Head of Procurement and Contracting Contracts Managers x 8

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1 JOB DESCRIPTION FINAL Job Title Position Number(s) Department Section or Service Category Manager Adult Social Care and Health ASC and Health Commissioning DESIGNATION: Responsible to: Employees directly supervised (if applicable): Family Tree: Head of Procurement and Contracting Contracts Managers x 8 Indicate by means of a diagram the position of job within the organisation or attach an organisation chart. Responsible for share of ASC: Gross Revenue Expenditure: proportion of notional 20-30m (Budgets 2015/16)Net Revenue Expenditure: - Capital Expenditure: - Full Time Equivalent posts: 8 (matrix) 1. JOB PURPOSE: To be a senior role in the Contracts team, responsible for whole service oversight of spend against specific service areas

2 To focus on value for money within commissioning spend and the performance of contracts, by value of product delivered against value of spend To be responsible for line managing the Contract Managers, supporting and guiding them against the organisations overall strategic procurement objectives To take responsibility for being the primary support of the Head of Procurement and Contracting for the review and performance of contracts across the Adult Social Care (ASC) and Health Commissioning Directorate To work in close partnership with the Procurement Consultant and Placement Brokerage Manager, as well as the Commissioning and Business Intelligence Teams, to draw on multiple sources to create robust and fully informed contracts To be an essential function in evaluating performance and assigning resource on a proportional, value for money basis To feed into the development of contracts at an early stage to ensure effective monitoring and control To be a specialist in procurement regulations and effective delivery To act as an SME to enable effective procurement processes and guide modern and innovative approaches To act as an oversight manager, ensuring that procurement is subject to correct governance To drive prevention and early intervention principles to deliver better outcomes and value for money To collaborate with ICT, entrepreneurs and small and medium enterprise to innovate the way we deliver services To attract inward investment via discretionary funds to support improvement health and social care outcomes To ensure that all statutory responsibilities are delivered where applicable To ensure safeguarding is a high priority and ensure all direct reports are aware of their responsibilities in their Department and that issues are recognised and escalated as appropriate 2. MAIN DUTIES AND RESPONSIBILITIES: General: To be responsible for leading the continuous review and improvement of the Directorates spend on services and contracts

3 To develop, implement and promote a category management strategy, ensuring effective integration with wider Directorate strategic developments and objectives To not solely manage contract managers and their categories of spend, but ensure that they are reflective of the customer journey in a similar manner to the commissioning team, encouraging cross-overs where appropriate To act as the subject matter expert on effective and efficient contract management and the development of appropriate management mechanisms and processes To lead and enhance Directorate efforts to prioritise value for money objectives against the delivery of service needs To support day to day contract management functions with strategic oversight and expertise to ensure spend is achieving objectives and aligns with strategic priorities To support and inform the development of commissioning strategies, ensuring a big picture view of wider directorate and council spend is understood and integrated in new models To ensure procurement strategies and process achieve full integration with category management strategies and deliver effective service oversight and control mechanisms To provide expert and influential advice and guidance to managers and councillors as required, articulating the objectives of the category management strategy and its integration across service delivery To lead the development of new spend management procedures and approaches, drawing on best practice from across the sector and beyond, and challenging process where appropriate To seek engagement with customers and incorporate their needs at all times To provide guidance and coaching to their Contract Manager team members, providing development feedback where appropriate, delegating effectively, taking into account team s areas of expertise To use customer engagement to drive service design To demonstrate a high level of political and commercial awareness, coupled with a strong understanding of the procurement policy objectives and goals To demonstrate strong leadership skills utilising initiative and proactivity to find ways to innovate and think strategically about the ways in which the service is delivered To fully utilise customer engagement where applicable to inform service design

4 To think and act laterally and enterprisingly in order to develop new ways of contracting where possible, and to influence and shape strategically new models of care To stimulate new ways of working with providers in the ASC and Health market. To ensure business as usual performance is delivered in a timely and accessible way Assess To possess a high standard of political and economic acumen To analyse and review data provided by Contract Managers to an advanced skill capability To make decisions regarding strategy to be followed by the team Plan To be able to leverage supplier existing relationships and forming new strategic relationships where applicable with the Commissioning Heads of Service To be able to lead projects and drive change where required of them, being accountable for these projects to senior management To have financial expertise Do To be the lead for the change management of the team To be accountable for portfolios of contracts To work with the Commissioning Teams to assist the leveraging relationships with suppliers and contractors for the benefit of the project To lead large negotiations where required Review To easily identify improvements in contracts or in the procurement process To have a solid understanding of the underlying causes of a problem To be responsible for and carry out evaluation of contracts or of the procurement process 3. KEY DELIVERABLES: To leverage inward investment to benefit ASC and Health and the transformation programme To attract world class research and development to support our change programme and its evidence base

