Project Manager Business Planning and Improvement. Social Work England

Transcription

1 Reference number: SWECS13 Project Manager Business Planning and Improvement Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 25 June 2018 Interviews w/c 9 July

2 Contents About Social Work England... 3 The opportunity... 3 Organisational design... 4 Project Manager Business Planning and Improvement... 6 Salary and benefits... 6 Job purpose... 6 Areas of responsibility... 6 Person specification...7 How to apply... 8 Selection process... 8 Interview... 8 Contact... 8 Diversity and equality of opportunity... 8 Appendix 1 competency framework

3 About Social Work England We will be the new independent public protection regulator for social workers in England. Funded by registrant fees and government 1, we are a non-departmental public body and came into being on 1 April Our role will be to set standards for social workers and provide assurance that those registered meet the standards, are qualified and remain fit to practise. We are working closely with the current regulator, the Health & Care Professions Council (HCPC) to ensure a smooth transition for social workers. Our aim is to create a regulatory regime for social workers that puts the interests of service users at the heart of the system, focusing on supporting professionalism and holding individuals to account if they fail to maintain professional standards. During 2018, we are recruiting our people and developing our organisation in consultation with social workers, employers, education-training providers, professional bodies and others. The opportunity Very rarely do you get the opportunity to be part of the set-up of a new organisation with the chance to shape its strategic direction and the way it delivers its work. You will play a critical role in regulating a profession that works within every community and this position offers you the chance to participate in and influence the future of social work regulation. We are offering the chance to be a leader, wherever you are in your career, working in a fast-paced, flexible, service-oriented environment. In addition to the skills, knowledge and experience you bring, you will be enthusiastic and able to navigate changing landscapes, bringing flexibility, commitment, drive and passion. You will be a team player used to working with others to achieve results. You must be able to work autonomously and have the ability and vision to help build something from a standing start

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6 Project Manager Business Planning and Improvement Corporate Services Directorate The Corporate Services Directorate is responsible for: leading organisational business corporate reporting and project management services leading a governance function that supports the Board, Chair and Executive to fulfil its responsibilities, being fully informed and making effective decisions managing financial resources efficiently, and producing accounts that meet statutory requirements leading the development of people, IT and organisational development strategies and work streams to support business objectives and organisational performance Salary and benefits A highly attractive total reward package, including a salary of up to 39,000 per annum. Candidates will usually be recruited onto a salary of 37,000 until successful completion of a 6-month probationary period upon which the salary will increase to 39,000. Annual leave entitlement will start at 25 days per year (excluding bank holidays), increasing by one day for each year of service up to a maximum of 30 days. Job purpose Reporting to the Head of Business Planning and Improvement, you will lead and manage several projects to support us to deliver and achieve our operational aims and business plan activities. You will ensure operational processes and procedures are fit for a modern regulator and are compliant with legislation and policy initiatives. You will support our set-up whilst ensuring we offer the best value for money and customer service. Areas of responsibility To provide day-to-day management of allocated projects and play a key role in developing our project management framework, adhering to PMO standards/requirements. To define and scope allocated projects, managing them in a controlled manner so that project objectives are met according to agreed time, budget and quality criteria. To develop the business needs from stakeholders and operational teams into clear project and change documentation. To identify the impact of changes and interdependencies on existing systems, processes, future developments and other projects within the wider organisation. To produce, update and maintain key project documentation in line with the project management framework and throughout the project life cycle. 6

