Communications Manager, VUPD

About The Work Unit

Vanderbilt University Public Safety comes under the charge of the Office of the Associate Vice

Chancellor / Chief of Police for the Division of Administration. The Public Safety Department includes a

staff of over 200 people. The department is organized into three Divisions: Administration, Operations, and

Auxiliary Services. The Department employs commissioned officers, non-academy-trained officers for

security-related functions, and administrative personnel.

Key Functions And Expected Performance

Administrative Services

• Manages the Communications Unit; directly supervises communications specialists. Ensures
  
  

the highest level of satisfaction and retention by implementing measures for quality control,

productivity and efficiency. Observes and documents the work product of each

communications specialist, provides correction and training where needed, and administers

Performance Improvement Counseling, if necessary.

• Ensures policies and procedures are being followed. Completes Performance Evaluations for
  
  

communications specialists.

• Schedules holiday, vacation, and personal time. Monitors, documents, and takes necessary
  
  

action when attendance standards are not met.

• Investigates complaints/allegations of employee misconduct and documents findings; makes
  
  

recommendations to management when disciplinary action is warranted.

• Conducts periodic audits for quality assurance, including radio and phone traffic, direct
  
  

observation, recorded media, CAD entries, and data entry to ensure accuracy, completeness

, and timely submissions. Issue a quality control memorandum to affected personnel to correct

errors.

• Represents VPD as the Terminal Agency Coordinator (TAC) for the Tennessee Information
  
  

Enforcement System (TIES). Responsible for attending TIES (Tennessee Information

Enforcement System) training sessions; provides training for department personnel on the

use of TIES; ensures department compliance with all requirements mandated by TIES.

• Develops policies and procedures for the Communications Unit.
• Maintains knowledge, skills and abilities in order to provide back-up for Manager, Records Unit. Will coordinate with the Manager, Records Unit to provide coverage during extended periods of absence.
  
  

Support Services

• Manages the maintenance and upkeep of communications equipment including the consoles and other related equipment, supplies and resources utilized by Communications personnel.
  
  

Training

• Ensures the training of communications specialists and other police officers utilized as relief on key functions of job including Computer Aided Dispatch, NCIC/TCIC/TIES, and Severe Weather Alert System. Trains and certifies communications personnel as public safety dispatchers and NCIC Query operators.
  
  

Community Services

• Serves the community through proactive and self-initiated activities related to the position.
• Assists community members as necessary.
  
  

Supervisory Relationships

This position does have supervisory responsibility over the Communications Department; this position reports administratively and functionally to the Chief of Staff.

Education And Certifications

• Bachelor’s Degree from an accredited institution of higher education preferred. The degree may be substituted for relevant, progressive dispatch experience on a year-for-year basis.
• Possession of a Computer Aided Dispatch (CAD), National Crime Information Center (NCIC), Tennessee Information Enforcement System (TIES) and Enhanced 911 training and certification is required.
  
  

Experience And Skills

• 8 years of related experience in a public safety agency with at least (1) year of management experience is required.
• Knowledge of Federal, State, Local and other regulatory boards and requirements governing radio and electronic transmission necessary.
• Thorough knowledge of the operation and maintenance requirements of radio, computer, alarm, and other systems commonly found in communications is necessary.
• Key Characteristics of a Successful Team Member in this Work Unit:
• Excellent management and team-building skills.
• Ability to remain calm and objective throughout stressful and unpleasant situations.
• Demonstrate the ability to manage, coordinate, and direct the activities of administrative and support personnel.
• Have current knowledge of industry best practices and develop new and innovative ways to enhance
  
  

Accountability

General Characteristics of a Successful Vanderbilt University Staff Member:

• Owns decisions, outcomes, work products, etc. that are within the scope of one’s role.
• Works through Issues – Recognizes that the work is about successful outcomes; if things aren’t going well, outcomes suffer; is willing to have crucial conversations if things aren’t going well; doesn’t just complain to management… does everything possible to remedy the situation directly first
• Reliable – Does what they say they will do, when they say they will do it; shows up for work when expected; doesn’t push the burden of work volume or deadlines to others
• Integrity – Holds oneself accountable; takes responsibility for failures as well as successes, recognizes that trust is required to hold a team together
• Acceptance of Feedback – Takes constructive criticism with grace, and makes improvements without taking it personally or holding grudges; when wrong, owns it – freely admits mistakes
  
  

Collaboration

• Works inclusively to build trust and accomplish tasks, goals, and initiatives. Understands, anticipates, and appropriately responds to internal and/or external customers’ needs.
• Optimism – Is friendly, tirelessly cordial, polite, and genial; comes in to work with a good attitude and doesn’t bring their own personal “little black clouds” into the work environment
• Teamwork – Genuinely values teamwork and co-workers, makes them feel valuable and important by acknowledging what they do well; doesn’t expect from others effort that one is unwilling to do themselves, finds ways to acknowledge others’ strong suits
• Honest and Transparent – Doesn’t have hidden agendas, doesn’t play people against each other; is authentic and forthright
• Helpful Nature – Offers to help lighten the load for others in times of need; volunteers rather than waiting to be asked; understands that almost no one works in a silo and needs the help of others to do their job well; recognizes that by helping others first, others will likely reciprocate
  
  

