Strategic Manager Looked After Children & Permanence - DURHAM
Aykley Heads, Durham DH1 5UJ, UK
Strategic Manager – Looked After Children & Permanence
Children & Young People’s Service
DCC Band 1
Looked After Children & Care Leavers
Head of Looked After Children & Permanence
The Council has designated that this post is not politically restricted in accordance with the requirement of section 1(5) of the Local Government and Housing Act 1989 and by regulations made from time to time by the Secretary of State.
Disclosure & Barring Service
This post is subject to Enhanced Disclosure.
Purpose of the job:
The post holder is responsible for providing strategic leadership, and will set the priorities, policy and direction of the team (Looked After Children and Care Leavers) aligned to Corporate and Service priorities. They will contribute to the wider service area management team and will lead by example in terms of embedding the vision, values and behaviours of the council.
They will assume a corporate remit as appropriate and will engage with other service areas to achieve better outcomes for the council.
Key Result Area – Corporate
· To drive organisational change and the transformational agenda by championing the organisational benefits and seeking to embed the application of the council’s core values of People Focused, Outcome Focused and Innovation and Empowerment which are built around a ‘One Council’ ethos;
· To strengthen and develop the culture of the council and promote the implementation of a ‘One Council’ approach. To support and seek out collaborative opportunities across the service, within the wider council and with appropriate partners.
Key Result Area – Leadership
· To provide clear and visible leadership in a positive working environment;
· Contribute to the overall plan for the service, taking the lead role and advising on specialist areas of responsibility;
· Manage corporate and service projects and initiatives of varying complexity ensuring that the standard project management methodology is properly utilised. Provide opportunities for employees by encouraging cross-service and matrix working.
Key Result Area – Service Delivery
· Ensure service delivery is maintained in line with the corporate service design principles and establish the most effective level of service delivery attainable within the resources available;
· Develop and embed demand-side customer driven service design (‘outside-in’)
· Establish effective workforce planning arrangements which support medium to long term service delivery and take into account not only the human resource factors, but ties this in to overall strategic plans, financial and budget considerations, environmental issues and legislative requirements/regulations and governance;
· Contribute as appropriate in the identification of commercial opportunities that can modernise service provision, improve service delivery and deliver MTFP savings options.
Key Result Area – Generic Management
· Manage employees, relevant budgets and team/individual performance in accordance with council procedures and objectives
· Use workforce planning data to inform the appropriate interventions for employee development and encourage progressions, as appropriate;
· Establish effective lines of communication and build working relationships with the team based around trust and empowerment;
· Effectively engage with the team/individual employees to make decisions within the remit of their work, to challenge appropriately and to think ‘outside the box’ in terms of improving service delivery;
· Lead by example in relation to continuous professional development;
· Actively encourage and lead by example in terms of smarter working initiatives and promote the use of technology to maximise productivity and service delivery;
· Ensure, as far as reasonably practicable, the health, safety and well-being of yourself and others within the workplace, including building levels of resilience and instigating interventions as appropriate;
· Ensure principles of equality and diversity are embraced and underpin all work for employees and service users.
Key Result Area – Job Specific
· Responsible for leading, developing and managing a range of connected and inter-dependent services for looked after children and care leavers within, and on behalf of the County Council, that result in positive outcomes for this vulnerable group;
· Take a lead in the planning of innovative and cross cutting services to meet the integration agenda and the build on productive partnership arrangements with key providers and statutory agencies;
· Take a lead role in the Looked After Children Strategic Partnership and in supporting the delivery of an effective Corporate Parenting Panel working closely with elected members; and all wider Council Elected Members;
· Be the designated Agency Decision Maker for Adoption and Fostering Services in relation to children’s care plans, approval of adopters and foster carers and all matches for children with care plans of adoption;
· Take the lead strategic role in agreed areas and represent the council and Children’s Services in the appropriate mechanisms for joint working e.g. LSCB, Partnership Boards, strategic groups and the Children’s Partnerships;
· Management of safeguarding risks in relation to children and young people and be an effective decision maker;
· Undertake Senior Manager On Call duties out of hours, weekends and bank holidays;
· Review and develop local service plans to take account of identified commissioning needs, changes and developments within the market and future strategic direction arising from legislative/government priorities;
· Undertake effective risk management on behalf of the council, in relation to individual case management;
· Lead and participate in relevant policy and decision making forums;
· Work closely with a range of local statutory agencies, independent and voluntary services, including parents and young people, to ensure the delivery of social care services, including statutory duties;
· Develop and promote flexible, integrated, cross agency working and an outward focus that improves service delivery, jointly tackles local problems, maximises the use of external sources of funding and generates a real customer and community focus and a performance culture within the delivery of Children’s Services;
· Deputise for the Head of Service as required.
The above is not exhaustive and the post holder will be expected to undertake any duties which may reasonably fall within the level of responsibility of the post, as directed by the Head of Service.