Role Description. Policy & Strategic Planning Mobile Inchinnan with some GB wide travel Strategic Partnership Director Scotland Role Purpose:

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1 Role Title: Team: Location: Reports to: Skills Strategy Manager Policy & Strategic Planning Mobile Inchinnan with some GB wide travel Strategic Partnership Director Scotland Role Purpose: Support the construction sector by developing appropriate strategies and action plans at National and regional levels to deliver against both the objectives of the organisation, and the priorities of the Construction Sector Skills Agreement, working with a range of internal and high level external stakeholders, including the Scottish Government, to ensure effective implementation of those strategies and plans. Influencing relevant policy and investment plans for the benefit of the construction sector. To provide a focus role for future skills in Scotland. (Influencing, positioning, networking, strategic leader, responsible -strategic planning and implementation, interpretation of strategy to actions required) Role Accountabilities: Develop and implement appropriate national strategies and action plans that reflect the priorities identified in the Construction Sector Skills Agreement, low carbon agenda and regional priorities for the construction industry in Scotland Develop and manage a national Construction Skills Forum in Scotland at an equivalent level to the ENP, involving a variety of senior level stakeholders who are able to make useful contributions at a nation, region and/or local level to delivering our role as a Sector Skills Council (SSC)/ITB and to the work of the Construction Skills Network. Increase the profile of the group with Ministers, MSPs and high level stakeholders as a representative group for the industry in the area and utilise the group to effect change in the area. Inform and support the SPP appropriately of the skills strategies in the area. Establish and maintain high level networks with influential figures involved in the skills and training arena at Ministerial level within the Scottish Government s 7 key departments; Council, Leader and Executive levels within national and local government. Attendance at relevant cross party groups, and provision of secretarial support to the Cross Party Group for Construction s skills sub-group. To build on ConstructionSkills reputation as a leading SSC to positively influence and shape relevant policy and investment plans in the nation and on a local/regional basis, and to provide responses to Scottish Government consultations around the low carbon agenda, skills and other key policies Establish and maintain high level networks with influential figures involved in the skills and training arena across various stakeholders and partners operating in the nation, including Government Ministers and MSPs. Recording contacts on CDB/CRM system is essential. Initiate partnerships which have the potential to access sources of funding to deliver relevant projects, bid for such funding and project manage resulting projects, where appropriate. This includes low carbon/future skills projects. Act as a ConstructionSkills adviser on SSC policy, strategy and Future Skills to internal and external stakeholders; including influencing and shaping national strategic policy at Scottish Government level To provide a dedicated point of contact for the M&SDP fund in Scotland. To liaise with CEOs and Directors of Scottish Federations and trade bodies to advise on bid preparation, and project compliance monitoring.

2 Role Description Build effective relationships with both internal and external stakeholders; including provision of input with SSC colleagues at a strategic level in The Alliance of Sector Skills Council s committees (including low carbon and built environment groups), and where relevant chairing of some of these committees, to shape and implement their business plan and operational activities at a national level in Scotland. Implement a Strategic Account Management approach to stakeholder relationships, including promoting ConstructionSkills holistic offer, systematic recording of contact and actions agreed, making referrals and ensuring leads and actions are followed up Support the National Skills Academy for Construction (NSAfC) by identifying and developing projects to the point of approval, managing the National Skills Partnership and engaging with NSAfC colleagues with regard to Local Authority procurement Ratify and support the Strategic Partnership Advisor (Scotland) in the production of Gap reports and costed proposals linked to the NSAfC approach Provide supporting information/reports for the Scotland Director, PMPs, TCs or Board, SPP meetings. Prepare quarterly reports for UKCES and other SSA reports as requested from the Scotland Director Produce monthly intelligence reports for use by the Executive, Scotland Director, External Relations Team and Scottish Management Team to aid in business planning. Work with colleagues across the SSC partnership (Local Strategies Unit, Skills Strategy Directorate, other Directorates, CIC and CITB NI) to aid delivery of ConstructionSkills objectives and sharing of good practice To represent ConstructionSkills at appropriate external area events to enable the development and reinforcement of networks Work with C&M, PR and PA agencies in Scotland to develop and communicate key messages in the area around skills strategy and future skills, meeting with key high level stakeholders and working with the media to represent ConstructionSkills in the nation. Respond to papers and policy proposals from the perspective of the nation linking to the Scotland Director and the External Relations Team. Develop any supporting papers and information necessary to inform national government departments and advisory boards/committees/groups of the implications of the construction sector s skills requirements, future skills and innovation within the area. Work with colleagues from Communications and Change to develop and communicate key messages for strategy and activities to support carbon reduction in Scotland. Provide quarterly reports for UKCES and other SSA reports as requested from Scotland Director Provide a focus in ConstructionSkills across the nation in Scotland to provide support and advice to teams (Scotland and UK) on issues relating to Future Skills. This includes staff training and attendance at Scottish Management team meetings. Provision of support and advice to SMEs and construction companies as required, and establishing links with senior level stakeholders involved in the low/zero carbon agenda. This includes drafting case studies of good practice and presenting at relevant high level conferences and events on future skills. Identify commercial opportunities for ConstructionSkills low carbon products and services, linked to the Green

