OPERATIONS DIRECTOR: Ref OpD13. Job Information Pack

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1 OPERATIONS DIRECTOR: Ref OpD13. Job Information Pack Job Context and Purpose Age UK Islington is looking for an Operations Director to drive forward on its business model and related charity and trading operations. This is a new, senior role within the charity and the post holder will have wide ranging responsibilities for the performance and development of internal operations, as well as their integration with a wide range of health, social care, community and non-traditional providers and services. The post also offers significant opportunities for innovation, development and growth of services, working closely with counterpart roles in other organisations, and contributing to joint development and work groups locally and regionally. The Operations Director will work closely with the CEO, deputising for him as required internally and externally and representing the organisation at a senior level. Strategy and Business Model For an outline of the purpose, strategy and direction of travel for our organization please see the Annex to this document. Our business and operational model is built around a core of direct service provision combined with an information and signposting platform and services to help people navigate the wider system and range of services focused on health and wellbeing. Our operations are evolving towards the Petunias operating model - linking traditional health and social care provision with non-traditional resources and support to maintain wellbeing. See diagram illustration at left. Summary of Requirements The Operations Director will lead and be responsible for all aspects of service operations associated with this model, ensuring delivery of services in line with contract and funder requirements, and achieving high quality and positive outcomes for service users We operate within a whole system of provision and support for older people. The post will involve the development of systematic approaches to integration and require effective and productive working relationships with a wide range of individuals and organisations, including older people themselves, volunteers, commissioners and development managers, senior operational managers, professionals, practitioners and staff across the statutory, voluntary and commercial sectors.

2 The post will also require business and financial acumen to ensure that current and future operations continue on a sustainable and viable basis and can evidence positive outcomes and value in the market we are operating in. Market Environment As an illustration of this the diagram below shows the direction of travel and key priorities and milestones for CCG and joint statutory commissioning in Islington. The Operations Director role will be key in ensuring that Age UK Islington s services and systems of operation continue to integrate with these priorities and with wider evolving systems of delivery.. More, and more systematic integration Further Information and Job Application Method Further information on current performance and progress, including financial statements, is available from our latest Report and Accounts, available via our website If you wish to have an informal (phone) discussion about the role please andy.murphy@ageukislington.org.uk by 5 pm on 19 December 2013, at the latest, to make an appointment. Appointments cannot be guaranteed due to the holiday period. Application is by CV initially, followed by a two-stage interview process for shortlisted candidates. CVs should be on no more than 3 pages of A4 and should focus on evidence of experience relevant to the job role, person specification, and operating context and model outlined here. CVs must include details of one referee from your current or most recent employer. Your completed CV must be ed to andy.murphy@ageukislington.org.uk to arrive no later than 5pm on 31 December Shortlisted candidates will be informed at the beginning of January Interviews of shortlisted candidates are expected to take place during the week beginning 13 January 2014 and will be held at the charity s offices in North London.

3 Age UK Islington Job Description Ref: OpD13 Job Title: Team: Contract Type: Hours: Salary: Location: Accountable for: Accountable to: Operations Director Operations Permanent 37.5 per week 42,000 pa, plus benefits Manor Gardens offices and at other sites Operations managers, staff and volunteers CEO Job Purpose: To lead, direct and manage service and business operations across the organization and with external partners and linked providers. Main responsibilities/deliverables: 1 Direction of Client and Provider Operations 1. Overview and direction of marketing and promotion to drive referrals and ensure suitable and appropriate access to services. 2. Development and oversight of effective and efficient systems of work and key working relationships. 3. Development and oversight of performance frameworks including monitoring, evaluation and reporting around service outcomes and service value. 4. Development and monitoring of quality assurance systems. 5. Development and management of linked provider networks, commercial terms of service and linked operational systems 6. Directing the development of volunteering and other social capital and community assets forming part of the business model. 7. Direction and oversight of financial and other commercial transaction systems and processes 8. Development and oversight of operational policies and procedures for the service in line with best practice and emerging whole system, user and regulatory requirements. 2 Service and business development 1. Analysis of performance leading to service changes and improvements to increase user and funder outcomes/level of satisfaction/perceived value of the service. 2. Collaborative working with commissioners and senior operational managers across a range of sectors and organisations in order to strengthen the role and contribution of existing services and create new opportunities for services within a whole-system framework of operation. 3. Negotiation, development and implementation of new, scaled up or pilot services in collaboration with external and internal management functions and staff. 4. Development of income streams, including fundraising, service charges, fee paying personal budget and self-funded users, additional related project income. Managing implementation and growth. 5. Development of workforce plans including competency frameworks to meet the operational requirements of the organization. 6. Management of change plans including internal and external communications, HR and related technical issues. 7. Production and oversight of commercial and other terms of service materials, instructing and taking advice from professional advisors as relevant 8. Production and presentation of reports and updates to CEO, to support internal strategic and performance review processes (including to Board) and with external development work groups and fora. 3 Service staff and resource management