5 To maximise other peoples ambition to build our own success To provide mechanisms for stakeholders and partners to better integrate a collective and collaborative response and approach to communities To be accountable for the delivery of planned savings and improved quality across the existing contracts over 2014 to 2017 To engage on multifaceted and complex matters with considerable consequences for organisations and stakeholders, or which warrant action on behalf of the Council, and be accountable for taking action that has a major impact on resources To deliver specific components of the Better Care Fund including the development of a single residential and nursing commissioning model and an integrated homecare service by ensuring that the contracts and procurement method supports this aim To develop an aligned business intelligence unit that offers comprehensive analysis and intelligence for an informed Procurement and Contracting function To work with the Commissioning Teams to implement a new approach to targeted quality assurance and inspection of contracts and providers that evidences safety and quality To combine and streamline contracts for efficiencies and implement new creative contract models that fit the direction of travel 4. CORPORATE EXPECTATIONS: To work in a collaborative manner with their Director, the other Heads of Service and their managers to support the development of effective and strategic planning, strategy and delivery for the benefit of citizens and communities Take an organisation-wide view of deployment of their Contract Manager resources, ensuring they are targeted towards achieving the Councils corporate key priorities and outcomes To perform their tasks and write outputs with a focus on high quality To write clear and concise reports in plain English To ensure Safeguarding is a high priority throughout the Department To be able to stand up for the best interests of a service or customer group when required

6 Be open and transparent leading supporting a culture of effective people management, employee engagement and motivation to enhance the contribution of staff and to improve innovation, effectiveness and efficiency of delivery To promote and lead the development of a continuous improvement and learning culture, mentoring and supporting other managers and teams to develop a culture of personal ownership and accountability for delivering outcomes Be accountable for the effective use of resources including budgets directly managed To be accountable for the deployment and development of staff resources within the Division, for ensuring best practice in equal opportunities and execution of the human resources policies of the Council including the development of a performance culture through the Council s performance management framework Demonstrate the Council s values and behaviour, providing positive leadership, being responsive, innovative, enterprising and working collaborative and by acting with openness and integrity and by instilling a clear sense of direction, priority and pace Civil and Other Emergencies Managers To support the Council s role in planning for and responding to civil and council emergencies using skills/expertise of the post holder and in accordance with council emergency procedures. To provide emergency contact details for the purposes of emergency and service continuity plans. To ensure service continuity plans are in place for all the business units you manage that will enable them to deliver essential services following a business disruption and, where requested, ensure your service is prepared to respond to the needs of the community following an emergency. I.T. To use the Council s office-based and mobile IT services for the input, access and transmission of information using the appropriate level of information security and classification through the use of electronic mail, diaries, word-processing, spreadsheets and databases as well as any specific job-related applications as required to carry out the duties of the post. Information Management Managers To ensure the Council s data quality and information rights compliance by managing the administration of information, application systems, technology and staff so that the business unit complies with the Council s Information Management related policies. To ensure adequate guidance is available to business unit staff through the production and maintenance of documented procedures and processes supported by relevant training.

7 During audits, to be able to demonstrate compliance with policies by the production of satisfactory supporting evidence. Equal Opportunities To know and adhere to the Council s equal opportunities policy and equalities legislation and implement in relation to job responsibilities in employment and service delivery. Health and Safety Managers To be fully familiar with the Council s Safety Policy and Codes of Practice and guidance relating to their area of work and ensure that all duties and responsibilities are discharged in accordance with them. To take reasonable care for his/her own health and safety and any other person(s) who may be affected by his/her acts or omissions at work in accordance with Health and Safety legislation. To co-operate with the Council in so far as it is necessary to enable it to comply with its duties under relevant Health and Safety legislation. To be responsible for, under the direction of the Director, the risk assessment of officers health and safety within their service area whilst at work and any other person s health and safety who may be affected by this undertaking for the purpose of identifying the measures they need to take to comply with the requirements and prohibitions imposed upon him/her by or under the relevant statutory provisions, regulations, approved code of practice and guidance. Smartworking Work under the Council s smartworking policy and timesheet to assist in providing value for money to clients. Safeguarding of Children, Young People and Adults (for all front line staff in Children s Services and Adult Social Care) To be aware of and work in accordance with the Council s child and adult protection policies and procedures in order to safeguard and promote the welfare of children and adults and to raise any concerns relating to such procedures which may be noted during the course of duty. For further information on whether a Standard or Enhanced Disclosure check is required, managers should refer to Disclosure and Barring Scheme information on the HR policies and procedures section of the SmartHR intranet site. I agree to the above job description Continue on separate sheet if necessary. Post Holder Date.

