Official Veterinarian Competencies Requirements Ian McLeish Lead Veterinarian, MHS

1. Official Veterinarian Competencies RequirementsIan McLeishLead Veterinarian, MHS

2. MHS Operational Organogram

3. Area / Cluster Structure • 12 Business Areas – 12 Business Managers (employed) • 37 Clusters (not including the Scottish Islands & London Central Market)– 37 Lead Veterinarians (employed and contracted) • Generally 3 Clusters per Business Area • Number of approved premises within each Cluster Current at May 2009

4. Official Veterinarian as Team Leader (OVTL) • Overall work objective: • Operate as the Team Leader in an approved establishment by line managing & providing technical advice to the plant team to ensure the efficient & consistent delivery of Official Controls. • Seek to build & manage effective relationships with the plant Food Business Operator (FBO) & other stakeholders. • Take responsibility for health & safety management at plant level.

5. Competencies vs Competence • Competencies are the skills, knowledge & behaviours an individual must have, or must acquire, in order to fulfil his or her role & achieve required levels of performance. • Competence is a minimum standard or the level of output required by an individual (e.g. highly competent, competent). • Competencies are not lists of job tasks or a type of job description. • Competencies are cumulative & build upon each other (e.g. where Competency Level 2 applies to a job, ALL of the indicators at Level 1 within a Competencies area must be achieved by the post-holder as well as those at Level 2).

6. Competencies in the MHS (1) • Leadership & Management • Business Administration • Technical Competencies Frameworks: • Finance & Commercial Management • Human Resources • Information & Communications Technology • Internal Audit • Veterinary & Operational Policy Delivery

7. Competencies in the MHS (2) • Each role within the MHS has an Individual Competencies Role Profile defining the level of competencies required from the following Frameworks: • Leadership & Management Competencies • Business Administration Competencies • Relevant Technical Competencies • Each Framework has a number of areas with up to 5 levels in each & the role itself defines the level that applies.

8. Competencies in the MHS (3) • The Competencies Role Profile is defined by the job & each individual is assessed against this through the Performance & Development Review. • Any gap between the Role Profile & the individual defines their learning & development need. • Individuals can then use this information to inform their desired career path, understanding what skills, knowledge & behaviours would be required for the role to which they aspire.

9. MHS Competencies Frameworks: Leadership & Management High Level Definitions (1) • Business Awareness • Understands the MHS business environment. Able to understand others’ perspectives & collaborates both internally & externally. Is able to empathise with customers, monitor levels of satisfaction & respond appropriately in line with business needs. • Understanding & Knowing Self • Has a high awareness of own strengths & limitations & is able to express themselves clearly & openly. Welcomes constructive criticism & feedback & has a willingness to learn. Displays self confidence & takes responsibility for own decisions & actions. • Understanding Your Impact on Others • Achieves positive outcomes by utilising strengths and understanding limitations of self & others. Demonstrates self control, remains calm & level headed under pressure & is adaptable & flexible in a range of situations. Embraces change, is a strong team player & generates an atmosphere of respect, friendliness & cooperation.

10. MHS Competencies Frameworks: Leadership & Management High Level Definitions (2) • Managing & Influencing Others • Has the ability to inspire people with a clear vision & common purpose, & is able to influence across all levels in a wide range of situations. Shows genuine interest in developing others through understanding their goals & aspirations & coaching them towards success. Challenges unethical behaviour in others & drives for performance improvements in self & others. • Decision Making • Has a clear understanding of their remit for decision making. Finds & delivers solutions by effectively analysing all the information, probing to develop alternatives & taking sound & timely decisions. Is able to prioritise tasks & provide direction against agreed objectives.

11. MHS Competencies Frameworks: Business AdministrationHigh Level Definitions • Contributes to a positive Health and Safety culture & the achievement of Health and Safety objectives • Actively manages risk (including Health and Safety) to maximise return on investment • Understands own role & responsibility with regards to the use & management of information • Understands own role inall aspects of a project in order to achieve the project objectives appropriately & within agreed time, cost & performance parameters • Understands own role in all aspects of a delegated budget in order to retain financial control & to ensure adherence to financial standards

12. MHS Competencies Frameworks: Veterinary & Operational Policy DeliveryHigh Level Definitions (1) • MHS & Meat Industry Knowledge • Understands the MHS & the Meat Industry environment • Legislative Framework & The Manual for Official Controls • Understands the relevant legislation, its framework & the Manual for Official Controls (MOC) & applies appropriately • Knowledge of HACCP-Based Food Management Procedures • Understands & appropriately uses the principles & applications of HACCP-based procedures • Ante-Mortem & Pre-Slaughter Inspection • Clearly understands how to carry out pre-slaughter inspection & ante-mortem activities & actions appropriately