7 To effectively track and manage project progress against project plans, manage issues, risks, change and costs for all allocated projects and regularly report to project sponsors, boards and key stakeholders. To proactively manage any time or resource deviations and clearly communicate their impact. To present balanced and reasoned business cases when recommending a particular decision or course of action, influencing others through negotiation to gain support and agreement. To conduct and manage User Acceptance Testing on systems-based projects, including writing testing scripts, where required. To develop effective working relationships with internal stakeholders and actively share information and knowledge across the organisation. To present viable solutions to resolve identified/future problems, clearly identifying the necessary steps to achieve them. To ensure that legislation is considered in the development of policy or operational changes. To demonstrate a commitment to achieving high standards and continuously seeking improvement. To minimise exposure to risks on all projects in accordance with SWE s risk management framework. To provide project advice and guidance to teams across SWE on best practice in development and delivery of change. Person specification 1. Project accreditation (desirable) or demonstrable experience of working within a structured project environment. 2. Excellent analytical, creative thinking and problem-solving skills. 3. Experience of developing project management frameworks and systems. 4. Excellent interpersonal and communication skills, both oral and written, including the ability to communicate complex ideas to technical and nontechnical employees at all levels of the organisation. 5. An effective collaborator, working with others to deliver quality results. 6. Experience of managing change and making process and system improvements. 7. Ability to produce and present complex information as understandable reports and advice relevant to the various audiences. 8. Ability to develop working relationships across the organisation, ensuring expertise is utilised effectively and displaying strong team-working skills. 9. Confidence in prioritising work and working on own initiative. 10. A proven role model for respectful, open and honest behaviour, including a demonstrable commitment to equality and diversity in service delivery. Desirable 1. Experience of being involved in the set-up or transformation of an organisation. 2. Knowledge of the regulatory or social care sector. 7

8 How to apply Please the application form and Equality Monitoring Form by 12 noon on Monday 25 June 2018 to and ensure that you put the job reference number in the header. Late applications will not be accepted. Selection process We will assess you against the evidence you provide in your application form, which should address the criteria in the Person Specification and give examples of how you meet the requirements of the role. Please note it will not be possible to give feedback at sift stage. Interview Interviews will seek to further understand your skills, knowledge, experience and motivation and test the key competencies of the role (Appendix 1): 1. Leading the way demonstrates clear managing of department and colleagues. 2. Working as one team encourages collaboration internally and externally. 3. Embracing change leads change by communicating clearly and encourages discussion. 4. Being a business is focused on delivering business objectives. If you are successful, we will undertake routine security checks. Contact If you have any queries about the role or the appointment process, please contact Tracy Watterson tracy.watterson@education.gov.uk or Lisa Sargeant lisa.sargeant@education.gov.uk. Diversity and equality of opportunity All applicants are asked to complete an anonymised Diversity Monitoring form. This is used for data-gathering information, only to check whether we are recruiting from the widest possible pool. If you are a disabled applicant (as defined under the Equality Act 2010), you have the option to request a guaranteed interview. To request a guaranteed interview, you need to make a Guaranteed Interview Scheme declaration. If you meet the minimum criteria for the role, you will be selected for a preliminary interview. 8

9 Making a Guaranteed Interview Scheme declaration both confirms your eligibility for the scheme and your request for a guaranteed interview. You will not be offered a guaranteed interview unless you make a Guaranteed Interview Scheme declaration. If you have any difficulties completing the Guaranteed Interview Scheme declaration on the form, please include your request for a guaranteed interview in your covering letter. As with the Guaranteed Interview Scheme Declaration on the form, we will take a request for a guaranteed interview in a covering letter as confirmation of your eligibility for the scheme (that is, you are a disabled applicant as defined under the Equality Act 2010). The Guaranteed Interview Scheme declaration is completely separate from the Diversity Monitoring form. The Diversity Monitoring form plays no part in the selection process. Instead, it simply allows us to monitor the diversity of the field of applicants responding to this campaign. 9

10 Appendix 1 Our competency framework We classify our roles into three levels: Level 3 Executive leadership roles at this level involve designing, leading and steering the organisation and the leadership team and its staff members to achieve strategic objectives. Typical jobs in this family include Chief Executive, Director and Principal Legal Adviser. Level 2 Professional and technical. Roles at this level involve subject specialists and include Heads of key operational functions, and front-line Manager. Level 1 Support and administration roles necessary to support our leaders, managers and deliver our four statutory functions. These roles include Administrators, Personal Assistants or Apprentice roles. Our core competencies summarise the behaviours and capabilities that are important across all our roles and that we believe collectively contribute to our overall success. The importance of core competencies may vary according to the specific job duties and requirements. Leading the way Working as a team Focusing on registrants and service users Techincal competencies Being a business Embracing change Respecting each other 10

