Tmg Trg Plans Uts Pipeline Supervisor

Details of Organisation/ Business Directorate

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

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 Authoritys 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 Authoritys 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 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

TosupporttheUTS Pipeline Managersinmanagingthe RN Untrained Strength(UTS) training pipelines ensuring that TAFMIS and JPA actions are completedaccuratelyandwithin the scheduledtimeframes. The role holder will manage RN Ratings Phase 2 (Ph2) and Gains to Trained Strength (GTS) statistics promptlyidentifyingand reporting significant changes toUTS OF / RNR Pipeline Manager and SO2 UTS Pipeline Manager.

Responsibilities

Oversee the throughput of specialist cadres as follows:

Royal Naval Reserve (RNR):Manage trainee progression through the training with the RNR Training Officer to coordinate course capacities ensuring efficient trainee quarterly UTS statistics for Maritime Reserve Training HQ escalating any discrepancies or issues to SO2 Training MR.

Submariners (SM):Manage trainee throughput including course loading GTS and discharges tomaintainseamless flow to SMQ(D).Engage with Career Managers (CMs) for effective streaming of with Diligence Squadronregardingholdovers and bunk space SMERAs and Final Fitness (FF) datesin accordance withthe Statement of Training Requirement (SOTR).

Aircrew (AA):Monitor trainee throughput with particular focus on GTS and discharges ensuring with Air Training Authorities (ATAs) and develop improved reporting mechanisms.

RN Divers:Manage trainee progression through the with key stakeholders including Victory Squadron Chief Petty Officer and Profession holdover meetings and fortnightly Multi-Disciplinary Team (MDT) meetings to provide progress updates.

Deputise for the UTS OF / RNR Pipeline Manager asrequired.

Conduct bespoke reviews and project work as directed by SO1 Trg Plans and Hd Delivery.

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 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.