RLDO W

Details of Organisation/Business Directorate

Under the Selborne contract, the Contractor has responsibility for management of the output for in scope training services.

The Authority has a need to establish a suitably resourced and empowered ‘customer’ function to manage the contract, coordinate and manage the provision of Authority enablers and dependencies, and hold the Contractor to account for the delivery of the in-scope training services to the volume and quality standard required by the Authority.

The Authority’s responsibilities as an intelligent customer will be discharged through the Authority component of the Training Management Group (TMG) within the Personnel and Training Directorate. The TMG is the key forum for collaborative working between the Authority and the Contractor at a corporate level, and for the day-to-day management and oversight of the training service.

The Authority’s role as ‘customer’ within the TMG is to oversee, assure, consult, inform and influence, not to determine how the Contractor delivers the contracted services. The Authority component of the TMG constitutes both a centralised team and local ‘key customers’ at the point of training delivery to support the proactive management of the Contractor and the coordination of relevant Authority dependencies.

The TMG operates on a collaborative basis with joint-working between the Authority and Contractor to help each Party achieve their aligned objectives. This includes the Parties working together to identify and resolve risks and issues, and to realise opportunities. It also involves the Parties supporting one another to help fulfil their respective responsibilities and obligations, in accordance with the terms set out in Clause 62 (Cooperation and Collaboration) of the contract. In the case of the Authority, this will mean the provision of technical SME advice and guidance to the Contractor in relation to RN training and education, support in the design and implementation of remedial, opportunity realisation and modernisation plans, and facilitating change elsewhere within the RN which supports and enables the realisation of benefits within the training system.

Job Purpose

The TMG LDO Regional L&D Officer (West) provides leadership to the West Region and the Learning & Development (including Tutoring, L&D Interviews, and L&D Advice & Support) Functional Pillar

The LDO West region comprises:

·         HMS DRAKE, RMB Stonehouse, HMS RALEIGH, RMB Bickleigh and RNAS Culdrose L&D Hubs.

The post holder shall:

• Monitor, evaluate and support activities and outputs of L&D Hubs in the Region. 
• Communicate LDO HQ intent, and Direction & Guidance to Hubs across the Region.
• Create and maintain the conditions that empower Hub Team Leaders to lead and manage their Hub effectively.
• Liaise with Team Fisher Regional Managers to monitor routine business (defined within Selborne Statement of Requirements (SOR) Service Requirements 7 and 10) and to support quality improvement and standardisation assurance activities, referring to relevant data, management information and evidence.
• Provide input to inform Team Fisher's LDO Self-Assessment Report(s) (SAR) and Quality Improvement Plan(s)(QIP) where appropriate.
• Evaluate the effects of QIPs and resulting actions.
• Provide advice, guidance and feedback to Team Fisher Regional Managers and Hub Team Leaders. 
• Contribute to publicising and marketing L&D opportunities and LDO services to key audiences.
• Liaise with host establishments as required to support LDO Hub integration within that site and area. 
• Ensure business continuity solutions are available for up to 3 years post-SCD1 (to 1 Apr 2024) , ensuring that responsibilities for all services within scope of the Selborne SOR transfer to Team Fisher at the earliest practicable time. 
• Participate in LDO governance activities including providing evaluation, based on relevant data, to inform the L&D Management Group.
• Lead and encourage collaborative working between Hubs within the Region and between the Regions. ​
• Role model the agreed RN-Team Fisher culture and collaborative working principles and behaviours.  ​
• Encourage and enable sharing of good practice between Hubs and Regions​
• Identify and share examples of both positive outcomes for LDO service-users and opportunities to improve LDO service-users' experience.​
• Working with Team Fisher Regional Managers, Team Leaders and other RLDOs, identify variation in practices between Hubs and/or regions, evaluate risks and issues caused by variation and prioritise standardisation actions.​
• Ensure Team Leaders are aware of all current governing policies and are empowered to identify improvement opportunities and implement ​change.
• Lead, mentor and support LDO staff delivering services in the Functional Pillar to enable delivery of consistent, high-quality L&D and Resettlement services​.
• Enable and support an Action Learning Set for the Functional Pillar which shall:​
• •        meet at least quarterly, ​
• •        communicate regularly, and ​
• •        carry out ad hoc learning and CPD activities as required. ​
• Ensure policy updates affecting the Functional Pillar are communicated and implications for LDO business are understood by staff. 
• Provide advice and support on Functional Pillar matters.
• Act as the LDO focal point for policy review and development relevant to the Functional Pillar, consulting and informing LDO HQ and other key players as required.
• Lead the modernisation of LDO services within the Functional Pillar.  ​
• Lead and supervise the delivery of specific modernisation plans agreed with LDO HQ and TF management within the Functional Pillar.
• Contribute ideas and recommendations for innovation and service improvement, setting an example for others​.
• Encourage LDO staff within the Functional Pillar to contribute ideas for innovation and service improvement.

• Carry out any other relevant tasks as directed by Cdr LDO.

The post holder shall note that these approved TORs seek to describe the extent of the role and its responsibilities, as far as practicable. Ultimately, however, it is up to the individual to achieve the job purpose using their leadership, professional ability and management skills. Thus, these TORs should not be seen as prescriptive and post holders are expected to exercise initiative and be innovative, which may require operating outside their TORs. In these circumstances post holders are not to be constrained by their TORs in achieving success but must ensure that their line manager and others are kept informed as appropriate.