11 Core competencies work alongside the technical competency requirements for a role and ensure staff are able to successfully perform a given role. The technical requirements are defined in individual person specifications. The following pages set out all 18 competencies and the behaviours expected at the three different levels, reflecting the variance in complexity, scope and responsibility across all jobs. 11

12 Leading the way Level 1 Level 2 Level 3 Self-directed working Takes personal ownership of work and career development Takes personal ownership of projects. Identifies opportunities for development. Demonstrates confidence in own skills and knowledge. Is self-reliant whilst seeking advice and support when required. Makes clear decisions and stands by them, stating clear rationale. Is open to sharing knowledge and learning from others. Decisive management Demonstrates clear management of department and colleagues Sets clear expectations around performance, and tackles poor performance issues promptly. Demonstrates trust in team members skills/strengths and delegates accordingly. Regularly gives praise and constructive feedback. Demonstrates clear decisionmaking in line with departmental strategy. Demonstrates a good balance between caring for people and delivering on the task. Encourages two-way communication and feedback. Knows when to consult and when to inform. Decisive leadership Demonstrates integrity in decision-making and performance management Takes responsibility for delivering our organisational strategy. Demonstrates support for project leaders and endorses their decision-making authority. Is inclusive, approachable and visible. Is clear about expectations for delivery and performance. Ensures lines of accountability are transparent and upheld. Demonstrates clarity of purpose and ensures departmental goals are clear. 12

13 Working as one team Level 1 Level 2 Level 3 Team working Works supportively with others and builds strong relationships Develops productive relationships within and outside the team. Offers support and help to colleagues. Demonstrates pride in the team. Respects and utilises the expertise of colleagues. Values equality and diversity. Focuses clearly on the team goal. Demonstrates an understanding of how own team objectives link to, and impact on, other teams. Collaborative working Encourages collaboration internally and externally Develops networks across the organisation and utilises their expertise. Values and engages with individual views regardless of position or place in the organisation. Encourages colleagues to recognise they are part of a wider unit. Demonstrates an understanding of pressures and demands on other teams. Respects diversity and equality. Plans a project to ensure all relevant people are involved at the beginning. Maintains productive partnerships. Common purpose Engages with colleagues across the organisation and clearly articulates the corporate strategy Actively supports the corporate agenda/ organisational strategy. Encourages closer collaboration across the organisation, which acknowledges local expertise. Actively supports/identifies opportunities for cross-team working and joint action on projects. Considers the local, national and international agendas in decisionmaking. Engages in UK-wide projects, when this approach is appropriate. Works to understand differences and maximise the strengths that come from diversity. 13

14 Being a business Level 1 Level 2 Level 3 Work planning Plans work to ensure best use of time and highest-quality service Is aware of limits on resources and accounts for their use. Plans work to ensure ability to deliver a quality service. Is realistic when managing time and resources. Works to a plan with clear milestones. Adopts plans or reprioritises to respond to urgent needs. Demonstrates the ability to work within tight timescales. Seeks assistance to prioritise when needed. Delivery focus Is focused on delivering business objectives Identifies clear measures for progress and success, e.g. Key Performance Indicators, and delivers against them. Contributes to operational plans and translates these into realistic targets and objectives. Demonstrates efficient/best value use of resources. Maintains focus on project direction and end objective(s). Has clear conversations and an understanding about what can realistically be delivered. Ensures colleagues have access to relevant, accurate information and resources. Ensures the team goals follow our strategy. Business focus Drives the business towards providing highquality services Delivers strategically aligned projects and campaigns. Builds a quality ethos; places emphasis on measurable outcomes, e.g. Key Performance Indicators. Clearly sets operational plan within the corporate strategic direction. Sets realistic budgets and monitors them regularly. Concentrates on delivering best value and/or generating incomes. Ensures business planning process is joined up across the organisation. Agrees on standards or service and is held to account for delivery against them. 14