3 Refurbishment Strategy and input into Health and Safety and Environment Team meetings as appropriate. Assess emerging stakeholder/partners and principal trade bodies with whom ConstructionSkills should be linked. Work with these emerging stakeholders/partners to further influence and shape strategic skills policies in the nation. Carry out a focus role and develop and support any necessary supporting work as required by the Scotland Director. (Focus roles currently identified are Stakeholder Strategy, and as a sub-set Communications Strategy, Engagement Strategy, Governance, Stakeholder (as a customer) Solutions) Responsible for the management and attainment of positioning of ConstructionSkills with stakeholders and targets for added value activity. Feedback for ideas for improvements and new solutions to meet customer/stakeholder needs Responsible for the development and maintenance of Scotland strategy and business plan including risk management. Utilising and correctly interpreting intelligence both internally and externally Attendance and active participation at all management/team meetings, telekits and training sessions Conduct, behaviours and working practices to be in line with current organisational policy and procedures Deputise for the Scotland Director as required, on an internal and external basis Business Impact: This is a primary tier area stakeholder engagement role dealing with the highly important influencing, positioning and networking on behalf of ConstructionSkills across Scotland. It is business in terms of planning, leading and managing a team effectively to drive delivery rather than direct actual delivery in terms of tangible products and services. It is functional in requirement, representing ConstructionSkills and the interests of the construction sector, engaging with high priority existing and emerging stakeholders and clients across an area to influence policy, investment plans, strategies and area priorities. The work carried out through this role will inform departmental strategy and SSC strategy moving forward. This role will also be required to develop strategy and manage risk within their area of responsibility. The role reports to the Scotland Director, whom in turn reports to the Employer Services Director. Key performance measures include (note this is not an exhaustive list as the role will be new) - Influential links to all Ministers, MSPs and senior stakeholders developed and maintained - Consultations on Scottish Government priorities and investment plans, signposting of bidding opportunities to the external funding team. - Successful influencing measured via impact measures to be introduced looking at; relevant policies being influenced and the inclusion of the construction sector or CITB-ConstructionSkills as SSC or ITB as appropriate. Investment plans/procurements that have been influenced to benefit the construction sector. Positioning and networks in terms of value ratings. Measures the role directly impacts include (again not exhaustive) - Our position as a leading SSC / ITB - Our reputation as a leading SSC / ITB - Our capacity to influence and lobby at higher levels (having the buy in and collective support from key stakeholders / partners in the areas) - Our capacity to harness the expertise and wider influence of stakeholders and partners to benefit the construction sector. - SSA measures on how our stakeholders and employers view ConstructionSkills viability and ability to

4 actually influence. Role Description - Number of information requests from politicians around strategy or future skills Measures the role indirectly impact include (again not exhaustive) - Public investment in construction activity - Public investment in skills, apprenticeships and employment within the construction sector - New business opportunities for other delivery teams across the business - Appropriate application of delivery models Financial responsibilities (again not exhaustive) - There is a responsibility to operate the team s activity within the departmental forecast as set out. - There is a responsibility to assess and highlight opportunities for income generation, if appropriate acting on such opportunities after following organisational procedures. - There is a responsibility to inform the departmental forecast by providing income and expenditure information to the Scotland Director. - There is a responsibility to drive costs down and continually seek for effectiveness and efficiencies across the teams activities. Reporting requirements (again not exhaustive) - Contribute financial information to the departmental forecast - Complete UKCES quarterly reports, also SPP, PMP, Board and Exec intelligence reports as well as any other reports as required. - Produce, review and revise Scottish strategies and business plans covering the operations of the team to deliver the organisational and departmental strategy and business plan. - Report to the Scotland Director progress against area strategy and business plans - Provide annual value matrix reports on stakeholder strategy and engagement reviewing relationships, their values and revised segmentation all in relation the both the internal and external environments to inform future organisational/departmental stakeholder strategy People Management/Team Leadership: Lead and manage a team of 1 Project Coordinator and 1 Strategic Partnership Advisor Demonstrate Leadership qualities across the competency framework to build and create a high performing team Act as a role model for the team through high quality leadership and personal results Develop the team to achieve their potential and meet future business needs Manage the performance of the team to achieve the required outcomes in an appropriate and timely manner Communicate effectively To achieve the principles of the IIP standard by ensuring that staff are appropriately trained and developed to carry out their job roles Ensure that activities of the team are operated cost effectively and are managed within forecast. Manage the team in accordance with ConstructionSkills Policy and Procedures Ensure that clear, timely and appropriate communication is maintained between the team, the wider team, directorate and cross directorate Knowledge, Skills and Experience: Knowledge and experience: Have a knowledge and understanding of specific Scotland, UK and GB politics, policies, bills, skills strategies, environmental sustainability targets and social drivers and have experience of interpreting these things to

