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 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 To support the UTS Pipeline Managers in managing the RN Untrained Strength (UTS) training pipelines, ensuring that TAFMIS and JPA actions are completed accurately and within the scheduled timeframes. The role holder will manage RN Ratings Phase 2 (Ph2) and Gains to Trained Strength (GTS) statistics, promptly identifying and reporting significant changes to UTS 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 pipeline. Liaise with the RNR Training Officer to coordinate course capacities, ensuring efficient trainee transition. Produce 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, to maintain seamless flow to SMQ(D). Engage with Career Managers (CMs) for effective streaming of personnel. Coordinate with Diligence Squadron regarding holdovers and bunk space management. Set SMERAs and Final Fitness (FF) dates in accordance with the Statement of Training Requirement (SOTR). Aircrew (AA): Monitor trainee throughput, with particular focus on GTS and discharges, ensuring forecasts remain current. Liaise with Air Training Authorities (ATAs) and develop improved reporting mechanisms. RN Divers: Manage trainee progression through the pipeline. Liaise with key stakeholders, including Victory Squadron Chief Petty Officer and Profession Manager. Attend holdover meetings and fortnightly Multi-Disciplinary Team (MDT) meetings to provide progress updates. Deputise for the UTS OF / RNR Pipeline Manager as required. 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 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. PART C - AUTHORITY The UTS Pipeline Supervisor has the following authority: · Authorised to draft correspondence on behalf of the UTS OF / RNR Pipeline Manager and SO2 UTS Pipeline Manager within the defined scope of responsibility. · Empowered to engage and liaise directly with relevant MOD and NCHQ authorities at the appropriate levels. · Mandated to coordinate and communicate with counterparts across other Services at the appropriate rank or grade. · Permitted to liaise with civilian professional bodies, educational institutions, Examining Boards, Awarding Bodies, and other external organisations as required to fulfil the primary role. SUCCESS PROFILES The following experiences and behaviours are necessary for the role of UTS Pipeline Supervisor Knowledge and experience: Proficient in Microsoft Excel with advanced functionality. (Essential). Knowledge of BR 3 (Naval Personnel Management). (Essential). Experience of developing and maintaining constructive working relationships with internal and partner organisations. (Essential). Familiarity with TAFMIS, JPA, or equivalent personnel and administrative databases. (Desirable). Experience of leading or participating in the management of training and education delivery organisations (Desirable). Experience of performance monitoring and recording (organisational or project) and the generation of performance reporting (Desirable). Behaviours Communicating and influencing. Prioritisation. Collaborative working. Positive response to change. Self-motivation, self-awareness. Delivering to deadlines.