1. Karen Pimlott - Key competencies and recent achievements – June 2016
KEY COMPETENCY 1
Management, leadership and development of teams within a complex political environment
through appraisal, mentoring and performance review.
I have been employed by Stockport Council in various roles since June 1999 and have operated in a
managerial capacity since 2002. I commenced my most recent role as Community Safety Operational
Manager in June 2009 and have managed 2 teams of staff to date including a substance misuse
assessment team and an Anti-Social Behaviour/Community Safety team. I hold annual Personal
Development Reviews with each team member which result in the agreement of personal objectives
and a training/development plan linked to Community Safety Unit (CSU) and wider Council priorities.
These personal development plans are regularly reviewed via monthly supervision meetings to ensure
all members of the team continue to effectively support the objectives of the business unit and achieve
their own potential. I also hold regular team meetings and encourage team members to take an active
part in agenda setting for these. I also encourage team members to take the role of Chair and minute
taker on a rota basis.
KEY COMPETENCY 2
Management of civil or criminal investigations including evidence gathering, preparation
and presentation of reports or other documentary materials for hearings.
I hold a BTEC level 5 award in ‘Managing community Safety Strategy’ which was delivered by
‘Community Safety Professionals Ltd’ and includes 4 key elements:
 The Community Safety Agenda
 Supervising Anti-Social Behaviour (ASB) Cases
 Anti-Social Behaviour Informal & Legislative Powers
 Developing Local Strategies and Promoting Confidence
I have successfully supervised a team of ASB case workers within Stockport’s Community Safety Unit
since 2013 and supported them through a period of significant change when the Anti-Social Behaviour
Policing & Crime Act 2014 was introduced in October 2014. My team successfully secured a number of
Criminal Behaviour Orders, Civil Injunctions and other formal ASB Orders under my supervision and I
am responsible for the quality assurance of all documents submitted to the Court.
There are occasions when my team are required to work in collaboration with other partners (e.g.
GMP) to collate and present relevant documentation to the Court and where necessary, I am confident
in my ability to query/challenge draft submissions as appropriate. The quality assurance process is
designed to support a seamless Order application with minimal risk that the Court will reject t he
application due to lack of supporting evidence etc.
KEY COMPETENCY 3
Effective relationship-building with political leaders, senior officers and members of the
public including summarising and presenting complex information to a high standard.
One of my key duties is to jointly lead the East area Integrated Policing/Partnership Team (INPT) with
the area Inspector. I co-chair regular Joint Action Group (JAG) meetings which provide a forum for all
relevant partners to discuss and address key crime, ASB and community confidence issues. I also co-
chair regular meetings with local Councillors in order to maintain a line of effective communication to
ensure that any crime/ASB queries raised by constituents are addressed in a timely manner. In
addition to this, I attend Area Committee meetings at the request of local Councillors to report
on/discuss relevant local issues. I use the Council’s bespoke IT reporting system to communicate any
formal reports to Area Committee.
I am also responsible for leading the Transforming Justice (TJ) ‘portfolio’ within the CSU and this
requires me to work closely with senior Officers within the Council and other partner organisations e.g.
National Probation Service (NPS) and Community Rehabilitation Company (CRC). My team and I
support the TJ Board Chair in relation to agenda setting, maintaining and updating the local TJ Action
Plan and organising meetings etc. There are a number of initiatives within the TJ Action Plan for which
I also take a lead for the Local Authority and these include the GM Integrated Offender Management
(IOM) Review, the GM Restorative Justice (RJ) Review and the GM Women Offender Initiative. I attend
regular meetings and workshops with Senior partnership representatives at a GM level to support the
development of these initiatives within a Public Sector Reform framework.

2. Karen Pimlott - Key competencies and recent achievements – June 2016
I am also required to produce regular formal reports to Senior colleagues and recently took a lead in
producing a Stockport Council response to the MOJ Court Estate Reforms consultation paper on behalf
of the Chief Executive of the Council. This involved requesting and collating responses from a wide
range of local partners and colleagues, collating financial evidence to support local objections to the
proposed closure of the local Magistrates Court and drafting a covering letter to the MOJ.
KEY COMPETENCY 4
Understanding of the Employer’s statutory duties and powers and procedural rules with the
ability to supervise and advise others on their scope and execution.
