Badenoch & Clark | David Hunter / Lucy Mavers

STOKE-ON-TRENT CITY

COUNCIL

ASSISTANT DIRECTOR – COMMISSIONING CANDIDATE BRIEFING PACK

INTRODUCTION If you think you know Stoke-on-Trent then think again. The city is undergoing a transformation. Just 90 minutes by train from London, the UK’s 13th largest city region has embarked on a journey with job creation at its core and ambitions to grow the local economy by 50% by 2043, moving from key city to core city status and swelling the North Staffordshire city region’s population to almost three quarters of a million. The recent award of Enterprise Zone status for “The Ceramic Valley” is a key step in achieving this ambition.

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.

Such a major transformation is also bringing changes to the council’s leadership team. There’s been a lot of work done in changing the mentality of the organisation from “can’t do” to “can do” and to “the answer is yes, the question is how.”

We now need to strengthen our commercial ability in balance with our social responsibilities. To do this we have to invest in people who show the ‘can do’ attitude that will bring about positive change in our city.

This is a great opportunity for candidates who want to create a personal legacy and impact.

Stoke-on-Trent continues to transform itself, and the council’s vision means that there is a real opportunity for individuals seeking to significantly enhance both the city and their career.

ABOUT STOKE-ON-TRENT

Stoke-on-Trent, also called the Potteries, is in Staffordshire, forming a linear conurbation stretching

for 12 miles (19 km), with an area of 36 square miles (93 km2). The City has a population of 250,000

sitting within the North Staffordshire conurbation of over 500,000. Stoke-on-Trent is the home of

the pottery industry in England and is commonly known as the Potteries. Formerly a primarily

industrial conurbation, it is now a centre for service industries and it is a world centre for fine

ceramics—a skilled design trade has existed in the area since at least the 12th century.

About 9,000 firms are based in the city creating diversity in the employment base to offset the

decline in the traditional industries of Coal and Steel, and building a solid platform to deliver growth.

Amongst the more notable employers in the City are bet365, founded by local businessman

and Stoke City chairman Peter Coates, Michelin which has its UK Headquarters in the City, as do

multinational Goodwin Engineering and Steelite International. Sainsbury's, Dunelm, Marks and

Spencer and The Co-operative Pharmacy have large distribution centres in the city. Vodafone has a

large call centre on Festival Park KPMG declared Stoke-on-Trent to be the most cost-effective place

to set up a new UK business. The city currently has the advantage of offering affordable business

property, while being surrounded by a belt of affluent areas such as The Peak District, Stone,

south Cheshire, and having excellent road links via the A500 and nearby M6 and rail links.

This perception of the City is changing now and the city council’s growing organisational confidence

is being recognised by government, business and local and regional partners. The local authority

sees itself as there to create the conditions for private sector jobs and to articulate and deliver a

vision that will transform Stoke-on- Trent from being a net recipient to a net contributor.

Major projects are already transforming Stoke– on-Trent including the £15m state of the art city

centre bus station, improvements to public realm and the initial phase of the Smithfield central

business district is now operational. Government have recognised the potential of the City to grow

with the designation of Housing Zone status, enabling development across a number of sites

adjacent to the city centre.

Staffordshire University has made Stoke-on-Trent its main home with an additional 3000 full time

students due to take up places in the City from September 2017, in addition to the 2000 students

who have already moved from the former base at Stafford, creating a vibrant modern university in

the heart of the City, complementing the offer from Keele university to the west of the City..

The city council is leading on the introduction of a geothermal district heat network using its natural

resources to deliver low cost and sustainable energy to businesses and homes in the City and

investing in roads and infrastructure to create a sustainable city fit for the 21st Century and fully able

to exploit its potential as the biggest urban conurbation between Birmingham and Manchester

Job Title: Assistant Director – Commissioning

Directorate: People

Responsible To: Executive Director – People

Grade: Divisional Head 3 (£84,401 –£88,846) (Subject to Review)

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 delivering their priorities.

2. To lead the effective development and delivery of services in the following areas and to manage operational risks effectively and proactively:

Developing integrated health and care services with the NHS

Leading the development of the council’s approach to commissioning across the life-course for in-house and externally delivered services, ensuring a focus on quality, independence, safeguarding and effective use of resources: o Residential and nursing care o Domiciliary care o Mental health services o Learning disabilities o Supported accommodation o Safer Cities o Children’s services o Joint accountability for Public Health Commissioning

Ensuring the governance framework for the Directorate remains up to date and robust

Leading the development of strategic partnerships including: o Health and Wellbeing Board o Children and Young People’s Strategic Partnership o Adults Strategic Partnership

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

Key Accountabilities

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

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 Executive 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 the Directorate’s Transformation Programme is appropriately focused, with challenge and support to programme areas to deliver agreed outcomes.

