Role Context & Purpose

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1 Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports manager Role Context & Purpose The Children s Social Care Service is undergoing a major transformation to improve service delivery and outcomes for children and families. This role therefore requires confident, ambitious leadership which changes the lives of local children, young people and families. The transformation agenda will require that the post holder will work in a very challenging environment. The Group Manager will deliver the effective operation of a service through the management of a team or of an activity across teams, also operating as the principal professional in regard to that activity or team service. This will include the performance management of the team or the service activity and the co-ordination, planning and delivery of agreed activities and objectives. To contribute to the development and shape of future team or group service provision. To build and maintain relationships and influence activities including working across and outside of the organisation. The Group Manager will work within a county wide service, concentrating on a particular area of specialism or part of the child s journey, the areas are: Contact, Assessment and Intervention Family Support and Protection (including Disability) Resilience and Permanence (including Children Looked After & Adolescent and Family Resources) Fostering, Adoption and Intervention Key Accountabilities The specific accountabilities of this flexible role may alter from time to time in order to meet the needs of the business/client, but accountabilities will include (or be equivalent in nature to) those listed below: Delivery of a challenging customer focused service, managing a large team or large scale activity to meet defined performance indicators and business strategies. Formulation and development of policies, processes and guidance, taking into account views of stakeholders, and gaining appropriate ownership and approvals. Applying complex theories and detailed technical knowledge to devise approaches from first principles. Contribution to the successful implementation of policies, processes & guidance, including interpreting procedures/practices to satisfy short and medium term operational requirements.

2 Providing expert advice and guidance on complex issues verbally and/or through written reports. Providing professional advice/support across the department and/or organisation and tackling difficult problems of a technical, professional, resource or people related nature. Analysis and evaluation of complex information and identification of innovative solutions through the detailed grasp of involved procedures and practices. Direct responsibility for a budget and/or advisory impact on projects relating to the role s specialism/other externalised expenditure. Developing the shape of future service provision and budgets, typically planning on a time horizon of around a year. This will include reviewing and recommending changes to systems, processes, procedures and practices; the implications of which will likely extend beyond own service. Contribution to the realisation of service, group or team service improvements through the identification, design and implementation of developed solutions which enable the organisation to be successful. Effective and efficient management of resources, including staff where applicable. Operational resource deployment and recommending future resource needs over the short term. Management of service delivery or specific reviews, projects and programmes on service/directorate provision through the use of effectively managed resources, within appropriate constraints. The development of effective relationships with managers or partners across the wider directorate, other parts of the organisation and external organisations. Working with, advising and influencing key stakeholders in specialist field including Members, Chief Executive and board, senior managers and other key partners. Maintaining national and local networks and partnerships. Meeting statutory, national, regional and local obligations in service delivery through own work and managed staff. Supports equality and diversity and respects customers, clients and other members of staff regardless of gender, age, disability, sexual orientation, religion or ethnic origin. Remains up to date and compliant with all relevant legislation, organisational procedures, policies and professional codes of conduct in order to uphold standards of best practice.

3 Group Manager Person Specification Job Category: Leadership & Management This section outlines the key criteria that must be addressed when submitting an application for employment or registering with West Sussex Futures as shortlisting for interview will be based on information supplied here. Level of Knowledge Expert specialist, theoretical knowledge relating to the service specialism, for example, attachment, impact of development trauma, child development and signs of safety, fostering and adoption. Detailed practical knowledge of relevant legislation and national initiatives, for example, Children s Act 1989, Adoption and Children s Act 2004, Working Together, Fostering Regulations and Standards and Public Law Outline. Excellent knowledge of joint working with partnership agencies including health, statutory, voluntary and independent sector and internal colleagues, for example, Health, Probation, Learning, Early Childhood Service, Youth Service. Knowledge of how to effectively influence and negotiate partner relationships at management level. Knowledge of how to recognise political context of social care and respond appropriately at management level. Detailed practical knowledge of complex theories including relevant technical knowledge to formulate and develop policies, processes and guidance, such as systemic leadership techniques, co-construction, appreciative enquiry, solution focused, evidence based outcomes. Sound practical and theoretical knowledge of the political environment of local government and partner organisations. Sound and accurate IT knowledge eg Microsoft Office. Qualifications and Professional Membership Recognised professional Social Work Qualification, for example, Degree in Social Work, DipSW, CQSW or equivalent as recognised by the Health and Care Professions Council (HCPC). Recognised post qualifying award in Social Work or demonstrable evidence of continuous professional development at a similar level and to demonstrate practice in Social Work in line with the Professional Capabilities Framework Strategic Level as defined by the College of Social Work. Post holder will be required to undertake post qualifying training and maintain records of training in line with HCPC requirements. A recognised management qualification or demonstrable continuous professional development in this area. A current HCPC registration and responsibility for maintaining registration.

