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Job Descriptions Index

Post Title

City Director

Director of Children, Adult and Family Services

Director of Place, Growth and Prosperity

Director of Resources and Customer Services

Assistant Director Governance

Strategic Manager Communications and Marketing

Strategic Manager Policy and Performance

Director of Public Health

Head of Health Improvement

Consultant Public Health 1

Consultant Public Health 2

Director of Housing

Assistant Director Children Social Care

Assistant Director Learning Services

Assistant Director Adult Social Care

Assistant Director Commissioning

Assistant Director Co-operative Working

Strategic Manager Housing Assets

Strategic Manager Private Sector Housing

Strategic Manager Housing Growth

Strategic Manager Housing Development and Regeneration

Strategic Manager Enabling and Projects

Assistant Director Investment Planning and Regeneration

Assistant Director Operational Management

Head of Economic Development, Culture and Sport

Assistant Director ICT and Libraries

Strategic Manager Audit and Fraud

Strategic Manager Finance, Corporate

Strategic Manager Finance, People

Strategic Manager Finance, Place

Strategic Manager Revenues and Benefits

Strategic Manager Customer Services

Strategic Manager Human Resources

Job Description & Person Specification

City Director

Role Purpose

Stoke on Trent’s City Director role is to proactively enable and deliver the Vision and

Strategy of Elected Members, across all of the towns of Stoke on Trent .

The City Director will translate the vision and ambition of Elected Members into

tangible delivery and frontline services that will make a difference to the lives of

Stoke on Trent residents .

They are accountable, alongside Elected Members to ensure working with others is

at the heart of everything that we do. They will form strong working relationships

with residents, leaders in the public, voluntary and faith sectors as well as business,

industry and national government, to ensure that all resources, including those

within the City Council are working together and prioritised on meeting the needs of

residents.

Our City Director will recognise and harness the unique strength, pride, passion and

commitment of all of the Communities and Towns alongside recognizing and

capitalizing on our combined City assets, proud heritage and history to attract

investment and raise the profile of the great city of Stoke on Trent

The City Director is accountable for

1. Supporting Elected Members in shaping and gaining ongoing commitment to a

shared vision, strategy and financial / delivery plan for Stoke on Trent that delivers

prosperity and raises aspiration within all towns and communities.

2. Ensuring that all plans and activities are supported by robust evidence, insight and

planning assumptions which demonstrates to residents that their money is being well

managed and that we invest and prioritise the things that make a difference to

residents.

3. Being a proactive and passionate advocate for Stoke on Trent, locally, nationally and

internationally, which ensures that investment opportunities for Stoke on Trent are

identified and secured and alongside builds a reputation for successful delivery and

transformation.

4. Working with others, creating strong and influential relationships (with residents,

leaders in the public, voluntary and faith sectors as well as business, industry and

national government) that lead to a shared sense of purpose and responsibility and

use of resources.

5. Ensuring that there is a robust commercial approach to managing providers and

contracts (internal and external), which deliver best value for residents, in terms of

delivery of customer satisfaction, financial performance, quality and statutory

compliance.

6. Being a role model of a Member Led and Officer Enabled culture, which inspires

innovation and continuous improvement, improves our focus on residents and

ensures that quality policies and plans are developed and delivered at pace.

7. Provides clear leadership which empowers people to shape and make change happen,

by fostering trust, open challenge and by removing inappropriate bureaucracy and

governance, freeing up all resources to focus and deliver on the things that really

matter to residents.

8. Delivering a joined up well run commercial City Council, well governed and fit for

purpose, driving efficiency in everything we do.

Dimensions of the Role

Accountable to: Leader of Council

Post Designation Areas of Responsibility

Director of Children, Adult & Family

Services

Director of Growth & Prosperity

Director of Resources & Customer

Services


Assistant Director – Governance

Strategic Manager – Communications &

Marketing

Strategic manager – Policy & Performance

Commissioning

Childrens Social Care

Learning Services

Adult Social Care

Co-operative Working

Investment, Planning & Regeneration

Operational Management

The post, undertakes the role of Section 151

Officer and leads the current portfolio of

activities:

Finance

ICT & Libraries

Audit & Fraud

Customer Services

Audit and Risk Management

Human Resources

Revenues & Benefits

Consultant in Public Health & Public

protection

Head of Health Improvement

Consultant in Public Health,

Emergency Planning and Health &

Safety.

Person Specification

1. Degree or equivalent level qualification or experience

2. Extensive experience of developing strategic leadership, vision and sense of purpose

to elected members or equivalent boards

3. Significant evidence of the successful application of commercial and business

acumen which has attracted investment, identified opportunities for revenue

generation, managed commercial relationships and maximized assets and

investments over the medium term/long term

4. Meeting the short to medium financial plan and priorities of the organisation in a

sensible and planned way

5. Substantial experience of creating and maintaining effective and influential

partnerships that deliver better results with fewer resources across a complex and

wide set of stakeholders

6. Substantial experience of leading significant transformation and cultural change

across a complex / large organisation

7. A demonstrable track record of identifying and building new capabilities and ways of

working that demonstrate value for money and resident focused

8. Intellectually curious, they demonstrate innovation and continuous improvement

through continually looking for solutions and best practice that is relevant to this

place and its residents

9. Evidence of moving from thinking to action quickly, demonstrating appropriate

balance between risk and opportunity

10. Has a relentless focus on prioritising along with embedding and evaluating progress

routinely and regularly

11. Sets, monitors and delivers on ambitious targets / goals and holds people to account

for delivery

12. Understands how to harness data and technology to drive efficiency, and improve

understanding of residents

13. Understands how to build the reputation of an organisation, locally, nationally and

internationally, to deliver tangible benefits for residents

Leadership Attributes

Personal Attributes

Skilful negotiator / influencer, recognise and manage the tension / trade off between

best for city and best for towns.

Approachable and Adaptive expertly adapts their style to suit the audience to gain

commitment and trust

Genuinely cares about residents/communities and their needs, gets under the skin of

the real issues and priorities

Understands how to build trust and respect whilst simultaneously transforming the

organisaton

Confident and Challenging, expertly manages risk appetite using experience, insight

and intuition to guide others

Refreshes and re-invigorates people during ambitious, relentless and demanding

times of transformation

Comfortable with Consequence demanding of others – holds to account

Job Description Job Title: Director of Children, Adult and Family Services

Directorate: People

Responsible To: City Director

Grade: Director Scale

Job Purpose 1. The City Council has an exciting and challenging Stronger Together agenda which will leave a

fantastic legacy for the future generations. This will ensure Stoke-on-Trent is at the leading edge of innovation; creating economic prosperity for residents and businesses who are already here or will come here in the next 20 years. This role is a critical one in the Senior Team and will lead and manage the portfolio of services listed below in delivering our vision.

2. This role will lead, drive and secure opportunities to improve and transform services, both in the services directly managed, as well as working with colleagues to seek and secure available opportunities to maximise the use of resources and delight customers. Because the pace of change needs to be rapid and sustainable, the portfolio may change over time so adaptability and focus on delivery are also critical features. Also key is the desire and aspiration to be a future leader at the next tier.

3. To fulfil the requirements of the statutory roles of the Director of Children's Services and the Director

of Adult Social Services.

4. To lead the development and delivery of services in the following areas:

Vulnerable Children & Corporate Parenting Learning Services Adult Services Commissioning Co-operative Working Citywide Locality Services

Key Accountabilities To translate strategic vision and priorities into operational plans, monitoring their progress on a

regular basis, identifying exceptions and risks and putting in place appropriate strategies to address issues.

To work with colleagues and partners to determine the best model of service delivery, which delivers a high quality customer experience and achieves high quality performance as measured by national and other relevant benchmarking data. This may include developing and negotiating joint approaches to service planning and delivery in a complex partnership setting.

To provide clear and timely operational and strategic advice, guidance and support to the Director elected members and senior management team, actively contributing to corporate policy and strategic decision making.

To initiate, develop, implement and evaluate strategies, policies, business plans and procedures which secure robust and sustainable services.

To develop/negotiate joint approaches to local service planning and delivery in partnership with all the relevant internal and external services providers and regional and national bodies.

To demonstrate a clear focus on quality assurance and service accessibility, maximising customer insight which is used to refocus activities as necessary.

To ensure the Council is equipped and open to inspection / external assessment in order to maximise opportunities to learn and enhance outcomes and levels of achievement.

To implement the Council’s budget strategy within Government controls, identifying and proposing methods and means of generating resources to match and augment external grants and funding.

To develop and maintain appropriate relationships with diverse stakeholders including; elected members, council officers, local communities and other external agencies, in order to maximise joint effort and pool resources wherever possible.

To develop and co-ordinate the directorate’s performance management system linked to corporate approach, promoting effective leadership and management, motivating and leading activities within the portfolio and beyond to achieve to achieve more, both in tangible and aspirational terms.

To ensure all employees providing services are aware of their shared responsibility for improving outcomes and sharing information.

To act as an ambassador for the Council, promoting and developing the authority’s image, forming strategic alliances and developing effective working relationships on a local, regional and national basis.

To ensure all employees are developed and supported to enable them to reach required competencies to deliver services to both national and local standards through systematic and targeted performance management.

To promote good employee relations through staff consultation and regular contact with Trade Union representatives at all levels.

To promote equal opportunities with our communities and staff through personal example, open commitment and clear action.

To develop a positive working environment encouraging active involvement of employees in shaping the development and delivery of services.

Key Results Areas The delivery of efficient, effective and responsive People Services, in particular for:

o Adult Social Care and Community Team + o Commissioned services across varied geographic footprints o Co-operative Working – prevention and transformation o Learning Services o Vulnerable Children and Corporate Parenting o Welfare Reform o Early Years o Community / Localism, co-production o Troubled Families o Safeguarding of Children and Vulnerable Adults

To progress the development of strategic partnerships with the NHS. To progress the development of integrated health and social care commissioning and delivery. Redesign Learning Disability Services (including joint working with the County and Staffordshire

Clinical Commissioning Groups relating to people with learning disabilities and specialist health needs) The development of a whole life disability service rather than separate services for children and adults. The development of specification / service design for care and support element of PF15 extra care

housing. To review the approach to working with schools. The delivery of an integrated People Directorate plan to improve service outcomes, in particular

related to key projects within the Council’s Stronger Together Vision. Effective contribution to the Corporate Director’s Board Management Leadership Team within the

Council and to the Directorate’s Senior Management Team. Efficient leadership and management of people and delegated budgets.

Finance and Staffing Dimensions Gross Revenue Budget: £258m Capital Budget: £57m Staff: 5970

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties

and responsibilities, as directed by the City Director.

Person Specification Job Title: Director of Children, Adult and Family Services

Requirements: Evidenced by: a: application form b: test c: interview Knowledge and Experience

a b c Technical An appropriate professional qualification within the remit of the professions covered with evidence of continuous professional development.

Experience of commercial and business acumen, exploiting new opportunities to achieve output related change and an outward customer facing and community focus.

Experience of consistent achievement as a senior manager in business and customer service

Experience of leading a significant programme of change which had major impact on staff and processes.

Experience delivering best value through innovative, integrated, client and community focused service provision whilst promoting equal opportunities.

Experience in developing effective working relationships with diverse stakeholders and operating and negotiating with outside agencies

Experience of strategic management and achieving sustainable improvements, with the ability to translate strategic objectives into operational plans.

Experience of effective budget management at a high level and accountability for strict monitoring of resources.

A thorough understanding of the statutory and regulatory framework covering business and customer service and experience of leading children / adult services through inspection

Experience and ability to use ICT tools to a basic standard (e.g. Word/ Excel/ PowerPoint), Outlook, Blackberry (or other), PC/Laptop, other ICT systems etc.)

Competency Framework Should you be shortlisted for an interview, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Has strength in judgement and personal responsibility; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.

Leading and Supervising; Has strength in acting as a catalyst; A strong leader with energy, flair, resilience and credibility, Provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour,

Supporting and Co-operating Adhering to Principles and values; Has a strong moral compass; Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting Relating and Networking; Has a strength in rapport building; Easily establishes good relationships with diverse stakeholders including elected members, customers, staff and partners;

communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts. Persuading and Influencing; Has a strength in persuasion; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.

Creating and Conceptualising Formulating Strategies and Concepts; Has a strength in strategic awareness; Works strategically to realise organisational goals; demonstrates creativity, initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation.

Adapting and Coping Adapting and Responding to change Has a personal strength in resilience and reconfiguration; Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges.

Enterprising and Performing Achieving personal work goals and objectives; Has personal strengths in pride and growth; Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.

Entrepreneurial and commercial thinking; Has personal strengths in improvement and prevention; Demonstrates commercial and business acumen; keeps up to date with competitor information and market trends, maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job description Job Title:

Director of Place, Growth and Prosperity

Directorate: Place


Grade: Director - £120,000 - £132,000

Job Purpose 1. The Council’s Stronger Together vision, developed closely with partners from across the City,

provides an exciting and challenging vision for the renaissance of the City. Designed to rebuild the city as a key economic powerhouse for the UK and develop its people and communities to live independent and health lives; it will make Stoke a great place to live and truly a great working City.

2. The foundation to Stronger Together is to develop an effective and confident council. This role is critical to the development of these foundations by putting residents and visitors at the heart of all council services, and in reaching out to communities. The post is at the centre of the senior management team and will lead and manage the portfolio of services listed below. The role will lead, drive and secure opportunities to improve and transform services, both in the services directly managed and across the council by ensuring customer journeys are optimised. Because the pace of change needs to be rapid and sustainable the portfolio may change over time, so adaptability and focus on delivery are also critical features. Also key is the desire and aspiration to be a future leader at the next tier.

3. To lead the following activities:

Economic Prosperity City Regeneration and Development Green Enterprises Place Delivery Operational Management including. Environment, Waste and Fleet, Roads and Engineering,

Enforcement and Operations and Culture, Leisure and Venues

Key Accountabilities

To lead conceptualisation and delivery of the strategic vision as it relates to Stoke-on Trent as a Place, creating and delivering strategic and effective regeneration programmes to drive the city and city council forward to 2020 in a way which creates opportunity and sustainable growth for all.

To understand the strategic opportunities facing the City and lead a programme of co-ordinated effort which balances opportunities for new and increased investment with risk.

To lead the implementation of strategies and programmes so that confidence and trust is secured and maintained in a belief that Stoke-on-Trent is a great place to do business.

To provide clear and timely strategic and operational advice, guidance and support to the Chief Executive, Elected Members and colleagues, actively contributing to corporate policy and strategic decision making.

To lead, initiate, develop, implement and evaluate strategies, policies and business plans, in order to deliver appropriate quality services to support the Council’s ambitions, both as an organisation and in partnership with others.

To develop and negotiate joint approaches to service planning and delivery in partnership with relevant internal and external service providers and regional, national and international organisations

from the public and private sector so that Stoke benefits from a wide range of opportunities and secures more than its fair share of resources.

To research, analyse, understand and develop effective and efficient solutions which deliver high quality customer experience and achieve high quality performance as measured by national and other relevant benchmarking data.

To lead and support colleagues across the Place Directorate to translate strategic vision and priorities into operational plans, monitoring their progress on a regular basis, identifying exceptions, barriers and risks in order to put in place appropriate strategies to address issues.

To determine the best models of service delivery, which delivers a high quality customer experience and achieves high quality performance as measured by national and other relevant benchmarking data.

To promote a clear focus on quality assurance and service accessibility, maximising customer insight so that learning is translated into improved performance.

To ensure the Council is equipped at all times and open to inspection/external assessment in order to maximise opportunities to learn and enhance outcomes and levels of achievement.

To define and implement the Council’s budget strategy for Place, identifying and proposing methods and means of generating resources to match and augment external grants and funding from regional, national and European sources.

To develop and maintain positive and creative relationships with diverse stakeholders including; elected members, council officers and other external agencies in order to maximise joint effort and pool resources wherever possible.

To use the council’s performance management system to ensure the service has a business plan linked to higher plans and which directs staff objectives both within the service and across the council

To act as an ambassador for the Council, promoting and enhancing the authority’s image, forming strategic alliances and developing effective working relationships on a local, regional and national basis.



To promote the council’s values and equal opportunities with our communities and staff through personal example, open commitment and clear action.

To develop a positive working environment encouraging active involvement of employees in shaping the development and co-production of services.

Key Results Areas To provide leadership of the physical, social, technical and economic regeneration of Stoke-on-Trent. To lead conceptualisation and delivery of the strategic vision as it relates to Stoke-on Trent as a

Place, creating and delivering strategic and effective regeneration programmes to drive the city and city council forward to 2020 in a way which creates opportunity and sustainable growth.

To ensure effective leadership and delivery of all Place activities whether through programme or project management to secure successful transformational change across the City.

To embed appropriate governance and stewardship for delivery of Place and Capital programmes. To ensure partnerships are created, developed and maintained across the City, regionally, nationally

and beyond in order to generate resources and opportunities which will secure economic growth and raise aspirations and opportunities.

To determine the best models of service delivery, which delivers a high quality customer experience and achieves high quality performance as measured by national and other relevant benchmarking data. And where this involves change to the current delivery model, to then support the change for the organisation and staff in an effective manner.

To build a cohesive management team and Directorate that supports and delivers the Council’s vision to regenerate the City.

To be an advocate for the Council, promoting and enhancing the authority’s image, forming strategic alliances and developing effective working relationships on a local, regional and national basis.

To promote the council’s values and equal opportunities with communities, businesses and staff, through personal example, integrity, engaged leadership, open commitment and clear action.

Finance and Staffing Dimensions

Gross Expenditure: £87,643,480; Gross Income: £47,529,980; Total Revenue Budget: £135,173,460 Capital Budget: £50,675,333 Staff: 952 fte

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed by the City Director

Person Specification Job Title: Director of Place, Growth and Prosperity


a b c Technical An appropriate professional qualification within the remit of the role with evidence of continuous professional development.

A thorough understanding of the opportunities and challenges facing the local and regional economy in order to hit the ground running. This will include understanding of the statutory and regulatory framework which affects the portfolio

Experience of consistent achievement as a senior manager in the field of regeneration either in the public or private sector

Experience of leading extremely significant programme of change which had major impact on staff and processes across a whole directorate.






Experience of programme management and delivering programme methodology to achieve significant delivery of large capital and renaissance programmes.


Competency Framework Should you be shortlisted for an interview, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Has strength in judgement and personal responsibility; Takes responsibility for actions, projects and people; works under own initiative; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks. Sees ideas through to delivery.

Leading and Supervising; Has strength in acting as a catalyst; A strong leader with energy, flair, resilience and credibility, Provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour and tackles underperformance sensitively and effectively.

Supporting and Co-operating Adhering to Principles and values; Has a strong moral compass; Upholds public service ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting Relating and Networking; Has a strength in rapport building; Easily establishes good relationships with diverse stakeholders including elected members, customers, staff and partners; communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts.

Persuading and Influencing; Has a strength in persuasion; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others to maximise opportunities.


Adapting and Coping Adapting and responding to change Has strong personal strengths in resilience, bounce back and reconfiguration; maintains a positive outlook. Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges. Handles criticism well and responds appropriately.

Enterprising and Performing Achieving personal work goals and objectives; Has personal strengths in pride and growth; accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.

Entrepreneurial and commercial thinking; Is a change agent, having personal strengths in improvement and prevention; Demonstrates commercial and business acumen; keeps up to date with competitor information and market trends, maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job Description Job Title: Director of Resources and Customer Services

Directorate: Resources

Responsible To: Chief Executive

Grade: Director

Job Purpose The Council’s Stronger Together vision provides an exciting and challenging concept for the

renaissance of the City. Designed to rebuild the City as a key economic powerhouse for the UK and develop its people and communities to live independent and healthy lives.

The foundations for the Stronger Together vision are about developing a commercial council, well governed and fit for purpose which has the ability to drive efficiency in everything we do. The Director of Resources and Customer Services is critical to the development of these foundations by ensuring that all the appropriate resources and capabilities available to the Council are used to maximum effect, in particular both financial and human capital. The post is at the heart of the Corporate Directors Board and will lead and manage the portfolio of services listed below. The role will, through inspiring others identify, drive and secure opportunities to improve and transform services. These opportunities will be found across the services directly managed and across the Council. Because the pace of change needs to be rapid and sustainable the portfolio may change over time, so adaptability and focus on delivery are also critical features.

The post leads the current portfolio of activities:

Commercial Finance Financial Services including Investments and Treasury Management Audit and Risk Management Human Resources Information Communications Technology Customer Services Revenue and Benefits

To undertake the role of Section 151 Officer in accordance with legislative requirements.

Key Accountabilities To act as the principal adviser on all financial and staffing matters, ensuring that the City Director

Elected Members and colleagues are provided with clear, timely, balanced and proportionate advice to secure the best possible outcomes.

To lead on the development and management of the Council’s revenue and capital planning and short, medium and long term financial strategies to secure successful delivery of the Stronger Together vision.

To define and implement the Council’s strategy, identifying and proposing methods and means of generating resources to match and augment external grants and funding.

To foster a cross Council culture by ensuring the overall vision, ethos and values are central to the use of resources through introduction, development and application of appropriate organisational development strategies and delivery plans.

To lead on researching, understanding and advising on the opportunities available to the Council to maximise commercial ventures across the organisation.

To initiate and lead programmes which challenge and change the way the Council works to create an

innovative, can do culture where staff excel and partners are eager to do business with us. To lead empowerment of managers and staff to operate within a culture of accountability and shared

responsibility for generating and delivering the best possible outcomes. To support the City Director, Elected Members and colleagues in translating strategic vision and

priorities into operational plans, monitoring their progress on a regular basis, identifying exceptions and risks and putting in place appropriate strategies to address issues. In so doing this role is crucial in providing a sense check in exploiting commercial opportunities whilst managing risks.

To work with colleagues to identify and determine the best models of service delivery, which deliver high quality outcomes and performance and a high quality customer experience

To initiate the development, implementation and evaluation of business plans, strategies, policies and procedures to deliver appropriate quality services which support the Council’s core services.


To promote a clear focus on quality assurance and service accessibility, maximising customer involvement and feedback.



To use the council’s performance management system to ensure all activities have clear business plans linked to higher plans which direct staff objectives both within the service and across the Council.


To ensure all employees, both within the portfolio and across the council, are developed and supported to enable them to reach required competencies to deliver services to both national and local standards through systematic and targeted performance management.

To lead and promote good employee relations through staff engagement and regular contact with Trade Union representatives at all levels.



Key Results Areas To ensure the development and delivery of a clear and robust financial strategy which identifies and

proposes methods and means of generating resources to match and augment external grants and funding.

To ensure the Council exploits commercial opportunities. To undertake statutory duties of Section 151 Officer as required. The expectation is that these duties

should not be necessary as a consequence of the right policies, processes and systems being in place and being followed appropriately.

To deliver and maintain success through a cohesive and co-ordinated approach to organisational development which achieves change through people and ensures that the approach to achieving transformation concentrates on the people aspects as much as processes and systems.

To ensure robust monitoring procedures are in place across the Council to maximise use of resources and balance risk with innovation, and that these arrangements are adhered to.

To ensure frameworks, protocols and guidelines are in place to meet legislative and other regulatory requirements.

Finance and Staffing Dimensions Gross Expenditure: £29.094m Gross Income: £8.244m Capital Budget: N/A Staff: TBC fte Section 151 Officer Gross Expenditure: £621.802m (General Fund); £69.091m (HRA) Gross Income: £550.807m (General Fund); £69.091m (HRA) Capital Programme: £98.297m

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed by the City Director.

Person Specification Job Title: Chief Operating Officer


a b c Technical An appropriate professional qualification relating to Finance with evidence of continuous professional development i.e. Certificate in Management Accountants (CIMA) or equivalent

A thorough understanding of the statutory and regulatory framework which guides local government/ the public sector

Experience of consistent achievement as a senior Leader/ Manager in one of the service areas.






Experience of applying commercial and business acumen, exploiting new opportunities to achieve output related change and an outward customer facing and community focus. This will include experience of creating new sources of income and securing major funding from public and private sources.




Job Description

Job Title: Assistant Director - Governance



Grade:

Job Purpose 1. The Council’s priority for stronger together, developed closely with partners from across the

City, provides an exciting and challenging vision for the rebirth of the City. Designed to rebuild the city as a key economic powerhouse for the UK and develop its people and communities to live independent and health lives, delivery of the Strategy will make Stoke a great place to live and a truly great working City.

2. The foundations of the strategy require development of an effective and confident Council.

This role is critical to the development of these foundations. It will put in place appropriate policies, processes and systems to ensure decisions are made with the best possible advice and support the Council’s ambitious plans. The post is key at the centre of the Senior Management Team and will lead and manage the portfolio of services listed below. The post will, through inspiring others, drive and secure opportunities to improve and transform services, both in the services directly managed and across the Council. Because the pace of change needs to be rapid and sustainable the portfolio may change over time so adaptability and focus on delivery are also critical features. Also key is the desire and aspiration to be a future leader at the next tier.

3. The post leads the following activities:

Legal Services Democratic Services, Member Support Elections Procurement.

4. To act as the Council’s principal Legal Adviser, Monitoring Officer and Returning Officer. Key Accountabilities To act as the Council’s principal legal adviser ensuring that all decisions and activities fit within

the legal framework guiding local government and that standards of probity and conduct are upheld through deployment of appropriate and proportionate guidelines, policies and procedures.

To lead the support for Elected Members through the democratic process and direct support. Ensuring the promotion of integrity, openness and transparency along with the highest standard of behaviour.

To take the strategic lead on procurement, ensuring that the highest standards of ethical procurement, with open and transparent processes take place in the Council..

To support the Chief Operating Officer in translating strategic vision and priorities into operational plans, monitoring their progress on a regular basis, identifying exceptions and risks and putting in place appropriate strategies to address issues.

To provide clear and timely strategic, operational and tactical advice, guidance and support to the Chief Executive, Chief Operating Officer, Elected Members, Corporate Director’s Board and Senior Management team, actively contributing to corporate policy and strategic decision making.

To determine the best model of service delivery, across the division which delivers a high quality customer experience and achieves top quartile performance.

To initiate, develop, implement and evaluate strategies, policies business plans, and procedures which secure robust and sustainable services.


To develop an exemplar Elections Service ensuring confidence in the democratic process for residents, members, candidates and agents.

To promote a clear focus on quality assurance and service accessibility, maximising customer insight which is used to refocus activities as necessary.

To ensure the Council is equipped and supported to address all Government inspection and other external scrutiny in order to secure positive outcomes and high levels of achievement.

To support and implement the Council’s budget strategy within Government controls, identifying and proposing methods to maximise legal powers in order to generate the best possible results.

To develop and maintain appropriate relationships with diverse stakeholders including; elected members, council officers, local communities, businesses, Government departments, and other external agencies in order to maximise capacity and pool resources wherever possible.

To develop and co-ordinate the directorate’s performance management system as part of the corporate approach, promoting effective and appropriate leadership and management, motivating and leading activities within the portfolio and beyond to achieve more, both in tangible and aspirational terms.

To develop high level strategic procurement both across the organisation and local city economy working closely with partners to effect opportunities to share procurement activity to drive out savings and value for money services

To ensure all employees within the portfolio have clear delivery plans, both in terms of their team as well as individually so that responsibility for achieving outcomes is shared and accountability is clear.





To develop a positive working environment encouraging active involvement of employees in shaping the co-production and delivery of services.

Key Results Areas To ensure that all statutory and professional legal requirements are met with professionalism

and consistency, in a financially effective, pragmatic and proactive way. To ensure legal advice is tempered with an assessment of risk in order that objectives can be

achieved at pace and in a balanced manner. With a solution focused approach To ensure the Council’s governance decision-making arrangements and processes are

managed efficiently, effectively and proportionately both in terms of Members and Officers. This will mean that formal Monitoring Officer powers are used as a last resort.

To ensure the provision of an efficient elections service including preparation/maintenance of the electoral register, in accordance with IER.

To monitor the performance of all legal services contractors to ensure compliance with contracts, providing standards of service and value for money.

To ensure high standards of probity in the democratic processes of the Council incorporating effective mechanisms for addressing and resolving issues of conduct and conflicts of interest and promoting an ethical culture within the organisation. undertaken in an open and transparent manner

To ensure the smooth running of the democratic decision-making processes and compliance with Constitutional requirements. Developing and managing effective and efficient processes.

To develop and deliver a business/service plan for scrutiny and democratic support with clear performance measures and service standards.

To ensure that all services are provided with up to date advice in respect of legislation and national and local policy in order to ensure the most effective decisions are made.

To develop and provide effective, comprehensive and high quality support for the Council, the Executive, Committees and commissions, Elected Members, directorates, partners, stakeholders and the public in the development and delivery of scrutiny and democratic support.

As the Council’s Monitoring Officer, to ensure the Council’s Constitution and schemes of delegation are maintained and updated in accordance with best practice, the changing needs of the Council and changes to the legislative framework.

Finance and Staffing Dimensions Gross Expenditure: £4.501m Gross Income: £0.344m Capital Budget: N/A Staff: 66.91 fte


Person Specification Directorate Corporate Services

Job Title: Assistant Director - Governance (and Monitoring Officer) Minimum Essential Requirements - Evidenced by: a: application form b: test c: interview Knowledge and Experience

a b c Technical A qualified Solicitor / Barrister, providing sound advice and running excellent legal services function, including experience as a Local Government Monitoring Officer.

Demonstrable, comprehensive practical working knowledge of UK local government and constitutional law, including Employment Law and relevant European Law.

A thorough understanding of the statutory and regulatory framework covering local government and a strong awareness of the political environment.

Experience of consistent achievement as a senior leader / manager








Experience of Elections Officer role, including Returning officer function and managing election processes.

Experience of managing and strategically developing procurement service. Competency Framework Should you be shortlisted for an interview, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Has strength in judgement and personal responsibility; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks. Sees ideas through to delivery



Interacting and Presenting Relating and Networking; Has a strength in rapport building; Easily establishes good relationships with diverse stakeholders including elected members, customers, staff and partners; communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts.in order to horizon scan and understand best practice.

Persuading and Influencing; Has a strength in persuasion; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.