4 1. Production and implementation of operational work plans and budgets. 2. Recruitment and management of service staff and resources to achieve required service response, quality and cost performance indicators. 3. Management and monitoring of services budgets including analysis, reporting and action on variances. 4. Development and oversight of staff appraisal and supervision systems and in line with required competencies. 5. Resolving performance issues among staff and volunteers engaged in services. 4 Representing the Organisation 1. Representing the organization at external events and development fora. 2. Deputising for the Chief Executive as required. 5 Wider Organisational responsibilities 1. Work collaboratively with other members of AUI management team. 2. Meet legislative and all relevant regulatory requirements 3. Act as champion and main internal/external organizational liaison/point of contact for Safeguarding. 4. Ensure the values of Age UK Islington are upheld across the organization 5. Carry out duties in accordance with Age UK Islington principles, policies and procedures 6. Provide cover for absent colleagues. 7. Carry out administrative duties in connection with the post Notes: This role description is not intended to be exhaustive in every respect but rather to clearly define the fundamental purpose, responsibilities and dimensions for the role. Therefore the role description does not describe any individual role holder. In addition to the contents of this role description, employees are expected to undertake any and all other reasonable and related tasks allocated by line management. Quantitative Aspects of the Role Indicators will be drawn from KPIs related to service contracts. Example indicators include: 1. Numbers of older Islington residents benefiting from services 2. Service response times achieved 3. Number of users self managing after service input 4. User perception of quality/usefulness of service 5. Level of income against sustainability targets 6. Competency indicators for staff and volunteers

5 Age Uk Islington Person Spec: Operations Director Ref: OpD 1213 Factors Description Essential Desirable Assessment Experience/ Min 5 years direct experience of operational Qualifications management in a health and social care sector and service providing organization Commercial or social enterprise experience related to fee paying services operations Evidence of successful collaborative working with Cv/Int public sector senior managers, professional practitioners and/or commissioners Relevant management qualification. Skills Service and operations design and business process management. Skilled in applying marketing approaches to achieve service growth and development. Communication skills, highly articulate verbally and in writing. CV/int Strong interpersonal, influencing and negotiating skills and experience. Knowledge Strong analytic skills generally. Able to summarise situations clearly and concisely, basing decisions and actions on careful weighing of relevant factors, including where necessary without complete information. Strong skills in finance and budget management/development, including pricing, costing and cost management Workforce planning and development. Leadership to motivate a staff and volunteer workforce within a rapidly changing environment Knowledge of Health and Social Care operating environment and key current issues and opportunities Cv/Int Knowledge and experience of digital/it solutions related to client services provision, operational performance and business intelligence. Wide knowledge of outcomes and value-based approaches to service development and delivery Aptitude and Behaviours Understanding of HR, H&S, QA and Safeguarding processes and application Able to form productive working relationships with multiple stakeholder groups, internally and externally Highly developed interpersonal skills. Assertive but empathic. A good listener and non-defensive in approach. Results driven. Able to drive forward on projects, dealing with set backs Cv/Int Self directed. Willing to take responsibility and be held accountable.