4 Full practice Educator qualification at Stage 2. Desirable Willingness to achieve the Full Practice Educator qualification at Stage 2. Valid full driving licence. Experience Expert relevant experience in specialist area, including sound relevant operational experience in social work ideally 3 years as a senior practitioner or small team leader/supervisor. Significant post qualification experience in dealing with significant and diverse issues, for example, management of complex child protection matters, staff under performance, allocation of limited resources. Experience of delivering or co-ordinating a quality service to others. Experience of managing/leading staff 3 years experience as a minimum. Experience of managing a budget and contributing to financially related decisions on high level spending. Experience of shaping and supporting initiatives in a political environment. Skills Key Skill 1 Ability to deliver change and continually improve practice and performance in a supportive, positive way. Post holder will be emotionally intelligent and can apply effective leadership, people management and performance management skills with the ability to provide direction, leadership and support to individuals and teams. Ability to manage self and others; be self-aware and understand the impact of work on self and others; respond constructively to situations and workload, appropriately keeping cases on target and balancing competing demands. Key Skill 2 Ability to make sound pragmatic problem solving decisions, which will have a wider service impact. The ability to analyse and make judgements based on principles to tackle difficult problems of a technical, professional, resource or people related nature, including highly developed risk management skills. Key Skill 3 Sound partnership working skills including the successful co-ordination of partners to deliver objectives. Key Skill 4 Ability to challenge existing practices and models of service delivery and identify innovative solutions that are outcome focused and co-constructed. Ability to effectively apply solution focused leadership, take a systems analysis approach and use systemic leadership techniques.

5 Key Skill 5 Effective research, evaluation and interpretation skills to derive conclusions and plan over the short term. The post holder will take into account changes in legislation and national policy. They will identify and influence practice improvements to meet the needs of the communities they are serving. Key Skill 6 Excellent communication skills with ability to influence the actions of others and communicate information which may be complex and contentious. Includes the ability to negotiate solutions across wide areas of the business and successfully convince others of the need to take a specific course of action. Ability to set timescales and objectives and review effectiveness of service delivery. Project management skills including the ability to apply project management principles and practices to complex issues. Sound and accurate IT and keyboard skills, for general office duties for example producing reports and monitoring budgets. WSCC Management Capabilities All managers need a comprehensive range of skills and knowledge, but seven capabilities have been identified as critical for WSCC moving forward. They are detailed below and apply to all managers (NJC 10 to Chief Officer C). Capabilities will be considered when a candidate is successful at securing an interview, and for continued development at Performance and Development Reviews. The seven Management Capabilities are: Customer, partnerships and stakeholder engagement Financial management Political awareness and governance Business planning and performance management Creativity and innovation Employee engagement Managing and leading change West Sussex Behaviours This section will be assessed when a candidate is successful at securing an interview, and for continued development at Performance and Development Reviews. (The West Sussex Behaviours are not required to be addressed at application.) We expect everyone in the Council to demonstrate the West Sussex Behaviours, regardless of grade, level or role. They describe how we work with our customers, colleagues and partners. Further information on the West Sussex Behaviours can be found on the West Sussex County Council website.