Communication

• Provides information clearly and accurately in various settings, ensuring understanding and participation. Understands how best to present information to different audiences and understands how information may be perceived.
• Shares – Shares information. Communicates proactively. Transmits knowledge; recognizes that “knowledge is power” is less effective than “sharing knowledge is power.” Asks for advice, and considers it thoughtfully
• Is Nice – Asks caring, interested questions and is a good listener -- smiles and is grateful; sends appropriate notes of thanks to others who have helped; avoids gossip or saying negative things about co-workers; patient and generous; makes suggestions rather than stating hard and fast opinions. Avoids being negative, sarcastic, and cynical
• Praises Publicly; Criticizes Privately – When dealing with a difficult co-workers or customers, “pretend your children are watching” how the situation is handled; good manners help keep a cool head; gives credit where credit is due
• Responds Promptly – Recognizes that when emails and phone messages aren’t returned in a timely way, it sends the message that the other party is not important; responds even if just to acknowledge receipt and provide a timeframe by which the requester can expect a full response
  
  

Drive & Grit

• Is focused on professional excellence and strives to facilitate and support the same for colleagues in and outside their team, effectively manages through challenges and opportunities while seeking to understand and learn from professional experiences.
• Perspective – Maintains a sense of humor and perspective; can laugh first and foremost at oneself
• Raises the Bar – Expects and delivers excellence; is a creative problem solver; is proactive; welcomes input on making things better -- places a high value on learning and getting better
• Resilience – Is resilient in the face of daunting challenges and setbacks; bounces back readily.
• Adaptability – Reads cues and adapts accordingly; adjusts style and approach to accommodate the styles and needs of others; can anticipate and effectively de-escalate potential conflicts
  
  

Engaged

• Appreciates the values and mission of the organization, works to contribute to the university, and understands how their work affects the university and the university community.
• Eager – Enthusiastic, wanting to learn, wanting to continue one’s personal and professional development and expertise
• Hard-Working – Is industrious as well as efficient (busy isn’t the same as productive); can juggle multiple competing priorities simultaneously without becoming overwhelmed
• Believes – Believes in the work being done and in the importance of the organization’s mission
• Creative Thinking – Goes beyond the boundaries of the job description, willingly takes on new challenges, and finds creative solutions rather than always awaiting direct instructions
  
  

Judgment & Professional Acumen

• Makes appropriate decisions and evaluates risk and uncertainty to create ideal outcomes, exhibits an eye for the macro and the micro, and works to ensure others are able to do the same.
• Autonomous – Self-managing; self-motivated; manages time, activities, and outcomes well so that progress stays on track; cleans up after themselves
• Maturity -- Exhibits professional maturity; doesn’t pass the buck to dodge accountability; doesn’t engage in petty office politics or inappropriate social conduct
• Detail-Oriented – Even small mistakes can create big issues; attention to detail work indicates care about the outcomes
• Assumes the Best – Assumes that others are working as hard as you are on things that are as important as what you are working on; just because you don’t know what someone does, it doesn’t mean they’re not doing anything
  
  

Accountability & Execution

Additional Characteristics of a Successful Vanderbilt University Leader:

• Owns decisions, outcomes, work products, etc. that are within the scope of one’s role.
• Holds everyone in the workgroup accountable for accomplishing the outcomes of the unit.
• Let’s the buck stop with them; owns the outcomes for the work unit and doesn’t throw subordinates under the bus if things go wrong
• Practices what they preach; doesn’t set expectations of others that they don’t live up to themselves
• Pitches in to help the team when it really needs help
• Communicates early and often, even as information is evolving
• Is willing to learn from their direct reports.
• Welcomes inquiry and recognizes mistakes as learning opportunities
• Thinks creatively when tackling a challenge; questions the status quo in search of better ways. Looks for insights, assesses risks
  
  

Coaching, Development & Team Focus

• Leads by example, works to ensure that members of the team have the necessary tools, resources, and knowledge to be successful.
• Ensures that team members have the tools and resources to do the job
• Praises publicly; is genuinely appreciative of the accomplishments of members of the team
• Criticizes privately; focuses more on how to do it better next time than on how it went wrong this time
• Willingly shares expertise with team members; actively coaches
• Is clear with the deliverables and outcomes needed, but allows members of the team to tackle the problems in the way they see fit, without micromanaging every process; it understands that the destination – rather than the exact route – is what’s important
• Cares about their employees as people, not just as “resources”
• Makes this a fun place to work; enhances camaraderie, builds trust, and invites members of the work group to be their authentic selves
• Addresses problems among the workgroup when they arise, rather than letting them fester.
  
  

Decision Making & Direction Setting

• Takes responsibility for and makes effective decisions through understanding the needs of the institution, collaborating and communicating, and identifying the strategic and operational imperatives of the university.
• Makes decisions, even in the face of incomplete information, rather than avoiding making decisions.
• Seeks first to understand before making decisions; doesn’t act first and ask questions later; solicits input from a diverse group of others, including members of the work group, other stakeholders, and naysayers/critics, when faced with complex challenges, before making a decision. Identifies options and homes in on pros and cons of each option; Lets others know where they are in their decision-making process
• Shares a clear vision for the work of the unit, and is clear about what outcomes are expected.
• Provides clear guidance and direction, doesn’t change direction with the wind; communicates in ways that are clear and succinct, rather than confusing or ambiguous
• Communicates early and often, even as information is evolving
• Champions the work unit’s cause, and makes compelling business cases for its needs
• Is willing to course-correct if things aren’t going as planned, even after decisions have been made and communicated
• Is willing to learn from their direct reports