Adapting and Coping Adapting and Responding to change Has a personal strength in resilience and reconfiguration; Adapts to changing circumstances; creates/provides clarity where there is ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges.


Entrepreneurial and commercial thinking; Has personal strengths in improvement and prevention; Demonstrates commercial and business acumen; keeps up to date with competitor information and market trends, maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job Description Job Title: Strategic Manager – Communications and Marketing

Directorate: City Director


Grade: SM2

Job Purpose 1. As a member of the Directorate Management Team you will contribute to the effective corporate and

strategic management of the Directorate supporting the delivery of the Stronger Together vision. 2. To act as lead advisor for the Council on all communications and marketing related issues. 3. To lead the effective development and delivery of services in the following areas, to manage

operational risks effectively and proactively and to take a specialist lead as required:

The strategic communications and marketing functions including: Marketing and campaigns to drive behaviour change Press Office Planning and design team Internal Communications Translation Service

4. To drive service and business transformation opportunities to achieve continued excellence and

efficiency and improved customer service across the following strategic areas: Public affairs and external relations Behaviour change internal and external Stakeholder engagement Press and media relations Website and digital channels Employee engagement Graphic design and publications Community Engagement

Key Accountabilities To support the Leader and City Director in developing the strategic vision and priorities by translating

them into communications strategy and plans and monitoring their effectiveness on a regular basis. In addition to identify exceptions and risks with specific reference to safeguarding and putting in place appropriate strategies to address issues.

To provide clear and timely operational and strategic advice, guidance and support to the City Director, Council Leader, Elected Members and Corporate Directors Board, actively developing corporate communications and marketing strategy and key delivery.

To support the council’s senior management team in determining the best model of service delivery for communications and marketing across the organisation that delivers a high quality customer experience and achieves top quartile performance.

To lead on the development, implementation and evaluation of the communication and marketing business plans, strategies, policies and procedures to deliver appropriate quality services to support the Council’s core and statutory services.

To develop and implement strategy and plans to engage and change behaviours within the council as a key part of the engagement and change management programme.

To develop communication plans for key programmes and projects as agreed by CDB.

To develop effective working professional relationships with key communication channel providers such as local press and radio.

To develop effective communication channels linked to customer groups and required messages Within areas of responsibility, to develop joint approaches to local service planning and delivery in

partnership with all the relevant internal/external services providers and regional/national bodies, maximising opportunities for co-ordinated and integrated services arrangements to enhance service delivery.



To ensure that resources from the City Council and partner agencies have been identified, effectively used and provide value for money.

To implement the Council’s budget strategy, ensuring budgets are well managed within Government controls, identifying and proposing methods of generating resources.

To develop and maintain appropriate relationships with diverse stakeholders including; elected members, council officers and other external agencies.

To develop and monitor the directorate’s performance management system in line with the corporate approach.



To Identify and deliver new commercial opportunities, income generation and efficiencies. To act as an expert witness at hearings, public inquiries and other legal procedures and prepare

statements; proofs of evidence and other material required in association with such matters. To ensure all employees are developed and supported to enable them to reach required

competencies to deliver services to both national and local standards. To promote equal opportunities with our communities and staff through personal example, open

commitment and clear action. Key Result Areas Marketing and communications strategy developed and implemented New structure implemented Enhanced corporate reputation Effective behavioural change both internally and externally Effective place and inward investment marketing strategies developed and implemented Significant achievements in terms of engaged employees Stakeholder relationships managed effectively Public affairs activity supported Traded/shared services options explored Savings/income in line with budget requirement achieved Finance and Staffing Dimensions Revenue Budget: £0.9m expenditure, £0.1m income, £0.8m net expenditure. Capital Budget: £0k Staff: 15.06 FTE


Person Specification Job Title: Strategic Manager – Communications and Marketing


a b c An appropriate professional qualification within the remit of the professions covered with evidence of continuous professional development.

A thorough understanding of the statutory and regulatory framework within the service area.

Evidence of consistent achievement as a manager within the service area Experience of leading and managing a programme of change which had major impact on staff and processes.

Experience in developing effective working relationships with diverse stakeholders and partnering with external agencies.


Experience of effective budget management and accountability for strict monitoring of resources.


Experience of delivering best value through innovative, integrated, client and community focused service provision whilst promoting equal opportunities.

Competency Framework Should you be shortlisted, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Has strengths in judgement and personal responsibility; Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.

Leading and Supervising; Has strength in acting as a catalyst; A strong leader with energy, flair, resilience and credibility, provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour,

Supporting and Co-operating Adhering to Principles and values; Has a strong moral compass; Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting

Relating and Networking; Has a strength in rapport building; Easily establishes good relationships with customers, staff and partners; communicates well with people at all levels; builds wide and effective networks of contacts


Analysing and Interpreting Writing and Reporting; Has strength in explaining through written work; Writes convincingly; writes clearly, succinctly and correctly; avoids the unnecessary use of jargon or complicated language; writes in a well-structured and logical way; structures information to meet the needs and understanding of the intended audience.

Creating and Conceptualising Formulating Strategies and Concepts; Has strength in strategic awareness and creating a legacy; Works strategically to realise organisational goals; demonstrates creativity, initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation.

Organising and Executing Planning and Organising Has strength in reconfiguration and the ability to meet changing demands; Sets clearly defined objectives; plans activities and projects well in advance and take into account of possible changing circumstances; identifies and organises resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.

Adapting and Coping Coping with pressures and setbacks Has a personal strength in resilience; Maintains a positive outlook at work; works productively in a pressurised environment; keeps emotions under control during difficult situations; handles criticism well and learns from it; balances the demands of a work life and a personal life.


Entrepreneurial and commercial thinking; Has strength in improving and preventing; Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job Description

Job Title: Strategic Manager – Policy and Performance

Directorate: City Director


Grade: To be evaluated

Job Purpose 1. Reporting to the City Director you will provide strategic support to Members, the City Director and

senior management team on strategic planning, performance management, the development of policy and strategy and the introduction of key initiatives that realise and deliver the Stronger Together vision.

2. To lead the development of a corporate approach to strategic planning and policy making which delivers the Stronger Together Strategic Plan, reporting directly to the Corporate Directors Board.

3. To drive the development and delivery of a performance and accountability framework, putting in place innovative, lean and flexible approaches to performance management and improvement across the Council.

4. To lead and develop the use of corporate research to support strategic planning and management activity.

5. To lead the effective development and delivery of policy, strategic planning and performance services and manage operational risks effectively and proactively, and to take a specialist lead as required.

6. To drive service and business opportunities to achieve continued excellence and efficiency and improved customer service.

Key Accountabilities To support the City Director in translating strategic vision and priorities into operational plans and

performance management frameworks. In addition to identify exceptions and risks and put in place appropriate strategies to address issues.

To raise council performance through the development of new corporate policy and its incorporation into strategic planning to deliver continuous improvement

To provide clear and timely operational and strategic advice, guidance and support to the City Director, Elected Members and Corporate Directors Board, actively contributing to corporate policy and strategic planning and decision making.

To support the City Director in determining optimal models of service delivery, which deliver high quality customer experience and achieve top quartile performance.

To lead on the development, implementation and evaluation of strategic plans, corporate policies and systems to deliver appropriate quality services to support the Council’s services.

To develop joint approaches to strategic planning and delivery in partnership with all the relevant internal/external services providers and regional/national bodies, maximising opportunities for co-ordinated and integrated services arrangements to enhance service delivery.

To ensure the Council fulfils its obligations under Information Rights legislation


To develop a corporate performance management and accountability framework and monitor performance in line with this system.

To produce the Council’s strategic plan and annual delivery plans and ensure that activity is accurately reported.

To provide timely strategic advice to the Corporate Directors Board and to challenge progress on delivering the Stronger Together strategic plan.

To influence and persuade the senior management team to implement and utilise corporate performance management systems and processes



To implement the Council’s budget strategy, ensuring budgets are well managed within Government controls, identifying and proposing methods of generating resources.

To develop and maintain appropriate relationships with diverse stakeholders including; elected members, council officers and other external agencies as appropriate.

To develop and monitor the service’s performance system in line with the corporate approach.

To undertake horizon scanning on new policy development and implement appropriate processes to ensure that the city council is adequately equipped to address those policy changes.



To identify and deliver new commercial opportunities, income generation and efficiencies.

To ensure all employees are developed and supported to enable them to reach required competencies to deliver services to both national and local standards.


To line manage additional programme and project managers from outside the service area as required for specialised programmes.

Finance and Staffing Dimensions Gross Revenue Budget : Expenditure - £2,795,685; Income - £476,550 Capital Budget: None Staff: Up to 35 FTE Key Result Areas 1. Creation of integrated Policy and Performance Service 2. Development and delivery of a Stronger Together Performance Management and Accountability

Framework 3. Development of Stronger Together Annual Strategic Delivery Plans 4. To work closely with Communications and Organisational Development to promote and embed the

Stronger Together vision and values in the culture and practice of the Council 5. To work with the City Director to embed a culture of joined-up policy development, working across

service and organisational boundaries to deliver continuous improvement 6. Establish a corporate research model across the organisation to improve use of evidence in policy

making and review 7. Adapt and rebalance policy development as changes arise 8. Create strong external networks to strengthen partnership working across the city


Person Specification Job Title: Strategic Manager – Policy and Performance



A thorough understanding of the statutory and regulatory framework within the policy arena.

Experience of leading and managing a key programme of change which had a major impact on staff and processes

Experience and an understanding of performance management and research techniques

Evidence of consistent achievement as a manager within the service area Experience in developing effective working relationships with diverse stakeholders and partnering with external agencies.





Competency Framework Should you be shortlisted, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Has strengths in judgement and personal responsibility; takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.

Leading and Supervising; Has strength in acting as a catalyst; a strong leader with energy, flair, resilience and credibility, provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour,

Supporting and Co-operating Adhering to Principles and values; Has a strong moral compass; upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting Relating and Networking; Has a strength in rapport building; easily establishes good relationships with customers, staff and partners; communicates well with people at all levels; builds wide and effective networks of contacts

Persuading and Influencing; Has a strength in persuasion; gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.

Analysing and Interpreting Writing and Reporting; Has strength in explaining through written work; writes convincingly; writes clearly, succinctly and correctly; avoids the unnecessary use of jargon or complicated language; writes in a well-structured and logical way; structures information to meet the needs and understanding of the intended audience.

Creating and Conceptualising Formulating Strategies and Concepts; Has strength in strategic awareness and creating a legacy; works strategically to realise organisational goals; demonstrates creativity, initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation.

Organising and Executing Planning and Organising Has strength in reconfiguration and the ability to meet changing demands; sets clearly defined objectives; plans activities and projects well in advance and take into account of possible changing circumstances; identifies and organises resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.

Adapting and Coping Coping with pressures and setbacks Has a personal strength in resilience; maintains a positive outlook at work; works productively in a pressurised environment; keeps emotions under control during difficult situations; handles criticism well and learns from it; balances the demands of a work life and a personal life.


Entrepreneurial and commercial thinking; Has strength in improving and preventing; keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

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Job Description

Job Title: Director of Public Health

Directorate: Public Health

Responsible to: Professionally accountable to the Council (and Secretary of State for

Health through Public Health England)

Managerially to Chief Executive of Stoke on Trent City Council

Responsible for:

Grade Director Level 1

Statutory functions of the Director of Public Health1

The Director of Public Health is a statutory chief officer of their authority and the principal adviser on all health matters to elected members and officers, with a leadership role spanning all three domains of public health: health improvement, health protection and healthcare public health. Section 73A(1) of the NHS Act 2006, inserted by section 30 of the Health and Social Care Act 2012, gives the Director of Public Health responsibility for:

all of their local authority’s duties to take steps to improve public health any of the Secretary of State’s public health protection or health improvement functions that

s/he delegates to local authorities, either by arrangement or under regulations – these include services mandated by regulations made under section 6C of the 2006 Act, inserted by section 18 of the 2012 Act

exercising their local authority’s functions in planning for, and responding to, emergencies that present a risk to public health

their local authority’s role in co-operating with the police, the probation service and the prison service to assess the risks posed by violent or sexual offenders

such other public health functions as the Secretary of State specifies in regulations

Context The Director of Public Health post will understand and enhance the health of the people of Stoke on Trent and adopt an approach which:

Understands the link between economic success and good health and takes a long term approach to strategic improvement in both

Develops a clear, targeted long term strategy that ensures health and social care, education, housing, jobs and economic policies and infrastructure are shaped in ways which deliver maximum improvements in health and wellbeing

1 See Department of Health, Directors of Public Health in Local Government: Roles, responsibilities and context (https://www.wp.dh.gov.uk/publications/files/2012/10/DsPH-in-local-government-i-roles-and-responsibilities.pdf) and Department of Health, Directors of Public Health in Local Government: Guidance on appointing directors of public health from 1 April 2013 (https://www.wp.dh.gov.uk/publications/files/2012/10/DsPH-in-local-government-ii-guidance-on-appointments.pdf)

https://www.wp.dh.gov.uk/publications/files/2012/10/DsPH-in-local-government-i-roles-and-responsibilities.pdf

https://www.wp.dh.gov.uk/publications/files/2012/10/DsPH-in-local-government-i-roles-and-responsibilities.pdf

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Minimises the adverse effects of demographic change and potential threats from poor health on the long term competitiveness of the (LA name). The challenges of a growth in numbers of older people and people with disabilities will require a medium term strategy.

These roles are derived from Government policy and clearly identifies the unique contribution which local authorities can make to improve the health and wellbeing of communities through:

Their statutory responsibilities and powers with respect to health protection and health scrutiny

The level, distribution and quality of services they directly commission or provide Strategic leadership-promoting and supporting partnership working by public and private

sector agencies on key priorities such as community safety, alcohol and drugs prevention and treatment

Community leadership-enabling Members to engage effectively with their communities with respect to health and intelligently holds the NHS and the local authority to account

Advocacy and influence-national and local policy development

The Director of Public Health is appointed according to procedures that replicate the statutory process for senior appointments to the NHS, including an Advisory Appointment Committee. Job Purpose The Director of Public Health is a registered public health specialist (i.e. included in the GMC Specialist Register/GDC Specialist List or UK Public Health Register (UKPHR)). The Director of Public Health is a statutory member and main source of health advice to the Health and Wellbeing Board. S/he has a statutory responsibility to produce an independent annual report on the health of the population, progress on improving health and reducing inequalities and making recommendations. The Director of Public Health leads a team within the local authority responsible for the development of a strategic needs assessment for the local population and for the delivery of: 1. Health Improvement

developing healthy, sustainable and cohesive communities through Health and Wellbeing Board and the wider Council and partners

developing healthy lifestyles for individuals and communities tackling specific issues based on local needs assessment such as childhood obesity,

smoking, developing a strategy for reducing health inequalities

2. Health Protection

dealing with infectious disease threats including food and water borne disease supported by local Public Health England

preparing for emergencies including pandemic influenza providing advice and challenge, especially advising on environmental threats including

pollution, noise and contaminated land co-chairing the Local Health Resilience Partnership when applicable

3. Health services public health

population health care, including oversight and promoting population coverage of immunisation and screening programmes

supporting the commissioning of appropriate, effective, and equitable health care from the NHS locally

leading the integration of health and social care services

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Key Responsibilities:

1. Producing an independent annual report on the health of the population, progress on improving health and reducing inequalities and making recommendations

2. Being principal adviser to Health and Wellbeing Board in developing a Health and Wellbeing Strategy based on the assessed needs of the population and proven interventions to improve health

3. Providing specialist public heath advice to commissioners on priorities for health and social care spending and the appropriate configuration of services within and between local authorities.

4. Supporting Local Resilience Forum in developing comprehensive multi agency plans for the anticipated threats to public health

5. Having full access to the papers and other information that they need to inform and support their activity, and day to day responsibility for their authority’s ring-fenced public health budget.

6. Being Principal Advisor on all health matters to members and officers across local government.

Local Authority Context Stoke on Trent has a residential population of 249,903 people who are amongst the most deprived in the country. The City and City Council are going through a period of transformation and are implementing their ‘Stronger Together’ vision as a blueprint for transforming the City to a modern urban environment based on sound economic and physical regeneration. Promoting health and independent lives is a key pillar within this vision. The Council recognises that its new Public Health responsibilities provide a fantastic opportunity to transform the City and its people. It recognises the importance of creating a healthier independent population as a vital plank to turning around the fortunes of the City. Public health is high on the political agenda locally. There is also great interest in health within the local population in Stoke-on-Trent, demonstrated in a local survey which health featured as a high priority. This is not surprising as the City of Stoke-on-Trent has had a long history of ill-health linked to its industrial heritage, perpetuated by poor social, environmental and economic health determinants coupled with low health aspirations and lifestyle choices of local people. Although Stoke-on-Trent still lags behind the England average across most health indicators, improvements continue due to the shift in focus towards prevention and better management of long term conditions. The track record of the public health function in the City over the last decade demonstrates improvements in outcomes above the level predicted for an area with such high levels of deprivation. Over the past twenty years life expectancy has increased and there have been considerable gains in public health including:

High childhood immunisation uptakes rates High smoking quit rates World class integrated sexual health service Teenage pregnancies lowest since records began One of the first local authorities to integrate health impact into planning decisions

However the City faces considerable health challenges. Alcohol and drug related deaths are amongst the highest in the country. Obesity rates have grown rapidly in the past ten years and

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continue to do so, creating a major challenge for the near future. The City has high rates of cancer, obesity, smoking, alcohol consumption and long term conditions, compared to the rest of England. It has been demonstrated that it takes a long time to improve and sustain population public health but it is very quickly reduced if strong public health programmes are not in place. Public health programmes are therefore organised to across the life course at individual, community (settings) and population level, using universal and targeted approaches. It is essential, therefore, that the considerable opportunities presented by the transfer of public health functions to the Local Authority continues to deliver the excellent public health outcomes which will enable the City Council’s wider vision for the City, Stronger Together, to be realised. The Local Authority’s public health aspiration is for a healthy local population who are well-placed to provide a vibrant and dynamic workforce to underpin economic recovery; who can live healthy and independent lives; and who can enjoy a productive and healthy old age. Strong and effective public health leadership is required across all the functions of the Local Authority to ensure that the required knowledge, skills and competence are readily available across all directorates to address this challenging landscape. Department/Directorate of Public Health The Department is well staffed and the Director of Public Health is supported by Public Health consultants, Health Improvement specialists, a public health nurse, an epidemiologist and administration staff. The DPH is accountable for the ring fenced public grant and related services. The Health Improvement specialists are integrated into a commissioning hub through dual accountability arrangements where the accountability for commissioning health improvement programmes lies with the DPH. The commissioning hub delivers integrated commissioning across the public Health and peoples directorates. Ultimately Public Health specialist skills and staff will be integrated across all the Directorates of the Local Authority. The Health and Wellbeing Board have adopted a life course approach to their strategy addressing the multi-factorial determinants of health. Stoke on Trent has been identified as one a dozen Marmot Cities because of the big challenges it faces in combating health inequalities but also because of its strong track record in the WHO Health Cities movement. This will be taken forward during 2014 through a newly established programme to mobilise communities through an asset based approach to take greater responsibility and control of their own health. The Stoke on Trent DPH co chairs the PH Specialist Network with the DPH of Staffordshire to maximise the scarce PH Specialist resources across the two Local Authorities. The network focuses on the highly specialist services such as screening, immunisation and health protection. It also coordinates health care public health support to CCGs. Historically, Stoke PCT and CCG has had strong collaboration with Public Heath. Public health has strong academic links with both Keele and Staffordshire Universities. It contributes to teaching of medical students at Keele University and supports the MPH at Staffordshire University. The Public Health Directorate has an impressive record in service orientated research and academic publications. Stoke is now developing, with partners, a new local academic unit which will focus on health inequalities and action (CRAHI – Centre for Research and Action on Health Inequalities). The unit will prioritise supporting the integration of health and social care. The Public Health Directorate is committed to training and it is able to offer trainees a broad range of experience in the practice of Public Health. At present there are four Speciality Registrars (StRs) and one Foundation Stage 2 (F2) in the department. For F2s, the aim is to give trainees an understanding of Public Health including an introduction to the current work of the Public Health Directorate and its key personnel. For StRs on the West Midlands Public Health Training Programme, the aim is to provide general experience of the practice of Public Health and to

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develop their knowledge, skills and attitudes required by a Specialist in Public Health. Management arrangements The Director of Public Health will be professionally accountable to the Council (and Secretary of State for Health through Public Health England) and managerially accountable to the Chief Executive of the Local Authority. Professional appraisal will be required. An initial job plan will be agreed with the successful candidate prior to that individual taking up the post. This job plan will be reviewed as part of the annual job planning process.

The post holder will:

1.1 Manage the directorate of public health staff team including staff those who are

dispersed through the various Local Authority directorates through dual accountability arrangements

1.2 Accountable for all three domains of Public Heath functions 1.3 Be responsible for the ring fenced Public Health grant and associated public health

services 1.4 Be a member of the City Council Corporate Directors Board and will be the source of

public health leadership and expert advice to the Local Authority Cabinet on all health issues.

1.5 Ensure that all the functions of the Local Authority are mobilised to promote the health

of the public in line with Stronger Together.

1.6 Manage Specialist Registrars in Public Health Medicine and Public Health Specialist Trainees as appropriate.

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Professional obligations The Director of Public Health will be expected to:

1. Participate in the organisation’s staff appraisal scheme and departmental audit, and ensure appraisal and development of any staff for which s/he is responsible.

2. Contribute actively to the training programme for Foundation Year Doctors/Specialty Registrars in Public Health as appropriate, and to the training of practitioners and primary care professionals within the locality (if the postholder designs and delivers core training, specify as applicable and give details of postholder’s involvement e.g. lead trainer, trainer on a module, develops training for others, etc)

3. Pursue a programme of CPD, in accordance with Faculty of Public Health requirements, or other recognised body, and undertake revalidation, professional appraisal, audit or other measures required to remain on the GMC/GDC Specialist Register or the UK Public Health (Specialist) Register or other specialist register as appropriate.

4. Practise in accordance with all relevant sections of the General Medical Council’s Good Medical Practice (if medically qualified) and the Faculty of Public Health’s Good Public Health Practice

These professional obligations should be reflected in the job plan. The post-holder may also have external professional responsibilities, e.g. in respect of training or work for the Faculty of Public Health. Time allocation for these additional responsibilities will need to be agreed with the line manager.

Personal Qualities

The Director of Public Health is: 1. A visionary and transformational leader with a full understanding of relationships and

culture of organisations that impact on the wider determinants of health as well as health services,

2. Trustworthy and independent professional accountable to Secretary of State through Public Health England as well as to the local population through the Local Authority.

3. Trained and experienced in all areas of public health practice and registered as a public health specialist with the GMC or another appropriate regulatory body and accountable to them for their professional practice including ethical standards

4. Able to demonstrate corporate skills in strategic leadership within an organisation 5. A skilled and trusted communicator at all times particularly in a crisis 6. Strongly committed to teaching and research in collaboration with academic departments 7. Up to date and can demonstrate continuing professional development through appraisal

and revalidation as a specialist with GMC or other regulator 8. Highly visible to ensure in-depth knowledge of local communities and better working

between the public and local organisations 9. Able to show intellectual rigour and personal credibility to collaborative working and

commissioning processes 10. Demonstrably accomplished in improving the health of communities 11. Able to lead across all local authority functions to district councils, NHS bodies, the private

sector and the third sector indicating the impact of investment on public health and inequalities

Key tasks The job description will be subject to review in consultation with the post holder in the light of the needs of the employing organisation and the development of the speciality of public health and any wider developments in the field of public health.

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CORE COMPETENCY AREAS Surveillance and assessment of the population’s health and well-being To ensure the proper design, development and utilisation of major information and

intelligence systems to underpin public health improvement and action for the population across disciplines and organisations.

To receive, interpret, provide and advise on highly complex epidemiological and statistical information about the health of populations to the Local Authority, NHS and voluntary organisations.

To ensure the use of the best available evidence base to support the assessment of health needs, health inequalities, health impact assessment and the identification of areas for action within the local population.

To produce an annual report on the health of the population of Stoke on Trent. Assessing the evidence of effectiveness of health and healthcare interventions, programmes and services To provide expert public health advice and leadership to support and inform an

evidence-based approach within ethical frameworks for commissioning and develop high quality equitable services, across primary, secondary and social care, and across sectors including local authorities, voluntary organisations and others, in potentially contentious and hostile environments where barriers to acceptance may exist.

To be responsible for leading on service development, evaluation and quality assurance governance in specific areas and for preparing and adjusting action plans in line with changing needs and changing geographical boundaries.

To provide expert advice to support evidence based commissioning, prioritisation of services for the population (and in some circumstances for the individual) in order to maximise opportunities for health.

Policy and strategy development and implementation To lead on behalf of Stoke on Trent City Council on the communication, dissemination,

implementation and delivery of national, regional and local policies and public health strategies, developing inter-agency and interdisciplinary strategic plans and programmes, with delegated authority to deliver key public health targets.

To act in an expert advisory capacity on public health knowledge, standards and practice, across the spectrum of public health at Board or equivalent level.

To be responsible for the development and implementation of multi-agency long-term public health programmes as required, based on identification of areas of potential health improvement, the diversity of local needs and the reduction of inequalities.

To ensure proper linkages between the health agenda and strategies related to the wider determinants including for example, community safety, the environment and sustainability.

Leadership and collaborative working for health To take the lead role on behalf of the Stoke on Trent City Council in developing inter-

agency and interdisciplinary short and long-term strategic plans for securing health improvement both in the general population and in vulnerable groups at high risk of poor health and reduced life expectancy, in partnership with a range of agencies such as those in the statutory, non- statutory, voluntary and private sectors and by taking lead responsibility with a defined local authority. This requires the ability to work cross-directorate and across other agencies and voluntary organisations.

To work with primary care professionals and community staff to raise awareness of their public health role.

To lead on the integration of health, social services and voluntary organisations to promote effective joint working to ensure delivery of the wider government targets.

To influence external agencies in their public health policy decisions by working with complex professional, managerial and population groups and other organisations in the statutory, non-statutory and private sectors.

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DEFINED COMPETENCY AREAS Health Improvement To be responsible for designated areas of health improvement programmes, public

health surveillance or population screening or geographical areas. To take a Executive Director leadership role in specified areas with local communities

and vulnerable and hard to reach groups, helping them to take action to tackle longstanding and widening health inequality issues, using community development approaches as appropriate.

To provide expert knowledge to ensure effective community involvement with regard to all the work of the organisation including commissioning and prioritising high cost services and to ensure that policies and strategies are interpreted, developed and implemented at all levels.

Health Protection To take responsibility for safeguarding the health of the population in relation to

communicable disease, infection control and environmental health, including delivery of immunisation targets.

To ensure that effective local arrangements exist for covering the on call rota for the effective control of communicable disease, environmental hazards to health and emergency planning, as detailed in local health protection agreements.

To communicate effectively and diplomatically with a wide audience including the media and the public to change practice in highly challenging circumstances such as communicable disease outbreaks, chemical incidents, immunisation and screening.

Service Improvement To provide expert advice to support evidence based commissioning, prioritisation of

health and social care services for the population (and in some circumstances provide highly specialised advice on preferred treatment options or protocols based on the evidence for individual patients) in order to maximise opportunities for health.

To be responsible for implementation of NICE and National Service Frameworks or equivalent national standards, guidance and frameworks.

To lead the development of clinical networks, clinical governance and audit. To review evidence and providing highly specialised advice on preferred treatment

options or protocols based on the evidence for individual patients.

Public Health Intelligence To analyse and evaluate quantitative and qualitative data and research evidence from a

range of sources to make recommendations and inform decision making which has long term impacts.

To compare, analyse and interpret highly complex options for running projects identified as key public health priorities, and communicate this information across organisations and the local community.

To be responsible for the identification and implementation of appropriate health outcome measures, care pathways, protocols and guidelines for service delivery across patient pathways for the local population.

To work with the information and intelligence arm of Public Health England and other organisations to strengthen local, regional and national public health intelligence and information capacity.

Academic Public Health/Research and Development To undertake and commission literature reviews, evaluative research surveys, audits

and other research as required informing equitable service and reducing health inequalities. This may involve taking the lead on R&D public health and related activities

To develop links with local universities to ensure the work of the organisation is based on a sound research and evidence base.

To develop public health capacity through contributing to education and training and development within the Directorate, and within the wider NHS and non NHS workforce.

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Finance and Staffing Dimensions (if applicable)

Gross Revenue Budget : Capital Budget: Staff: Additional responsibilities: The post holder will also be responsible for the

management of Speciality Registrars in Public Health.

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Person Specification Job Title: Director of Public Health Directorate: Public Health

Minimum Essential Requirements - Evidenced by: a: application form b: test c: interview

IMPORTANT: This person specification contains changes introduced in amendments made to the NHS (Appointment of Consultants) Regulations for England, Scotland, Northern Ireland and Wales which came into force during 2005. a b c Knowledge and Qualifications Inclusion in the GMC Specialist Register/GDC Specialist List or UK Public Health Register(UKPHR) OR If included in the GMC/GDC Specialist Register in a specialty other than public health medicine/dental public health, candidates must have equivalent training and/or appropriate experience of public health medicine practice OR Public health specialist registrar applicants who are not yet on the GMC Specialist Register/GDC Specialist List in dental public health/UKPHR must provide verifiable signed documentary evidence that they are within 6 months of gaining entry at the date of interview ; all other applicants must provide verifiable signed documentary evidence that they have applied for inclusion in the GMC/GDC/UKPHR specialist registers.

Applicants must meet minimum CPD requirements (i.e. be up to date) in accordance with Faculty of Public Health requirements or other recognised body

MFPH by examination, by exemption or by assessment High level of understanding of epidemiology and statistics, public health practice, health promotion, health economics and health care evaluation

Full understanding of and commitment to addressing relationships and cultures of organisations that impact on the wider determinants of health

Full understanding of and commitment to delivery of improved health through mainstream NHS activities

Understanding of NHS and local government cultures, structures and policies

Knowledge of methods of developing clinical quality assurance, quality improvement and evidence based clinical and/or public health practice

Understanding of social and political environment Understanding of interfaces between health and social care

ExperienceMinimum of three years’ experience of public health practice at senior level.