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

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.

To develop frameworks for the department’s commissioning and contracting processes and support other client divisions in their application of these.

To ensure the effective discharge of the Council’s contractual obligations.

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.

Finance and Staffing Dimensions:

Gross Revenue Budget: £17.2m

Capital Budget: £3.2m

Staff: 39.9 fte

Role also has responsibility for tendering and contract monitoring for services across the following

budgets:

Area Gross Exp

£m

Gross Inc

£m

Net Budget

£m

R&N 33.916 13.625 20.292

Dom Care 7.305 2.550 4.755

LD 21.314 2.689 18.625

Total 62.535 18.864 43.671

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 - Commissioning

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

Knowledge and Experience

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.

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 leading and managing large projects including significant programme of

change which had major impact on staff and processes.

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.

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.

Experience of commercial and business acumen, exploiting new opportunities to achieve

output related change and an outward customer facing and community focus.

Experience of negotiating complex contracts, with multiple stakeholder buy in.

Competency Framework

Should you be shortlisted, you will be assessed on the following competencies and 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 and staff; 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.

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.

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;

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.

PROPOSED EXECUTIVE STRUCTURE

ROLE REQUIREMENT

Pre-Employment Check

Definition

Self Declaration

(Unspent convictions

only)

A declaration of unspent convictions must be completed by all

employees who do not work directly with vulnerable adults or

children.

References A minimum of two employer references will be required- one

of which must be the last employer.

Medical

All new employees are required to complete a medical health

questionnaire.

Eligibility/Right to

work in the UK

Proof is required and original documentation will be sought i.e.

passport or full birth certificate.

CONDITIONS OF SERVICE

Our core values We will:

Be open and honest;

Take real ownership of what we do to get it right;

Challenge how things are done to do them better;

Try new things and learn from our mistakes;

Celebrate success;

Listen to others’ views and work as one team. Working Hours Normal office hours are 37 per week, however officers operating 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. Arranging your own personal pension provision approved by Inland Revenue.

Business mileage 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. Notice period Your notice period will be 3 months 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 will be required to disclose any criminal convictions, bind overs or cautions received, which are not spent. Disclosure and Barring Service Check (DBS) If the post involves regular contact with the most vulnerable, then the appointment 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. The city council currently has a three year re-check policy, and we may take disciplinary action if a satisfactory re-check is not received. Code of conduct 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. Relocation and commuter scheme The City Council’s scheme of Relocation and Commuter Scheme applies to this post and where the successful applicant meets the stated criteria, financial assistance will be provided in accordance with the provisions of the scheme is enclosed where applicable. Political restrictions The post may be subject to political restrictions in accordance with the provisions of the Local Government and Housing Act 1989. Asylum and immigration According to the Immigration, Asylum, Nationality Act 2006 you will be required (if appointed) to provide proof of current and valid permission to be in the United Kingdom, and valid permission to do the type of work offered.

Trade Unions This Authority, as your employer, supports the system of collective bargaining in every way and believes in the principal of solving industrial relations problems by discussion and agreement. Other conditions of service Any other conditions of service are as per the Joint Negotiating Committee for Chief Officers in Local Authorities as amended by decisions, rules and regulations of the City Council.

APPLICATION PROCESS Stoke-on-Trent City Council is working with a recruitment partner on this campaign, Badenoch &

Clark, to whom applications should be sent no later than the closing date of Friday 4th March 2016.

In order to apply, please submit your CV along with the names and addresses of two referees (who

will not be approached until the short list stage and not without prior permission) and current salary

details.

The preferred method of application is online at:

http://www.badenochandclark.com/en-gb/candidates/stoke-on-trent

If you are unable to apply online please email your application and supporting information to

denean.rowe@badenochandclark.com

For an informal and confidential discussion about the role please call Lucy Mavers on 0207 634 0705.

Timetable

Activity Date

Closing date for applications Friday 4th March

Appointments Panel selects longlist Thursday 17th March

Longlist interviews by Badenoch & Clark in

London and Stoke-on-Trent

TBC

Appointments Panel select shortlist TBC

Interview and shortlist assessments by

Stoke-on-Trent City Council

Either w/c 14th March and/or w/c 22nd

March

Final Panel TBC

NOTE

Dates are subject to change.