Bi-Borough Joint Head of Learning Disability Services

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1 Bi-Borough Joint Head of Learning Disability Services What we value at Westminster We believe that through our leadership and working together we can create the best environment to support growth that benefits our local communities and our unique heritage of which we are the proud custodian. Our vision is for Westminster to be an unrivalled City of choice and aspiration where the connections we build amongst our teams, residents, businesses and visitor s gets stronger as everyone plays their part in and benefits from the city s continued success. Our culture We aim to be Productive, Ambitious, Collaborative and Enterprising. We want all our teams to have the skills, confidence and network to contribute to and deliver our City for All vision. We want you to have the opportunity to put your ideas into action, to have a real opportunity to set the standard and the PACE and make your career your own. We want your ambition and we want to help you learn and grow. Portfolio/ responsibilities of this role The role is accountable for delivering services and support in line with the S75 agreement in accordance with the prevailing lead commissioner arrangements on behalf of Westminster City Council and The Royal Borough of Kensington & Chelsea, West London CCG and Central London CCG. The role has direct management oversight of colleagues from a range of employing organisations across Adult Social Care and the NHS, and is accountable to those organisations for their associated requirements. Key Relationships Individuals, families, advocates and representatives NHS and Local Authority Commissioners Other departments and key senior officers of employing organisations, including finance, HR, commissioning, placements, brokerage, public health, legal, children s services, housing, etc. Elected Members Provider organisations, contractors, and interest groups National bodies such as NHS England, SCIE Main Duties and Responsibilities To provide visible, expert leadership to stakeholders in the learning disability community based on the principles of independence, choice and control. Through sound leadership, to foster a culture openness and transparency in which the safeguarding of vulnerable adults is primary, and where positive risk taking underpins safe and responsive service delivery. To provide operational oversight through locality based multi-disciplinary teams, setting high standards for professional social work and clinical practice in the context of legal and regulatory compliance. 1

2 Overall responsibility for workforce management, ensuring sound arrangements are in place for professional development, line management and professional and clinical supervision, as well as appropriate, flexible deployment of resources aligned to strategic and operational priorities as they develop over time. To ensure comprehensive quality assurance systems, governance and reporting arrangements are in place, taking account of clinical risks and compliance To ensure that feedback from individuals, families and other relevant stakeholders, including complaints, continues to inform operational and strategic developments. To lead teams through periods of significant transformation ensuring appropriate engagement and consultation whilst keeping pace and challenging established ways of working where necessary. To ensure that CLDT are adequately established both in terms of structure, skillset and capacity to deliver quality outcomes needed. To provide inspirational and strategic leadership with respect to service planning, innovation and development, making sure services are constantly challenged to to achieve better outcomes for local people with learning disabilities and their families, based on a deep understanding of the needs of local populations. To hold overall budgetary responsibility on behalf of the commissioning and employing organisations, ensuring resources are effectively organised and managed to provide best value outcomes within agreed financial performance targets and in the context of the Section 75 agreement. To interpret relevant national and regional strategies and policies ensuring that operational delivery reflects best practice in the field of learning disability. To actively engage and collaborate with commissioners to ensure strategic alignment and effective and forward looking market development which will support people with learning disabilities to have choice and control. To ensure effective micro-commissioning arrangements are in place which maximise choice and control for individuals and which make best use of alternatives to paid support in local communities with a view to providing Just Enough Support. Leading and developing a range of stakeholder networks to inform the strategic ambitions of the commissioners and with which to co-produce solutions, e.g. self-advocates, families, elected members, third sector and provider organisations, as well as national bodies that lead on innovation and development. To ensure that specialist learning disability resources are targeted toward those individuals with highly complex needs who are most at risk of exclusion or inequality, and to challenge and support universal services to provide appropriate access to people with LD. Budget Responsibilities Staffing 4.8m approximately Procurement (placements/packages): 55m approximately 2

3 What do we expect this role to achieve? Band/Salary range Work style Your manager & team To provide expert inspirational leadership to ensure people with learning disabilities and their families are empowered to lead healthy and independent lives in their local communities. To provide operational management and strategic leadership to locality based multi-disciplinary learning disability teams, ensuring they are developing towards the forefront of good practice, being responsible for continually challenging and improving delivery and driving innovation and development in line with national policy, evidenced based best practice principles in the context of contractual and regulatory expectations. To ensure specialist resources are co-ordinated to support those most at risk of being marginalised or experiencing inequality, whilst ensuring services reach out to support and challenge universal services to provide equal access to people with learning disabilities. Outcomes The role will ensure that individuals and families experience the following outcomes: 1. Taken together, my care and support help me live the life I want to the best of my ability. 2. I have the information, and support to use it, that I need to make decisions and choices about my care and support. 3. I am as involved in discussions and decision about my care, support and treatment as I want to be. 4. The people involved in my care and support will work together in a joined up way that takes account of all my needs. 5. I have access to a range of support that helps me live the life I want and remain a contributing member of my community. 6. My carers report they feel supported and have good quality of life. Band 5 Level 1: 63,930-71, 580 Agile The role reports to the Bi-Borough Director of Integrated Care reporting through Sec75 governance arrangements. Responsible for approximately 80 employees employed by several adult social care and NHS organisations. Direct Reports: Max 6 Structure 3