High level project management skills Excellent staff and corporate management and development skills Experience of working in complex political and social environments

Excellent change management skills Budget management skills

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Training and mentoring skills Scientific publications, presentation of papers at conferences, seminars etc.

Skills and AbilitiesStrategic thinker with proven leadership skills Excellent oral and written communication skills (including dealing with the media)

Effective interpersonal, motivational and influencing skills Ability to respond appropriately in unplanned and unforeseen circumstances

Good presentational skills (written and oral)

Sensible negotiator with practical expectation of what can be achieved Substantially numerate, with highly developed analytical skills using qualitative and quantitative data

Computer literate Ability to design, develop, interpret and implement policies Ability to concentrate for long periods (e.g. analyses, media presentations)

Resource management skills Personal StyleTransformational and visionary leader Commitment to adding public health values to corporate agendas Strong commitment to public health principles Able to prioritise work, and work well against a background of change and uncertainty

Adaptable to situations, able to handle people of all capabilities and attitudes

Commitment to team-working, and respect and consideration for the skills of others

Self-motivated, pro-active, and innovative High standards of professional probity

IMPORTANT: This person specification contains changes introduced in amendments made to the NHS (Appointment of Consultants) Regulations for England, Scotland, Northern Ireland and Wales which came into force during 2005.

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Conditions of Service Job Title: Director of Public Health


Grade: Director Level 1

Salary: £120,000-£132,000

Working Hours: Normal office hours are 37 per week, however officers at your level are expected to work according to the exigencies of the service. It will therefore be necessary for you to undertake additional hours, as and when required, without additional remuneration, in order to properly discharge your duties and responsibilities, subject to the provisions of the Working Time Regulations. Annual Leave Entitlement: Your annual leave entitlement is 28 days increasing to 31 after five years’ continuous local government service, plus 8 public holidays, 2 extra-statutory and 2 local days. The above entitlement will be calculated pro rata depending upon hours of work Sickness Absence: This will be paid at basic levels. This means that any enhancements normally received for shift work, weekend working etc will not be paid on days when you are absent from work due to sickness Pension Provisions: For occupational pension purposes you will have the choice of:-

a. Joining or continuing in the Local Government Pension Scheme. b. Joining or continuing in the NHS Pension Scheme.

c. Arranging your own personal pension provision approved by the Inland Revenue. d. Joining S2P (State Second Pension Scheme). Notice Period: The appointment will be subject to three months’ notice on either side. Probationary Period: New entrants to Local Government service are subject to a probationary period of 6 months during which you are expected to establish your suitability to the post. Equal Opportunities Monitoring: New entrants are required to provide details of ethnicity and disability for the starter forms to enable the City Council to monitor its progress towards being an equal opportunities employer. Medical Examination: Your employment is subject to medical clearance being given by the Council's Medical Adviser. Initially, this will take the form of a medical questionnaire. Rehabilitation of Offenders Act: The post is subject to the Exceptions Order of the Rehabilitation of Offenders Act 1974 and if you are shortlisted you must disclose any criminal convictions, bindovers or cautions received, which are not spent. Disclosure and Barring Service (DBS) Check: The appointment to this post will be subject to satisfactory Disclosure of Criminal Background, and is therefore expressly conditional upon the receipt of a satisfactory response to a check of police records.

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If during your continued employment you receive a conviction, caution or bind over you must declare this to your manager at the earliest possible stage. Such information will be treated sensitively and its relevance, nature and your length of service will be taken into account when deciding what action, if any needs to be taken. Failure to declare such information could result in disciplinary action being taken against you. Notwithstanding this, periodic rechecks will also be required. The city council has a three year re-check policy. We may take disciplinary action if a satisfactory re-check is not received *Relocation and Commuter Scheme: The city council’s scheme of Relocation and Commuter Scheme applies to this post and where you meet the stated criteria, financial help will be provided in accordance with the provisions of the scheme. Political Restrictions: This post is subject to political restrictions in accordance with the provisions of the Local Government and Housing Act 1989. Ayslum and Immigration: According to the Immigration, Asylum, Nationality Act 2006 you must (if appointed) provide proof of current and valid permission to be in the United Kingdom, and valid permission to do the type of work offered. Your continuing employment is subject to you having leave to remain and work in the United Kingdom by having a valid work permit. Should your work permit fail to be renewed at a future date, the authority would have to terminate your contract with immediate effect. Trade Unions: As your employer, we support the system of collective bargaining in every way and believe in the principal of solving industrial relations problems by discussion and agreement. For practical purposes, this can only be conducted by representatives of the employers and of the employees. If collective bargaining of this kind is to continue and improve for the benefit of both, it is essential that the employee’s organisations should be fully representative. Therefore, it is recommended that employees become a member of a trade union represented on the relevant national joint council. Other Conditions of Service: Any other conditions of service are as per the Scheme of Conditions of the National Joint Council for Local Authorities Services as amended by decisions, rules and regulations of the City Council.

C:\Users\dalgarno001j\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.IE5\BTJP3CCT\Head of Health Improvement.docx

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JOB DESCRIPTION

Post Title

Head of Health Improvement Band 8c Post No.

Accountable To Director of Public Health

Job Summary The transferring of Public Health responsibilities to Local Authority provides new opportunities for improving the health of the population The post holder will be expected to work with the DPH to maximise these opportunities and will be expected on occasions to deputise for the DPH with a focus on Health Improvement. There will be an expectation to be able to cope with multiple and changing demands and to meet tight deadlines. Excellent negotiation and motivation skills and flexibility are required to deal with highly complex Health Improvement and Public health issues. A high level of tact and diplomacy is required and an ability to manage different cultures, to influence change and enable effective working across organisational boundaries when e.g. working with elected members Responsibilities will include:

1 Consulting with stakeholders , to identify key priorities, outcomes and objectives for health improvement in Stoke on Trent

2 To continue supporting the Health & Well Being Board in developing a Health & Well Being strategy, delivering outcomes and reducing Health Inequalities. To support the DPH to tackle Social Determinants of Health

3 Leading/coordinating the development of commissioning frameworks for public heath programmes for tobacco control, obesity, sexual health, making Every Contact Count, mental health, cancer prevention and social determinants of health.

4 Ensure the integration of health improvement and preventive activities into the strategic commissioning plans of LA and CCG

5 Ensure specialist health improvement advice is available to LA, CCG and other partners to create health promoting environments and delivering health improvement services.

6 To ensure effective matrix working across LA directorates, CCG and other partners with Public Health, Health Improvement Specialists ensuring appropriate Public Health support at locality level

7 To provide leadership, strategic development and commissioning of delivery of Public health Services currently within the Partnership Trust.

8 To provide professional leadership across the health and social care economy quality assessing service delivery, staffing and CPD, strategic development and commissioning of delivery of Public Health Services currently within the Partnership Trust

9 Workforce development commissioning training and development programmes to build public health skills and competences for health


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improvement across the NHS, partner and community organisations 10 Managing the Health Improvement Team, managing resources and finance

including budget setting, 11 Ensure Health Improvement needs of socially excluded and vulnerable groups

are met eg, ensuring services are sensitive to the cultural needs of BME communities

12 To ensure the promotion and uptake of Health & Social Care services which have significant impact on Health Improvement eg uptake of screening services and services for vulnerable groups

13 Provide leadership on community engagement and development

Organisation Chart Please see attached

Main Duties

1. Policy /service development Take lead responsibility, working with the DPH and other stakeholders to develop and implementation Health Improvement programmes which meet local needs. To ensure that Health Improvement policies are in line with

The JSNA The Health and Well Being strategy CCG commissioning intentions

Lead the commissioning of a portfolio of work which will explicitly contribute to the reduction of inequalities in health and develop service specifications and business cases. Ensure appropriate partnership working is established and supported in order to deliver agreed priorities and targets Develop or support others to develop, health improvement policies which can be incorporated into service level agreements/contracts negotiated by the LA and CCG with provider organisations To prioritise the workload of the health improvement team and develop an annual work plan which focuses on achievement on time limited pieces of work in key priority areas

2. Duties applicable to all principal health improvement specialist portfolios ;- Interpret national guidance, evidence of effectiveness and research findings

and translate these into policies, strategies, action plans and specifications that address local priorities

Contribute to the JSNA and undertake needs assessments in priority areas. Formulate, Health & Well Being Strategic Plans ,which will impact across the

whole organisation ,community and partner agencies Provide expert advice to enable creative solutions to effective


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commissioning and monitoring of services and inclusion of Health Improvement issues in SLAs, contracts with all sectors

To ensure appropriate performance management systems in place for Health Improvement commissioning

Involve, empower and enable communities to improve their own health using evidence based approaches to improve outcomes

Devise and maintain data systems producing timely and relevant information and progress reports for the DPH ,Chairs of partnership groups and DoH where appropriate on a locality basis

Contribute to the Annual Report of the DPH and where appropriate present formal reports

Accountable for the effective management, governance and performance within the health improvement team and the Directorate of Public Health as a whole

3. Locality Public Health Development duties

Support localities, neighbourhoods engaging communities Ensure there is matrix working with localities through named Health

Improvement leads Communicate statistics and information about a range of health needs

and health and communication with stake holders and members of the public

Ensure effective partnership working , to ensure development of capacity and capability within LA, CCG’s, Health Service providers and partners

4. Human Resources Manage Health Improvement Team specialists Responsible for recruitment and selection and for ensuring all staff are

regularly appraised and are appropriately challenged to improve performance

Responsible for ensuring work undertaken conforms to quality standards, is prioritized and performance managed to achieve desired outcomes and that staff are supported to develop within a learning environment

Responsible for ensuring all staff comply with LA, CCG and Directorate of Public Health policies and procedures

Contribute to public health teaching and development (local, regional and national)

5. Financial management Responsible for the direct and wider Public Health budget as agreed with

DPH Manage the overall budget setting ,review monitoring arrangements and

take remedial action to ensure end of year balance as agreed with the DPH Influence investment plans not under post holders direct control eg Safer

City Partnership funding Ensure that opportunities to attract external funding to support health

improvement are explored Ensure applications for funding for service developments (external and

internal ) are in line with agreed priorities and add value to existing initiatives


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Support budget management for the whole Directorate of Public Health

6. Other (applies to all health improvement staff ) employ reflective working practices, sharing learning with key workers and

partnerships be proactive re continuous service improvement work in ways that respect and value colleagues be prepared to work as a constructive team member, respecting the skills,

expertise and experience of colleagues ensure confidentiality and compliance with data protection policies and

guidance work constructively to challenge discrimination and anti oppressive practice be an effective ambassador for the LA and CCG

Key Relationships The post holder will be required to link across the LA , CCG and with other NHS organisations and external bodies as follows

Senior colleagues in Public Health Health & Well Being Boards Senior colleagues in the CCG, PHE and NHS CB Healthcare provider organisations Providers Cluster and national Public Health networking Members and senior colleagues/ in SOT City Council Voluntary and community sector organisations Patients and public Training and education providers Communications leads in PCT ,SOTCC and Local Media

GENERAL RESPONSIBILITIES

Information Governance and Confidentiality You will be expected to comply with all Trust policy requirements in relation to Information Governance, including the Freedom of Information Act, the Data Protection Act and the Trust’s Electronic Record Management Standards & Guidance. As employee of this Trust you may gain privileged knowledge of highly confidential nature relating to private affairs, diagnosis and treatment of patients, information affecting members of the public, personal matters concerning staff, commercial confidences of third parties and details of items under consideration by this Trust. Such information should not be divulged or passed to any unauthorised person or persons. ,Research Governance Stoke-on-Trent PCT manages all research in accordance with the requirements of Research Governance Framework and Standards for Better Health. As an employee/contractor of Stoke on Trent PCT you must comply with all reporting


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requirements, systems, duties and actions put in place by the PCT to deliver research governance. Professional/Managerial Codes of Practice The postholder is expected to abide by the relevant codes of practice of the registering body for healthcare professionals, and the NHS Code of Conduct for managers. Policies The postholder is required to abide by all policies of the LA and CCG. Health and Safety The postholder will take personal responsibility for any Health & Safety issues and obligations under the Health & Safety at Work Act. Also be aware of and comply with other relevant legislation and policies e.g. Fire Regulations Infection Control In accordance with the Health Act 2006, the postholder will actively participate in the prevention and control of infection within the capacity of this role. The Act requires the post holder to attend Infection Control training on induction, regular updates and to take responsibility for the practical application of the training in the course of their work. Infection prevention and control must be included in any personal development plan or appraisal.

The duties outlined in the job description are not intended to be exhaustive lists. Their duties and responsibilities may be amended following consultation with the post holder. All job descriptions will be reviewed annually as part of the annual appraisal process Failure to comply with these requirements may constitute gross misconduct under the trust’s Disciplinary Policy which may lead to summary dismissal.

This job description may be subject to change and the post holder may be expected to address other priorities as these emerge Managers Signature…………………………………. Employee Signature………………………………… Date………………….


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PERSON SPECIFICATION

Post Title

Head of Health Improvement Band 8c Post No.

Accountable To Director of Public Health

ESSENTIAL CRITERIA DESIRABLE CRITERIA

QUALIFICATIONS First degree or equivalent professional qualification in a relevant field Postgraduate qualification to Masters degree or equivalent with high public health/health promotion content or in exceptional circumstances currently working towards Evidence of continual professional development particularly in relation to general management

EXPERIENCE Between 5-10 years post qualification experience in PH/HP related fields, with at least 3 years spent at a strategic level (principal practitioner level) Extensive experience in leading and coordinating the strategic development, implementation

and evaluation of policies ,programmes and projects based on need, evidence of effectiveness /good practice and clearly stated outcomes

leading work on programmes of health improvement especially in relation to this specific portfolio

applying specialist PH/HP knowledge to influence change, engage and develop partnership involvement and achieve targets

resources (people/time/money ) efficiently and effectively to achieve value for money change management

matrix working business planning across several programmes research, audit and evaluation working strategically with a range of partners to build capacity for

public health working working to improve the health of diverse /disadvantaged

communities commissioning services and monitoring performance

KNOWLEDGE Highly developed specialist knowledge of public health theory and practice across range of issues and procedures Firm grasp of PH policy drivers, strategic agendas and evidence base

Health Impact Assessment


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Strategic understanding of the current social, political and economic drivers relating to health inequalities Knowledge of relevant policy environment A firm grasp of the decision making arrangements within statutory organisations and partnerships and how to influence them A clear understanding of effective partner and community engagement A strategic understanding of what is required to lead cultural and organisational change Understanding of needs assessment ,equity audits ,outcomes management and commissioning to achieve specific outcomes

SKILLS & ABILITIES Vision and robust leadership in pursuit of positive change Able to think and act strategically Confidently able to lead, manage and develop a high achieving team of professional and support staff to influence and facilitate public health agendas in innovative ways Able to create a culture of continuous improvement Interpersonal, negotiating and influencing skills to enhance team working and build alliances Able to work well against a background of change and uncertainty ways A strong commitment to a social model of health and reducing inequalities Able to analyse and interpret complex health information in depth, and to make judgements accordingly in relation to effectiveness of initiatives and programmes and base recommendations on judgements made Able to develop, implement and evaluate long term plans and strategies in association with a range of partners, and with service user and carer involvement Able to demonstrate effective oral, written communication and presentation skills to a wide range of audiences Able to work at all levels and maintain positive relations with a diverse range of organizations and have the confidence to challenge existing policy and practice within partner agencies Demonstrate political awareness and sensitivity and diplomacy in order to engage effectively with counsellors, key stakeholders, local communities and the media on sensitive issues in order to respond to and manage expectations appropriately Able to initiate, maintain and influence strong active partnerships with external organizations at a strategic level. Able to motivate, advise and support others to develop the commitment, capacity and capability to deliver quality interventions aimed at health improvement Able to build PH capacity in other individuals and organisations through training, mentoring and supporting action learning Able to deploy public health knowledge and expertise to support the work of others in areas outside your immediate field of expertise or experience Determined and resilient with a positive approach to handling conflict and able to address own and others well being positively


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Commitment to applying equal opportunities principles in practice Able to maintain and update professional competency Able to travel efficiently to undertake duties


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KSF Outline Head of Health Improvement

NHS KSF Dimensions Needed

for Post Level for Post Notes

CORE 1 2 3 4 1. Communication

Y X

2. Personal and People Development

Y X

3. Health, Safety & Security

Y X

4. Service Improvement

Y X

5. Quality

Y X

6. Equality & Diversity

Y X

SPECIFIC

HWB1 Promotion of Health and Wellbeing

Y X

G3 Procurement and Commissioning

Y X

G4 Financial Management Y X G6 People Management Y X IK2 Information Collation and Analysis

Y X


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Full KSF Post Outline Post: Dimension Level Indicators Examples of application 1 Communication

4 A Communicate, using a variety of methods, with a range of people e.g. senior and other colleagues the Directorate, PCTs, provider Trusts at a range of levels to include CEOs, Directors of Public Health, commissioners etc. D of H, Regional and national teams

B Communicate with colleagues at senior and director level in a range of partner organisations e.g. County Council and City Council, voluntary sector

C Communicate with a range of people and groups on complex issues consistent with a range of levels of understanding, culture and backgrounds eg strategic development of Health Promoting Schools and Children’s Centres, health promotion advice to various Boards, Committees, LDP Local Area Agreements. Performance reports and funding bid submissions

D Anticipate barriers and take action to improve communication .eg presentations to various boards/committees and partnership groups to develop understanding of HP principles, practice and methodologies and effective translation into practical delivery, succinct reports with clear recommendations

E Proactive in developing different styles and methods of communicating eg tailoring information and means of presentation to different audiences (professional and lay) taking account of abilities/interests and motivation Identifying need for website

F Proactive approach to producing accurate and complete records etc in line with legislation eg Standards for Better health, Child Mapping, Every Child Matters, finance reports

G Communicate in manner which complies with PCTs policy and practices and in line with key legislation e.g. range of HR, HASW, SFI and other PCT

2 Personal and People Development

4 A Ongoing updating of knowledge and skills via attendance at regional and national conferences, workshops and other identified learning opportunities to include: a range of publications and internet based materials, attendance at continuing professional development events.


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Dimension Level Indicators Examples of application B Develop and agree annual personal development plan with heavy reliance on reflective

practice and self learning to include updating of knowledge and skills and changing legislation e.g. National Service Frameworks, Choosing Health, Every Child Matters, Standards for Better Health, Tackling Inequalities etc

C Apply own learning to development of practice to include shared learning of best practice in areas of tackling inequalities, regeneration, strategic management and change management .Develop personal development portfolio detailing learning and collect evidence in relation to programme areas as stated.

D Encourage others to make realistic assessments of their application of knowledge and skills, by: - Ensuring line management of staff includes objective setting and personal development

plan - Ensure interventions and proposals are evidence based and in response to identified

needs - Offering placement opportunities - Offering briefing and training in relation to programme areas to Directorate colleagues - Mentoring staff and others on leadership programmes

E Enabling others to apply their skills by sharing of learning at workshops/ conferences at national, regional and local levels

F Promote work place learning by involving SMT and other members of the directorate e.g. through learning and development plans, training, team meetings, to allow for sharing of good practice

G Identify where resource issues inhibit learning and development with issues raised and solutions sought via the Senior Management Team, eg under funding of training needs leading to risk and compromising clinical governance

H Develop others in line with legislative requirements, eg Standing Financial Instructions, HR, Data Protection, Child Protection, Health and Safety. Participation in and sharing of learning at selective national conferences and local meetings and workshops etc, informal and formal training


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Dimension Level Indicators Examples of application 3 Health, Safety & Security

3 A Identifies risks through regular work site assessments and ad hoc feedback from staff and ensure plans developed to avoid problems or remedy Make self and staff on 2 sites aware of HASAW issues policies and procedures and support compliance with the said practices. Ensure self and staff aware of the location of all relevant polices etc

B Foster a culture of vigilance and awareness of potential risks. To ensure regular risk assessments conducted and all actual and potential risks are discussed at relevant team meetings and noted by the SMT for monitoring and where relevant remedial action.

C Monitor implementation of action plans and staff attendance at mandatory training Manage risk to staff and self by ensuring risk assessments completed and acted upon on an annual basis. In addition to ensuring any new changes are developed with the full involvement of estates staff to ensure compliance with all legislation and minimise risk.

D Ensure staff and self are aware of action to be taken in emergency situation this could involve formal training, compliance with fire drills etc or in house procedures for e.g. Lone working, contacting emergency services when needed etc. Identifies resources to implement action plans eg lifting and handling aids, appropriate storage, provision of aids or equipment e.g. mobile phones, contact lists individual attack alarms etc.

Ensure records are maintained in terms of problems and that these together with any near misses are reported to the SMT and where appropriate the PCT. Ensure that this is included in the annual risk assessments to ensure all staffs risks are minimised.

E Identifies need for specialist help and ensure expertise is used eg in new developments, during major refurbishments

4.Service Improvement

4 A Effective engagement demonstrated in strategies and policies for services e.g. tackling inequalities, health promoting organisations

B Effective working with others to develop a range of service quality standards, shared protocols, with joint SLA’s under discussion eg Health promoting Children’s centres, commissioning criteria for Children’s Fund

C Continually review values and direction via ongoing monitoring of all HP programmes to ensure meets changing needs and priorities. This can be demonstrated by range of monitoring data, service audits and performance reports


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Dimension Level Indicators Examples of application

D Effective working with others to develop range of strategies and action plans taking full account of local need and resources. Individual business cases to be developed with risk assessment for submission for additional funding eg HAS/Neighbourhood Renewal

E Communicates HP principles and values to staff and partner organisations to enable them to apply to their own work eg whole systems working, outcome management, evidence of best practice via a range of partnership boards and committees LSP, Children’s Board Health promoting Schools etc

5 Quality

4 A The need to improve quality is identified through a range of activities all set within the framework of legislative requirements. The activities include: matching plans to agreed priorities based on identifying the need, targeting those most at risk ,identifying the evidence base ,identifying good practice identifying and implementing training needs, and developing quality standards eg proformas for planning new developments

B Lead the effective development of the Senior Management team to ensure a collegiate approach that results in clarity and consistency of decision making across the directorate and which models best practice To encourage and support the development of other teams to have regular and productive meetings and team working to achieve the directorates goals including the promotion of diversity.

C Work with others to priorities a range of tasks to improve quality - see A

D Enable others to understand the risks to quality using a range of methods e.g. team meetings, written briefings, risk assessments as part of project planning and direct discussion and where appropriate specific training.

E Actively promote health promotion quality standards via: ensuring dissemination/understanding of standards, and access to services information all in line with the said standards.

F Conduct service audits to identify any short fall and take appropriate remedial action.


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Dimension Level Indicators Examples of application G Embed quality and standards issues into project and service development and regularly

monitor provision to identify any shortfalls and work towards addressing them

6 Equality and Diversity

4 A Ensure all staff within remit are aware of the legislation and actively promote a culture and methods of working that value and encourages diversity via written policies and practices, direct discussions, team meeting and relevant training. To act as a role model and challenge oppressive/discriminatory practice or attitudes.

B Actively promote equality and diversity both internally and with external organisations by ensuring non discriminatory recruitment practices (which involves service users when possible) and equal access to services and provision. In addition, to developing targeted projects that focus on groups that traditionally have had poorer health and restricted access to provision.

C Contribute to the development and implementation of processes to resolve complaints and ensure any lessons learnt are shared and incorporated into practice. In addition to contributing to the development of specific plans e.g. PCT Diversity Plan.

D Have fair, open and publicised procedures for dealing with complaints that recognises and supports the rights of the individual and are in line with current best practice and relevant policies and practices.

E Ensure the culture of the Directorate which recognises and supports diversity is understood by other organisations. This will involve ensuring own action demonstrate this by challenging discrimination when displayed by individuals and working in partnership to promote equity and diversity.

F Gather data and monitoring information in order to evaluate effectiveness of diversity policies and practices – this is to include in house practices and audits of projects and service delivery.

HWB 1

4 A Evaluates the content and thrust of policies and uses them to: raise awareness; enables people to adopt healthy lifestyles; enables people to learn how to look after their own health and wellbeing; involve people in decision making about their health and wellbeing; improve people’s resistance; limits people’s exposure to risks to health and wellbeing; reduces risks


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Dimension Level Indicators Examples of application in lifestyles; provide information and advice on health and wellbeing.

B Reports, minutes of meetings, presentations, recommendations for the purpose of alerting decision makers to issues that affect health and wellbeing or are inconsistent with evidence.

C Produces clear and concise arguments for decision makers outlining the benefits of improving health and wellbeing and the risks of not doing so. Evidence may include reports, minutes of meetings, presentations, responses to consultations.

D Provides input to policy documents that are consistent with evidence and relevant national or international legislation such as relating to consent, health improvement, public health and shared decision making

E Uses a range of methods such as attending meetings, lobbying, partnership working, written responses to consultations and reasoned arguments to achieve change in policies.

F Takes forward the implementation of policies locally.

G Evaluates the impact of policies on improving health and wellbeing using qualitative and/or quantitative data.

IK2

2 A Identifies and agrees the question/issue to be addressed by the data the nature and quantity of data/information to be collected the quality criteria which the data/information should meet The data and information might be either qualitative or quantitative

B Effectively uses appropriate methods and sources for obtaining and recording the data/information Data and information may be held in systems which are electronic or paper-based

C Confirms that the data/information meets the agreed quality criteria and takes appropriate action if it does not Information may relate to clients; developments and innovation; education, training and development; effectiveness for specific treatments; lifestyles that promote health and well-


16

Dimension Level Indicators Examples of application being; health, safety and security; management of finances, people, projects or services; marketing and PR; procurement and commissioning; promotion of equality and diversity; service effectiveness, use of resources.

D Collates and analyses the data/information using methods appropriate to: the initial questions which the data/information is intended to answer the nature of the data/information Data/information may be raw, intermediate, processed.

E Reports the data and information at the agreed time using presentation, layout, tone, language, content and images appropriate to its purpose the people for whom it is intended agreed formats and protocols Images include: charts, diagrams, maps, pictures, spreadsheets.

F Complies with relevant legislation, policies and procedures throughout. This legislation may be international, national or local and refer to accreditation, clinical negligence, consent, data protection and confidentiality, information, Freedom of Information, records management.

G2 4 A Scans the environment to identify new and emerging developments of potential relevance to their work and priorities for further development

B Designs, develops and tests new and innovative concepts/models/Methods/ practices/products/equipment in a way which: - is ethically, technically and methodologically sound for the nature of the innovation - enables a rigorous evaluation of their feasibility, benefits and risks - involves all relevant parties in the process - complies with legislation, policies and procedures

C Evaluates the outcomes of testing and modifies innovations to improve their quality

D Publicises the innovations in the appropriate places to inform the development of others’ knowledge and practice


17

Dimension Level Indicators Examples of application

E Evaluates feedback on the innovations and uses it to improve future developments

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Job Description

Job Title: Consultant in Public Health Medicine/Consultant in Public Health


Section: Specialist Public Health

Responsible to: Director of Public Health

Responsible for: Public Health Intelligence, Quality and performance

Grade Divisional Head 1 £71,285 - £77,061 (+ market supplement dependant on experience and qualifications)

Appointment

This is a substantive, full time post for a CPHM/CPH. The post will be based in Stoke-on-Trent City Council, Civic Centre, Glebe Street, Stoke-on-Trent, Staffordshire, ST4 1HH

Job Summary

The post of Consultant in Public Health Medicine/Consultant in Public Health will fulfil a generic Public Health consultant position within the Public Health Directorate of Stoke-on –Trent City Council. In general the post holder will be expected to be able to cope with multiple and changing demands, and to meet tight deadlines. A high level of intellectual rigour, negotiation and motivation skills and flexibility are required to deal with complex Public Health issues, to advise and make recommendations regarding services and patient care. The job description will be subject to review in consultation with the post holder and in the light of the needs of the employing organisation and the development of the speciality of Public Health and any wider developments in the field of Public Health. It is expected that the post holder will support and/or have delegated responsibility from the Director of Public Health (DPH) for key areas, including: Provide expert Public Health advice and leadership to support and inform an

evidence-based approach within ethical frameworks for commissioning and developing high quality equitable services, across primary, secondary and social care, and across sectors including local authorities, voluntary organisations, etc.

Develop and utilise information and intelligence systems to underpin Public Health action across disciplines and organisations, leading collation and interpretation of relevant data

Be responsible for the day to day management of staff, and/or be responsible as a line manager for a single function

Be an authorised signatory, budget or delegated budget holder (budget/department/service), and/or monitor or contribute to the formulation of department/service budgets and financial initiatives and/or be a budget holder for a department service.

Undertake research or audit and translate research findings into Public Health practice Contribute to the production of the annual Public Health report and Joint Strategic

needs Assessment

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Act as a source of Public Health expert advice to Stoke-on-Trent CCG and Stoke-on-Trent Council on specific aspects of Public Health.

Support the individual funding request process through the provision of evidence of effectiveness

Play a key role in ensuring that health and social care services commissioned for Stoke-on-Trent residents by the CCG and Council are of high quality, clinically safe, cost-effective, improve health and well-being and reduce inequalities

Provide input into the strategic commissioning and planning functions of the Clinical Commissioning Group as per the core offer to it from the local authority.

The remit of the post is broad as it is required to make significant progress on a range of post-transition Public Health programme issues. The exact work programme will be agreed with the successful applicant and will be commensurate with a 1.0 wte.

1. The Employing Organisation Stoke-on-Trent City Council is a unitary authority and the Public Health Directorate has a

track record of delivering industrial scale changes and serves a population of more than 270,000 people registered with a GP in Stoke-on-Trent.

The city and City Council are going through a period of transformation and have set the vision for the future through the Stronger Together Vision. Over the last few years brave and challenging decisions have been made to make the city strong and to drive forward our ambitious Public Health plans for the city. The environment is changing beyond recognition, becoming a dynamic and prosperous working city that creates opportunity for all.

Stoke-on-Trent has a residential population of 240,100 people and is at the start of an exciting new era – significantly investing in and driving forward an ambitious vision to create one of the UK’s most dynamic places to live, work and invest. The pace of change is increasing with £1.2 billion of investment over the next decade that will build on the many strengths and realise the city’s full potential.