15 Focusing on registrants and service users Level 1 Level 2 Level 3 Registrant and customer focus Knowledgeably informs registrants and service users/customers Service user/customer focus Demonstrates pride in the organisation and its purpose. Keeps up to date with key organisational activity. Makes sure that work has a benefit and value to service users/ customers. Registrant focus (registrant-facing roles only) Manages registrants expectations and about what can be delivered. Establishes relationships with registrants, maintaining clear professional boundaries. Listens to registrants and engages with their views. Registrant and customer focus Engages with registrants and service users/ customers and keeps them fully informed Service user/customer focus Keeps up to date with, and contributes to, policy developments. Respects and promotes the organisational values. Asks questions to understand alternative priorities and perspectives. Is proactive in resolving issues. Registrant focus (registrant-facing roles only) Uses specialist/expert knowledge to keep registrants fully informed. Listens to registrants, engages with their views and demonstrate empathy. Demonstrates clear management/ leadership when handling registrants issues. Registrant and customer focus Focuses on meeting registrant and service user/customer needs through representation, influence and support Service user/customer focus Is accountable for positioning us so we are seen as an influential/ leading voice in health and social care regulation. Builds and maintains strong alliances/partnership. Registrant focus (registrant-facing roles only) Balancing public interest and registrants views fairly when decision-making. Actively promotes public confidence in social work in pursuing strategic goals. Clearly interprets and conveys the impact of policy and decision-making to registrants. 15

16 Embracing change Level 1 Level 2 Level 3 Adaptability Demonstrates openness to change Is willing to adapt to new ways of working. Contributes ideas for making improvements. Responds quickly to requests for information. Actively seeks feedback and adapts behaviour when necessary. Demonstrates initiative. Shaping change Leads change by communicating clearly and encouraging discussion Proactively develops systems and new ways of working. Provides opportunities for colleagues to understand, shape and engage with change. Clearly explains the reasons for change and the implications for the team. Works to understand the reasons for resistance to change. Encourages and supports colleagues to give time/priority to learning and reflection. Driving change Sets future direction and drives internal change Leads change by articulating a clear vision. Establishes clear plans for implementing and evaluating change. Builds a framework of systems and procedures so colleagues have clarity and freedom to innovate within clear boundaries. Has clear sense of direction and values. Is willing to make and stand by difficult organisational decisions. Is politically astute and influential and operates effectively within a changing political environment. 16

17 Respecting each other Level 1 Level 2 Level 3 Respectful relationships Communicates with respect Communicates clearly and concisely. Listens carefully, asks questions and records information accurately. Remains calm, measured and balanced in challenging situations. Communicates own view point and understanding of the situation with confidence. Is helpful, courteous and patient. Is sensitive to others and is aware of own impact. Respectful relationships Works with others to build respect Is factually accurate, comprehensive, clear and precise in communication. Shares information throughout the organisation to facilitate learning. Is direct and diplomatic. Encourages colleagues to talk openly and share concerns. Negotiates by building a shared understanding. Keeps people informed and provides timely updates. When making decisions, consults and involves all our stakeholders where appropriate. Respectful relationships Is a role model for respectful, open and honest behaviour Models behaviours that value diversity and equal opportunity. Challenges discriminatory and aggressive behaviours. Is consistent and fair in treatment of colleagues. Creates an open and trusting environment for feedback/learning. Fosters constructive, mature debate. Works in partnership with colleagues and trusts in their judgement. Demonstrates loyalty towards colleagues and champions the work of their department. Keeps colleagues regularly and accurately informed. 17