I understand and support my Employer’s statutory duties and powers in relation to Community Safety,
ASB, Domestic Abuse and the Safeguarding and ‘Prevent’ agenda’s. Section 17 of the Crime & Disorder
Act 1998 lists Local Authorities as a ‘Responsible Authority’ within Community Safety Partnerships. In
Stockport, the Council jointly lead the Safer Stockport Partnership (SSP) Board with Greater
Manchester Police (GMP) and this process ensures that Crime & Disorder Partnership responsibilities
are effectively met. The Community Safety Unit (CSU) business priorities heavily influence the agenda
for this Board and by default, my own management responsibilities within the CSU require me to
supervise and support other members of the team to execute their responsibilities to the Board
effectively and to deliver/commission quality crime reduction services.
KEY COMPETENCY 5
Excellent interpersonal skills: able to build relationships with people at all levels, manage
and resolve conflicts, influence others and challenge unacceptable practice.
I have well developed interpersonal skills which enable me to operate at all levels within the
organisation. I have effectively managed and supported a number of staff teams to implement and
successfully deliver various National Programmes and local Projects since 1999. These include (but are
not limited to) the Drug Intervention Programme (DIP), the Prolific & Other Priority Offenders (PPO)
Programme, the IOM programme, the Neighbourhood Restorative Justice Project and an Education to
Work Project within the Single Regeneration Budget (SRB) 4 Programme.
I was able to use my influencing and negotiation skills in order to build successful relationships with
Council and Partnership colleagues at various levels whilst developing these and other
programmes/projects for Stockport Council. I faced a number of challenges in the execution of these
duties which served as valuable learning for future endeavours and I found the key to success lies in
effective project planning and management including the assessment and management of risk. It’s
also crucial to understand the impact any change may have on colleagues/partners and effective
consultation is critical as is having the confidence to challenge existing practice by highlighting the
benefits of engagement.
KEY COMPETENCY 6
Ability to analyse, interpret and summarise complex information and data in order to
produce reports and inform decision making.
I am confident in my ability to analyse, interpret and summarise complex information and data and
include the following examples of experience in relation to my previous and current roles:
 Analysed National DIP data from a ‘Dashboard’ report on a monthly basis and produced local
quarterly reports to the Treatment Effectiveness group, Payment by Results Group and Joint
Commissioning Group
 Analysed Intensive Community Order (ICO) data (in excel format) to produce quarterly reports
to the TJ Board
 Analysed and interpreted information submitted by external partners to produce reports to Area
Committee
 Analysed ASB data within a bespoke case management system (CSM) and implemented various
spreadsheets to capture other relevant data which I used to produce annual reports to the SSP
Board

3. Karen Pimlott - Key competencies and recent achievements – June 2016
KEY COMPETENCY 7
Excellent written and verbal communication skills and the ability to present information
coherently and concisely to different audiences.
Along with the production of regular reports to various Boards and Area Committees I am also
responsible for developing Service Level Agreements, Project Plans, Procurement applications /
Procurement Exemption applications and other formal documents within my current role.
I have represented Stockport at a Greater Manchester level on numerous occasions to speak on local
initiatives and I was most recently invited to present the Stockport Neighbourhood Restorative Justice
Model at a GM Conference in Sep 2015 which was attended by a National delegation. I also, regularly
attend local forums to speak on various topics related to the work of the Community Safety Unit and
appreciate the need to adapt my delivery according to the needs of the audience.
KEY COMPETENCY 8
Management qualification at Level 4 or above.
I obtained a NEBS (National Examining Board for Supervision & Management) Management
qualification in 2001.
I have also completed various other management courses including:
 Managing sickness absence
 Managing effective meetings
 Managing attendance/Managing stress & pressure
 Managing capability
 Leading change
 Undertaking PDRs
 Undertaking group PDRs
 Equality & Diversity for Managers
 Recruitment & Selection course
 Dealing with Discipline
 Project Management
KEY COMPETENCY 9
Professional or technical qualification.
I hold:
 A BTEC level 5 award in ‘Managing community Safety Strategy’
 A Certificate in Responding to Substance Misuse Level 3 (ASET qualification mapped to DANOS
standards)
 A NEBS Management qualification
KEY COMPETENCY 10
Excellent understanding and management of customer expectation including where
customers have additional support or other needs.
I manage and monitor a customer feedback process within the CSU to ensure victim satisfaction is
achieved where possible and to identify areas for service improvement. I assess all ASB cases in
relation to priority need and the most vulnerable clients are offered a higher priority service. I seek
customer feedback prior to the closure of cases and manage a staff team to carry out this task,
providing a supervisory role to ensure the quality assurance process captures information relevant to
the future development of the service.
My current customers are wide ranging and include ASB complainants, local Councillors, partner
agencies and members of the general public. It is my responsibility to request regular feedback from
all in order to identify service improvement needs and effective team development.