2. Public Health Directorate The directorate contributes to executive groups of the CCG as well as the City Council. The health portfolio holder of the City Council Cabinet also looks to the directorate for support. 2.1 Current Staffing There are currently 27 staff within the Public Health Directorate and approximately 7 vacancies including this post (see current structure and organisational chart – Appendix 1) 2.2 IT, secretarial support and other internal resources Full administrative and clerical support is available to the department within Stoke-on-Trent Public Health. A full library service is available to Stoke-on-Trent Public Health via the Health Information Service based within the Health Improvement Team. 2.3 Training and CPD arrangements The Directorate is currently approved for the training of Public Health Registrars and facilitates Public Health placement of medical students. There are two Public Health Registrars and one Foundation Year 2 doctor attached to the directorate.

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2.4 Public Health Networks

The post holder will be expected to contribute to the Local Public Health Network across Stoke-on-Trent and Staffordshire in particular the post holder will work closely with consultant colleagues in Staffordshire County Council. 2.5 Research The directorate has a strong research and evaluation function. The post holder will be expected to contribute towards research and evaluation, she/he will have an opportunity for academic work with Keele and Staffordshire Universities’ undertaking teaching of medical students

3. Management Arrangements The post holder will be professionally accountable to the employing authority via the

Stoke-on-Trent Director of Public Health. Professional appraisal will be required. An initial job plan will be agreed with the successful candidate. This job plan will be reviewed as part of the annual job planning process. The postholder will: Have line management responsibility for a team of Public Health staff (Consultant in

Public Health, Public Health Delivery Manager, Public Health Nurse and the Epidemiologist and Public Health staff in the Public Health Intelligence team). This will include overall management of workload, appraisal, disciplinary and grievance responsibilities and recruitment as and when necessary.

Manage or supervise Specialist Registrars in Public Health Manage or supervise Foundation Year 2 doctors and all individuals on Public Health

placement Manage the budgets within the portfolio of work agreed with the Director of Public

Health Be expected to deputise for the Director of Public Health as required 4. Professional Obligations

The postholder will be expected to:

Participate in the organisation’s staff appraisal scheme and departmental audit, and ensure appraisal and development of any staff for which she/he is responsible

Contribute actively to the training programme for VTS Trainees/Foundation Year Doctors/Specialty Registrars in Public Health as appropriate, and to the training of practitioners and primary care professionals within the locality

Pursue a programme of CPD/CME, in accordance with Faculty of Public Health requirements, or other recognised body, and undertake revalidation, audit or other measures required to remain on the GMC/GDC Specialist Register or the UK Voluntary Register for Public Health Specialists or other specialist register as appropriate.

5. Core Competency Areas

Surveillance and assessment of the population’s health and well-being To design, develop and utilise information and intelligence systems to underpin

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Public Health improvement and action across disciplines and organisations. To receive, interpret, provide and advise on highly complex epidemiological and

statistical information about the health of populations to the NHS, Local Authority and voluntary organisations

To write and/or contribute to national and local policy setting reports on the health of the population of Stoke-on-Trent.

Assessing the evidence of effectiveness of health and healthcare interventions, programmes and services To provide expert Public Health advice and leadership to support and inform an

evidence-based approach within ethical frameworks for commissioning and to develop high quality equitable services, across primary, secondary and social care, and across sectors including Local Authorities, voluntary organisations, etc, in potentially contentious and hostile environments where barriers to acceptance may exist

To be responsible for leading on service development, evaluation and quality assurance governance in specific areas and for preparing and adjusting action plans in line with changing needs and changing geographical boundaries

To be responsible for the identification and implementation of appropriate health outcome measures, care pathways/protocols and guidelines for service delivery across patient pathways for the local population.

Policy and strategy development and implementation To lead on behalf of Public Health Stoke-on-Trent on the communication,

dissemination and implementation and delivery of national, regional and local policies, developing inter-agency and interdisciplinary strategic plans and programmes, with delegated Board or organisational authority to deliver key Public Health targets.

To act in an expert advisory capacity on Public Health knowledge, standards and practice, across the spectrum of Public Health at Board or equivalent level.

To be responsible for the development and implementation of multi-agency long-term Public Health programmes as required, based on identification of areas of potential health improvement, the diversity of local needs and the reduction of inequalities.

Leadership and collaborative working for health To take a lead role on behalf of Public Health Stoke-on-Trent in developing inter-

agency and interdisciplinary short and long-term strategic plans for securing health improvement both in the general population and in vulnerable groups at high risk of poor health and/or reduced life expectancy, in partnership with a range of agencies such as those in the statutory, non-statutory, voluntary and private sectors.

This requires the ability to work cross-directorate and across other agencies and voluntary organisations.

To lead on the integration of health, social services and voluntary organisations to promote effective joint working to ensure delivery of the wider government targets

To influence external agencies in their Public Health policy decisions by working with complex professional, managerial and population groups and other organisations in the statutory, non-statutory and private sectors

6. Defined Competency Areas

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Health Improvement To be responsible for designated areas of health improvement programmes,

Public Health surveillance, population screening or geographical areas. This may include engagement with primary care professionals and community staff to raise awareness and achieve engagement in their Public Health role.

To take a Board or equivalent level leadership role in specified areas with local communities and vulnerable and hard to reach groups, helping them to take action to tackle longstanding and widening health inequality issues, using community development approaches as appropriate.

To provide expert knowledge to ensure effective community involvement with regards to all the work of the organisation including commissioning and prioritising high cost services and to ensure that policies and strategies are interpreted, developed and implemented at all levels.

Health Protection To take responsibility for safeguarding the health of the population in relation to

communicable disease, infection control and environmental health, including delivery of immunisation targets.

To take part in local arrangements and contribute to the on call rota for the effective control of communicable disease, environmental hazards to health and emergency planning, as detailed in local health protection agreements.

To communicate effectively and diplomatically with a wide audience including the media and the public to change practice in highly challenging circumstances such as communicable disease outbreaks, chemical incidents, immunisation and screening.

Service Improvement To provide expert advice to support evidence based commissioning, prioritisation

of services for the population (and in some circumstances providing highly specialised advice on preferred treatment options or protocols based on the evidence for individual patients) in order to maximise opportunities for health

To be responsible for implementation of NICE/National Service Frameworks or equivalent national standards/guidance and frameworks.

To lead the developments of clinical networks, clinical governance and/or audit. Public Health Intelligence To analyse and evaluate quantitative and qualitative data and research evidence

from a range of sources to make recommendations and inform decision making which has long term impacts.

To compare, analyse and interpret highly complex options for running projects identified as key Public Health priorities, and communicate this information across organisations and the local community.

To lead on, plan and design agreed aspects of the assessment of health needs, health inequalities, and health impact assessment, to identify areas for action within the local population based on the best available evidence and to be responsible for short and long term planning and for providing advice on the treatment of groups of populations

Academic Public Health/ Research and Development To undertake and commission literature reviews, evaluative research surveys,

audits and other research as required to inform equitable service and reduce health inequalities.

To develop links with academic centres as appropriate and the Public Health

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England Knowledge and Intelligence service to ensure the work of the organisation is based on a sound research and evidence base.

To develop Public Health capacity through education and training by raising awareness of the contribution of Public Health skills and knowledge in the local health community, including the local authority and the voluntary sectors, by contributing to teaching at undergraduate and postgraduate level and by supervising those training and working in Public Health.

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Person Specification Job Title: Consultant in Public Health Medicine/Consultant in Public Health

Directorate: Public Health IMPORTANT: This person specification contains changes introduced in amendments made to the NHS (Appointment of Consultants) Regulations for England, Scotland, Northern Ireland and Wales which came into force during 2005. Education/Qualifications Essential Desirable Inclusion in the GMC Specialist Register/GDC Specialist List/UK Public Health Register (UKPHR) for Public Health Specialists

X

If included in the GMC Specialist Register/GDC Specialist List in a specialty other than Public Health medicine/dental Public Health, candidates must have equivalent training and/or appropriate experience of Public Health medicine practice

X

Public Health specialty registrar applicants who are not yet on the GMC Specialist Register/GDC Specialist List in dental Public Health/UKPHR must provide verifiable signed documentary evidence that they are within 6 months of gaining entry at the date of interview; all other applicants must provide verifiable signed documentary evidence that they have applied for inclusion in the GMC/GDC/UKPHR specialist registers [see shortlisting notes below for additional guidance]

X

Applicants must meet minimum CPD requirements (i.e. be up to date) in accordance with Faculty of Public Health requirements or other recognised body

X

MFPH by examination, by exemption or by assessment X Personal qualities Strong commitment to Public Health principles X Able to prioritise work, and work well against a background of change and uncertainty

X

Adaptable to situations, able to handle people of all capabilities and attitudes X Commitment to team-working, and respect and consideration for the skills of others

X

Self-motivated, pro-active, and innovative X High standards of professional probity X Experience Project management skills X Staff management and training X Practical experience in facilitating change X Budget management skills X Training and mentoring skills X Scientific publications, presentation of papers at conferences, seminars etc X Skills Strategic thinker with proven leadership skills X Excellent oral and written communication skills (including dealing with the media) X Effective interpersonal, motivational and influencing skills X Ability to respond appropriately in unplanned and unforeseen circumstances X Good presentational skills (oral and written) X Sensible negotiator with practical expectation of what can be achieved X Substantially numerate, with highly developed analytical skills using qualitative and quantitative data

X

Computer literate X Ability to design, develop, interpret and implement policies X Ability to concentrate for long periods (e.g. analyses, media presentations) X Resource management skills X Knowledge High level of understanding of epidemiology and statistics, Public Health practice, health promotion, health economics and health care evaluation.

X

Understanding of NHS and local government cultures, structures and policies X Knowledge of methods of developing clinical quality assurance, quality improvement and evidence based clinical and/or Public Health practice

X

Understanding of social and political environment X Understanding of interfaces between health and social care X Shortlisting notes

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The Faculty of Public Health advises that in order to be shortlisted for a consultant post applicants who are not yet on the GMC Specialist Register/GDC Specialist List in dental public health/UK Public Health (Specialist) Register (UKPHR) must provide verifiable signed documentary evidence that an application for inclusion on one of these specialist registers is in progress as follows: 1. Applicants in training grades

Public health Specialty Registrars in a recognised UK public health training scheme must provide evidence to confirm that they are within SIX months of award of their certificate of completion of training (CCT) and inclusion in the GMC Specialist Register/GDC Specialist List in dental public health/UKPHR for public health specialists at the date of interview (i.e. the expected date of award of their CCT must fall no more than six months after the date of interview). Please note that from January 2005 in England, May 2005 in Scotland and November 2005 in Northern Ireland and Wales, this period has been extended from the three months required previously. The documentary evidence should be:

Either a ARCP 6/RITA Form G (Final Record of Satisfactory Progress) or a letter from the postgraduate dean (or Faculty Adviser) specifying the expected date for completion of training (which must be not more than six months after the date of interview).

2. Applicants in non-training grades 2.1 Doctors (i.e. medical practitioners) Doctors outside recognised UK Public Health training schemes fall into a number of categories:

those who have trained outside the UK, who may have specialist training and qualifications which they are seeking to have recognised by the General Medical Council (GMC) in order to gain registration with the GMC: these doctors may be shortlisted according to the following 2005 guidance from the Department of Health and Scottish Executive which indicates that There will be some instances (for example when considering applicants trained outside the UK) where an AAC may choose to interview a candidate prior to [GMC] Specialist Register entry. In these circumstances, it will wish to be satisfied that subsequent Specialist Register entry is likely. Employers should ask the applicant to provide documentary evidence that he/she has submitted an application to the GMC which is eligible for consideration at the time of application (for shortlisting).

those who have not completed specialist training in the UK who are seeking entry to the GMC Specialist

Register through the Certificate of Eligibility for Specialist Registration route (formerly Article 14 of the European Specialist Medical Qualifications Order (ESMQO)), which allows the GMC to consider not only training but also relevant experience: these doctors may have trained in or outside of the UK. Again, employers should ask the applicant to provide documentary evidence that he/she has submitted an application to the GMC which is eligible for consideration at the time of application (for shortlisting).

2.2 Applicants from a background other than medicine

Other than trainees (see 1 above), applicants from a background other than medicine would normally be

expected to have gained full specialist registration with the UKPHR. However, exceptionally, individuals who can demonstrate that they have submitted a portfolio application to the UKPHR may be considered for shortlisting. Suitable evidence will be a letter from the UKPHR acknowledging receipt of the portfolio application.

Other than trainees (see 1 above), applicants from a background in public health dentistry must be included in

the GDC Specialist List in dental public health. However, those who can demonstrate that they have submitted an application for inclusion on the GDC specialist list in public health dentistry may be considered for shortlisting. Employers should ask the applicant to provide documentary evidence that he/she has submitted an application to the GDC which is eligible for consideration at the time of application (for shortlisting).

Employers are advised that individuals should not take up consultant in public health medicine or consultant in public health posts (including DPH posts) until such point as they have gained entry to the GMC Specialist Register/GDC Specialist List in dental public health/UK Public Health (Specialist) Register. Although applicants will be able to provide documentary evidence that an application is in progress, no guarantee can be made as to the outcome of an application to the GMC/GDC/UKPHR specialist registers. The above guidance applies to applications for both general and defined specialist registration with the UKPHR. Individuals with defined specialist registration are eligible for consideration for shortlisting for, and appointment to, consultant posts including those at DPH level. In all appointments, employers will wish to ensure that an applicant’s areas of competence meet those required in the person specification.

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General Terms and Conditions Professional Registration The post holder should work in accordance with their professional body’s Code of Conduct. Evidence of continuous registration is a requirement of employment with this Trust. Personal Development The post holder will be expected to undertake on-going personal and professional development commensurate with the responsibilities of the post. It is specifically expected that the post holder will avail him/herself of any opportunities of mentorship and development offered. Role Development The duties and responsibilities contained within this job description are indicative but not exhaustive. The post holder may be required to undertake other work consistent with their grade. As the work programme of the department develops the requirements of the post may change. The post holder will be fully involved and consulted as such changes occur. Legal and Statutory Requirements The post holder must be aware of and adhere to the Council’s policies and procedures that are relevant to their post Confidentiality and the Data Protection Act 1998 – the post holder will be expected to maintain complete confidentiality as a condition of employment. Information relating to patients, other members of staff or which is acquired for the purposes of employment may only be disclosed with the express permission of the appropriate manager. All employees must comply with the Equal Opportunity Policy and must not discriminate on the grounds of age, disability, race, nationality, ethnic or national origin, gender, religion, beliefs, sexual orientation, domestic circumstances, social and employment status, gender reassignment, political affiliation or trade union membership or any other grounds that cannot be shown to be justifiable. Safeguarding Vulnerable Children & Adults All staff are expected to;

Adhere to Local Safeguarding Children Board policies/procedures and professional codes in relation to safeguarding Children and vulnerable adults.

Undertake the appropriate level of mandatory training in this area. Report any concerns to the appropriate authority.

Health and Safety Employees have a duty not to intentionally or recklessly interfere with or misuse anything provided for in the interests of health, safety and welfare. Employees are required to use correctly all work items provided by the Council, such as machinery, equipment, dangerous substances and safety devices etc. in accordance with the training and instructions they receive to enable them to use the work items safely. Employees are required to bring to the attention of managers, without delay, any work situation which might present a serious and imminent danger to themselves or others. Employees should notify managers of any shortcomings in health and safety arrangements, even when no immediate danger exists, so that the Council can take what remedial action is necessary. Records Management Every member of staff is expected to keep accurate and well maintained records that meet the requirements of the Council’s records management strategy and in accordance with any relevant legislation, such as the Freedom of Information and Data Protection Acts.

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Stoke-on-Trent Public Health Directorate Structure


Consultant

Vacant

Consultant

Consultant 0.6

Delivery Manager NEW POST

Head of Health Improvement (Dual accountability with AD

Commissioning and Procurement)

Senior HIMP Manager Social Determinants of Health

(SDOH)

Head of Governance & Delivery (Day to day management in

Policy) Vacant

Public Health Nurse – Quality and Health Protection

(FORMALLY PH NURSE IMMUNISATION) VACANT

Epidemiologist

Programme Support Officer VACANT 0.6

Programme Support Officer

Data Clerk (Day to day management in Policy)

VACANT

HIMP Manager SDOH

Snr HIMP Specialist Knowledge Management

Project Support Officer

2 x secretaries

Personal assistant DPH

Line management responsibility

Job Description Job Title: Director of Housing

Directorate: People and Place Directorates

Responsible To: Joint accountability to Director of Place, Growth and Prosperity and Director of

Children, Adult and Family Services

Grade: DH3 - £82,746 - £87,104, plus market grade £17,896 = £105,000 per annum

Job Purpose 1. The Council’s Stronger Together vision, developed closely with partners from across the City,

provides an exciting and challenging vision for the renaissance of the City. The role will undertake an options appraisal to determine future models for the HRA business and asset base to support this vision.

2. The foundation to Stronger Together is to develop an effective and confident council. The role will

lead, drive and secure opportunities to improve and transform Housing services, both in the services directly managed and also those across the council. The pace of change needs to be rapid, sustainable, and focus on the delivery of key Housing strategies, the HRA business plan and associated programmes projects.

3. This post has matrix accountability to both the Executive Director – People and the Executive

Director – Place. The post is transformational and would ideally suit someone looking for a fixed term arrangement in order to move the service on. The post leads all activities relating to Housing Services and ensures the right balance between social and commercial considerations

Key Accountabilities To lead the development and implementation of a Housing Strategy to ensure the Council is able to

provide customers with the best possible experience whilst making efficient use of resources Establish viable business options on the future delivery of council social housing and the HRA going

forward which maximise growth and income opportunities in line with the Stronger Together vision. To lead the development of the Housing strategy in line with the Stronger Together vision and

ensure it is an integral part of the vision to build a prosperous and vibrant City through provision of a broad and appropriate range of housing; this leadership will require balancing investment with social responsibility.

Maintain positive and progressive governance of the Housing Revenue Account business ensuring decent homes for all residents and an investment programme which ensures that maintenance of the Housing Stock is well managed and provides tenants with safe, secure and sustainable homes.

To research, analyse and assess customer service data and use the resulting customer insight to develop an effective and efficient delivery model for housing which delivers new investment, high quality customer experience as measured by national and other relevant benchmarking data. This may include developing or negotiating joint approaches to service planning and delivery in partnership with external service providers and regional and national bodies from the public, private or not for profit sectors.

To monitoring and review the service’s progress, using the council’s performance management system, on a regular basis to ensure the service operates at the most effective and efficient way possible. Delivering the best possible outcomes at the best possible price.

To keep up to date with latest best practice, policy direction, demographics and other relevant factors to initiate, develop, implement and evaluate strategies, policies, business plans, and procedures which secure robust and sustainable services.

Ensure effective use of resources to manage capital, revenue and investment programmes which met national and local targets and enable developments to continue into the long term. This in accordance with the Medium Term Financial Strategy and HRA Business Plan assumptions going forward.

Lead responsibility for the JV partnership client role and its governance, financial management and future options appraisal.

To provide clear and timely strategic, operational and tactical advice, guidance and support to the Chief Executive, Executive Directors of People and Place, Elected Members and other colleagues, actively contributing to corporate policy and strategic decision making.


To define and implement the Council’s budget strategy for Housing Services , identifying and proposing methods and means of generating resources to match and augment investment, external grants and funding.

To develop and maintain positive and creative relationships with diverse stakeholders including; elected members, council officers and other external agencies in order to maximise joint effort and pool resources wherever possible on a City wide, Sub- Regional and Regional basis.

To use the council’s performance management system to ensure the service has a business plan linked to higher plans and which directs staff objectives both within the service and across the council as required by the Customer Service Strategy.


To ensure all employees, both within the service and, for customer service, across the council, are developed and supported to enable them to reach required competencies to deliver services to both national and local standards through systematic and targeted performance management.




Key Results Areas To ensure the need for investment in Housing (both public and private) is sustainable both in terms of

quantity and quality so that residents and potential residents are offered a choice which meets their needs and expectations.

To assess the options and make recommendations on how to increase and improve the range of housing available across the City to provide for all needs.

To assess the options for securing the effective maintenance of the Housing Stock in light of the present contract with Kier finishing in 2018.

To work closely with colleagues in Place to identify and generate opportunities for economic growth through location, size and scale of Housing developments.

Finance and Staffing Dimensions Gross Expenditure: £57.573m Gross Income: £70.332m Capital Budget: £23.467m Staff: 53.06 fte

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed by the Chief Executive.

Person Specification Job Title: Housing Director


a b c Technical An appropriate professional qualification relating to Housing with evidence of continuous professional development.

A thorough understanding of the statutory and regulatory framework guiding Housing Services

Experience of consistent achievement as a senior manager in the private and/or public sector.

Experience of leading a significant programme of change implementing new delivery models which had major impact on staff and processes.










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Job Description Directorate: Children and Young People’s Service

Job Title: Assistant Director - Children’s Social Care Grade CO6 – To be confirmed

Post Responsible to: Director - Children and Young People’s Service

JOB PURPOSE

1. A key member of the Directorate Management Team contributing to the effective corporate and strategic management of the Council. To ensure the Council’s objectives are achieved in realising the Stoke-on-Trent City Council vision.

2. To lead the Vulnerable Children & Corporate Parenting Division to deliver high quality children’s services to the children & young people, parents and schools for Stoke-on-Trent City Council and achieve all government’s children and young people’s services mandated targets with respect to this area

3. To work as part of the Directorate team to deliver high quality children’s services to the

children & young people, parents and schools for Stoke-on-Trent City Council.

4. To develop business plans, strategies, policies and procedures to deliver appropriate quality services to support the council’s objectives with respect to vulnerable children and corporate parenting.

5. To support in the effective overall running of the City council by undertaking any other duties

as required by the Director – People (CYPS). KEY ACCOUNTABILITIES Strategic Management To provide clear and timely advice, guidance and support to the Director, Elected

Members and Corporate Director’s and contribute to policy and decision making. To provide effective leadership to a team of strategic managers, ensuring that the

Council’s strategic priorities and targets are understood, agreed and achieved. to ensure that policies in relation to Children’s Services are developed to support Stoke-

on-Trent Council’s priorities and in response to government legislation or directives To be the lead within Children’s Services in relation to ‘stay safe’, Safeguarding and

Children in Care, including Corporate Parenting. To ensure the effective strategic and operational delivery of the range of services to

Children in Need, Children in Care and Children in need of Safeguarding. To represent Stoke-on-Trent Children’s Services and the Director at a local and national level

when required. Service Quality

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To promote transformational change to continuously improve services. To ensure that the Council runs an effective Safeguarding Children Board meeting all

legislative requirements. To ensure that the quality of services to vulnerable children are maintained and measured

and high standards achieved and maintained. To manage services in an efficient and effective manner, delivering the agreed targets for

all services within budget and in line with Best Value principles. To ensure a customer focused approach to the planning and delivery of services. To support and contribute to Continuous Professional Development within the Local

Authority. Performance To promote continuous drive on performance in order to improve the quality of service

provision in all areas. To support the Director in translating strategic vision and priorities into operational plans,

monitoring their progress on a regular basis, identifying exceptions and risks and putting in place appropriate strategies to address issues.

To ensure that governance, monitoring and reporting of commissioned services are in place and are robust.

To ensure that all data and performance management information relevant to Children’s Services is gathered, evaluated and reported on accurately and to agreed timescales. This will include information supporting Ofsted inspections of regulated services.

Resource Management To work across the partnership with other local agencies to support and further develop a

coordinated and multi-agency approach to delivering on the Children’s Services agenda in Stoke-on-Trent.

To manage services in an efficient and effective manner, delivering the agreed targets for all services within budget and in line with Best Value principles.

To ensure that the human resources of the division are recruited, retained, managed, developed and trained to an appropriately high standard.

To contribute to the ongoing development and promotion of a culture of team working and shared responsibility within the Children’s Services team, other Council functions, schools and with local partners and service providers.

To take responsibility for personal development and development of directorate in order to ensure staff are appropriately skilled, qualified and competent to provide high quality services.

To undertake other such tasks as may be required, such as personnel investigations, risk assessments etc

To carry out all duties with due regard to the Local Authority’s Equal Opportunities and Health & Safety Policies.

Communication Act as an ambassador for the City Council, promoting and developing the Authority’s image,

forming strategic alliances and developing effective working relations with partners, other related organisations, government departments, user and carer groups, business and industry and voluntary sector groups.

Promote good industrial relations e.g. through staff consultation and regular contact with Trade Union representatives at all levels.

Culture

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Through personal example, and active membership of the directorate management team,

contribute to confident corporate leadership of the department and the promotion of a clear sense of direction and purpose that enables the council to translate its vision, values, policies and priorities into practical and effective action.

Harness the strengths and talents of employees at all levels and develop a positive working environment through their active involvement in shaping the development and delivery of services.

Ensure the division is fully engaged in corporate and directorate workforce planning initiatives to develop a valued, confident, skilled, innovative and flexible workforce.

Finance and Staffing Dimensions

Gross Revenue Budget : TBC Capital Budget: TBC Staff: TBC

KEY RESULTS AREA’s To be agreed with the Director To undertake any other duties appropriate to the post.

of 5

Person Specification Directorate: Children and Young People’s Service

Job Title: Assistant Director - Children’s Social Care Grade CO6 – To be confirmed

Post Responsible to: Director - Children and Young People’s Service

Minimum Essential Requirements - Evidenced by: a: application form b: test c: interview a b c Knowledge and Experience Educated to degree level or equivalent

Professional qualification in relevant/specialist profession

Formal Management Qualification

Recent senior post in children’s services management in Local Authority or comparable organisation

Proven track record of high levels of achievement

Experience of formulating and implementing strategy, policies and implementation plans

Experience in developing outcome driven commercial contracts and/or commissioning arrangement

Evidence of effective budget management at a high level

Thorough knowledge of national legislation relating to the development of children’s services – especially the implications in respect of service areas provided by this post

Proven experience of delivering high quality children’s services with relation to safeguarding at a senior level in a Local Authority or comparable organisation

Experience of preparing for a national inspection (i.e. Ofsted, APA, JAR, CAA)

Skills & Abilities Excellent interpersonal skills and the ability to establish positive relationships with staff at all levels, elected members, external agencies, schools, groups and individuals.

A high degree of commercial acumen and strong business & strategic capability

Ability to convey clear vision and manage strategically within a corporate context and to strict deadlines

Highly developed networking, advocacy, oral, written and presentation skills

Ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust

Ability to maximise resources and manage budgets effectively in a financially disciplined environment

Demonstrable experience and ability of successfully operating and negotiating with outside agencies on behalf of the Council.

Ability to implement creative and imaginative approaches and identify new options for service development

of 5

Personal Style A strong leader with energy and flair, credibility in the field and a passion and determination for promoting culture changes required to raise service standards in Stoke-on-Trent. This includes a personal and professional commitment to open communication, open mindedness, equal opportunities and diversity.

A clear strategic and lateral thinker, able to be clear and make effective decisions in a complex and challenging environment

The ability to demonstrate a track record of motivating and inspiring staff in order to deliver a change agenda and improve service delivery.

High degree of personal and professional probity, integrity and credibility that sustains the confidence and trust of elected members, staff at all levels and external partners and stakeholders that foster a positive reputation for the Council.

An inclusive team worker who can foster partnerships, work collaboratively across boundaries and achieve performance and results through others.

An enthusiastic and effective ambassador for Stoke-on-Trent with a strong commitment to improving delivery of services to meet the Council’s aspirations.

Job description Job Title:

Assistant Director – Learning Services

Directorate: People – (Children and Young People’s Services)

Responsible To: Director of Children, Adult and Family Services

Grade: Divisional Head 2

Job Purpose

1. As a member of the Children and Young People’s Leadership Team (and of the People’s Directorate from 1 April 2012) you will lead and take part in a range of council services and support for Council Members in delivering the Stronger Together vision.

2. To provide strategic leadership on education issues and in particular taking forward effective partnerships with schools.

3. To support the Director of Children’s Services in the corporate leadership of Children and Young People’s Services in the council and to have overall management responsibility for school and early year’s improvement, Traded Services with schools including catering, cleaning, special educational needs, behaviour support, admissions, transport, and capital planning.

4. Driving service improvement and building a culture of performance management and improvement, with the key objective of improving outcomes for and achievements of children and young people.

5. Work with schools and Regeneration to ensure that Stoke gets maximum benefit from the ambitious BSF programme underway and that it delivers real improvement in teaching and learning.


Supporting the director and lead members in building a strategic vision for improving outcomes for Children and Young People and translating this into operational plans, monitoring their progress, and managing the attendant risks in delivering the programmes.

To provide timely advice, guidance and support to the Director and Elected Members covering their area of responsibility.

Establish and maintain a performance management system that focuses outcomes for children and young people and enables the Division to manage its performance and improve to top quartile performance across the range of its services including customer care and support.

To ensure that the Council is equipped to address Government inspection and other external scrutiny across the range of services the post holder has overall lead responsibility for.

To advise on, support and deliver the Council’s budget strategy with particular regard to Learning Services and ensure that services are delivered effectively.

To participate in partnerships as required by statute and supporting partnership development across a diverse range of stakeholders to enable the council to delivers its responsibilities for children and young people.

To ensure positive working environment and ensuring that employees are developed and

supported to enable them to perform their roles in the Division.

To act as an ambassador for the council promoting the authority its relationships at a local regional and national level.

Key Result Areas

Improving educational achievement at Early Years Foundation Stage and Key Stages 1, 2 and 4 Delivering on improvements for children with SEBD through the SEN review and Green Paper

delivery Traded Services income matching or exceeding expenditure Ensuring the delivery of the budget within estimates for the financial year Delivering on education capital programme for the financial year Establishing a strong service plan and performance management system

Finance & Staff

Gross Revenue Budget 2012/13 - £56m Capital Budget – TBC Staff - 500+


Job Title: Assistant Director – Learning Services

Requirements: Evidenced by: a: application form b: test c: interview

Knowledge and Experience a b c

Technical An appropriate professional qualification within the remit of the professions covered with evidence of continuous professional development.