5 Role Description develop appropriate area strategies and action plans. Knowledge and experience of developing and implementing; strategies, business and action plans Experience of working with a diverse range of stakeholders to deliver successful outcomes Knowledge and Experience of stakeholder management Knowledge of project management and would be desirable that there is experience of such. Knowledge and understanding of future skills and low carbon agenda in Scotland and UK Knowledge of the UK and Scottish skills agendas, policies, environment, and experience of operating across the skills landscape (across various bodies, organisations, partners) Knowledge of CITB-ConstructionSkills Products and Services Knowledge of different directorate business plans and experience of working collaboratively across functions to achieve outcomes. Desirable knowledge and experience in the construction industry. Skills: Advanced Influencing Advanced Negotiation Collaboration Advanced / Leadership levels of Strategic Awareness Effective Time Management Effective Self Management Some commercial acumen Excellent customer service Excellent literacy and numeracy skills Highly Articulate Qualifications / Intellect: Degree standard or equivalent - equivalent being equivalent qualification level or adequate demonstration of this level or higher - intellectual capability. Ability to: Dynamically lead a team to achieve current and future expectations Contribute to and influence meetings and committees at a senior level Quickly connect and establish credibility with people operating at high levels within their own organisations Recognise potential strategic opportunities Develop relationships and influence stakeholders and colleagues Prepare and deliver compelling presentations Develop and prepare papers and reports for internal and external committees Identify in a timely manner opportunities, threats, key issues. Develop and implement innovative solutions to issues, threats that have been identified, finding solutions to enable maximisation of opportunities identified. Communication/Relationships: Internal interfaces: (this list is not exhaustive as the role is new) Employer Services RDMs / NCC Key Account Managers / SAM team / Qualifications Manager/Contract Manager/Finance Officer - Providing information on the external environment in terms of political, economical, social, technological (including future skills). As well as possible opportunities and threats across the area. Articulating and explaining CSN LMI and other relevant research data to enable RDMs to use in their future strategies and forward planning. Skills Strategy Environment and Health and Safety Strategy team, Research team, Local Sector Strategies

6 team Role Description - Providing relevant information from Employer Services. As wells as possible opportunities and threats across the Nation. External Funding Team - As above but also providing information on possible specific income generation opportunities, and as appropriate persuading and enabling negotiations with external contacts. C&M (External Relations Team and Key account manager) - Working with C&M (and our contractors currently Grayling) to develop and deliver key messages through various mediums (covering skills strategy and future skills activities) Research Team - Providing information to the Research Team on survey contacts, and any other CSN, ad hoc requests for information. Providing opportunities for research team to offer their service commercially through external links this role will have. External interfaces: (this list is not exhaustive as the role in new but based on High Power/High Interest portfolio). Scottish Government this will include various high level contacts across portfolios including Ministers, MSPs Civil Servants and Cross Party Groups. - Providing information, persuading, influencing, and negotiating on behalf of the interests of the construction sector and that of CITB-ConstructionSkills and ConstructionSkills (this is a wide arena looking in particular at government policies and investment plans, priority sectors and priorities for enabling economic growth in the area). Higher Education Institutions (HEIs) / Further Education (FE) this will include Deans, heads of dept with particular focus roles of particular key HEIs. In FE this will include Principals. - Providing information, persuading, influencing, and negotiating on behalf of the interests of the construction sector and that of CITB-ConstructionSkills and ConstructionSkills. (this is another wide arena looking in particular at career pathways, future skills training needs, supply and demand debates, investment in what the sector requires etc. Other SSCs (at relevant level) - Providing information, persuading, influencing, and negotiating on behalf of the interests of the construction sector and that of CITB-ConstructionSkills and ConstructionSkills. (This is looking in particular at areas of commonality and where jointly the SSCs in the area can collectively push forward agendas, where ConstructionSkills appropriately may take a lead then this role will be the pivotal position to enable. It will include chairing meetings and sitting on the Alliance forum for Scottish leads. Other Local Government Officers /Posts as they become clear where there is a definite need to influence. - As above this will cover providing information, persuading, influencing and negotiation, as the new coalition government makes more announcements and various bills are published we will know more about this area. Other Key highly valued stakeholders /partners pertinent to the area as identified by the value matrix. This includes current and emerging stakeholders / partners. (including those linked to the ConstructionSkills groups/forums). - As above. Decision Making: Key Decisions (not an exhaustive list) Frequency Potential Impact to the Business Whom to engage with externally (organisational/individuals) use of and interpretation of the value matrix. Annually and monthly Shape direction of department / directorate / organisation and sector

