance
Professional advice is available		Problems generally referred to supervisor

Q40

Give examples of problems that you would refer to your line manager

Problems not usually referred, rather there are of course proper governance arrangements and line management agreement is needed for city wide and corporate policies, strategies, plans.

Q41

Are you required to formulate strategy?

Yes

No (go to factor 13)

Q42

Give examples of the strategies you are involved in and what the level of your involvement is?

How far ahead do you have to think?

Including:-

Council's Corporate Business Plan

Single Outcome Agreement

Risk Management Strategy

Audit Plan

Customer Satisfaction Strategy

My involvement is owner / manager of these strategies.

5 years

3 years

FACTOR 13 - KNOWLEDGE

This considers what you need to know to do your job. It covers practical, procedural, technical, specialist, policy and organisational knowledge including that of equipment and machinery, numeracy and literacy, culture and techniques, ideas, theories and concepts. It considers complexity, breadth and depth of knowledge and the minimum qualifications or experience needed to do the job. These may therefore not necessarily be those held by an individual jobholder.

Q43	Which of these statements is most likely to apply to your job? (tick one box) The knowledge required to do my job is typically acquired from:
Demonstration and familiarisation on the job		Through previous or job related experience
Training received on the job		A vocational qualification
A professional qualification

Q44

If you need a qualification to do your job, in no more than two sentences explain the nature of the qualification and why you need it e.g. a practicing certificate or licence to do a task?

Degree or post graduate qualification in management. The postholder is “the” corporate expert in management. They require a high level of professional knowledge.

Q45	In no more than three sentences explain what type of experience you are required to have to do your job? E.g. customer service, clerical, leisure, handling cash, supervisory etc.		How long would it take to acquire?	In addition to or instead of qualifications?
Experience in corporate management at a senior level, sufficient to deal, influence and negotiate on the council's behalf with all stakeholders. In-depth knowledge and experience of Internal Audit in the public sector In depth knowledge of performance management techniques			5 years 4 years 5 years	Additional Additional Additional
Q46	Does the job need an understanding of the environment external to the Council?
Yes		No

Q47	If you answered yes to Q46 describe this understanding in no more than two sentences, showing why and how it is used in the course of normal working
Contract management (including assessment of tenders and award of contract) requires significant awareness and understanding of the commercial environment. Leading on Single Outcome Agreements, BV2 and other national issues requires a significant understanding of the national agenda as well as partners requirements and citizens' views.

Q48

Does the job regularly involve formal working groups?

Yes

Q49

Describe in no more than three sentences the purpose and nature of these working groups and your job's involvement in them.

Internal or External?

What is their frequency?

Examples:-

Single Outcome Agreement officers group - oversee development of the SOA, including partners. My role is to chair and lead.

North East of Scotland Performance Management Network - Lead best practice and shared working across the public sector in the North east of Scotland. My role is to chair and lead.

Risk Management Officers Group. To agree and monitor the Council's risk management arrangements across all Services. My role is to chair and lead.

External

Internal

Quarterly

Q50

Additional Information

What should be reflected in the Job Evaluation for this post is the responsibility for corporately significant matters. These have very significant and high profile risks to the whole organisation. The post requires to lead on a very broad range of issues requiring very varied skills and knowledge:-

Legal (Best Value legislation, audit requirements, contractual management)
Business (City wide, corporate and service planning and performance management)
Technical (System owner for ICT)
Professional (Lead on best value, performance management, planning, audit, risk management)
People (Organisation wide advocacy / leadership, external negotiation / liaison, direct line management)
Financial (Revenue and capital management, budget planning)

The structural relationships for this post may change as the Service structure develops. It is worth noting, however, the relationship to the Head of Internal Audit is likely to be a contractual one, if the planned outsourcing of Internal Audit is completed. This is how I have completed the questionnaire, but the actual current situation is Post Holder, Head of Internal Audit, Senior Auditors, Auditors.

	Jobholder(s) signature(s): (Initials and Surname Only)		Date:
(Please attach a separate sheet if you need space for additional signatures and dates)


























		Line Manager signature:		Date:

SINGLE STATUS IMPLEMENTATION

Job Evaluation Questionnaire

OD/Form/9 - Ver 05 2/8/06

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