Experience of preparing for a national inspection i.e. Ofsted, etc

Experience of consistent achievement as a senior manager in one of the service areas.







Competency Framework Should you be shortlisted for an interview, you will be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria.

a b c Leading and Deciding

Deciding and Initiating Action; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.

Leading and Supervising; A strong leader with energy, flair, resilience and credibility, Provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour,

Supporting and Co-operating Adhering to Principles and values; Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers and staff; communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts.

Persuading and Influencing; Gains clear agreement and commitment from others by persuading, convincing and

negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.

Creating and Conceptualising Formulating Strategies and Concepts; Works strategically to realise organisational goals; demonstrates creativity, initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation.

Adapting and Coping Adapting and Responding to Change; Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges.

Enterprising and Performing Achieving personal work goals and objectives; Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.

Entrepreneurial and commercial thinking; Demonstrates commercial and business acumen; keeps up to date with competitor information and market trends, maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job Description Job Title: Assistant Director – Adult Social Care

Directorate: People – (Adult and Neighbourhood Services)



Job Purpose 1. As a member of the Senior Management Team you will participate in the planning of a range of

council services and support Elected Members in realising and delivering the Stronger Together Vision.

2. To lead the effective development and delivery of services in the following areas and to manage

operational risks effectively and proactively. 3. To drive service and business transformation opportunities to achieve continued excellence and

efficiency and improved customer service. Key Accountabilities To support the Director in translating strategic vision and priorities into operational plans, monitoring

their progress on a regular basis, identifying exceptions and risks and putting in place appropriate strategies to address issues.

To provide clear and timely operational and strategic advice, guidance and support to the Director,

Elected Members and Senior Management Team, actively contributing to corporate policy and strategic decision making.

To determine the best model of service delivery, which delivers a high quality customer experience

and achieves top quartile performance.

To initiate the development, implementation and evaluation of business plans, strategies, policies and procedures to deliver appropriate quality services to support the Council’s core services.

To develop/negotiate joint approaches to local service planning and delivery in partnership with all the

relevant internal and external services providers and regional and national bodies. To promote a clear focus on quality assurance and service accessibility, maximising customer

involvement and feedback. To ensure the Council is equipped and supported to address all Government inspection and other

external scrutiny in order to secure positive outcomes and high levels of achievement.

To define and implement the Council’s budget strategy within Government controls, identifying and proposing methods and means of generating resources to match and augment external grants and funding.


To develop and co-ordinate the directorate’s performance management system linked to corporate

approach, promoting effective management, motivating and leading the service area. To ensure all employees providing services are aware of their shared responsibility for improving

outcomes and sharing information. To act as an ambassador for the Council, promoting and developing the authority’s image, forming

strategic alliances and developing effective working relationships on a local, regional and national basis.

To ensure all employees are developed and supported to enable them to reach required

competencies to deliver services to both national and local standards. To promote good industrial relations through staff consultation and regular contact with Trade Union

representatives at all levels. To promote equal opportunities with our communities and staff through personal example, open

commitment and clear action.


Finance and Staffing Dimensions Gross Revenue Budget: TBC Capital Budget: TBC Staff: TBC Key Results Areas

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed by the Director of Children, Adult and Family Services.

Person Specification Job Title: Assistant Director – Adult Social Care











Competency Framework Should you be shortlisted for an interview, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.



Interacting and Presenting Relating and Networking; Easily establishes good relationships with diverse stakeholders including *elected members, customers, staff and partners; communicates well with people at all

levels, including members, partners and trade union representatives; builds wide and effective networks of contacts. Persuading and Influencing; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.


Adapting and Coping Coping with pressures and setbacks Maintains a positive outlook at work; works productively in a pressurised environment; keeps emotions under control during difficult situations; handles criticism well and learns from it; balances the demands of a work life and a personal life.



Job Description Directorate: Director of Children, Adult and Family Services

Job Title: Assistant Director - Commissioning Post Grade: C £80k

Post Responsible To: Director - Adult Social Care and Neighbourhoods

JOB PURPOSE 1. A key member of the Directorate Management Team contributing to the effective corporate

and strategic management of the Council. To ensure the Council’s objectives are achieved in realising the Stoke-on-Trent City Council vision

2. To lead the effective development and delivery of services in the following areas and to manage operational risks effectively and proactively:-

Telecare Management

Development and Modernisation

Contracts and Commissioning

Social Care Transformation

3. To develop business plans, strategies, policies and procedures to deliver appropriate quality services to support the Council’s core services.

4. To lead the transformation and personalisation of Adult Social Care to improve operational and system efficiency, cost effectiveness, and to ensure future departmental viability.

5. To manage the functions of the Contracting and Commissioning unit.

6. To manage the functions of the Service Modernisation and Development unit.

7. To manage the Joint Commissioning Unit jointly with and on behalf of the PCT.

8. Business Planning Systems and co-ordinating the production of plans.

9. To co-ordinate of directorate programmes and reporting timetables.

10. Performance Management and Quality Assurance.

11. Information Management Strategy and e-government projects.

12. Contracting and commissioning strategies, frameworks and processes.

13. Communication and marketing strategies.

14. Partnership/integration planning and development.

KEY ACCOUNTABILITIES Strategic Management

To provide a clear and timely strategic advice, guidance and support to the Director of Adult Social Care and Health, the leader of the council, Cabinet, Elected Members and the Corporate Management Team, to NHS colleagues where appropriate, and to contribute actively to corporate policy and strategic decision-making.

Service Quality To promote a clear focus on quality assurance, service accessibility and responsiveness,

maximising customer involvement and feedback, to contribute to the development of sound leadership and a high performance management culture within the department.

To lead the development of new and creative strategy and policy within designated areas of

activity to meet Local Strategic Partnership, Council, Directorate and service objectives, and to deliver top quartile performance in all areas of operation.

To be responsible for the following functions:

Performance management framework, systems and reporting Quality assurance systems and audit functions Customer focus, including arrangements and process for providing advocacy,

complaints, user/carer involvement, consultation and feedback Information management strategy, business processes and e-government

programmes Business planning system Cross cutting policy development Commissioning framework and contracting functions Commissioning and contracting strategies for all user groups Service level agreements – in-house, independent and voluntary sector providers Training and workforce development Voluntary sector liaison and development Social services input to housing market renewal and other corporate priorities Communications and marketing strategies Public information strategy Corporate links for IT, HR, Finance etc Brokerage CQC (and other regulatory) liaison and reporting Governance of the partnership agenda particularly with the NHS Provide strategic lead and focus on knowledge management and needs analysis

including service activity, JSNA, demographics Detail and implement Equality and Diversity Strategy for directorate in partnership with

all stakeholders Provide strategic lead, delivery arrangements focus for carers strategy and relevant

targets Oversee Section 75 Agreement: including ICES and Mental Health, to ensure well

governed and efficient, economic service provision To develop and maintain the directorate’s business planning system and specifically co-

ordinate production of directorate’s strategic business plan and completion of annual delivery and improvement statements for CQC.

To ensure that the Division works in partnership with client division Heads of Service to

support the development and implementation of the plans at the different levels of the business planning framework – i.e. strategic, division, service and team plans.

To ensure effective arrangements are in place, in partnership with other Heads of Service for

the preparation for external inspections including the preparation of self assessment documents and subsequent action plans to implement inspection findings.

To develop and maintain quality assurance systems throughout the directorate and monitoring these to ensure implementation and active monitoring of quality standards for all services across all sectors. Plan and co-ordinate the directorate’s audit programme in partnership with other Heads of Service.

To ensure the development and delivery of the directorate’s (Management) Information

Strategy in collaboration with corporate lead officers for business process engineering and e-government.

To develop frameworks for the department’s commissioning and the contracting processes

and support client division Heads of Service in their application of these. To lead work on market mapping and the development of service commissioning strategies for

all user groups and sustainable business partnerships and contracts with in-house and external service providers.

To lead on production of cross cutting policy and procedures. To be responsible for co-ordinating the directorate’s input into the Community Strategy,

Corporate Plan and Best Value Performance Plan, and organising a programme of service reviews in agreement with the management team to deliver continuous service improvement within best value and Gershon principles.

To develop and oversee implementation of the directorate’s communication and marketing

strategies. To develop and promote internal and external partnerships:

o That reflect the council’s commitment to work in partnership with the community o That improve service delivery and jointly tackle local problems o That reflect flexible, integrated, cross-council working and an outward focus

Performance To develop and co-ordinate application of the directorate’s performance management system

linked to corporate approaches. To lead directorate work on ensuring efficient business processes are developed and applied

for all functions/services and linked to corporate initiatives on continuous process improvement and data analysis.

To ensure the production of management information data and regular performance analysis

reports. Develop and implement a framework for quarterly reports from all divisions on operational activity, developments and performance, including use of resources and capacity/demand flow.

Resource Management To develop and promote internal and external partnerships that maximise the use of funding

from a range of sources. Communication To act as an ambassador for the City Council, promoting and developing the Authority’s

image, forming strategic alliances and developing effective working relations with partnerships, other related organisations, government departments, user and carer groups, business and industry, and voluntary sector groups.

To promote good industrial relations e.g. through staff consultation and regular contact with Trade Union representatives at all levels.

Culture Through personal example, and active membership of the directorate management team,

contribute to confident corporate leadership of the department and the promotion of a clear sense of direction and purpose that enables the council to translate its vision, values, policies and priorities into practical and effective action.

To harness the strengths and talents of employees at all levels and develop a positive

working environment through their active involvement in shaping the development and delivery of services.

To ensure the division is fully engaged in corporate and directorate workforce planning

initiatives to develop a valued, confident, skilled, innovative and flexible workforce. Finance and Staffing Dimensions

Gross Revenue Budget : Capital Budget: Staff:

KEY RESULTS AREA’s

To undertake any other duties appropriate to the post.

Person Specification Directorate: Director of Children, Adult and Family Services

Job Title: Assistant Director - Commissioning Post Grade: C £80k

Post Responsible To: Director - Adult Social Care and Neighbourhoods

Minimum Essential Requirements - Evidenced by: a: application form b: test c: interview a b c Knowledge and Experience An appropriate professional qualification in the work of the division with evidence of continuous professional development (CPD).

A successful track record and substantial background of consistent achievement as a senior manager in social services including evidence of a clear understanding of statutory and regulatory functions relating to social care standards and community provision in the public sector.

Evidence of a clear understanding of divisional issues in the context of the modernising agenda.

A successful record of exploiting new opportunities leading and managing change in a large multi-disciplined organisation to achieve output related change, an outward customer facing and community focus, harnessing the strengths and talents of employees at all levels.

Extensive record of success in strategic management and achieving sustained improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans.

Ability to lead, motivate and develop the team, maintaining a culture of change that is team based, performance driven and maintains the motivation of staff.

Proven success in developing effective working relationships, partnerships with other agencies and communicating and influencing others

A record of successfully engaging with others and building positive relationships with a variety of communities, health and/or housing, partner organisations, private sector providers, Government, public agencies and statutory authorities and inspectorates.

Evidence of success in promoting equal opportunities and delivering Best Value through innovative, integrated, client and/or community focused service provision.

Skills and AbilitiesExcellent interpersonal skills and the ability to establish positive relationships with staff, senior managers, elected Members and external bodies that generate confidence, respect and trust.

A thorough understanding and knowledge of the relevant legislation and regulatory framework for the provision of social care.

Ability to convey clear vision and manage strategically within a corporate context.

Ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships which command confidence, respect and trust.

Ability to maximise resources and manage budgets effectively in a financially disciplined environment.

Demonstrate experience and ability in successfully operating and negotiating with outside agencies on behalf of the Council.

Ability to implement creative and imaginative approaches and identify new options for service development.

Personal StyleA strong leader with energy and flair, credibility in the field of performance management and a passion and determination for promoting the culture changes required to raise service standards in Stoke-on-Trent. This includes a personal and professional commitment to open communication, open mindedness, equal opportunities and diversity.

A clear strategic and lateral thinker, able to be a clear and effective decision-maker in a complex and challenging environment

An inclusive team worker who can foster partnerships, work collaboratively across boundaries and achieve performance and results through others.

A high degree of personal and professional probity, integrity and credibility that sustains the confidence and trust of Members, senior managers, staff and external partners and stakeholders, that fosters a positive reputation for the Council

An enthusiastic and effective ambassador for Stoke-on-Trent with a strong commitment to improving Stoke-on-Trent’s delivery of services to meet the Council’s aspirations.

Job Description Job Title: Assistant Director - Co-operative Working

Directorate People


Grade: Divisional Head 2 (Subject to review)

Job Purpose 1. As a member of the Senior Management Team, to participate in the planning of a range of council

services and support Elected Members in realising and delivering the Stronger Together vision. 2. To lead the effective development and delivery of services in the following areas and to manage

operational risks effectively and proactively:-

Landlord Services Citywide Management to include the Family’s Matter project, Youth Offending Service,

Local Matters and Community Cohesion North, Central, South locality working to include Community Support, , Integrated Family

Intervention Service, Teenage Pregnancy, Drugs and Alcohol Services, Safer City, Anti-Social Behaviour, Neighbourhood Justice,


efficiency and improved customer service, applying a systems thinking approach throughout. Key Accountabilities To oversee and implement the transformation of the Locality Services in partnership with the wider

directorate and corporate team To provide clear and timely operational and strategic advice, guidance and support to the Director,

Elected Members and Senior Management Team (SMT), actively contributing to corporate policy and strategic decision making.

To contribute actively to the development of partnership working at all levels across the organisation and with stakeholders to maximise opportunities for available resources & joint initiatives.

To lead on the development, implementation and evaluation of business plans, strategies, policies and procedures to deliver appropriate quality services to support the Council’s core services.

To support the Director in translating strategic vision and priorities into operational plans, monitoring their progress on a regular basis, identifying exceptions and risks and putting in place appropriate strategies to address issues.

To develop joint approaches to local service planning and delivery in partnership with all the relevant internal and external services providers and regional and national bodies, maximising opportunities for co-ordinated and integrated services management arrangements to enhance service delivery.

To promote a clear focus on quality assurance, service accessibility and responsiveness, maximising customer involvement and feedback, to contribute to the development of sound leadership and a high performance management culture within the department.

To determine the best model of service delivery, which delivers a high quality customer experience, improving outcomes for individuals and families and achieves top quartile performance.

To ensure the Council is equipped and supported to address all Government inspection and other external scrutiny and statutory returns are completed, in order to secure positive outcomes and high levels of achievement.

To define and implement the Council’s budget strategy within Government controls, identifying and proposing methods and means of generating capital resources to match and augment external grants and funding.

To develop and maintain appropriate relationships with Elected Members, Council officers, and other partners and stakeholders.

To promote good industrial relations through staff consultation and regular contact with Trade Union representatives at all levels.


To develop a positive working environment encouraging the development of staff capabilities and their active involvement when delivering services.

To develop and co-ordinate the directorate’s performance management system linked to corporate approach, promoting effective management, motivating and leading the Directorate.

To act as an ambassador for the Council, promoting and developing the authority’s image, forming strategic alliances and developing effective working relationships on a local, regional and national basis

Finance and Staffing Dimensions: Gross Revenue Budget: TBC Capital Budget: Staff: TBC These duties are neither exclusive nor exhaustive and you may be expected to undertake duties

and responsibilities, as directed by the Director of Children, Adult and Family Services

Person Specification Job Title: Assistant Director - Cooperative Working




Experience of consistent achievement as a senior manager in one of the service areas including evidence of a clear understanding of the statutory and regulatory functions relating to public standards and provision in the public sector.

Experience of promoting equal opportunities and delivering best value through innovative, integrated, client and community focused service provision.

Experience in developing effective working relationships, partnering with other agencies.

Experience of successfully operating and negotiating with outside agencies.





Competency Framework Should you be shortlisted for an interview, you will be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.



Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers and staff; communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts.

Persuading and Influencing; Gains clear agreement and commitment from others by persuading,

convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.


Adapting and Coping Adapting and Responding to Change; Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges.



Strategic Manager – Housing Assets (May January 20162015) Page 1

Job Description

Job Title: Strategic Manager – Housing Assets

Directorate: People / Place

Section: Housing

Responsible to: Director of Housing

Responsible for: Housing Assets

Grade:

Job Purpose

To lead on Housing Repairs & Asset investment and performance for Housing Revenue Account (HRA) assets.

To co-lead, with the Strategic Manager Enabling & Projects, on partnership working and the review of the Kier Stoke Joint Venture including a renegotiation of the existing contract and an options appraisal to determine the future shape of the service delivery; working with managers from both the People and Place Directorate.

To radically reform the existing Joint Venture service provision between Kier and the Council,

driving improvements in service delivery, involving a substantial increase in expenditure across the Council’s housing stock.

To co-support the Director of Housing, in conjunction with Strategic Manager Enabling &

Projects, to explore forming a Council owned company to manage the delivery of repair and asset investment to Council owned stock and grow the business to deliver a similar service to other landlords within the City.

To co-lead (with the Strategic Manager – Enabling & Projects) the delivery of a HRA Asset

Strategy including Sheltered Housing; which must link into the Council wide Asset Strategy.

To co-lead (with the Strategic Manager – Enabling & Projects) the delivery of a HRA Energy & Renewable Strategy which must link into the Council wide Strategy.

To co-lead (with the Strategic Manager – Enabling & Projects) the delivery of a HRA Repairs

Policy.

To lead on ensuring the Council maintains robust HRA stock condition information.

To support the Director of Housing to manage the HRA Business Plan.


To be the key business advisor for Housing Repairs & Assets in regard to Social, Affordable, Shared Ownership and Market Rented activity for the Service providing strategic advice on behalf of the Director of Housing.

To be responsible for the financial governance and control of Housing Repairs & Assets,

working directly with Cabinet Members, Directorate Leadership Teams and other stakeholders to achieve the Council’s business objectives.

To lead and manage the Housing Repairs & Assets team within the Housing Service in

accordance with the City Council’s Corporate Framework and the Service Plan. To assist the Director of Housing in providing strategic direction in respect of the overall

corporate financial requirements of the Service & Directorate ensuring that all statutory requirements are adhered to and performance standards are met.

To have a well developed, current understanding and appreciation of all aspects of repairs,

assets, regeneration, finance, funding, service planning, value for money, risk management, quality assurance and performance management systems.

To co-direct and manage the Medium Term Financial Strategy (MTFS) for the Service as an

integral element of the overall City Council financial strategy.

Key Duties / Responsibilities Strategic Management: To manage the interface between the Housing Repairs & Assets Team and other service areas

with responsibility for housing repairs in the City and Asset Management across all property portfolio.

To co-lead the process of bidding and advocacy for investment into HRA Council Housing in the City with the Strategic Manager – Development & Regeneration and Strategic Manager – Enabling & Projects.

To develop and manage the governance arrangements required to deliver the HRA Housing

Capital and Regeneration programme into HRA Assets.

To deliver high quality, efficient financial and commercial advice and support to the Service in delivering the Council’s aims and objectives.

To work as a full member of the Housing Service in the formulation, implementation and review

of Service, Directorate and Corporate Plans. To contribute towards the compilation of the Medium Term Financial Strategy to establish the

revenue and capital financial plans to support the overall strategic priorities of the City Council. To attend and contribute to management team meetings to provide strategic advice on all

service specific repair and asset matters.

To represent the Director of Housing as the Housing lead in Council committees and other forums in consultation with stakeholders and to review delivery as applicable.


To supervise the production of individual cost centre budgets ensuring that policy objectives of the City Council are met and budgets are delivered within applicable financial and time constraints.

To ensure there is strong financial management framework, systems and culture operating in the service and directorates.

To ensure that the Service & Directorates comply with all statutory or regulatory financial reporting deadlines and standards.

To develop a strategy and practical delivery of action plans to ensure full compliance with City

Council financial standing orders, production of risk registers, auditing (internal and external) and monitoring of all finance processes to meet the Council’s anti fraud strategy.

To support the strategic financial management of the Service & Directorates.

To deputise for the Director of Housing when required. Service Quality: To lead and manage an effective, high performance, customer focused team that is

continuously improving. To promote corporate working and effective team building in order to provide financial

information, analysis, support and advice to officers as appropriate. To direct the development and maintenance of a sound strategic framework for their team. To direct the preparation of team budgets and where applicable, the development of funding

allocations for cost centre in accordance with agreed policies and to act as the lead on statutory and other consultation regarding the area of Repairs & Assets.

To ensure budgets are balanced and accounts closed each year in line with Service,

Directorates and Corporate polices and timetables. To maintain a high level of market intelligence and knowledge of key areas in repairs & assets,

grant allocation and lobbying processes in order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach.

To maintain a high level of market intelligence and knowledge of Repairs & Assets in order to

assist the Service & Directorates in formulating the most effective, innovative and forward looking approach; including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance: To lead on continuous service review and improvement initiatives for directorates in line with

corporate priorities. To contribute towards corporate performance initiatives and work programmes as appropriate.

To lead on the development, implementation and monitoring of the Council’s corporate performance management framework as it impacts on the Service & Directorates.


To evaluate, report upon and take appropriate action in response to audit and inspection

reports. To ensure that performance reporting systems are used effectively to provide relevant, timely

and accurate information to promote service improvements. To be responsible for tracking and reporting on all specific grants and other sources of external

funding, ensuring that variations are identified and the implications of these changes accommodated through budget monitoring and MTFS processes.

To make arrangements to provide support and advice on financial management policy

development to the Director of Housing and other interested parties. Resource Management: To develop, set and manage budgets for the Housing Asset Team. To ensure that staff within the Housing Asset Team are organised, receive appropriate learning,

are informed, managed and motivated to deliver a high quality and cost effective service.

To assist the Director of Housing in demonstrating proactive and innovative corporate developments to ensure that all functions within the Service & Directorates are maintained and enhanced.

Communications: To maintain effective communications to ensure that key stakeholders both inside and outside

the Service and Council are appropriately informed and involved. This may involve working outside normal working hours.

To ensure that the Repairs & Assets Team foster positive relationships with its own staff,

customers, external and internal auditors, Elected Members, the rest of the Service, Directorates and outside partners.

To establish and maintain effective working relationships with key partners and stakeholders in

Government, private, voluntary and community sectors to ensure they understand and assist our agenda.

To develop and maintain the highest standards in the reporting of information. To represent the Director of Housing at internal and external working groups, City Council

Committees and other meetings as appropriate. To work closely with all divisions to maintain an integrated and joined up professional service.

To liaise with corporate policy and performance professionals to maintain integrated financial and performance planning.

To liaise with central government, professional organisations, other public bodies and audit and inspection bodies both regionally and nationally to ensure that the performance agenda is developed and implemented effectively and efficiently.


To prepare and present reports to Senior Management, appropriate Committees of the Council, working parties and other bodies as may be required.

Culture: To operate in an open manner and ensure that the Director of Housing is kept informed in

respect of key management issues. To promote a culture of opportunity, achievement, responsibility and personal development

within the team. To promote the modernisation agenda particularly insofar as to achieve Value for Money across

the Council.

To actively promote diversity in the provision of services in accordance with the City Council’s policies and procedures.

Finance and Staffing Dimensions:

Gross Revenue Budget : To be confirmed Gross Capital Budget: To be confirmed Staff: To be confirmed

Key Result Areas: To make a tangible difference to the efficiency and quality of the Service & Directorates team to

support the strategic priorities of the City Council.

To lead on partnership working and the review of the Kier Stoke Joint Venture including a renegotiation of the existing contract and an options appraisal to determine the future shape of the service delivery; working with managers from both the People and Place Directorate.

To radically reform the existing Joint Venture service provision between Kier and the Council, driving improvements in service delivery, involving a substantial increase in expenditure across the Council’s housing stock.

To support the Director of Housing to form a Council owned company to manage the delivery of repair and asset investment to Council owned stock and grow the business to deliver a similar service to other landlords within the City.

Deliver top quartile performance with particular focus on value for money and customer

satisfaction.

Co-lead the production of an HRA Asset Strategy.

Co-lead the production of an HRA Energy & Renewable Strategy.

Co-lead on the production of an HRA Repairs Policy.

Based on robust evidence, enable informed decisions about delivery and investment into City housing.


Clear strategic fit between investment into Council housing and wider housing service provision

and delivery.

Leverage of external funding for the purpose of investment into Council housing.

Maintain robust HRA Stock Condition information. To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they

are achieved through a regular review of the delivery. To deliver a high performance and consistently accurate service.

Provide advice and support to help identify and deliver significant budget savings and income

across the directorate.

Setting and managing budgets in accordance with the Accountability Agreement.

Management of service staff and effective staff development.

To take responsibility for any other duties as designated from time to time as falling within the remit of the section.



Job Title: Strategic Manager – Housing Assets Department: Housing

Grade: Job Purpose To lead and manage the Housing Assets Team within Housing in accordance

with the City Council’s corporate framework and the Service & Directorate Service Plan. To assist the Director of Housing in providing the necessary housing strategic repairs & asset direction of the City Council ensuring that all statutory requirements are adhered to.

Knowledge & Qualifications a b cA relevant professional qualification or equivalent successful experience and a clear evidence of commitment to continuous professional development

Highly developed understanding of housing repairs & assets including option appraisals

Highly developed understanding of the housing funding processes, setting and managing budgets

Extensive knowledge of local, regional and national housing agendas

Significant experience of project management and keeping to deadlines

Extensive experience of successful bidding for HCA funding, working with developers and private investors

Proven appreciation and awareness of the sensitive nature of a political environment

Experience

A proven record of success in repairs & assets and achieving sustainable improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans

A proven track record of motivating and inspiring staff in order to deliver a change agenda and improve service delivery


Significant experience of the utilization of sophisticated development models

Skills & Abilities

Highly developed interpersonal and reporting skills and the ability to establish positive relationships with staff at all levels, Elected Members and external agencies, groups and individuals, that generates confidence, respect and trust

Proven ability to convey clear vision and manage strategically within a corporate context and to strict deadlines

Highly developed networking, advocacy, oral, written and presentational


skills with the ability to represent the Council’s policies and views to the public and the media Proven ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust

Proven ability to maximise resources and manage budgets effectively in a financially disciplined environment

Proven ability to implement creative and imaginative approaches and identify new options for service

A proven strong leader with energy and flair, credibility in the field of finance and a passion and determination for promoting cultural changes required to raise service standards in Stoke-on-Trent. This includes a personal and professional commitment to open communication, open mindedness, equal opportunities and diversity

Personal Style

A clear strategic thinker, able to make effective decisions in a complex and challenging environment

Degree of personal and professional probity, integrity and credibility that sustains the confidence and trust of Members, staff at all levels and external partners and stakeholders that foster a positive reputation for the Council

An inclusive team worker who can foster partnerships, work collaboratively across boundaries and achieve performance and results through others

Measured by: a: application form b: test c: interview Test: To be agreed

Strategic Manager – Private Sector Housing (May 2015) Page 1

Job Description Job Title: Strategic Manager – Private Sector Housing


Section: Housing


Responsible for: Private Sector Housing

Grade:

Job Purpose

To lead Private Sector Housing for the Council.

To lead on working with partners to develop innovative methods to improve service provision across the City.

To investigate the creation of a Private Lettings Company.

To lead a team to manage Council owned properties in the private sector.

To lead on the development and implementation of a revised Empty Homes Strategy with

support from the Strategic Manager – Enabling & Projects.

To lead on the delivery on a Private Sector Housing Stock Condition Survey with support from the Strategic Manager – Enabling & Projects.

To lead a review and implement any recommendations in regard to the approach to Travellers &

Gypsies in the City, working with colleagues in the People and the Place Directorates with support from the Strategic Manager – Enabling & Projects.

To support the Director of Housing to manage the Housing Service.

To be the key business advisor for Private Sector Housing activity for the Service providing

strategic advice on behalf of the Director of Housing.

To be responsible for the financial governance and control of Private Sector Housing working directly with Cabinet Members, Executive Leadership Team (ELT) and other stakeholders to achieve the Council’s business objectives.

To lead and manage the Private Sector Housing Team within the Housing Service in

accordance with the City Council’s Corporate Framework and the Service Plan.


To assist the Director of Housing in providing strategic direction in respect of the overall


To have a well developed, current understanding and appreciation of all aspects of

development, enabling, regeneration, finance, funding, service planning, value for money, risk management, quality assurance and performance management systems.



Key Duties / Responsibilities Strategic Management: To manage the interface between the Private Sector Housing Team and other service areas

with responsibility for this area in the City.

To lead the process of bidding and advocacy for investment into Private Sector Housing initiatives in the City in conjunction with the Strategic Manager – Housing Growth.

To develop and manage the governance arrangements required to deliver the Private Sector

Housing Capital programmes.




revenue and capital financial plans to support the overall strategic priorities of the City Council. To attend and contribute to management team meetings to provide strategic advice on all

service specific repair and asset matters.


To supervise the production of individual cost centre budgets ensuring that policy objectives of

the City Council are met and budgets are delivered within applicable financial and time constraints.










allocations for cost centre in accordance with agreed policies and to act as the lead on statutory and other consultation regarding the area of Private Sector Housing.


Directorates and Corporate polices and timetables. To maintain a high level of market intelligence and knowledge of key areas in Private Sector

Housing, grant allocation and lobbying processes in order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach.

To maintain a high level of market intelligence and knowledge of Private Sector Housing in

order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach; including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance: To lead on continuous service review and improvement initiatives for directorates in line with








To make arrangements to provide support and advice on financial management policy development to the Director of Housing and other interested parties.

Resource Management: To develop, set and manage budgets for the Private Sector Housing Team. To ensure that staff within the Private Sector Housing Team are organised, receive appropriate

learning, are informed, managed and motivated to deliver a high quality and cost effective service.




To ensure that the Private Sector Housing Team foster positive relationships with its own staff,










respect of key management issues.


To promote a culture of opportunity, achievement, responsibility and personal development within the team.

To promote the modernisation agenda particularly insofar as to achieve Value for Money across

the Council.






To lead on partnership working to improve Private Sector standards and delivery across the City.

Deliver top quartile performance with particular focus on value for money and customer

satisfaction.

To have completed a review and made a recommendation on the creation of a Council owned Private Letting Company.