13. MHS Competencies Frameworks: Veterinary & Operational Policy DeliveryHigh Level Definitions (2) • Slaughter & Processing • Clearly understands how to carry out slaughter & processing activities & takes appropriate actions • Post-Mortem Inspection • Clearly understands post-mortem inspection process & carries out activities as appropriate • Health Marking & Identification Marking • Clearly understands the correct use of the health mark & identification mark & applies as appropriate • Specified Risk Material Procedures & the Controlled Removal of Animal By-Products, & Edible Co-Products • Understands the controlled removal of by-products of slaughter & applies legislation as appropriate

14. MHS Competencies Frameworks: Veterinary & Operational Policy DeliveryHigh Level Definitions (3) • Service Level Agreements & Sampling Operations • Understands the purpose of Service Level Agreements & the need for sampling & carries such duties out appropriately. • Enforcement • Understands the role of the MHS as an enforcement body & applies enforcement as appropriate to role.

15. Lead Veterinarian / Official Veterinarian Competencies Role Profile

16. LV / OV Competencies: Some details • Business Awareness: Level 3 • Builds productive & co-operative working relationships with external customers / stakeholders / OGDs & communicates MHS’ responsibilities, aims & objectives. • Advocates & builds effective & consultative working relationships with key customers / stakeholders across MHS directorates, & actively encourages others to do the same. • Plans work activities for self & others in response to strategic direction supplied by senior managers & adapts & expands business & technical knowledge to meet new requirements. • Ensures that viable & verifiable evidence is used in assessing the success of policies, procedures, projects & processes. • Presents bids for resources which demonstrate an understanding of key issues & are based on sound evidence & the principles of cost-efficiency & the value added.

17. LV / OV Competencies: Some details • Understanding & Knowing Self: Level 3 • Creates & welcomes opportunities for feedback, uses feedback to strengthen working relationships both within the MHS & with other bodies as appropriate. • Supports individuals within own area of responsibility in identifying their own development needs & creates & provides realistic learning opportunities for staff taking into account individual’s learning style & motivators. • Creates an environment & opportunities for teams / individuals to take personal responsibility. Supports & works in partnership with colleagues to achieve agreed outcomes. • Works with others to ensure that new challenges & ideas are communicated positively & ensures that these are embedded within own work area & the commitment of staff gained through explaining the reason for change.

18. LV / OV Competencies: Understanding your Impact on OthersLevel 3

19. LV / OV Competencies: Some details • Managing and Influencing Others: Level 3 • Drives MHS behavioural standards through providing a positive example & encourages & develops such standards in staff within own area of responsibility, addressing inappropriate behaviours & taking any necessary action as required. • Drives the process of continuous improvement within work area, champions positive contributions from individuals & ensures lessons learned are embedded. • Uses area business plan to set priorities & required SMART outcomes for self & work area, defining and redistributing resources to support the meeting of objectives. • Encourages the use of coaching within own work area, developing others as coaches as appropriate & drives personal & professional development across the work area. • Champions a pro-active relationship management & conflict resolution culture within own area(s) of responsibility & working towards positive outcomes. • Uses awareness of MHS business priorities & issues & external factors to give clear direction to others within own area(s) of responsibility.

20. LV / OV Competencies: Some details • Decision Making: Level 3 • Defines and agrees team decisions & supports where necessary. Takes responsibility for team actions & decisions & their outcomes. • Makes decisions that are appropriate to the MHS, balancing risk against potential benefits, & ensuring that relevant links are made with other internal & external stakeholders. • Understands MHS strategic objectives & ensures decisions support these & are translated into achievable actions, ensuring that appropriate contingency plans are made where necessary. • Communicates & promotes MHS corporate decisions, translating into workable actions for self & others within own work area. • Takes the MHS business environment (including any legislative constraints) into account when recommending a range of creative & workable solutions to issues /opportunities raised. Is prepared to take decisions that may prove unpopular but are in the best interests of the MHS.

21. Assessment of Competencies • Competencies can be assessed through: • Directed Questioning: • ‘Please tell me about the last team meeting you attended and how you ensured that contributions were encouraged from all participants.’ • ‘How does the MHS communicate new policies / amendments to policies etc.? How have you cascaded this to your team?’ • Use of Scenarios: • Provide sets of circumstances and ask the individual what action s/he would take, with particular reference to the related legislation / regulation etc. • Ask ‘Who would you contact if you saw [describe situation]?’ • Observation: • Observe the individual carrying out a specific task.

22. Any questions?