6 Accountabilities In Action The Children s Social Care Service is undergoing a major transformation to improve service delivery and outcomes for children and families. This role therefore requires confident, ambitious leadership which changes the lives of local children, young people and families. The transformation agenda will require that the post holder will work in a challenging environment, specifically that there is: A need for high morale, high quality work and professionalism at a time of change, - the post holder will need to provide leadership which will inspire and motivate staff. A plan to strengthen the profession so social workers are in a better position to make well-informed judgments, based on up to date evidence. A requirement to make key operational and strategic decisions which safeguard and promote the welfare of children within the context of limited resources and budgets. Provision of confident risk management within service delivery and case management.this will require handling of conflicting views, sensitive information and drawing conclusions which may be contentious. Management decisions which will have to provide value for money when commissioning and delivering services and ensure effective budget management. A culture of shared responsibility for improving services. This will require collaboration across services and with external stakeholders and partners. A culture also of continuous and sustained improvement where there will be a requirement that there is effective performance management and quality assurance which evidences the improvements made. A major responsibility for the post holder to achieve a Good OFSTED outcome and to move towards an Outstanding OFSTED inspection outcome. To support delivery of the Council s and the Children s Service vision and strategy Responsible for ensuring that children and young people achieve best outcomes and safeguarding and promoting the welfare of children at all times To promote and develop collective responsibility, collaboration and partnership working across the service, the council and with external partners to secure good outcomes for children and the most efficient use of the council s resources To work with stakeholders, including service users, carers, families and communities to deliver change and quality improvements- ensuring maximum participation of children and their families in service delivery and case planning To deliver continuous and sustained improvement within the context of council policy and the Corporate Plan as well as in relation to national and local objectives and targets and implement these through robust systems for risk assessment, performance management and accountability. This will involve the analysis and

7 evaluation of case work, audits, performance management data management, statistics and outcomes and practice. To ensure compliance with legislation, statutory guidance, best practice standards and government initiatives related to children, young people and families To lead, inspire and motivate the service s employees, communicating effectively, empowering employees to the greatest extent possible, recognising success and encouraging staff to overcome obstacles To deliver the council s commitment to equality of opportunity, both in the provision of services and as an employer, all staff are expected to promote equality in the work place and in the services the council delivers. To promote a culture of value for money, ensuring alignment between the delegation of professional and financial decision making responsibilities To encourage and develop optimum performance from staff and underline the corporate approach to customer needs, as reflected in the council s structure and style To contribute to the external inspection and audit planning process and take lead responsibility as directed by the Service Leader and /or Head of Children s Services Ensure that there are timely and effective statutory processes in place for children or young people who may have suffered or are likely to suffer significant harm; and/or who may have impaired health and development To develop and manage the Practice Managers, modelling confident risk management practice. To ensure there is high quality supervision, and support for social work practitioners that is reflective and challenging To ensure that there is high quality, appraisal and development of staff which is outcome focussed To manage effectively the performance of staff members and the allocation of staffing and resources appropriately. (They will be responsible for resolving/managing HR issues that have progressed beyond the first formal stages of the HR processes). To provide innovative solutions and expert consultancy, advice and information in matters concerning the area of specialism and service development. This may include:- the introduction of a new legislative framework or statutory guidance; new models of assessment and intervention; oversight of care proceedings or high risk situations concerning the welfare of children who may experience significant harm An advisory impact on projects relating to the role s specialism/other externalised expenditure. Responsible for authorising spend on care packages/solutions. To develop service provision, typically planning on a time horizon of around a year; the implications of which will likely extend beyond own service. An example of such service development will be to identify and respond to new initiatives and changes in

8 legislation and government policy. They will also develop and implement new policies, processes and guidance which are related to their area of specialism (This may include implementation of the Signs of Safety approach and of the Munroe recommendations in meeting the needs of vulnerable children). To project manage any service reviews. This will require ensuring there are effectively managed resources, within appropriate time, budget and financial constraints. They will use their influence across organisations and work pro-actively to initiate, manage and support change. Their scope of influence is therefore wide in order to meet the needs of families and communities. To provide out of hours support to the Emergency Duty Practice Managers (this will involve working some unsocial hours).

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