To have created a team to manage Council owned properties in the private sector.

To have completed a review and implemented a new Empty Homes Strategy.

To have completed a Private Sector Housing Stock Condition Survey

To have completed a review and implemented any recommendations on the approach to

Travellers & Gypsies in the City Based on robust evidence, enable informed decisions about delivery and investment into City

housing.

Leverage of external funding for the purpose of investment into Private Sector Housing. To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they



Provide advice and support to help identify and deliver significant budget savings and income across the directorate.



To take responsibility for any other duties as designated from time to time as falling within the

remit of the section.



Job Title: Strategic Manager – Private Sector Housing Department: Housing

Grade: Job Purpose To lead and manage the Private Sector Housing Team within Housing in

accordance with the City Council’s corporate framework and the Service & Directorate Service Plan. To assist the Director of Housing Director in providing the necessary Private Sector Housing strategic advice for the City ensuring that all statutory requirements are adhered to.


Highly developed understanding of private sector housing including option appraisals






Experience

A proven record of success in private sector housing and achieving sustainable improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans




Skills & Abilities



Highly developed networking, advocacy, oral, written and presentational


skills with the ability to represent the Council’s policies and views to the public and the media Proven ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust




Personal Style





Strategic Manager – Housing Growth (May 2015) Page 1

Job Description

Job Title: Strategic Manager – Housing Growth


Section: Housing


Responsible for: Housing Growth

Grade:

Job Purpose

To lead on the development and delivery of a City Wide Private Housing Development &

Regeneration Programme in the context of Market Rent & Private Sales.

To work with the HCA, Housing Providers, Developers and investors to deliver City Housing Development in the context of Market Rent and Market Sales.

To support the Director of Housing to form a Council owned company to manage market rent

and sell market sale properties.

To lead on bringing forward sites for investment or disposal in connection to private housing.

To lead on the City Housing Zone Status.

To support the Strategic Manager of Enabling & Projects and Strategic Manager of Housing Assets to deliver a HRA Asset Strategy; which must link into the Council Asset Management Strategy so as to form a collective approach to asset management.

To be the key business advisor for Housing Development, Housing Regeneration and Enabling

in regard to developing the City Strategy for Market Rent and Market Sales activity for the Service & Directorates providing strategic advice on behalf of the Director of Housing.

To be responsible for the financial governance and control of Housing Growth, working directly

with Cabinet Members, and across Directorate leadership teams and other stakeholders to achieve the Council business objectives.

To lead on the design & construction of Extra Care projects including PFI projects with input from colleagues within the People & Place Directorate.


To lead on the Government Supported Custom Build Project.

To support the Strategic Manager - Private Sector Housing in connection to Market Rent

purchases.

To support the Director of Housing to manage the HRA Business Plan. To lead and manage the Housing Growth Team within the Housing Service in accordance with

the City Council’s Corporate Framework and the Service & Directorates Service Plan. To assist the Director of Housing in providing strategic direction in respect of the overall

corporate financial requirements of the Service & Directorates ensuring that all statutory requirements are adhered to and performance standards are met.





Key Duties / Responsibilities Strategic Management: To manage the interface between the Housing Growth Team and other service areas with

responsibility for housing delivery in the City.

To lead the process of bidding and advocacy for investment into Council and Private Housing in the City for their area of operation.

To develop and manage the governance arrangements required to deliver the Housing Capital

Development, Enabling and Regeneration programme for their area of operation.

To deliver high quality, efficient financial and commercial advice and support to the Service & Directorates in delivering the Council’s aims and objectives.



revenue and capital financial plans to support the overall strategic priorities of the City Council. To attend and contribute to management team meetings to strategically advice on all Service &

Directorate specific development, enabling and regeneration matters.


To supervise the production of individual cost centre budgets ensuring that policy objectives of the City Council are met and budgets are delivered within applicable financial and time constraints.


To ensure there is strong financial management framework, systems and culture operating in service directorates.








allocations for cost centre in accordance with agreed policies and to act as the lead on statutory and other consultation regarding the area of Housing Growth.

To ensure budgets are balanced and accounts closed each year in line with Service &

Directorate and Corporate polices and timetables. To maintain a high level of market intelligence and knowledge of key areas in development,

enabling, regeneration, grant allocation and lobbying processes in order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach.

To maintain a high level of market intelligence and knowledge of Housing Growth in order to

assist the Service & Directorates in formulating the most effective, innovative and forward looking approach; including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance: To lead on continuous service review and improvement initiatives for the Service & Directorates

in line with corporate priorities. To contribute towards corporate performance initiatives and work programmes as appropriate.



reports.


To ensure that performance reporting systems are used effectively to provide relevant, timely and accurate information to promote service improvements.

To be responsible for tracking and reporting on all specific grants and other sources of external



development to the Director of Housing and other interested parties. Resource Management: To develop, set and manage budgets for the Housing Growth Team. To ensure that staff within the Housing Growth Team are organised, receive appropriate


To assist the Director of Housing in demonstrating proactive and innovative corporate developments to ensure that all functions within the Team are maintained and enhanced.


the Service & Directorates and Council are appropriately informed and involved. This may involve working outside normal working hours.

To ensure that the Housing Growth Team foster positive relationships with its own staff,

customers, external and internal auditors, Elected Members, the rest of the Service, other Directorates and outside partners.












the Council.






Deliver an increase in Private Housing in the City of ??? over ??? years. To be agreed with post holder and revised on completion of Housing Strategy.

Based on robust evidence, enable informed decisions about delivery and investment into Private City Housing Growth.

Clear strategic fit between investment into City housing and wider housing service provision and

delivery.

Leverage of external funding for the purpose of investment into City Private Housing. To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they


Provide advice and support to help identify and deliver significant budget savings and income

across the directorate.





Job Title: Strategic Manager – Housing Growth Department: Housing

Grade: Job Purpose To lead and manage the Housing Growth Team within Housing in accordance

with the City Council’s corporate framework and the Development Plan for the Service & Directorates. To assist the Director of Housing Director in providing the necessary housing growth advice and direction of the City Council ensuring that all statutory requirements are adhered to.


Highly developed understanding of housing development, enabling & regeneration including option appraisals






Experience

A proven record of success in development, enabling and regeneration and achieving sustainable improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans




Skills & Abilities




Highly developed networking, advocacy, oral, written and presentational skills with the ability to represent the Council’s policies and views to the public and the media

Proven ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust




Personal Style





Job Description

Job Title: Strategic Manager – Housing Development & Regeneration


Section: Housing


Responsible for: Housing Development & Regeneration

Grade: SM4

Job Purpose

To lead the development and delivery of a Council Social Housing Development & Regeneration Programme in the context of Social, Affordable & Shared Ownership across the City.

To co-lead (with the Strategic Manager – Enabling & Projects) on partnership working with the HCA, Housing Providers, Developers and Private Institutions to deliver a Social Housing Development & Regeneration Programme in the context of Social, Affordable & Shared Ownership.

To support the Director of Housing to consider forming a Council owned company to manage social

housing type products

To support the Director of Housing to manage the HRA Business Plan.

To be the key business advisor for Housing Development & Housing Regeneration in regard to Social, Affordable & Shared Ownership for the Service & Directorates providing strategic advice on behalf of the Director of Housing.

To be responsible for the financial governance and control of Social Housing Development &

Regeneration, working directly with Cabinet Members, Executive Leadership Team (ELT) and other stakeholders to achieve the Council business objectives.

To lead and manage the Housing Development & Regeneration Team within the Housing Service in

accordance with the City Council’s Corporate Framework and the Service & Directorates Service Plan. To assist the Director of Housing in providing strategic direction in respect of the overall corporate

financial requirements of the Service & Directorates ensuring that all statutory requirements are adhered to and performance standards are met.

To have a well developed, current understanding and appreciation of all aspects of development,

enabling, regeneration, finance, funding, service planning, value for money, risk management, quality assurance and performance management systems.

To co-direct and manage the Medium Term Financial Strategy (MTFS) for the Service as an integral

element of the overall City Council financial strategy.

Key Duties / Responsibilities

Strategic Management: To manage the interface between the Housing Development & Regeneration Team and other service

areas with responsibility for housing delivery in the City.

To co-lead the process of bidding and advocacy for investment into Council Housing in the City with the Strategic Manager – Housing Assets for HRA matters and non HRA matters with the Strategic Manager – Housing Growth.

To develop and manage the governance arrangements required to deliver the Social Housing Capital

Development &Regeneration programme.

To deliver high quality, efficient financial and commercial advice and support to the Service & Directorates in delivering the Council’s aims and objectives.

To work as a full member of the Housing Service in the formulation, implementation and review of

Service, Directorate and Corporate Plans. To contribute towards the compilation of the Medium Term Financial Strategy to establish the revenue

and capital financial plans to support the overall strategic priorities of the City Council. To attend and contribute to management team meetings to strategically advice on all Service &

Directorate specific development, enabling and regeneration matters.


To supervise the production of individual cost centre budgets ensuring that policy objectives of the City

Council are met and budgets are delivered within applicable financial and time constraints.



To develop a strategy and practical delivery of action plans to ensure full compliance with City Council

financial standing orders, production of risk registers, auditing (internal and external) and monitoring of all finance processes to meet the Council’s anti fraud strategy.


To deputise for the Director of Housing when required. Service Quality: To lead and manage an effective, high performance, customer focused team that is continuously

improving. To promote corporate working and effective team building in order to provide financial information,

analysis, support and advice to officers as appropriate. To direct the development and maintenance of a sound strategic framework for their team. To direct the preparation of team budgets and where applicable, the development of funding

allocations for cost centre in accordance with agreed policies and to act as the lead on statutory and other consultation regarding the area of Social Housing Development & Regeneration.

To ensure budgets are balanced and accounts closed each year in line with Service & Directorate and Corporate polices and timetables.

To maintain a high level of market intelligence and knowledge of key areas in development, enabling,

regeneration, grant allocation and lobbying processes in order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach.

To maintain a high level of market intelligence and knowledge of Social Housing Development &

Regeneration in order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach; including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance: To lead on continuous service review and improvement initiatives for the Service & Directorates in line

with corporate priorities. To contribute towards corporate performance initiatives and work programmes as appropriate.


To evaluate, report upon and take appropriate action in response to audit and inspection reports. To ensure that performance reporting systems are used effectively to provide relevant, timely and

accurate information to promote service improvements. To be responsible for tracking and reporting on all specific grants and other sources of external


To make arrangements to provide support and advice on financial management policy development to

the Director of Housing and other interested parties. Resource Management: To develop, set and manage budgets for the Housing & Regeneration Team. To ensure that staff within the Housing Development & Regeneration Team are organised, receive

appropriate learning, are informed, managed and motivated to deliver a high quality and cost effective service.

To assist the Director of Housing in demonstrating proactive and innovative corporate developments to ensure that all functions within the Team are maintained and enhanced.

Communications: To maintain effective communications to ensure that key stakeholders both inside and outside the

Service & Directorates and Council are appropriately informed and involved. This may involve working outside normal working hours.

To ensure that the Housing Development & Regeneration Team foster positive relationships with its

own staff, customers, external and internal auditors, Elected Members, the rest of the Service, other Directorates and outside partners.



To develop and maintain the highest standards in the reporting of information.

To represent the Director of Housing at internal and external working groups, City Council Committees

and other meetings as appropriate. To work closely with all divisions to maintain an integrated and joined up professional service.




Culture: To operate in an open manner and ensure that the Director of Housing is kept informed in respect of

key management issues. To promote a culture of opportunity, achievement, responsibility and personal development within the

team. To promote the modernisation agenda particularly insofar as to achieve Value for Money across the

Council.


Finance and Staffing Dimensions: Gross Revenue Budget : To be confirmed

Gross Capital Budget: To be confirmed

Staff: To be confirmed


support the strategic priorities of the City Council. Based on robust evidence, enable informed decisions about delivery and investment into City housing.

Delivery of a City Social Housing Development & Regeneration Programme in the context of Social,

Affordable & Shared Ownership.

Clear strategic fit between investment into Social housing and wider housing service provision and delivery.

Leverage of external funding for the purpose of investment into Social housing products. To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they are

achieved through a regular review of the delivery.

To deliver a high performance and consistently accurate service.

Provide advice and support to help identify and deliver significant budget savings and income across

the directorate.

Setting and managing budgets in accordance with the Accountability.






Section: Housing Requirements: Evidenced by: a: application form b: test c: interview Knowledge and Experience

a b c An appropriate professional qualification or equivalent experience within housing development and regeneration with evidence of continuous professional development

A thorough understanding of housing development and regeneration including extensive knowledge of local, regional and national housing agendas.

Evidence of consistent achievement as a manager Experience of leading and managing a programme of change which had major impact on staff and processes.

Experience of project management



Experience of effective budget management with accountability for strict monitoring of resources, and including knowledge of the housing funding processes and experience of successful bidding for HCA funding


Competency Framework Should you be shortlisted, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.

Leading and Supervising; A strong leader with energy, flair, resilience and credibility, provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour,

Supporting and Co-operating

Adhering to Principles and values; Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers, staff and partners; communicates well with people at all levels; builds wide and effective networks of contacts.

Persuading and Influencing; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.

Analysing and Interpreting Writing and Reporting; Writes convincingly; writes clearly, succinctly and correctly; avoids the unnecessary use of jargon or complicated language; writes in a well-structures and logical way; structures information to meet the needs and understanding of the intended audience.


Organising and Executing Planning and Organising Sets clearly defined objectives; plans activities and projects well in advance and take into account of possible changing circumstances; identifies and organises resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.



Entrepreneurial and commercial thinking;

Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Conditions of Service



Section: Housing

Grade: SM4

Salary: £60,238 - £63,406

Duration: This is a permanent post. Working Hours: The normal standard working arrangements will be based on a 37 hour week, working over five days between normal office hours. However, there may be flexibility in these arrangements. For more information please refer to the Flexible Working Policy. Annual Leave Entitlement: You will be entitled to 27 days annual leave rising to 32 days after five years continuous service and eight public / bank holidays. The above entitlement will be calculated pro rata depending upon hours of work Sickness Absence: This will be paid at basic levels. This means that any enhancements normally received for shift work, weekend working and so on will not be paid on days when you are absent from work due to sickness Pension Provisions: For occupational pension purposes you will have the choice of:- a. Joining or continuing in the Local Government Pension Scheme. b. Arranging your own personal pension provision approved by the Inland Revenue. c. Joining S2P (State Second Pension Scheme). Business Mileage: If you have to use your own vehicle on council business please ensure that you are insured to do so then the appropriate allowance is payable as per the national scheme. Notice Period: Your notice period will be dependent upon the grade of the post and your continuous service. Probation Period: New entrants to local Government service are subject to a probationary period of six months during which you are expected to establish your suitability to the post. Equal Opportunities Monitoring: New entrants must provide details of ethnicity and disability for the starter forms to enable the city council to monitor its progress towards being an equal opportunities employer. Medical Examination: Your employment is subject to the council’s medical adviser giving medical clearance. Initially, this will take the form of a medical questionnaire. Asylum and Immigration: According to the Immigration, Asylum, Nationality Act 2006 you must (if appointed) provide proof of current and valid permission to be in the United Kingdom, and valid permission to do the type of work offered. Your continuing employment is subject to you having leave to remain and work in the United Kingdom by having a valid work permit. Should your work permit fail to be renewed at a future date, the authority would have to terminate your contract with immediate effect. Trade Unions: As your employer, we support the system of collective bargaining in every way and believe in the principal of solving industrial relations problems by discussion and agreement. For practical purposes, this can only be conducted by representatives of the employers and of the employees. If collective bargaining of this kind is to continue and improve for the benefit of both, it is essential that the employee’s organisations should be fully representative. Therefore, it is recommended that employees become a member of a trade union represented on the relevant national joint council.

A full list of the trade unions appropriate to the type and nature of employment is available from HR Consultancy. Other Conditions of Service: Any other conditions of service are as per the Scheme of Conditions of the National Joint Council for Local Government Services as amended by decisions, rules and regulations of the City Council.

Strategic Manager – Enabling & Projects (May January 20162015) Page 1

Job Description

Job Title: Strategic Manager – Enabling & Projects


Section: Housing


Responsible for: Enabling & Projects

Grade:

Job Purpose

To lead on ensuring there is effective Governance of the Housing Revenue Account (HRA) for areas that sit within Housing and those services that are managed outside of Housing; including undertaking an Options Appraisal on the various forms of delivery for the HRA. Effective HRA Governance will cover areas such as (but not exhaustive to) benchmarking, budgets, good practice, performance, policy, strategy, tenant satisfaction and value for money.

To lead on the co-ordination between all elements of the Housing Service the links to customers and external partner relationships with Housing Associations, HCA, CLG, LGA and stakeholders.

To support the Director of Housing to manage the Housing Service.

To lead the development and delivery of a City wide Housing Development Strategy in the context of Social, Affordable, Shared Ownership, Market Rent and Market Sales; working with managers across both the People & Place Directorate.

To co-lead with the Strategic Manager of Housing Assets to deliver a HRA Asset Strategy;

which must link into the Council Asset Management Strategy so as to form a collective approach to asset management.

To co-lead with the Strategic Manager – Housing Assets the delivery of a HRA Energy &

Renewable Strategy which must link into the Council wide Strategy

To support co-lead with the Strategic Manager – Housing Assets and the Director of Housing in reviewing the Kier Stoke Joint Venture and undertaking an Options Appraisal.

To co-lead on reviewing the Repairs Policy with the Strategic Manager – Housing Assets.

To lead on reviewing the Older Persons Strategy with input from colleagues within the People &

Place Directorate.


To lead on the delivery of a Right to Buy Receipts Policy.

To co-lead with the Director of Housing annually updating the HRA Business Plan.

To lead on co-ordinating and overseeing matters within the entire Housing Service on Complaints / Learning, Good Practice, IT including Web Site, Performance including Benchmarking, Policy, Risk Management, Service Planning, Strategy, Satisfaction Levels and Value for Money.

To be the key business advisor for Enabling & Projects for the Service providing strategic advice

on behalf of the Director of Housing.

To be responsible for the financial governance and control of Enabling & Projects working directly with Cabinet Members, Executive Leadership Team (ELT) and other stakeholders to achieve the Council’s business objectives.

To lead and manage the Enabling & Projects Team within the Housing Service in accordance

with the City Council’s Corporate Framework and the Service Plan. To assist the Director of Housing in providing strategic direction in respect of the overall






Key Duties / Responsibilities Strategic Management: To manage the interface between the Enabling & Projects Team, other parts of the Housing

Service and key links within People & Place Directorates in regard to Housing matters for the City.

To lead the process of bidding and advocacy for investment into Enabling & Key Projects within Housing.

To develop and manage the governance arrangements required to ensure the HRA is

effectively managed, including but not exhaustive performance, budgets, value for money and satisfaction levels.




revenue and capital financial plans to support the overall strategic priorities of the City Council.


To attend and contribute to management team meetings to provide strategic advice on all service specific repair and asset matters.

To represent the Director of Housing as the Housing lead in Council committees and other

forums in consultation with stakeholders and to review delivery as applicable. To supervise the production of individual cost centre budgets ensuring that policy objectives of










allocations for cost centre in accordance with agreed policies and to act as the lead on statutory and other consultation regarding the area of Enabling & Projects within Housing.


Directorates and Corporate polices and timetables. To maintain a high level of market intelligence and knowledge of key areas in Housing in areas

such as but not exhaustive, performance, grant allocation and lobbying processes in order to assist the Service & Directorates in formulating the most effective, innovative and forward looking approach.

To maintain a high level of market intelligence and knowledge of Housing in order to assist the

Service & Directorates in formulating the most effective, innovative and forward looking approach; including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance:


To lead on continuous service review and improvement initiatives for directorates in line with corporate priorities. To contribute towards corporate performance initiatives and work programmes as appropriate.







development to the Director of Housing and other interested parties. Resource Management: To develop, set and manage budgets for the Enabling & Projects Team. To ensure that staff within the Enabling & Projects Team are organised, receive appropriate





To ensure that the Enabling & Projects Team foster positive relationships with its own staff,













the Council.



Gross Revenue Budget : To be advised Gross Capital Budget: To be advised Staff: To be advised



To lead on partnership working to improve Housing across the City.

Deliver top quartile performance with particular focus on value for money and customer satisfaction.

To have delivered successfully on all aspects of the “Job Purpose” Section of this Job

Description.

To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they



Provide advice and support to help identify and deliver significant budget savings and income across the directorate.



To take responsibility for any other duties as designated from time to time as falling within the




Job Title: Strategic Manager – Enabling & Projects Department: Housing

Grade: Job Purpose To lead and manage the Enabling & Projects Team within Housing in

accordance with the City Council’s corporate framework and the Service & Directorate Service Plan. To assist the Director of Housing Director in providing the necessary Housing strategic advice for the City ensuring that all statutory requirements are adhered to.


Highly developed understanding of housing including option appraisals






Experience

A proven record of success in housing and achieving sustainable improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans




Skills & Abilities



Highly developed networking, advocacy, oral, written and presentational skills with the ability to represent the Council’s policies and views to the


public and the media Proven ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust




Personal Style





Job Description Job Title: Assistant Director Investment Planning & Regeneration

Directorate: Place, Growth and Prosperity

Responsible To: Director of Place, Growth & Prosperity

Grade: TBE

Job Purpose 1. Stronger Together, the City Council’s Vision, has been developed by members to demonstrate how

working together can create a stronger city we can all be proud of. The vision has led to a number of priorities and objectives to secure the best possible outcomes for our residents. This exciting and challenging vision for the City is designed to rebuild the city as a key economic powerhouse for the UK, support our businesses to thrive, delivering investment in our towns and communities and support our residents to fulfil their potential. It will make Stoke a great place to live and work.

2. The post is at the centre of the senior management team and will lead and manage the portfolio of services listed below. The role will lead, drive and secure opportunities to support new and emerging businesses to grow and secure investment to protect and create jobs including through the newly created Ceramic Valley Enterprise Zone, whilst maximising the use of our assets and carrying out direct development on sites in city council ownership.

3. This post leads the following activities:

Lead the City Council’s input into the Northern Gateway Development Zone and Ceramic Valley Enterprise Zone

Working as a developer and an investor to deliver a return on investment for the council Supporting the development of housing investment vehicle for market rent housing Development of key strategic sites and locations including master planning and securing

investment and funding All regeneration and investment in our towns Delivery of Planning Services both Development Management and Planning Policy, including

production of Joint Local Plan for 2013-2033 with Newcastle-under-Lyme Borough Council Delivery of Sustainable and Green Infrastructure including our Geo-thermal District Heat Network Management and further investment in the City Council’s Corporate and Commercial Estate Maximising the use of our assets through a full asset rationalisation programme driven by service

needs and through ‘agile’ working. Delivery of the built environment element of the Council’s Capital Programme Economic Development including management of Enterprise Centres Inward Investment Lead on input into Local Enterprise Partnership Operation of Sports and Leisure venues and supporting the European City of Sport 2016 Cultural Development and investment including museums and supporting the European City of

Culture bid Management and delivery of external funding in particular European, Local Growth Fund, City

Deal and other LEP related programmes. Key Accountabilities To support the Director of Place, Growth & Prosperity in translating strategic vision and priorities for

into operational plans, delivery, and monitoring progress on a regular basis, identifying exceptions and risks and putting in place appropriate governance to address issues.

To provide clear and timely operational and strategic advice, guidance and support to the Director, City Director, Elected Members and senior management team, actively contributing to corporate policy and strategic decision making.

To initiate develop, implement and evaluate business plans, strategies, policies and procedures to deliver appropriate programme management quality services across the Place, Growth & Prosperity portfolio.

To research, analyse and assess programme management service models in order to deliver the most appropriate, and also which delivers high quality stakeholder experiences and achieves high quality performance and cost benefit realisation. This may include developing or negotiating joint

approaches to service planning and delivery in partnership with relevant internal and external service providers and regional and national bodies from the public, private or not for profit sectors.

To utilise and promote the organisations corporate approach to programme management and to contribute pro-actively in those discussion to develop an authority wide programme management system to support the Council’s vision.

To promote a clear focus on quality assurance and service accessibility, maximising customer insight and taking action to respond to feedback.

To comply with funding and growth requirements including Green book appraisals if required. To ensure the Council is equipped and ready to address all external inspection and other external

assessments in order to secure positive outcomes and high levels of achievement by learning from others.


To develop and maintain positive and creative relationships with a range of stakeholders including; elected members, council officers, government departments, local authorities, Police, health etc. and other external agencies in order to maximise joint effort and pool resources wherever possible.

To develop and co-ordinate the directorate’s performance management system as part of the corporate approach, promoting effective and appropriate leadership and management, motivating and leading activities within the portfolio and beyond to achieve more, in both tangible and aspirational terms.

To ensure all employees within the portfolio have clear delivery plans, both in terms of their team as well as individually so as to deliver a collective responsibility to improve outcomes.






Key Results Areas To secure investment and development to deliver growth and prosperity across our towns and

communities To secure additional revenue for the council through investment and being a developer to provide a

return on investment To secure new jobs for the City and protect existing employment. To deliver a robust Local Plan To secure robust programme management processes aligned to Corporate Objectives. To comply with funding and growth requirements including appraisals as required. To deliver the built environment element of the Council’s Capital Programme To maximise the use of Corporate Assets and secure growth in the commercial property investment

for the council. To secure growth in the number of houses and commercial floor space To contribute to the health agenda through the use of our leisure facilities and through our facilitator

role in leisure. To deliver more income through our leisure and events facilities To maximise the cultural offer within the city Finance and Staffing Dimensions Gross Expenditure: £30m, gross income £19m Capital Budget: £50m per annum Staff: 470 fte These duties are neither exclusive nor exhaustive and you will be expected to undertake duties and responsibilities, as directed by the Director – Place, Growth & Prosperity or the City Director.

Person Specification Job Title: Assistant Director – Investment Planning and Regeneration


a b c Technical A property/regeneration/development related professional qualification (MRICS, CIOB or similar) with evidence of continuous professional development.

Extensive experience of property development and investment gained across the private and public sector

A thorough understanding of the statutory and regulatory framework within the service area in particular in relation to Property, Planning, Energy and Conservation.

Experience of consistent achievement as a senior manager across areas of the service.

Experience of working and developing effective working relationships with diverse stakeholders including Local Enterprise Partnerships and negotiating with government and external agencies to secure growth

Experience of securing external funding to deliver strategic programmes to secure growth

Experience of inward investment and supporting existing businesses

Experience of working within and alongside leisure, events and cultural assets.


Experience of effective budget management and accountability for monitoring resources.



Supporting and Co-operating Adhering to Principles and values; Demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting and Presenting Relating and Networking; Communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts.

Persuading and Influencing; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others to maximise opportunities.

Creating and Conceptualising Works strategically to realise organisational goals; demonstrates creativity, initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation.

Adapting and Coping Resilient and adapts to changing circumstances; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges. Handles criticism well and responds appropriately.

Enterprising and Performing Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.

Demonstrates commercial and business acumen; keeps up to date with competitor information and market trends, maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job Description Job Title: Assistant Director – Operational Management

Directorate: Place, Growth and Prosperity

Responsible To: Director of Place, Growth and Prosperity

Grade: DH3 - £82,746 - £87,104

Job Purpose

1. The City Council has an exciting and challenging Transformation Programme which will leave a fantastic legacy for future generations. This will ensure Stoke-on-Trent is at the leading edge of innovation; creating economic prosperity for residents and businesses who are already here or will come here in the next 20 years. This role is a critical one in the Senior Team and will lead and manage the portfolio of services listed below in delivering our vision.

2. The role will lead, drive and secure opportunities to improve and transform services, both in the services directly managed, as well as supporting and encouraging colleagues to understand what opportunities are available to maximise the use of resources and delight customers. Because the pace of change needs to be rapid and sustainable the portfolio may change over time, so focus on delivery and adaptability are also critical features. Also key is the desire and aspiration to be a future leader at the next tier.

3. This purpose of the role is to keep Place safe and looking good. The post leads the following activities: Place Maintenance Environment, Waste and Fleet Roads and Engineering Building Services Enforcement and Car parking

Key Accountabilities To lead the Council’s activities in service delivery in the built environment. To support the Director in translating strategic vision and priorities into operational plans, monitoring


To provide clear and timely operational and strategic advice, guidance and support to the Director elected members and senior management team, actively contributing to corporate policy and strategic decision making.

To determine the best model of service delivery, which delivers a high quality customer experience and achieves top quartile performance.

To initiate develop, implement evaluate strategies, policies, business plans, and procedures to deliver appropriate quality services to support the Council’s strategic ambitions.

To instigate and develop alternative service delivery models in accordance with business drivers. To develop/negotiate joint approaches to local service planning and delivery in partnership with all the

relevant internal and external services providers and regional and national bodies. To promote a clear focus on quality assurance and service accessibility, maximising customer

involvement and feedback. To ensure the Council is equipped and supported to address all Government inspection and other


To define and implement the Council’s budget strategy within Government controls, identifying and

proposing methods and means of generating resources to match and augment external grants and funding.


To develop and co-ordinate the directorate’s performance management system as part of the corporate approach, promoting effective and appropriate leadership and management, motivating and leading activities within the portfolio and beyond to achieve more, in both tangible and aspirational terms.

To ensure all employees within the portfolio have clear delivery plans, both in terms of their team as well as individually so that responsibility is shared for improving outcomes.






Key Results Areas The delivery of efficient, effective and customer sensitive Place Management Services, in particular

for: Environment including Grounds and Parks, Waste/Cleansing, Environment and Waste

Development, City Services Administration and Fleet services Roads and Engineering, including Highways, Traffic and Structural Engineering, Transport

Network Services, Safe and Sustainable Transport, Highway Maintenance Services and Landscape Development

Enforcement and Car Parking, including Community CCTV and Car parking Building Services, including schools PFI maintenance, Accommodation and Facilities, Buildings

Asset Management and Markets operations. Divisional delivery to the integrated City Renewal agenda to improve service outcomes, in particular

related to key projects, which will: Keep the city safe, clean and looking good. Deliver excellent and financially sustainable operational place management (i.e. sometimes known

as street scene services). Deliver excellent transport connectivity and highway infrastructure, including car parks. Ensure the accommodation and property within the Council’s portfolio is managed efficiently and

sustainably. Support the delivery of increased inward investment in to the city to bring new investment and jobs.