8 Director / Chief Officer Date. SELECTION CRITERIA/PERSON SPECIFICATION Job Title: Category Manager Conditions to Note : Candidates: When completing your application form, please address your answers directly to each of the selection criteria below. This enables the panel to assess your ability to meet each criterion. It s essential that you give at least one example of your ability to meet each of the 5 Values and Behaviours: Responsive, Innovative, Collaborative, Enterprising and Serving our Public. Recruiting Managers: The following values and behaviours are essential criteria in each post and must be addressed directly by candidates. The Guidance Notes on values and behaviours for managers give example questions to probe candidates in the interview and application stages of the recruitment process. Values & Behaviours The London Borough of Hammersmith and Fulham has identified 5 key behaviours and values which should be demonstrated by all council employees. Successful candidates will show the ability to meet these behaviours. Candidates applying for managerial/leadership roles should also demonstrate two additional leadership behaviours. A Equal Opportunities Demonstrate an understanding of and commitment to Council policies in relation to Equal Opportunity, Customer Care and service delivery, and the ability to implement these policies in the workplace. B Qualifications: Essential: Overall sound educational attainment Professional qualification (procurement) and preferably commissioning development or formal commissioning qualification.

9 C Knowledge & Experience: Pursues creative and new ideas to provide solutions to complex problems Outcomes focused and solution-oriented Exhibits confidence and leadership, engages emotionally and can show evidence of influencing key stakeholders externally and internally Acts as an authentic and inspiring member of the team, able to support their leader to build inclusive and high-performing teams Delivers excellent service to colleagues and clients Applies judgement in managing risk, supporting their senior leadership to deliver on commitments to savings Deals with ambiguity, demonstrates resilience, readily adapts to change and exhibits personal growth Proven experience of category management and procurement/contract management in a public sector environment Ability to present information in a clear and concise way Proven experience of leading and working at a senior level in complex environment in public / charity or private sector. Proven experience delivering value for money in specific contract areas across the whole commissioning cycle Demonstrable specialist knowledge across a number of categories in adult social care Proven experience delivering value for money on contracts in a commissioning setting Clear understanding of the relevant procurement and contracting regulations and legal frameworks Proven experience of successful interaction and working diplomatically, preferably in a democratic environment at corporate, board level. Experience and skills in managing high financial value projects and managing their significant associated risks Skills and experience in co ordinating programme and project management Skilled chair and constructive participate in a variety of meeting environments with the experience, skills and gravitas to chair

10 programme and project groups and ensure success. Skills in and knowledge of contracting models and use of levers to drive change and achieve outcomes Skills and experience of the use of research and development, analysis and modelling on which to test hypotheses Experience and skills in constructing detailed business cases. Understands market management and has proven experience of developing and maintaining provider / commissioner partnerships in shaping the specialist market Understands how to construct measures and metrics and their use in demonstrating achievements. Experience of developing joint ventures and working collaboratively with partner organisations to maximise opportunities. Desirable : Problem solving and lateral thinking that assist in identifying new ideas Leadership that motivates teams and drives change for the organisation Our Values & Behaviours D appropriately: We have a can do attitude and respond to the needs of others quickly, positively and I listen, acknowledge what is needed and respond promptly and appropriately My actions and decisions are informed, balanced, reasonable, transparent and well explained I take responsibility for my actions and enable others to take action or make decisions too I anticipate and plan to meet future needs I seek regular customer feedback on how my service is received and make improvement where is needed E We embrace change and constantly seek ways to improve the way we work: I look for better ways of delivering my service to add value for my customers and the taxpayer I am open to new ideas and encourage a creative environment where these can emerge

11 I make things simple and easy-to-access for my customers/residents I embrace change and build on new opportunities that emerge I act as a role model exploring all sectors and adopting best practice to deliver my service F We work well together to achieve a common goal: I am sensitive to the needs and preferences of others, respect them and adapt my behaviour as appropriate I share knowledge and am open to learning from others I am open to constructive challenge from others and seek and act on feedback I invest time in building and maintaining my relationships with internal and external partners I recognise and show that I value the contribution of others G H We are resourceful and seek the best deal when looking for ways to improve value for money: I deliver high quality services in spite of diminishing resources and do not overspend I seek ways to reduce cost and work with others to get better value for our taxpayers I have a commercial outlook and look for ways to generate income I focus on delivering results and outcomes I challenge existing practice to ensure continuous improvement and support new ways of working vice to We put the public at the heart of everything we do, lead by example and take pride in serving our public well: I set high standards for myself and ensure that I deliver the best possible service that reflects diverse needs I put citizens at the heart of everything I do I enable others to make informed decisions by providing clear and concise information I am aware of my role within the local authority and deliver services in order to balance competing needs I treat others with courtesy, fairness and transparency when delivering public services Management Roles (DELETE AS APPROPRIATE)

12 I I manage my service, know my budgets and what is going on: I encourage my team to improve the service and find opportunities to collaborate with others to maximise performance I set and monitor stretching targets, whilst supporting people to deliver I anticipate Members needs and respond to their feedback I take prompt and fair action to rectify poor performance I plan, monitor and adapt my budget to respond to changing priorities J employees: I lead high performing teams by engaging I develop and communicate a clear vision and direction for my service I help staff engage with and understand reasons for change I coach and build the capacity of my team I invest time meeting and communicating with my staff, including through one to ones, team meetings and performance appraisals I make time to understand people s strengths and what motivates them

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