Manchester City Council Role Profile

Transcription

1 Manchester City Council Role Profile Director of Education, SS5 117,314 to 137,045 Children & Families Directorate Reports to: Strategic Director of Children & Commissioning Service Band SS5 - Strategic Management Team Role Portfolio Overall purpose of the role To develop and deliver the vision & strategic approach to the role of schools, academies and other education providers within the City to ensure educational excellence which connects individuals and neighbourhoods to growth and reduces dependency. Align post 16 skills requirements to future labour market requirements to equip the City with the capacity to secure greater levels of local benefit from its investment and growth strategy. To build cross sector partnerships within and across the educational, skills and business sectors at the highest level to increase skills and employability. To contribute to the strategic management of the City Council as a member of the Strategic Management Team and to undertake corporate activities supporting other Strategic Directors as appropriate in the delivery of key priorities such as place, public service reform, growth and quality of life. To be an active member of the Work and Skills Strategy Board and ensure coordination across Schools and Skills Agenda. Responsibilities in ensuring that there are sufficient places for all young people in the City to meet the Raising the Participation Age duty; NEET and SEND young people. To work very closely with the Head of Work and Skills on the shared skills agenda and in particular to work together in relation to Careers Education, Information, Advice and Guidance in schools based on good quality Labour Market Information; business engagement with schools and the development of the Curriculum for Life in the City.

2 Key accountabilities of, and outcome measures for, the post include: statutory outcomes for the City s population at age 5 (Early Years Foundation Stage), age 11 (Key Stage 2), age 16 (Key Stage 4) and age 19 (Key Stage 5) in particular, statutory education outcomes for Looked After Children participation outcomes, including the proportion of young people who are NEET engagement data, including statutory school attendance and exclusions data availability of school places, including key performance indicators relating to school preference and numbers of children missing education data relating to Special Educational Needs and Disability (SEND), including Ofsted outcomes and the proportion of Education Health and Care Plans (EHCPs) produced within timescales availability and uptake of free travel and home to school travel engagement of children and young people in informal learning (including the youth and play offer) directly managed and indirectly overseen budgets relating to the above Role context & key responsibilities The purpose of the Director of Education is to secure improved well-being and life chances for children and young people in Manchester through: To provide the highest possible leadership for the advancement of educational excellence with Head Teachers, Academy Principals and other Strategic Leaders from stakeholder organisations to deliver maximum outcomes for the City. Representing the City in, and supporting the development of, devolution as it applies to Education and wider services for children and adults Strategic leadership and management of the Education Directorate, including its three service areas: o Schools Quality Assurance and Early Years o Strategic Planning, Access and Inclusion o Youth Strategy and Engagement To develop and lead new models and partnerships with key stakeholders which are capable of achieving the City s ambitious outcomes with regards to educational excellence. To develop the appropriate capacity both internally within the Council and across Partners to effectively govern, lead, influence and manage delivery of partnership strategies. Leading the Council s engagement with a wide range of strategic and operational partners, including schools, colleges, universities, early years providers, youth and play providers and a wide range of statutory agencies.

3 To work positively with Schools, Academies and Early Years commissioners and providers to deliver the commitment to school readiness. To lead on the development and delivery of key policies and strategies linking education, skills and employability such as the and strategies. To proactively participate in the development of local, national and international policy and strategy across education and the economy to further the influence and interests of the City and its citizens. Promote fair access to educational achievement of looked after children and vulnerable children and young people ensuring their needs are represented and reflected as appropriate within policies and strategies. To carry out the statutory functions related to Education as delegated by the Strategic Director of Children s Services, working with the Strategic Director and the Children s Services Management Team to ensure the delivery of the Director s statutory functions and an integrated approach across education, social care and health.

4 Key Role Descriptors: This role is part of Manchester City Council s Strategic Management Team, which provides overall leadership to the organisation. This post will have responsibility and accountability for a directorate comprising a group of services which work to deliver Council and citywide priorities. The role holder will direct and lead cross-boundary working to deliver the most effective and efficient world-class services and the best outcomes possible for Manchester s communities and partners, and ensure that the City plays a full part in national, regional and sub regional activities. The role holder will drive coordinated working and strategic thinking with partner organisations and on a national level to ensure that Manchester delivers our key political, organisational and strategic priorities. The role holder will provide leadership, vision and strategic direction in corporate policy development and delivering organisational change, and will be a key driving force in the implementation of Public Service Reform. Shows passion for Manchester throughout their work and in their behaviour, championing Manchester in everything they do. Act as lead accountable officer for the relevant statutory area ensuring statutory regulations are upheld to safeguard the organisation and the population of Manchester. Foster commitment, talent and fresh thinking, challenging yourself and others and take responsibility for their own development and promoting continuous learning to enhance the professional development of employees. Through personal example, open commitment and clear action, ensure diversity is positively valued, resulting in equal access and treatment in employment, service delivery and communications. Where the roleholder is disabled every effort will be made to supply all necessary aids, adaptations or equipment to allow them to carry out all the duties of the role. If, however, a certain task proves to be unachievable, job redesign will be given full consideration.

5 Director of Education, SS5 - Behaviours, Skills, and Technical Requirements Our Manchester Behaviours We work together and trust each other We re proud and passionate about Manchester We take time to listen and understand We own it and aren't afraid to try new things. Generic Skills Communication Skills: Speaks fluently and writes articulately, expresses opinions, information and key points of an argument clearly, makes presentations and undertakes public speaking with skill and confidence; responds quickly to the needs of an audience and to their reactions and feedback; projects credibility. Analytical Skills: Effectively handle and process data and information from many sources including local, regional and national sources in a systematic and logical way. Planning & Organising Skills: Business planning skills with ability to manage change and make long term plans which impacts on the whole service or the wider Council. Problem Solving & Decision Making: Ability to react to immediate problems of a highly complex nature with associated risk factors and deliver pragmatic solutions sometimes under extreme pressure. Strategic Thinking: Demonstrates a high level of political awareness and links strategies for continuous improvement with the drive to achieve national, corporate and departmental standards and goals. Financial Management: Strategic awareness of the financial structure of the Council and the implications of decisions on the delivery of value for money for tax payers. People Management: Has ability to secure and direct resources for a wide area with diverse staff with clear risks attached to decisions. Ability to define and articulate a strong sense of purpose and engender commitment across individuals and groups to a set of shared objectives. Ability to exert positive influence over the performance of others, promoting others self-esteem, inspiring trust and fostering confidence in others ability to achieve high standards, thereby enhancing a performance orientated culture which supports the delivery of high quality services to the community. Technical requirements (Role Specific) Graduate with qualified teacher status in an area of education. Extensive experience of working in education services at the most senior level, including strategy formulation, resource deployment, partnership development, decision making and business planning e.g. senior leadership experience gained in schools/colleges or promoting outcomes for young people and/or adults in a senior local authority position. Appropriate post graduate study.

6 Proven credibility through experience of working with education leaders and other external agencies e.g. DfE senior officials and OfSTED regional directors.