Finance and Staffing Dimensions Gross Expenditure: £61,771,150; Gross Income: £32,902,320; Total Revenue Budget: £94,673,470 Capital Budget: £5,792.000 Staff: 764 fte


Person Specification Job Title: Assistant Director – Operational Management




Experience of consistent achievement as a senior leader/ manager in one of the service areas.










Job Description Job Title: Head of Economic Development, Culture and Sport

Directorate: Place – (City Renewal Services)

Responsible To: Director – Place (City Renewal Services)


Job Purpose: 1. As an associate member of the Senior Management Team you will participate in the planning of a

range of council services and support Elected Members in realising and delivering the Stronger Together Vision.

2. To support the effective development and delivery of services in the following areas and to manage

operational risks effectively and proactively:

Inward Investment and Development Culture, Tourism and Events Economic Development and Programmes Museums Sport and Leisure European Funding Streams


income generation as well as achieving efficiency and improved customer service.

4. (To take an active role in delivery of the local enterprise partnership and powerhouse central) delete

5. To drive service re-design an potential business strategies to achieve budget reduction. Key Accountabilities: To support the Director in translating strategic vision and priorities into operational plans, monitoring


(To provide clear and timely operational and strategic advice, guidance and support to the Director,

elected members and senior management team, actively contributing to corporate policy and strategic decision making.)

To determine the best model of service delivery, which delivers a high quality customer experience

and achieves top quartile performance.

To initiate the development, implementation and evaluation of business plans, strategies, policies and procedures to deliver appropriate quality services to support the Council’s core services.

To develop/negotiate joint approaches to local service planning and delivery in partnership with all the

relevant internal and external services providers and regional and national bodies.


To ensure the Council is equipped and supported to address all Government inspection and other




To develop and co-ordinate the directorate’s performance management system linked to corporate

approach, promoting effective management, motivating and leading the service area, whilst ensuring that rigorous management and control procedures are in place

To ensure all employees providing services are aware of their shared responsibility for improving

outcomes and sharing information. (To act as an ambassador for the Council, promoting and developing the authority’s image, forming

strategic alliances and developing effective working relationships on a local, regional and national basis.)

To ensure all employees are developed and supported to enable them to reach required

competencies to deliver services to both national and local standards. To promote good industrial relations through staff consultation and regular contact with Trade Union

representatives at all levels. To promote equal opportunities with our communities and staff through personal example, open

commitment and clear action.


(To ensure external funding is attracted to continue to run services and develop new areas of

delivery). To manage large contracts with external funding agencies, government departments and providers. To monitor the interface between the council and the business community, ensuring all business

receives a red carpet service and new business is attracted to Stoke-on-Trent. (To play a leading role with the Local Enterprise Partnership and manage the LEP wide Inward

Investment service and to support the City Deal negotiations). To be a lead for the Stronger Together Vision.

(To play a central role in the council’s drive for economic growth and job creation in Stoke-on-Trent). Key Results Areas: Restructuring service areas including potential transfer to trust and arm’s length structures. (Play a leading role and act as point of contact for the LEP as required.) Finance and Staffing Dimensions:


Person Specification Job Title: Head of Economic Development, Culture and Sport











Competency Framework Should you be shortlisted for an interview, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.



Interacting and Presenting Relating and Networking; Easily establishes good relationships with diverse stakeholders including *elected members, customers, staff and partners; communicates well with people at all levels, including members, partners and trade union representatives; builds wide and effective networks of contacts.

Job Description Job Title: Assistant Director – ICT and Libraries


Responsible To: Director of Resources and Customer Services

Grade: TBE

Job Purpose 1. The Council’s Transformation Programme, developed closely with members and partners

from across the City, provides an exciting and challenging vision for the whole City. Designed to rebuild the city as a key economic powerhouse for the UK and develop its people and communities to live independent and healthy lives will make Stoke a great place to live and a truly great working City

2. The foundation to the Transformation Programme is to develop an effective and confident

Council with enabling support services. This role is critical to the development of these foundations by putting the right ICT business systems and processes in place which maximise staff effort and put residents and visitor satisfaction at the centre of all activities.

3. The post is a critical member of the Management Leadership Team and will manage the

portfolio of services listed below. The postholder will, through inspiring others, identify, drive and secure opportunities to improve and transform services, both in the services directly managed and across the council. Because the pace of change needs to be rapid and sustainable the portfolio may change over time so adaptability and focus on delivery are also critical features.

4. This post leads the following portfolio of services:

ICT Operations ICT Business Engagement ICT Information Assurance Libraries and Archives Business Support


To lead and inspire activities across the portfolio demonstrating a breadth of knowledge and

good technical understanding which will help the whole organisation move forward with pace and credibility.

To support the Chief Operating Officer in understanding opportunities for maximising use of resources and increasing income, translating strategic vision and priorities into operational plans, monitoring their progress on a regular basis to ensure resources are released and redeployed as necessary.

To provide clear and timely strategic, operational and tactical advice, guidance and support to the Chief Operating Officer, Chief Executive, Elected Members and Senior Management Team, actively contributing to corporate policy and strategic decision-making particularly in respect of the services within the remit of the role.

To lead on the development and management of the Council’s ICT and capital planning strategies to secure delivery of the Council’s ICT, Digital, Libraries, Archives and Business Support objectives.

To ensure that the right systems, policies and procedures are in place which secure a high standard of digital probity at all times and avoid any need to resort to legal duties.

To deliver consistently high quality customer experience through supporting colleagues to identify the best model of service delivery, and achieve high quality performance as measured by national and other relevant benchmarking data.

To initiate the development, implementation and evaluation of strategies, policies, business plans, and procedures to deliver appropriate quality services which support the Council’s ambitions.

To lead and develop initiatives which help the Council develop commercial acumen and secure a variety of income sources.

To ensure the Council has the best possible advice in terms of securing ICT governance and a proportionate approach to risk.

To identify, develop and participate in negotiating joint approaches to local service planning and delivery in partnership with all relevant internal and external service providers and regional and national bodies, providing impartial advice on the strengths and weaknesses of options particularly in relation to the financial implications.

To promote a clear focus on quality assurance, particularly in respect of ICT practices and service accessibility, maximising customer insight which is used to refocus activities as necessary.

To ensure the Council is equipped and open to inspection/ external assessment in order to maximise opportunities to learn and enhance outcomes and levels of achievement.

To define and implement the Council’s budget strategy within local and national guidelines, identifying and proposing methods and creating innovative opportunities to raise income.

To develop and maintain appropriate relationships with diverse stakeholders including; elected members, council officers and other external organisations across the public, private and not for profit sectors.

To develop and co-ordinate the directorate’s performance management system as part of the corporate approach, promoting effective and appropriate leadership and management, motivating and leading activities within the portfolio and beyond to achieve more, both in tangible and aspirational terms.

To ensure all employees are developed and supported to enable them to reach required competencies in order to deliver services to both national and local standards, through systematic and targeted performance management.


To ensure all employees within the portfolio have clear delivery plans, both in terms of their team as well as individually, so that responsibility for achieving outcomes is shared and accountability is clear.



To develop a positive working environment encouraging active involvement of employees in co-production and delivery of services.

To implement the new Business Support model and ensure successful operational management is in place for the transition and implementation of a new way of working.

To review the strategic plan for the Libraries & Archives services and produce an agreed roadmap for the area.

Key Results Areas To ensure that appropriate levels of ICT stewardship are applied across the Council to

support a bold but not reckless culture.

To identify opportunities for increased savings through shared services and efficiency programmes.

To drive service and business transformation opportunities to achieve continued excellence and efficiency and improved customer service.

To restructure areas including exploring the use of a trust. To play a leading role and act as point of contact for the LEP as required. To provide a range of innovative options to increase income from public and private sources. To reduce the impact on front line services by identifying opportunities for efficiencies.

To ensure procurement strategies make best use of resources, identify and achieve savings targets and contribute to economic growth.

To ensure that policies, processes and systems are in place and applied consistently to secure good management of resources and ICT, Libraries, Archives and Business Support governance.

Key Results Areas Finance and Staffing Dimensions Gross Revenue Budget: £11.867million Capital Budget: £6.189million Staff: 179.55

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed by the Chief Executive.

Person Specification Job Title: Assistant Director – ICT and Libraries


a b c

Technical A professionally within the remit of the professions covered with evidence of continuous professional development

A thorough understanding of the statutory and regulatory framework to secure the best possible use of resources and ensure legality

Experience at a senior role in strategic ICT or business services management in a local authority or equivalent organisation, complemented by relevant experience.

Experience of consistent achievement as a senior manager in one of the service areas within the remit of the post

Experience of leading a significant programme of change which had major impact on staff and processes.in either the public or private sector





Experience of applying commercial and business acumen, exploiting new opportunities to achieve output related change and an outward customer facing and community focus.

Competency Framework Should you be shortlisted for an interview, you will also be assessed on the following competencies, where you will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Has strength in judgement and personal responsibility; Takes responsibility for actions, projects and people; works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks. Sees ideas through to delivery.

Leading and Supervising; Has strength in acting as a catalyst; A strong leader with energy, flair, resilience and credibility, Provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; leads by example and sets appropriate standards of behaviour and tackles underperformance sensitively and effectively.

Supporting and Co-operating Adhering to Principles and values;

Has a strong moral compass; Upholds public service ethics and values; demonstrates integrity; promotes and defends equal opportunities, has a personal and professional commitment to trust, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment. Supports others to achieve objectives



Creating and Conceptualising Formulating Strategies and Concepts; Has a strength in strategic awareness; Works strategically to realise organisational goals; demonstrates creativity, initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential through effective horizon scanning; takes account of a wide range of issues across, and related to, the organisation.

Adapting and Coping Adapting and Responding to change Has a personal strength in resilience and reconfiguration; Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences and challenges.

Enterprising and Performing Achieving personal work goals and objectives; Has personal strengths in personal pride and growth; Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.

Entrepreneurial and commercial thinking; Has personal strengths in improvement and prevention; Demonstrates commercial and business acumen to ensure choices are varied and viable; keeps up to date with competitor information and market trends, maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

Job Description Job Title: Strategic Manager – Audit and Fraud

Directorate: Resources Directorate

Responsible To: Responsible For:


Audit Principals/Auditors/Audit Technicians/Benefits Investigation

manager/Fraud investigation Officers/Intelligence Officer/Support Officer

Grade: SM3

Job Purpose Delivering an effective audit and assurance function and oversee the counter fraud arrangements to the Council Key Accountabilities

Supporting the Chief Operating Officer in the discharge of the function of Responsible Officer, as set out in Section 151 of the Local Government Finance Act 1988.

Developing and implementing strategies to minimise the risk of fraud, raising awareness on fraud issues, effectively investigating and resolving irregularities in financial control, and liaising with the Police and other regulatory bodies as necessary

Managing, reviewing and developing the Internal Audit team to ensure a 'leading edge' service is provided to internal and external clients which meets, as a minimum, the Public Sector Internal Audit Standards

Providing a high quality advisory service and advice on financial control, corporate governance and risk management to Members and senior officers

Supporting the development of all members of the Internal Audit and Fraud Team, promoting continuing professional development

Leading the Annual Effectiveness Review on the provision of internal audit and assurance services to internal and external clients

Developing, monitoring and delivering the Annual Internal Audit Plan for internal and external clients to provide an assessment of their clients internal control environments

Reviewing, developing and maintaining standard operating procedures for the delivery of an effective Internal Audit function. This includes the Internal Audit Methodology and Reporting of Audit Findings

Ensuring the internal audit and assurance service works effectively with external Auditors, through the agreed Audit Protocol, ensuring a value for money audit service is provided to the Council which dovetails both internal and external assurance functions

Providing the Audit Committee with an audit report in the format, content and frequency agreed with the Audit Committee Chair

Taking responsibility for the financial performance of the Internal Audit and Fraud Team, determining resource requirement and delivering the audit plan using the resources available

Generic Accountabilities

To act as the key point of contact for Directors responsible for services subject to Audit and Assurance

To maintain personal and professional development to meet the changing demands of the job, participate in appropriate training activities and encourage and support staff in their development and training

To undertake such other duties, training and/or hours of work as may be reasonably required and which are consistent with the general level of responsibility of this job

To undertake health and safety duties commensurate with the post and/or as detailed in the

Directorate’s Health and Safety Policy The duties described in this Job Description must be carried out in a manner which promotes equality of opportunity, dignity and due respect for all employees and service users and is consistent with the Council’s Equal Opportunities Policy Contacts: In all contacts the postholder will be required to present a good image of the Directorate and the Council as well as maintaining constructive relationships Internal: Members, Directors, Heads of Service & other managers External: External Auditors Additional Information This post is politically restricted under the terms of the Local Government and Housing Act 1989 The Council reserves the right to alter the content of this job description, after consultation, to reflect

changes to the job or services provided, without altering the general character or level of responsibility Reasonable adjustments will be considered as required by the Equality Act 2010

Person Specification Job Title: Senior Manager - Audit and Fraud

Requirements: Evidenced by: a: application form b: test c: interview Experience

a b c

Demonstrate significant experience of leadership within an audit or accounting setting

Significant experience of planning, organising and controlling programmes of internal audit coverage

Substantial post qualification experience, including evidence of supporting personal continuing professional development

Significant experience of planning, organising and controlling complex internal audit assignments

Demonstrate a clear focus on providing value to their customers

Experience of dealing with multiple external stakeholders (auditors, funders, regulators, service providers)

Demonstrate well developed people management skills

Detailed understanding of local authority internal audit requirements

Experience of servicing and attending Audit Committees

Experience of managing change and service transformation in a finance setting

Experience of working within a political environment

Knowledge, Skills and Abilities

a b c Qualified accountant (full CCAB) or qualified internal auditor

Excellent feedback from customers and stakeholders in terms of the relationships that they build and the outputs that they are responsible for

Excellent analytical skills

Excellent presentation skills

Well-developed communication and influencing skills

Sound understanding of current accounting and regulatory frameworks and techniques

Sound understanding of internal audit, risk management and business control issues

Experience of managing and developing programmes of work.

Ability to work on own initiative and a positive pro-active outlook.

Professional courage and integrity

Strong focus on innovation and business development

Ability to work with sensitive information and maintain confidentiality

High tolerance of ambiguity and uncertainty

Additional Requirements Obtains a current, full driving licence, or the ability to travel throughout the city to meet the requirements of the job




Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers, staff and partners; communicates well with people at all levels; builds wide and effective networks of contacts.



Creating and Conceptualising Formulating Strategies and Concepts; Works strategically to realise organisational goals; demonstrates creativity,

initiative, resourcefulness and resilience, sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation.




Entrepreneurial and commercial thinking; Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organisational structure and politics; tenacious drive for continuous improvement, demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

.,

Job Description

Job Title:

Directorate:

Section:

Responsible to:

Responsible for:

Grade

Strategic Manager - Corporate and Financial Support

Business Services

Financial Services


TBA

Job Purpose

• To lead as key business advisor to the Business Services directorate by providing a complete range of accountancy services

• To manage a finance team providing a complete range of corporate and directorate accountancy services including financial planning, final accounts and providing strategic financial advice on behalf of the section 151 officer to Strategic Directors, Heads of Service, budget managers and Elected Members

• To lead and manage a Finance Team within the Financial Services Division of the Business Services Directorate in accordance with the City Council's corporate framework and the Development Plan of the Business Services Directorate.

• To lead on, direct and manage the overall Medium Term Financial Strategy (MTFS) for the City Council as an integral element of the overall City Council financial strategy.

• To be responsible for the Council's primary reporting system and deliver the Council's statutory reporting requirements including the Statement of Accounts.

• To lead on and manage the external funding and programme and partnership assurance arrangements of the City Council.

• To manage the treasury management, asset management, risk management and insurance services requirements of the City Council.

• To be responsible for the financial governance and control of the Business Services Directorate, working directly with Cabinet Members, the Business Services Directorate Management Team (DMT) and other stakeholders to achieve the Business Services Directorate's business objectives.

Key Duties I Responsibilities

Strategic Management

• To assist the Assistant Director- Financial Services in providing strategic direction in respect of the overall corporate financial governance requirements of the City Council ensuring that all statutory requirements are adhered to and performance standards are met.

Page 1 of 7

• To deliver high quality, efficient financial and commercial advice and support to in delivering the City Council's corporate aims and objectives.

• To work as a full member of the Financial Services Management Team in the formulation, implementation and review of Divisional, Departmental and Corporate Plans.

• To manage the overall compilation of the Medium Term Financial Strategy to establish the revenue and capital financial plans to support the overall strategic priorities of the City Council.

• To attend and contribute to Business Services Directorate Management Team meetings to strategically advise on all directorate specific financial and commercial matters, including use of grants and capital allocations.

• To ensure that there is a robust financial governance relationship with strategic partners.

• To represent the Director of Business Services in his statutory role as finance lead in Council committees and other forums in consultation with stakeholders and to review of funding allocations and methodologies as applicable.

• To supervise the production of individual cost centre budgets ensuring that policy objectives of the City Council are met and budgets are delivered within applicable financial and time constraints.

• To ensure there is strong financial management framework systems and culture operating in the Business Services Directorate.

• To ensure that the Directorate complies with all statutory or regulatory financial reporting deadlines and standards.

• To develop a strategy and practical delivery of action plans to ensure full compliance with City Council financial standing orders, production of risk registers, auditing (internal and external) and monitoring of all finance processes to meet the Council's anti fraud strategy.

• To support the strategic financial management of the Business Services Directorate.

• To deputise for the Assistant Director - Financial Services as required.

Service Quality

• To lead and manage an effective, high performance, customer focused Directorate financial service that is continuously improving.

• To have a well developed, current understanding and appreciation of all aspects of finance, funding, service planning, value for money, risk management, quality assurance and performance management systems.

• To promote corporate working and effective team building in order to provide financial information, analysis, support and advice to officers as appropriate in their operational and strategic roles.

• To direct the development and maintenance of a sound strategic framework for financial management for the Directorate.

Page 2 of 7

• To direct the preparation of the Directorates' budget and, where applicable, the development of the funding allocations for cost centre in accordance with agreed policies and to act as finance lead on statutory and other consultation regarding any proposed changes.

• To ensure budgets are balanced and accounts closed each year in line with Directorate and Corporate polices and timetables. To support the Assistant Director - Financial Services to manage the overall budget setting and accounts closure process and to lead on directorate consultations in relation to budgeting, financial planning and accounts closure.

• To maintain a high level of market intelligence and knowledge of key developments in funding, reporting, grant allocation and lobbying processes in order to assist the Directorate in formulating the most effective, innovative and forward looking approach. To maintain a current knowledge of developments in professional financial and accountancy practice including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance • To lead on continuous service review and improvement initiatives for the Directorate in line with


• To lead on the development, implementation and monitoring of the Council's corporate performance management framework as it impacts on the Directorate.

• To evaluate, report upon and take appropriate action in response to audit and inspection reports.

• To ensure that performance reporting systems are used effectively to provide relevant, timely and accurate information to promote service improvements.

• To be responsible for tracking and reporting on all specific grants and other sources of external funding, ensuring that variations are identified and the implications of these changes accommodated through budget monitoring and MTFS processes.

• To make arrangements to provide support and advice on financial management policy development to the Directorate's Chief Officer and other interested parties.

Resource Management • To provide direct management support to the Corporate services' Finance Team.

• To ensure that staff within the Finance Team are organised, receive appropriate learning, are informed, managed and motivated to deliver a high quality and cost effective service.

• To assist the Assistant Director - Financial Services in demonstrating proactive and innovative corporate financial developments to ensure that all functions within the Finance Team are maintained and enhanced.

Communications • To maintain effective communications to ensure that key stakeholders both inside and outside

the Directorate are appropriately informed and involved.

Page 3 of 7

• To ensure that the Finance Team fosters positive relationships with its own staff, customers, external and internal auditors, Elected Members, the rest of the Directorate, other directorates and outside partners.

• To consult effectively and support the Directorate in ensuring effective delivery of the value for money agenda and equating essential requirements with resources available.

• To establish and maintain effective working relationships with key partners and stakeholders in Government, private, voluntary, community and education sectors to ensure they understand and assist our agenda.

• To work closely with other Council officers to maintain effective debt management and debt recovery processes and manage the Directorate's debt to ensure maximum cash flow for the Authority.

• To develop and maintain the highest standards in the reporting of financial information.

• To represent the Director of Business Services and Assistant Director - Financial Services at internal and external working groups, City Council Committees and other meetings as appropriate.

• To work closely with all Business Services divisions to maintain an integrated and joined up professional finance service.

• To liaise with Corporate policy and performance professionals to maintain integrated financial performance planning.

and

• To liaise with central government, professional organisations, other public bodies and audit and inspection bodies both regionally and nationally to ensure that the performance agenda is developed and implemented effectively and efficiently.

Culture • To operate in an open manner and ensure that the Assistant Director - Financial Services is

kept informed in respect of key management issues and the Council's financial affairs.

• To promote a culture of opportunity, achievement, responsibility and personal development within the team.

• To promote the modernisation agenda particularly insofar as to achieve Value for Money across the Council.

• To actively promote diversity in the provision of services in accordance with the City Council's policies and procedures.

Finance and Staffing Dimensions Direct

• • •

Gross Revenue Budget :£3.4m Investment/Borrowing Turnover :£825m Staff: Circa 45 (subject to re-alignment)

Contributory

Page 4 of 7

• • • •

Balance Sheet: £2,759m of responsibility for assets and liabilities of the Council Capital:£266m Collection Fund: £81m HRA :£120m

The role's prime responsibility is over £800m per annum. It will also have a shared/contributory responsibility of over £4 billion for all assets and liabilities across the Council's balance sheet, capital programmes, collection fund, general fund and housing revenue account.

Key Result Areas • To make a tangible difference to the efficiency and quality of the Directorates' finance team to


• To co-ordinate the compilation, monitoring and management of the Council's Medium Term Financial Strategy.

• To establish the Performance Plan and Quality Standards for the team and to ensure that they are achieved through a regular review of the delivery.

• To deliver a high performance and consistently accurate finance service.

• To achieve all accountancy based requirements set by government and other stakeholders including setting a compliant budget, closure of accounts and statutory returns.

• To provide specialist financial advice, options appraisals and innovative solutions to inform and formulate the Council's Medium Term Financial Strategy.

• To take responsibility for any other duties as designated from time to time as falling within the remit of the section.

Page 5 of 7


Measured by

8 b C

Page 6 of 7

Knowledge and CCAB Qualified with full current membership and CPD Qualifications participation

Highly developed understanding of public sector finance, local government financial accounting and reporting standards, systems and related matters and business options appraisals Appreciation and awareness of the sensitive nature of a political environment

,/

,/

,/

,/

,/

Experience Record of success in management and achieving sustainable improvements, sometimes in challenging circumstances,with the ability to translate strategic objectives into operational plans A track record of motivating and inspiring staff in order to deliver a change agenda and improve service delivery Proven success in developing effective working relationships, partnerships with other agencies and communicating and influencing others Demonstrable experience of the utilization of sophisticated financial information svstems

,/

,/

,/

,/

,/

,/

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Skills and Good interpersonal and reporting skills and the ability to Abilities establish positive relationships with staff at all levels,

Elected Members and external agencies, groups and individuals, that generates confidence, respect and trust Ability to convey clear vision and manage strategically within a corporate context and to strict deadlines Well developed networking, advocacy, oral, written and presentational skills with the ability to represent the Council's policies and views to the public and the media Ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust

,/

,/

./

,/

./

,/

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Job Title: Corporate Services Finance and Commercial Manager

Department: Business Services

Grade:

Job Purpose To lead and manage the Directorates' Finance Team within the Financial Services Division of the Business Services Directorate in accordance with the City Council's corporate framework and the Development Plan for the Directorate.

To assist the Assistant Director - Financial Services in providing the necessary strategic financial direction of the City Council ensuring that all statutory requirements are adhered to.

. . .

I I I

I

Measured by: a: application form b: test Test: To be agreed

c: interview

Page 7 of 7

Ability to maximise resources and manage budgets effectively in a financially disciplined environment Ability to implement creative and imaginative approaches

and identify new options for service Personal Style A good leader with energy and flair, credibility in the field of

finance and a passion and determination for promoting cultural changes required to raise service standards in Stoke-on-Trent. This includes a personal and professional commitment to open communication, open mindedness, equal opportunities and diversity A clear strategic thinker, able to make effective decisions in a complex and challenging environment Degree of personal and professional probity, integrity and credibility that sustains the confidence and trust of Members, staff at all levels and external partners and stakeholders that foster a positive reputation for the Council An inclusive team worker who can foster partnerships, work collaboratively across boundaries and achieve performance

and results through others

,/

,/

,/

,/

I

,/

,/

,/

,/

,/

of 9

Job Description

Job Title: Strategic Manager – Finance and Commercial (People)


Section: Commercial Finance

Responsible to: Director of Resources and Customer Services

Responsible for: Service Finance Teams (People Services, Public Health and Place Management – business as usual)

Grade: SM4 - £60,238 to £63,406

Job Purpose

To lead as key business advisor to service directorates by providing a complete range of accountancy services including financial planning, final accounts for the full range of directorate services and providing strategic financial advice on behalf of the section 151 officer to Strategic Directors, Heads of Service, budget managers, Elected Members, Headteachers and Governors.

To be responsible for the financial governance and control of service directorates, working

directly with Cabinet Members, Executive Leadership Team (ELT) and other stakeholders to achieve the Directorate’s business objectives.

To lead and manage Finance Teams within the Financial Services Division of the Corporate

Services Directorate in accordance with the City Council’s corporate framework and the Development Plan of the Corporate Services Directorate.

To assist the Assistant Director – Financial Services in providing strategic direction in respect of

the overall corporate financial requirements of the City Council ensuring that all statutory requirements are adhered to and performance standards are met.

To have a well developed, current understanding and appreciation of all aspects of finance,

funding, service planning, housing finance, school funding, social care finance, value for money, risk management, quality assurance and performance management systems.

To direct and manage the Medium Term Financial Strategy (MTFS) for the service directorates

as an integral element of the overall City Council financial strategy. Key Duties / Responsibilities Strategic Management

of 9

To deliver high quality, efficient financial and commercial advice and support to service directorates in delivering the City Council’s corporate aims and objectives.

To work as a full member of the Financial Services Management Team in the formulation,

implementation and review of Divisional, Departmental and Corporate Plans. To contribute towards the compilation of the Medium Term Financial Strategy to establish the

revenue and capital financial plans to support the overall strategic priorities of the City Council. To attend and contribute to management team meetings to strategically advise on all directorate

specific financial and commercial matters, including use of grants and capital allocations. This includes areas such as Schools PFI, BSF, HRA and HRA reform.

To ensure that there is a robust financial governance relationship with strategic partners. To represent the Assistant Chief Executive in his statutory role as finance lead in Council

committees and other forums in consultation with stakeholders and to review of funding allocations and methodologies as applicable.




To ensure that service directorates comply with all statutory or regulatory financial reporting deadlines and standards.



To support the strategic financial management of service directorates. To deputise for the Assistant Director – Financial Services as required. Service Quality To lead and manage an effective, high performance, customer focused financial service for both

Directorate Management Teams that is continuously improving. To promote corporate working and effective team building in order to provide financial

information, analysis, support and advice to officers as appropriate in their operational and strategic roles.

To direct the development and maintenance of a sound strategic framework for financial

management for the Directorates. To direct the preparation of service directorate budgets and, where applicable, the development

of the funding allocations for cost centre in accordance with agreed policies and to act as finance lead on statutory and other consultation regarding any proposed changes.

To ensure budgets are balanced and accounts closed each year in line with Directorate and

Corporate polices and timetables. To support the Assistant Director – Financial Services to

of 9

manage the overall budget setting and accounts closure process and to lead on directorate consultations in relation to budgeting, financial planning and accounts closure.

To maintain a high level of market intelligence and knowledge of key developments in funding,

reporting, grant allocation and lobbying processes in order to assist the Directorate in formulating the most effective, innovative and forward looking approach. To maintain a current knowledge of developments in professional financial and accountancy practice including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance To lead on continuous service review and improvement initiatives for directorates in line with


To lead on the development, implementation and monitoring of the Council’s corporate performance management framework as it impacts on the directorates.






development to the Directorate’s Chief Officer and other interested parties. Resource Management To provide direct management support to Directorate Finance Teams. To ensure that staff within the Finance Team are organised, receive appropriate learning, are

informed, managed and motivated to deliver a high quality and cost effective service.

To assist the Assistant Director – Financial Services in demonstrating proactive and innovative corporate financial developments to ensure that all functions within the Finance Team are maintained and enhanced.

Communications To maintain effective communications to ensure that key stakeholders both inside and outside

the Directorate are appropriately informed and involved. To ensure that the Finance Teams foster positive relationships with its own staff, customers,

external and internal auditors, Elected Members, the rest of the Directorate, other directorates and outside partners.

To consult effectively and support the Directorate in ensuring effective delivery of the value for

money agenda and equating essential requirements with resources available.

of 9

To establish and maintain effective working relationships with key partners and stakeholders in Government, private, voluntary, community and education sectors to ensure they understand and assist our agenda.

To work closely with other Council officers to maintain effective debt management and debt

recovery processes and manage both Directorate’s debt to ensure maximum cash flow for the Authority.

To develop and maintain the highest standards in the reporting of financial information. To represent the Assistant Chief Executive and Assistant Director – Financial Services at

internal and external working groups, City Council Committees and other meetings as appropriate.

To work closely with all Corporate Services divisions to maintain an integrated and joined up

professional finance service.

To liaise with Corporate policy and performance professionals to maintain integrated financial and performance planning.


Culture To operate in an open manner and ensure that the Assistant Director – Financial Services is

kept informed in respect of key management issues and the Council’s financial affairs. To promote a culture of opportunity, achievement, responsibility and personal development


the Council.



