Official Veterinarian Competencies Requirements Ian McLeish Lead Veterinarian, MHS

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Official Veterinarian Competencies
RequirementsIan McLeishLead Veterinarian, MHS
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MHS Operational Organogram
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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

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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.

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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).

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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

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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.

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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.

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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.

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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.

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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 in all 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

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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

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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

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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.

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Lead Veterinarian / Official Veterinarian
Competencies Role Profile
LEADERSHIP MANAGEMENT COMPETENCIES LEADERSHIP MANAGEMENT COMPETENCIES LEADERSHIP MANAGEMENT COMPETENCIES LEADERSHIP MANAGEMENT COMPETENCIES LEADERSHIP MANAGEMENT COMPETENCIES BUSINESS ADMIN VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY VETERINARY OPERATIONAL POLICY DELIVERY
Business Awareness Understanding Knowing Self Understanding Your Impact on Other Managing Influencing Others Decision Making Business Administration MHS Meat Industry Knowledge Legislative Framework Manual Of Official Controls Knowledge of HACCP-Based Food Management Procedures Ante-Mortem Pre-Slaughter Inspection Slaughter Processing Post-Mortem Inspection Health Identification Marking Specified Risk Material Procedures the Controlled Removal of Animal By-Products Edible Co-Products Service Level Agreements Sampling Operations Enforcement
LEAD VETERINARIAN 3 3 3 3 3 3 3 2 3 3 4 2 2 4 3 3
OFFICIAL VETERINARIAN 3 3 3 3 3 3 2 2 2 3 3 2 2 3 2 2

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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.

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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 individuals 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.

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LV / OV Competencies Understanding your Impact
on OthersLevel 3
LEVELS LEVELS LEVELS LEVELS LEVELS
INDICATORS 1 2 3 4
INDICATORS a) Actively communicates appropriately all relevant information, using methods of communication / information sharing that are timely, appropriate to the knowledge level needs of the audience, the prevailing circumstances any accessibility diversity issues. Checks own correct understanding of communications seeks advice where appropriate. a) Encourages creates appropriate communication channels (up, down and across) mediums ensures their correct usage. Supports, communicates explains complex issues clearly, accurately concisely. Ensures correction of message where appropriate. a) Ensures that all communications their messages to team peers are managed appropriately. a) Creates supports a culture of open honest communication drives this through the MHS in its relationships with industry / OGDs / parliamentary bodies. Demonstrates an understanding of the wider Government communication agenda.
INDICATORS b) Positively supports decisions through actively implementing agreed actions within specified timeframes. b) Actively drives the implementation of decisions supports colleagues in delivering such decisions in practice. b) Communicates support for decisions to others, providing clear direction on implementation of such decisions. b) Ensures that decisions made are supported communicated within the MHS to other interested external stakeholders showing active commitment to the agreed message.
INDICATORS c) Demonstrates respect consideration for self others at all times, showing honesty, integrity tact using assertive behaviours to support approach. Listens to others appreciates their views opinion. Actively seeks to understand own strengths limitations develop as appropriate. c) Understands own approach to various situations is prepared to adapt such approaches to ensure positive equitable working relationships whilst ensuring personal integrity. c) Understands approaches of others demonstrates respect consideration for such differences by adapting own approach influencing that of others to ensure positive outcomes for the work area. c) Creates a culture (supported by policies, procedures, working practices actions) which encourages diversity equality, supports different approaches acknowledges that all individuals have a contribution to make to the success of the MHS.
INDICATORS d) Is receptive to constructive feedback regarding work approach gives accurate, timely constructive feedback to others in an appropriate manner is willing to discuss further. d) Identifies creates opportunities for giving gaining feedback from MHS contacts on own work approach. d) Creates welcomes opportunities for feedback to be given received from internal external stakeholders on approach impact on organisational relationships d) Creates supports a culture where feedback is encouraged to from industry / OGDs / parliamentary bodies as to approach impact drives relevant changes through the MHS.
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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.

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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.

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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.

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• Any questions?