4 Experience Extensive experience leading learning disability services at a senior level with demonstrable experience of interpreting and implementing national policy and best practice in the field of learning disability. Leading multi-disciplinary teams in multiple organisation complex environments showing a structured approach to governance and accountability. Leading change management projects enabling teams to creatively share resources and learning by encouraging innovative ideas to drive improvement. A track record of building effective and productive relationships with internal and external stakeholders. Evidence of success in establishing a performance orientated culture which delivers efficient and effective services through collaborative working. Track record of working with individuals and families as partners, listening to feedback to inform service development and improvement. Skills Highly legally literate in relevant areas such as The Care Act, Safeguarding, Deprivation of Liberty Safeguards and Mental Capacity, with a sound grasp of regulatory frameworks relevant to both adult social care and the NHS. Up to date knowledge of national policy and best practice in the field of learning disability. Able to demonstrate continuous professional development in management and leadership. An understanding of NHS strategic policy changes and drivers and particularly the role of Clinical Commissioning Groups. A strong and well-articulated value base supporting a rights based approach to independent living, empowerment and choice and tackling health inequality experienced by people with learning disabilities. A passionate advocate for the rights of those most marginalised (e.g. people with profound and multiple disabilities, those with complex and challenging needs, parents with learning disabilities, etc.). A confident communicator, committed to alternative or augmented methods of communication to ensure access and engagement by people with learning disabilities. Qualifications Relevant professional qualification, educated to post graduate degree level or equivalent experience. Professional qualification in a relevant area and evidence of Continuous Professional Development. 4

5 Corporate standards Resources / Financial management We expect you to manage delegated budgets, funding and resources in line with our processes and our Westminster Way. We would welcome your ideas on the development of outcome based commissioning models and/or income generation opportunities to help the council receive value for money. Values and behaviours Our values and behaviours are at the heart of everything we do. We expect you to work in this Westminster Way empowering, engaging and encouraging your teammates to deliver our corporate vision. Compliance We expect you to ensure legal, regulatory and policy compliance in area of your specialism, identifying opportunities and risks and escalate/report where appropriate. Equality and diversity We value equality and diversity as a city council and we want you to support and promote this in your day to day work. PACE Our values and behaviours: Set the PACE The Values and Behaviours are essential criteria for each post. The bullet points alongside each value give examples of good practice or behaviours associated with that value. You will need to show that you meet each of the values to join us. Productive We show initiative, drive and determination to get the job done; and constantly to improve what we do. We determine the right course of action through listening to the needs of our customers We are accountable for our actions and the decisions we make We help others to be productive, independent and make informed decisions Ambitious We are ambitious in creating new solutions which bring about substantial benefit We challenge ourselves to be the best we can be We take pride in providing public services to our communities We work as a team to support one another to be the best we can be for our customers Collaborative We provide local leadership and work with partners jointly to develop and deliver services We listen to one another and respect one another s point of view We challenge one another respectfully and constructively, working together to resolve issues We treat everyone with courtesy, fairness and transparency Enterprising We seek the best deal when looking for ways to improve value for money and reduce cost. We look for new ways to generate growth, income and maximise commercial potential 5

6 We take managed and considered risks to enable us to achieve the best outcomes. Additional leadership values and behaviours for managers People and Service Management (Delete as appropriate) Managing excellent, cost-effective service delivery. Driving forward performance - setting high standards, encouraging improvement and supporting the team to achieve. Having regular team meetings and one to one conversations about performance, including difficult ones when necessary. Developing our people and our partners - giving people the scope to do well, taking time to understand their strengths and motivations, stretching them and coaching them to achieve. Managing budgets responsibly planning, monitoring and adapting budgets to respond to changing priorities. Delivering the Medium Term Plan Working within the democratic framework - understanding the democratic process and its role in public organisations, anticipating Member needs and responding to their feedback. Leadership and Engagement Inspiring the team to deliver the corporate vision, embrace change and develop opportunities. Delivering the corporate vision developing and communicating a direction for my service which keeps us focused on delivering the priorities of the corporate vision and makes it central to everything we do. Leading change - being realistic, transparent and clear on the challenges. Communicating the reasons for change and ensuring understanding. Inspiring people to get involved, to question, and to take change forward. Making difficult decisions tackling issues proactively and finding solutions, being accountable for the decisions that have been made. Engaging staff, communities and customers - winning strong support through effective and regular communication, collaboration and feedback. Being commercial creating opportunities to generate growth, income and maximise commercial potential. 6