7 Frequency, timeliness and importance of engagements Quarterly review Linked to above Resource utilisation of the team Monthly Shape direction of the department directly. Indirectly impact on effectiveness of points 1 & 2 above. Scotland strategy and business plan formulation Annually and quarterly Shape direction of the department / sector in the area Deciding what needs influencing appropriately and deciding what commentary to put towards national and local government policies and investment plans in the nation/local areas What opportunities and threats exist are reported, how they should be addressed in the area What levels of negotiation are appropriate in relation to positioning ConstructionSkills, setting of external priorities in relation to sectors, activity areas for economic growth. Change Management: Weekly Weekly Daily (in apts / meetings) Shape direction of the sector, government reflections on us as an organisation. Possibly departmental. Shape direction of the department, possibly organisation. Shape of direction of the sector in the area The role is one of the forefront positions in the organisation particularly in terms of changing business requirements. As we operate in a currently highly volatile economic and political environment this role is pivotal in providing timely relevant intelligence on the external environment both in documented and anecdotal to inform all levels of the organisation. The role is also on of the forefront positions in seeking to not only identify opportunities and threats but has a degree of autonomy in terms of developing innovative solutions to deal with both situations across the geographical area in question. Some of these solutions will invariably need to include other colleagues and therefore negotiation, persuasion, influencing skills will be vital. The role is also required to deal with the complex and ever changing skills landscape understand it, interpret it correctly and articulate relevant pertinent points to both internal and external parties to affect necessary change. There are no answers readily available in the form of work instructions / policies / procedures the role is required to develop new strategies/ solutions / initiatives to address complex external situations and arising issues. Information is found from mainly external sources (wide ranging), and in many cases is real time. Some information comes internally primarily in respect of research produced by the research team. Other information internally is broadly in line with products and services, organisational and directorate strategies and business plans. Key Competencies All competencies as identified in the Competency Framework are applicable to this role. The Competency areas highlighted below are of prime importance. Strategic Awareness - Identifies opportunities and threats that could have an important impact on CITB-ConstructionSkills - Develops strategies in own area of responsibility that will meet current and future needs - Ensures that the key strategies are made known to, and understood by others

8 - Maximises partnership relationships to achieve objectives - Is proactive towards innovation and embracing new ways of working - Is flexible and positive in adapting to changing needs Understanding organisations - Develops and maintains an effective network both internally and externally - Uses an understanding of power among stakeholder groups to further ConstructionSkills goals - Understands the relevant history and background of the organisations with whom they need to work - Demonstrates political sensitivity and awareness in putting forward proposals and making decisions - Adapts the way they work to meet the changing needs of customers (stakeholders) (internal and external) and suppliers. Impact and Influencing - Broadens their sphere of influence - Identifies issues and opportunities and shapes stakeholder thinking - Works with colleagues across boundaries - Inspires others in the way they work and what they do - Develops effective networks and relationships - Uses different influencing strategies to win support - Communicates effectively with different audiences Courage and Conviction - Champions the organisation both internally and externally - Sells ideas and articulates beliefs with conviction - Deals quickly and appropriately with conflict and difficult situations - Takes ownership and shows a personal commitment to achieving what needs to be done - Challenges current thinking, practices and the views of others regardless of their status - Takes responsibility - Works effectively with others to meet the objectives Curiosity - Finds out what is happening in different parts of the organisation that can help them in their own role - Seeks to expand the number of sources of information and intelligence - Scans the environment in which ConstructionSkills operates - Identifies gaps in information and actively seeks to fill them - Networks internally and externally to gain information and identify opportunities Leading to win, Driving for results, Understanding people, Building Capability, as noted are other important competency areas. Special Conditions/Other Requirements: Mobile working Flexible approach to working hours Willing to travel and stay away

9 For use by Role Evaluation panel Contribution Factors: Functional Knowledge Knowledge of functional work and activities; function complexity Business Expertise Organisational as opposed to technical expertise Leadership Nature and breadth of leadership Problem Solving Mental agility in analysis, judgment and decision-making Nature and area of impact Overall level of responsibility and area of impact within the organisation Interpersonal skills Level and type of people skills Role Evaluation: Band: Management / Professional Grade: B