6 Annex Age UK Islington STRATEGY : SETTING DIRECTION PURPOSE of the ORGANISATION Our purpose and charitable objectives are defined as the welfare of local older people in and around Islington. Specifically what we are about is improving later-life - now, and in the future Meet People and Do Things Look After Myself MEASURES OF SUCCESS increased numbers of local older people enabled to maintain or regain safe and fulfilling daily living greater choice and availability of services and activities for later-life in and around Islington increased involvement and greater integration of community, individual and organisational assets and resources, leading to improved welbeing Get Out and About Manage My Affairs Yes, I Can.. Keep Safe Look After My Home CORE STRATEGY Over the last three years we have made good progress on these goals, and on developing a stronger, more efficient and more sustainable organisation, more productive, serving more people, and more relevant to current and future needs and the requirements of service users, partners and funders. We have done this through: Building capacity of information and signposting services to provide a trusted first contact point Developing and delivering an enabling model of support for individual older people at risk of losing their ability or confidence to manage independent daily living Moving to a community based model of day activities to reach a wider range of the population Developing concept and early implementation of a referral point and platform for other suppliers to make services more available to local older people Integrating our services closely with social and health services Increasing the number and involvement of individuals in a wider range of volunteering roles Adapting organisational structure, individual roles and ways of working to focus on outcomes and results Investing in IT systems to support productivity and provide insight into priority areas for development and improvement Increasing income through trust fundraising and fees for some services Managing finances to bring operational budgets into balance and target investment of funds for growth and development

7 STRATEGY Over the next three years we will continue with many aspects of the current strategy and plan, with adjustments to take account of wider changes and opportunities, as well as the learning we have gained about the strengths and weaknesses of our business model, capacity and capabilities. Key priorities and initiatives Finance and business model We will continue with the current business model based on statutory partnerships and contracts as the core of our activity/income. Around this core, additional income from fees, grants for innovation and piloting of new approaches and fundraising from Trusts supports diversification of income around a focussed, single set of services and activities. We will prioritise larger scale contracts and/or pilot developments that generate a financial surplus. Core service activities will include o enabling independent living (enablement) o signposting and brokerage (market place services) o activities and well being (community activities) We will also seek to capitalize on knowledge assets related to our service model through the provision of consultancy and technical support services to other organisations More broadly we will look to develop formal partnerships with organisations that share our goals and bring additional and complementary capabilities and resources Individual giving will be trialled as part of the promotion campaign linked to the 50th year anniversary. Service Focus We will continue development and evolution of Enablement services to integrate into and with GP and related services as part of Health service changes, in Islington and surrounding areas. We will bring together information, advice and support planning services with the hub and platform model to provide an integrated market place and brokerage service. We will explore statutory contracting opportunities for this in Islington and wider. Continuing support services to (fee paying) individual users will be expanded. Personal Assistant, Handyperson and other practical forms of help will be sourced through volunteer and paid suppliers, on a brokerage basis and using Slivers of Time and other related technologies in order to minimise transaction costs. Innovation efforts will be targeted at local community area developments, for example the Caledonian Road area, in partnership with Islington Giving and local GPs, to bring together advice,

8 enablement and activities services and integrate these with local GPs, cafes and other social meeting places, activity venues, into highly localised, highly visible services for older people. This will be complemented at a regional level through strategic alliances with organisations that share common objectives, have required resources, skills and capabilities around service design, implementation and project management. The community Activities model will be expanded across Islington. This will be reviewed with LBI - alongside the new Drovers model as part of a long term plan for day activities. For all users older people, funders, partners - the key value proposition will be the quality and reliability of delivery, speed and flexibility of response, openness and professionalism of working relationships, willingness to listen, learn, adapt and improve. Internal Focus We will further develop marketing and promotion activity to reach and provide a service to 40% of Islington over 60s by the end of Coverage will be consistent across North and South parts of the Borough. All services and activities will work to developed outcome and success measures, operating within a common framework and approach. Performance measures will be linked to input costs to track efficiencies. During the 50 th anniversary - we will widen promotional activity through the local press and media to increase awareness of the organisation and its work. We will publish and make available data and analysis to partners on a regular basis Learning and Development Focus We will continue to develop a quality and results focussed approach. We will evolve quality assurance and outcome systems appropriate for the type of brokerage activities being offered. We will continue to develop IT systems and tools providing high availability of information to teams and managers. The management structure, team and individual roles will be adapted as required April 2013