Gross Revenue Budget : £1m Staff: circa 40 (subject to re-alignment)

Contributory

Gross 2014/15 expenditure HRA £69m, General Fund Net (People) £111m, DSG (Delegated) £155m, Public Health (Grant) £19m, Place Directorate revenue £40m net revenue

Balance Sheet £700m of responsibility for assets and liabilities of the Council SLA income with schools for Financial Services Capital programme 2014/15, BSF, primary capital programme and HRA

Key Result Areas

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To make a tangible difference to the efficiency and quality of the Directorates’ finance team to support the strategic priorities of the City Council.

To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they

are achieved through a regular review of the delivery. To deliver a high performance and consistently accurate finance service. To achieve all accountancy based requirements set by government and other stakeholders

including setting a compliant budget, closure of accounts and statutory returns. To provide specialist financial advice, options appraisals and innovative solutions to inform and

formulate the Council’s Medium Term Financial Strategy. To take responsibility for any other duties as designated from time to time as falling within the


Provide advice and support to help identify and deliver significant budget savings across the directorate.

Management of service finance staff. Specifically this post will be responsible for the following technical areas: Advising the Council in relation to the financial implications of HRA reform and provide financial

advice in the development of the housing business plan for 2014/15 and beyond. Dealing with the financial implications of the Schools PFI project. This includes negotiating with

headteachers a revised charging policy for PFI services received by schools. The implications of the BSF programme on both school and Council resources. Providing financial advice to the Council in a high number of demand led budgets across Social

Care in Children’s and Adult’s services. School funding across the City Council – including developing distribution of resources to

schools and academies across the city.

Lead financial advisor for specific service developments for example localities and early years redesign.

of 9


Job Title: Strategic Manager -People Department: Resources

Grade: SM4 Job Purpose To lead and manage the Directorates’ Finance Team within the Financial

Services Division of the Corporate Services Directorate in accordance with the City Council’s corporate framework and the Development Plan for the Directorate. To assist the Assistant Director – Financial Services in providing the necessary strategic financial direction of the City Council ensuring that all statutory requirements are adhered to.

Measured by

a b c Knowledge and Qualifications

CCAB Qualified with full current membership and CPD participation

Highly developed understanding of public sector finance, local government financial accounting and reporting standards, systems and related matters and business options appraisals

Highly developed understanding of housing and Social Care finance, school funding and related financial accounting, reporting standards, systems and business options appraisals

Appreciation and awareness of the sensitive nature of a political environment

Experience Record of success in management and achieving sustainable improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans

A track record of motivating and inspiring staff in order to deliver a change agenda and improve service delivery


Demonstrable experience of the utilization of sophisticated financial information systems

Skills and Abilities

Good interpersonal and reporting skills and the ability to establish positive relationships with staff at all levels, Elected Members and external agencies, groups and individuals, that generates confidence, respect and trust


Well developed networking, advocacy, oral, written and presentational skills with the ability to represent the Council’s policies and views to the public and the media

of 9

Ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that command confidence, respect and trust

Ability to maximise resources and manage budgets effectively in a financially disciplined environment

Ability to implement creative and imaginative approaches and identify new options for service

Personal Style A good leader with energy and flair, credibility in the field of finance and a passion and determination for promoting cultural changes required to raise service standards in Stoke-on-Trent. This includes a personal and professional commitment to open communication, open mindedness, equal opportunities and diversity




Measured by: a: application form b: test c: interview

Test: To be agreed

of 9

Conditions of Service

Job Title: Strategic Manager- People


Section: Commercial Finance

Grade: SM4

Salary: £60,238 - £63,406

Duration: This is a permanent post Working Hours: You normal hours of work will be 37 per week. Annual Leave Entitlement: You will be entitled to 27 days annual leave rising to 32 days after five years continuous service and eight public / bank holidays. The above entitlement will be calculated pro rata depending upon hours of work Sickness Absence: This will be paid at basic levels. This means that any enhancements normally received for shift work, weekend working and so on will not be paid on days when you are absent from work due to sickness Pension Provisions: For occupational pension purposes you will have the choice of:- a. Joining or continuing in the Local Government Pension Scheme. b. Arranging your own personal pension provision approved by the Inland Revenue. c. Joining S2P (State Second Pension Scheme). Business Mileage: If you have to use your own vehicle on council business please ensure that you are insured to do so then the appropriate allowance is payable as per the national scheme. Notice Period: Your notice period will be dependent upon the grade of the post and your continuous service. Probation Period: New entrants to local Government service are subject to a probationary period of six months during which you are expected to establish your suitability to the post. Equal Opportunities Monitoring: New entrants must provide details of ethnicity and disability for the starter forms to enable the city council to monitor its progress towards being an equal opportunities employer. Medical Examination: Your employment is subject to the council’s medical adviser giving medical clearance. Initially, this will take the form of a medical questionnaire. Asylum and Immigration: According to the Immigration, Asylum, Nationality Act 2006 you must (if appointed) provide proof of current and valid permission to be in the United Kingdom, and valid permission to do the type of work offered. Your continuing employment is subject to you having leave to remain and work in the United Kingdom by having a valid work permit. Should your work permit fail to be renewed at a future date, the authority would have to terminate your contract with immediate effect. Trade Unions: As your employer, we support the system of collective bargaining in every way and believe in the principal of solving industrial relations problems by discussion and agreement. For

of 9

practical purposes, this can only be conducted by representatives of the employers and of the employees. If collective bargaining of this kind is to continue and improve for the benefit of both, it is essential that the employee’s organisations should be fully representative. Therefore, it is recommended that employees become a member of a trade union represented on the relevant national joint council. A full list of the trade unions appropriate to the type and nature of employment is available from HR Consultancy. Other Conditions of Service: Any other conditions of service are as per the Scheme of Conditions of the National Joint Council for Local Government Services as amended by decisions, rules and regulations of the City Council.

of 7

Job Description

Job Title: Strategic Manager – Finance and Commercial (Place)

Directorate: Resources Directorate

Section: Financial Services

Responsible to: Director of Resources and Customer Services

Responsible for: Service Finance Teams (People Services, Public Health and Place Management – business as usual)

Grade: SM4

Job Purpose

To lead as key business advisor to service directorates by providing a complete range of accountancy services including financial planning, final accounts for the full range of directorate services and providing strategic financial advice on behalf of the section 151 officer to Strategic Directors, Heads of Service, budget managers, Elected Members, Headteachers and Governors.

To be responsible for the financial governance and control of service directorates, working

directly with Cabinet Members, Executive Leadership Team (ELT) and other stakeholders to achieve the Directorate’s business objectives.

To lead and manage Finance Teams within the Financial Services Division of the Resources

Directorate in accordance with the City Council’s corporate framework and the Development Plan of the Resources Directorate.

To assist the Assistant Director – Financial Services in providing strategic direction in respect of

the overall corporate financial requirements of the City Council ensuring that all statutory requirements are adhered to and performance standards are met.

To have a well developed, current understanding and appreciation of all aspects of finance,

funding, service planning, housing finance, school funding, social care finance, value for money, risk management, quality assurance and performance management systems.

To direct and manage the Medium Term Financial Strategy (MTFS) for the service directorates

as an integral element of the overall City Council financial strategy. Key Duties / Responsibilities Strategic Management

of 7

To deliver high quality, efficient financial and commercial advice and support to service directorates in delivering the City Council’s corporate aims and objectives.

To work as a full member of the Financial Services Management Team in the formulation,

implementation and review of Divisional, Departmental and Corporate Plans. To contribute towards the compilation of the Medium Term Financial Strategy to establish the

revenue and capital financial plans to support the overall strategic priorities of the City Council. To attend and contribute to management team meetings to strategically advise on all directorate

specific financial and commercial matters, including use of grants and capital allocations.

To ensure that there is a robust financial governance relationship with strategic partners. To represent the Chief Operating Officer in their statutory role as finance lead in Council

committees and other forums in consultation with stakeholders and to review of funding allocations and methodologies as applicable.




To ensure that service directorates comply with all statutory or regulatory financial reporting deadlines and standards.



To support the strategic financial management of service directorates. To deputise for the Assistant Director – Financial Services as required. Service Quality To lead and manage an effective, high performance, customer focused financial service for both

Directorate Management Teams that is continuously improving. To promote corporate working and effective team building in order to provide financial

information, analysis, support and advice to officers as appropriate in their operational and strategic roles.

To direct the development and maintenance of a sound strategic framework for financial

management for the Directorates. To direct the preparation of service directorate budgets and, where applicable, the development

of the funding allocations for cost centre in accordance with agreed policies and to act as finance lead on statutory and other consultation regarding any proposed changes.

To ensure budgets are balanced and accounts closed each year in line with Directorate and

Corporate polices and timetables. To support the Assistant Director – Financial Services to

of 7

manage the overall budget setting and accounts closure process and to lead on directorate consultations in relation to budgeting, financial planning and accounts closure.

To maintain a high level of market intelligence and knowledge of key developments in funding,

reporting, grant allocation and lobbying processes in order to assist the Directorate in formulating the most effective, innovative and forward looking approach. To maintain a current knowledge of developments in professional financial and accountancy practice including a programme of self development to ensure that skills, knowledge and understanding are maintained and enhanced.

Performance To lead on continuous service review and improvement initiatives for directorates in line with


To lead on the development, implementation and monitoring of the Council’s corporate performance management framework as it impacts on the directorates.






development to the Directorate’s Chief Officer and other interested parties. Resource Management To provide direct management support to Directorate Finance Teams. To ensure that staff within the Finance Team are organised, receive appropriate learning, are

informed, managed and motivated to deliver a high quality and cost effective service.

To assist the Assistant Director – Financial Services in demonstrating proactive and innovative corporate financial developments to ensure that all functions within the Finance Team are maintained and enhanced.

Communications To maintain effective communications to ensure that key stakeholders both inside and outside

the Directorate are appropriately informed and involved. To ensure that the Finance Teams foster positive relationships with its own staff, customers,

external and internal auditors, Elected Members, the rest of the Directorate, other directorates and outside partners.

To consult effectively and support the Directorate in ensuring effective delivery of the value for

money agenda and equating essential requirements with resources available.

of 7

To establish and maintain effective working relationships with key partners and stakeholders in Government, private, voluntary, community and education sectors to ensure they understand and assist our agenda.

To work closely with other Council officers to maintain effective debt management and debt

recovery processes and manage both Directorate’s debt to ensure maximum cash flow for the Authority.

To develop and maintain the highest standards in the reporting of financial information. To represent the Assistant Chief Executive and Assistant Director – Financial Services at

internal and external working groups, City Council Committees and other meetings as appropriate.

To work closely with all divisions to maintain an integrated and joined up professional finance

service.

To liaise with Corporate policy and performance professionals to maintain integrated financial and performance planning.


Culture To operate in an open manner and ensure that the Assistant Director – Financial Services is

kept informed in respect of key management issues and the Council’s financial affairs. To promote a culture of opportunity, achievement, responsibility and personal development


the Council.



Gross Revenue Budget : £1m Staff: circa 40 (subject to re-alignment)

Contributory

Gross 2014/15 expenditure HRA £69m, General Fund Net (People) £111m, DSG (Delegated) £155m, Public Health (Grant) £19m, Place Directorate revenue £40m net revenue

Balance Sheet £700m of responsibility for assets and liabilities of the Council SLA income with schools for Financial Services Capital programme 2014/15, BSF, primary capital programme and HRA

of 7

Key Result Areas To make a tangible difference to the efficiency and quality of the Directorates’ finance team to

support the strategic priorities of the City Council. To support the compilation of the Medium Term Financial Strategy. To establish the Performance Plan and Quality Standards for the team and to ensure that they

are achieved through a regular review of the delivery. To deliver a high performance and consistently accurate finance service. To achieve all accountancy based requirements set by government and other stakeholders

including setting a compliant budget, closure of accounts and statutory returns. To provide specialist financial advice, options appraisals and innovative solutions to inform and

formulate the Council’s Medium Term Financial Strategy. To take responsibility for any other duties as designated from time to time as falling within the


Provide advice and support to help identify and deliver significant budget savings across the directorate.

Management of service finance staff.

of 7


Job Title: Strategic Manager – Finance and Commercial (Place) Department: Resources Directorate

Grade: Job Purpose To lead and manage the Directorates’ Finance Team within the Financial

Services Division of the Corporate Services Directorate in accordance with the City Council’s corporate framework and the Development Plan for the Directorate. To assist the Assistant Director – Financial Services in providing the necessary strategic financial direction of the City Council ensuring that all statutory requirements are adhered to.

Knowledge & Qualifications a b cCCAB Qualified with full current membership and CPD participation

Highly developed understanding of public sector finance, local government financial accounting and reporting standards, systems and related matters and business options appraisals

Highly developed understanding of housing and Social Care finance, school funding and related financial accounting, reporting standards, systems and business options appraisals

Appreciation and awareness of the sensitive nature of a political environment

Experience

Record of success in management and achieving sustainable improvements, sometimes in challenging circumstances, with the ability to translate strategic objectives into operational plans

A track record of motivating and inspiring staff in order to deliver a change agenda and improve service delivery


Demonstrable experience of the utilization of sophisticated financial information systems

Skills & Abilities

Good interpersonal and reporting skills and the ability to establish positive relationships with staff at all levels, Elected Members and external agencies, groups and individuals, that generates confidence, respect and trust


Well developed networking, advocacy, oral, written and presentational skills with the ability to represent the Council’s policies and views to the public and the media

Ability to work effectively within the democratic process, with the political acumen and skills to develop productive working relationships that

of 7

command confidence, respect and trust Ability to maximise resources and manage budgets effectively in a financially disciplined environment

Ability to implement creative and imaginative approaches and identify new options for service

A good leader with energy and flair, credibility in the field of finance and a passion and determination for promoting cultural changes required to raise service standards in Stoke-on-Trent. This includes a personal and professional commitment to open communication, open mindedness, equal opportunities and diversity

Personal Style




Measured by: a: application form b: test c: interview

Test: To be agreed

Job Description Job Title: Strategic Manager – Revenue & Benefits

Directorate: Resources and Customer Services

Responsible To: Director – Resources and Customer Services

Grade: SM3

Job Purpose 1. As a member of the Divisional Management Team you will you will contribute to the effective

corporate and strategic management of the Directorate supporting the delivery of the Stronger Together vision.

2. To lead the effective development and delivery of services in the following areas, to manage

operational risks effectively and proactively and to take a specialist lead as required:

Council Tax collection Assessment and administration of Housing and Council Tax Benefit Non Domestic Rates collection Sundry Debt collection Former Housing Tenant Debt Collection


efficiency and improved customer service

4. To have overall strategic responsibility for the effective collection of all debt types discharging S151 responsibilities in this regard.

Key Accountabilities To support the Director – Resources and Customer Services in translating strategic vision and

priorities into operational plans and monitor their progress on a regular basis. In addition to identify exceptions and risks with specific reference to safeguarding and putting in place appropriate strategies to address issues.

To provide clear and timely operational and strategic advice, guidance and support to the Director – Resources and Customer Services, Elected Members and Executive Leadership Team, actively contributing to corporate policy and strategic decision making.

To support the Director – Resources and Customer Services in determining the best model of service delivery, which delivers a high quality customer experience and achieves top quartile performance, from the lowest possible cost base.

To lead on the development, implementation and evaluation of business plans, strategies, policies and procedures to deliver appropriate quality services to support the Council’s statutory and discretionary services.

To develop joint approaches to local service planning and delivery in partnership with all the relevant internal/external services providers and regional/national bodies, maximising opportunities for co-ordinated; collaborative; co-produced and integrated service arrangements to enhance service delivery.


To ensure the Council is equipped and supported to address all Government inspection, compliance and other external scrutiny in order to secure positive outcomes and high levels of achievement.


To implement the Council’s budget strategy, ensuring budgets are well managed within base line allocations, identifying and proposing methods of generating extra resources and/or productivity.

To develop and maintain appropriate relationships with diverse stakeholders including MPs; elected members; council officers and other external agencies.

To develop and monitor the directorate’s performance management system in line with the corporate approach. Continuing to improve outcomes and reduce costs

To ensure all employees providing services are aware of their shared responsibility for improving outcomes and improving service performance.


To Identify and deliver new commercial opportunities, income generation and efficiencies.

To act as an expert witness at hearings, public inquiries and other legal procedures and prepare statements; proofs of evidence and other material required in association with such matters.



Finance and Staffing Dimensions (if applicable)

Gross Revenue Budget : £8,579,450 Capital Budget: N/A Staff: 111.6 FTE

Key Result Areas To be in the top quartile of Councils for revenue collection, debt management and the administration of

the benefit service To continually deliver this level of performance from the lowest possible cost base (bottom quartile of

similar comparable areas)

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed.

Person Specification Job Title: Strategic Manager – Revenue & Benefits




Evidence of consistent high achievement as a manager within the service area Experience of leading and managing a programme of change which had major positive impacts on staff and processes.





Experience of delivering best value through innovative, integrated, client and community focused service provision whilst promoting equal opportunites.




Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers, staff and partners;

communicates well with people at all levels; builds wide and effective networks of contacts. Persuading and Influencing; Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.







Job Description Job Title: Strategic Manager – Customer Services


Responsible To: Director – Resources and Customer Services

Grade: SM2

Job Purpose 1. To lead the effective development and delivery of customer services across the Council. 2. To drive service and business transformation opportunities to develop effective and efficient customer

access and service across the Council. 3. To manage the Customer Service team within the Corporate Services Directorate. 4. To champion Customer Services teams across the Council. 5. To lead change to improve customer service in conjunction with public sector partners across the City

and beyond. 6. As a member of the Directorate Management/Senior Team, to contribute to the effective corporate

and strategic management of the Directorate supporting the delivery of the Stronger Together vision. Key Accountabilities To coordinate the development and implementation of the Council’s customer service strategy

including customer service standards, channel usage, thresholds, locations and customer relationship management.

To maintain data on customer types, access needs and associated costs and continual review and develop as required customer access channels for all services.

To lead on the implementation of effective customer access channels using systems thinking methodology in line with corporate plans.

To act as the lead professional for customer service, setting and ensuring standards are maintained across the Council for all channels.

To manage the Customer Services teams within the Corporate Services Directorate and develop customer service standards and a positive culture across the council.

To develop and deliver strategic projects to manage the corporate transformation to a Customer Relationship Management operating model.

To lead on the development and integration of the Complaints Teams, Freedom of Information requests, Subject Access Requests and EIR requests to provide a best in class complaints resolution service. Resulting in continuous learning and improvement of the customer experience authority wide.

To contribute to the directorate’s performance management system and develop it for customer service in line with the corporate approach.

To support the Director – Resources and Customer Services in translating strategic vision and priorities into operational plans and monitor their progress on a regular basis. .

To lead on the development, implementation and evaluation of business plans, strategies, policies and procedures to deliver appropriate quality customer services to support the Council’s core and statutory services.

To develop joint approaches with partners, to maximising opportunities for co-ordinated and integrated customer services arrangements.


To provide clear and timely operational and strategic advice, guidance and support to the Director – Resources and Customer Services, Elected Members and Executive Leadership Team, actively contributing to corporate policy and strategic decision making.

To implement the Council’s budget strategy within Government controls, identifying and proposing methods and means of generating capital resources to match and augment external grants and funding.

To develop and maintain appropriate relationships with Elected Members, Council officers, and other partners and stakeholders.

To lead by example and in doing so develop a positive working environment, encouraging active involvement of employees in shaping the development and delivery of services.



To ensure all employees providing customer services are aware of their shared responsibility for improving outcomes and sharing information.


To deputise for the Director – Resources and Customer Services as and when required. To develop and implement a training programme that ensures the sustainable delivery of the

objectives identified within the performance management framework. Finance and Staffing Dimensions: Gross Revenue Budget: £2,828,240 Staff: 85

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed.

Person Specification Job Title: Strategic Manager – Customer Services


Post Grade: SM2

Post Responsible To: Director – Resources and Customer Services


a b c A degree or appropriate professional qualification within the remit of the professions covered with evidence of continuous professional development.

Accredited in systems thinking with experience of leading corporate wide, cross cutting interventions.


Evidence of consistently high achievement as a manager within the service area Experience of leading and managing a significant programme of change which had major impact on staff and processes.

Experience in developing effective working relationships, commanding the confidence of diverse stakeholders including, members, senior management and staff.





Competency Framework Should you be shortlisted, you will be assessed on the following competencies. You will need to demonstrate/evidence how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Change manager taking responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks, adhere to systems thinking methodology.

Leading and Supervising; A strong leader with energy, flair, resilience and credibility, provides others with a clear direction; inspires, leads, motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.


Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers and staff; communicates well with people at all levels; builds wide and effective networks of contacts.



Analysing Analyses numerical data and all other sources of information to break them into component parts, patterns and relationships, probes for further information; demonstrates and understanding of how one issue may be a part of a much larger system.


Adapting and Coping Adapting and Responding to Change; Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences.

Coping with pressures and setbacks Maintains a positive outlook at work; works productively in a pressurised environment; keeps emotions under control during difficult situations; handles criticism well and learns from it; balances the demands of a work life and a personal life.



Job Description Job Title: Strategic Manager – Human Resources


Grade: TBE

Responsible to: Director – Resources and Customer Services

Job Purpose 1. As a member of the Division’s Management Team (DMT) you will you will contribute to the effective

corporate and strategic management of the Division supporting the delivery of the Stronger Together vision to be a commercial council, well governed and fit for purpose.

2. To lead the effective development and delivery of services in Human Resources, Payroll and Learning

and Development and manage operational risks effectively and proactively. 3. To drive service and business transformation opportunities to achieve continued excellence and

efficiency and improved customer service. Key Accountabilities To deputise for the Director as and when required. To undertake confidential, complex and conflicting project work as requested by the Director or City

Director. To support the Director in translating strategic vision and priorities into operational plans, monitoring


To support the Director in determining the best model of service delivery, which delivers a high quality customer experience and achieves top quartile performance.

To lead on the development, implementation and evaluation of business plans, transformation plans, corporate strategies, policies and procedures to deliver appropriate customer focused quality services to support the Council’s core services.

To drive and deliver the People Management Strategy ensuring that adequate benchmarking is undertaken and that appropriate measures are in place for monitoring.

To develop joint approaches to local service planning and delivery in partnership with all the relevant internal and external services providers and regional and national bodies, maximising opportunities for co-ordinated and integrated services management arrangements to enhance service delivery.

To promote a clear focus on quality assurance, service accessibility and responsiveness, maximising customer involvement and feedback, which contribute to the development of sound leadership and a high performance management culture.


To champion equality and promote equal opportunities with our communities and staff through personal example, open commitment and clear action.

To lead by example on the organisation’s high standards and principles including reaffirming the values of openness, commitment, respect, leadership and dedication in actions and communications.

To ensure that sufficient resources from the City Council and partner agencies have been identified and are available, effectively used and provide value for money.

To provide clear and timely operational and strategic advice, guidance and support to the Director, Elected Members and Management Leadership Team, actively contributing to corporate policy and strategic decision making.

To implement the Council’s budget strategy within Government controls, identifying and proposing methods and means of generating capital resources to match and augment external grants and funding.

To develop and maintain appropriate relationships with Elected Members, Council officers, and other partners and stakeholders attending meetings as required.

To act as an ambassador for the City Council, promoting and developing the authority’s image and reputation, forming strategic alliances and developing effective working relationships on a local, regional and national basis, representing the City Council at external events as required.


To develop and co-ordinate the section’s performance management system in line with the corporate approach.

To develop a positive working environment, encouraging active involvement of employees in shaping the development and delivery of services.

To ensure that Human Resource, Learning and Development and Payroll policies comply with legislation and are robust, up to date, effectively implemented and monitored.

To ensure all employees providing Human Resources, Learning and Development and Payroll services are aware of their shared responsibility for improving outcomes, sharing information and providing consistent advice.

To provide a ‘can-do’ approach and encourage a positive working attitude with other related areas such as Health and Safety, Finance and Legal Services.

To be supportive of colleagues and ensure that the teams are working as one team. To coach directorate managers and the teams to resolve people issues, motivate employees and

improve the performance of individuals and teams as a whole, ensuring customer focus. To develop and implement effective systems and ensure that such systems are fully utilised by the

HR, L&D and Payroll teams and managers (as appropriate). To lead and support the teams in driving transformation, adopting the corporate approach or

designing new approaches as necessary. To ensure all employees are developed and supported to enable them to reach required professional

competencies to deliver services to both national and local standards. To deliver the most cost effective service to meet the service needs of the business. To encourage and generate income for the authority at every available opportunity including but not

limited to e-bulk, Disclosure and Barring Service, Service Level Agreements, and ad-hoc project work. To manage the Human Resources, Learning and Development and Payroll teams effectively, these

include (but are not limited to);- Human Resources Recruitment Pay and Conditions Reward and Benefit Pensions Learning and Development Workforce Planning Training Provision Equality and Diversity

Finance and Staffing Dimensions: Gross Revenue Budget: £3.189m Capital Budget: N/A Staff: 80.47FTE

These duties are neither exclusive nor exhaustive and you may be expected to undertake duties and responsibilities, as directed by the City Director

Person Specification Job Title: Strategic Manager – Human Resources


a b c A degree or appropriate professional qualification within the remit of the professions covered with evidence of continuous professional development.

Membership of a relevant professional body.

Experience of consistent achievement as a manager within Human Resources managing large complex teams.

Experience of leading and managing large programmes and change management projects which had major impact on staff and processes.

Experience and understanding of the statutory and regulatory functions relating to public standards and provision in the public sector.

Experience of promoting equal opportunities and delivering best practice through customer focused service provision.

Experience in developing effective working relationships, commanding the confidence of diverse stakeholders including, members, senior management, staff and partners.

Knowledge and understanding of effective working within a political and trade unionised environment and the challenges that the City Council face.


Experience of driving effective culture change to support business transformation.



Competency Framework Should you be shortlisted, you will be assessed on the following competencies and will need to demonstrate how you meet the criteria. Leading and Deciding Deciding and Initiating Action; Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.



Interacting and Presenting Relating and Networking; Easily establishes good relationships with customers and staff; communicates well with people at all levels; builds wide and effective networks of contacts.

Presenting and Communicating information; Speaks fluently; expresses opinions, information and key points of an argument clearly; makes presentations and undertakes public speaking with skill and confidence; responds quickly to the needs of an audience and to their reactions and feedback; projects credibility.



Adapting and Coping Adapting and Responding to Change; Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; remains calm and focussed; shows an interest in new experiences.



Personal Strengths : Need to bring Counterpoint People strong in Counterpoint always bring a different viewpoint to others – whatever the situation or context.

Drive People strong in Detail naturally focus on the small things that others easily miss, ensuring that everything is accurate and error-free.

Equality

People strong in Equality ensure that everyone is treated equally. Improver People strong in Improver constantly look for better ways of doing things, for how things can be improved.

Judgement People strong in Judgement enjoy making decisions and are able to make the right decision quickly and easily.

Persuasion People strong in Personalisation recognise everyone as an individual, noticing the subtle differences that make them unique.

Prevention People strong in Prevention think ahead, to anticipate and prevent problems before they happen.

Reconfiguration People strong in Reconfiguration juggle things to meet changing demands and find the best fit for what they want to achieve.

Relationship Deepener People strong in Relationship Deepener have a natural ability to form deep, long lasting relationships with people.

Strategic Awareness People strong in Strategic Awareness pay attention to the wider factors and the bigger picture that will inform the decision they make to achieve their objectives.

Conditions of Service Job Title: Strategic Manager – Human Resources

Grade: SM2 (pending outcome of intervention)

Salary: TBC

Working Hours: Normal office hours are 37 per week, however officers at your level are expected to work according to the exigencies of the service. It will therefore be necessary for you to be flexible and undertake additional hours, as and when required, without additional remuneration, in order to properly discharge your duties and responsibilities, subject to the provisions of the Working Time Regulations. Annual Leave Entitlement: Your annual leave entitlement is 28 days increasing to 31 after five years’ continuous local government service, plus 8 public holidays, 2 extra-statutory and 2 local days. The above entitlement will be calculated pro rata depending upon hours of work. Sickness Absence: This will be paid at basic levels. This means that any enhancements normally received for shift work, weekend working and so on will not be paid on days when you are absent from work due to sickness. Pension Provisions: For occupational pension purposes you will have the choice of:- a. Joining or continuing in the Local Government Pension Scheme. b. Arranging your own personal pension provision approved by the Inland Revenue. c. Joining S2P (State Second Pension Scheme). Casual Car User Allowance: If your job requires you to use your vehicle on Council business provided that you are insured to do so then the appropriate allowance is payable as per the National Scheme. Assisted Car Purchase Facilities: You may be allowed to borrow up to £15,000 subject to you meeting the annual minimum mileage criteria of 500 business miles and subject to affordability. Notice Period: Your notice period will be dependent upon the grade of the post and your continuous service. Probation Period: New entrants to local Government service are subject to a probationary period of six months during which you are expected to establish your suitability to the post. Equal Opportunities Monitoring: New entrants must provide details of ethnicity and disability for the starter forms to enable the city council to monitor its progress towards being an equal opportunities employer. Medical Examination: Your employment is subject to medical clearance being given by the Council's Medical Adviser. Initially, this will take the form of a medical questionnaire. Asylum and Immigration: According to the Immigration, Asylum, Nationality Act 2006 you must (if appointed) provide proof of current and valid permission to be in the United Kingdom, and valid permission to do the type of work offered. Your continuing employment is subject to you having leave to remain and work in the United Kingdom by having a valid work permit. Should your work permit fail to be renewed at a future date, the authority would have to terminate your contract with immediate effect. Trade Unions: As your employer, we support the system of collective bargaining in every way and believe in the principal of solving industrial relations problems by discussion and agreement. For practical purposes, this can only be conducted by representatives of the employers and of the employees. If

collective bargaining of this kind is to continue and improve for the benefit of both, it is essential that the employee’s organisations should be fully representative. Therefore, it is recommended that employees become a member of a trade union represented on the relevant national joint council. A full list of the trade unions appropriate to the type and nature of employment is available from HR Consultancy. Other Conditions of Service: Any other conditions of service are as per the Joint Negotiating Committee (JNC) for Chief Officers and as amended by decisions, rules and regulations of the City Council.

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