Assistant Director Strategic Infrastructure & Planning Role Profile

Transcription

1 Assistant Director Strategic Infrastructure & Planning Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities along with information relating to the salary and working conditions. Service Strategic Infrastructure & Planning Salary Circa 90k Location Political Restriction Role Purpose Oxford based with the ability to travel and work countywide. Yes Working as a member of the Council leadership team, leading one or more specific service areas to support the delivery of priorities and key objectives. Demonstrating a strong vision, enabling innovation and creativity to deliver high quality and cost effective operational service provision and working in collaboration with partners to achieve improved outcomes for customers. With specific responsibility for: leading the delivery and improvement of the Council s functions for Growth & Place; nurturing strong cohesive working with other Council services, local communities and external partners, including local planning authorities, local bus companies, OxLEP, Homes England, Ministry for Housing, Communities and Local Government, Department for Transport, Highways England, Network Rail, England s Economic Heartland, East West Rail Consortium, and National Infrastructure Commission. The key objectives for the Assistant Director of Growth & Place to deliver are: Develop innovative place shaping strategies and polices that enhance local communities, improve connectivity and unlock low carbon growth and productivity, whilst enhancing and protecting the environment Ensure Oxfordshire has a clear spatial vision for the county that maximises existing infrastructure and future opportunities for housing and productivity growth, ensuring its vertical integration into Local Plans, Neighbourhood Plans and strategic sites Develop appropriate evidence base to inform current and future policy and strategy development including Joint Page 1 of 4

2 Statutory Spatial Plan and Local Industrial Strategy. Support the promotion of Oxfordshire as a living lab, attracting and enabling new approaches to infrastructure development, working closely with the Infrastructure Innovation Hub Ensure Oxfordshire position across the Oxford Cambridge corridor remains strong and collaborative specifically in relation to East West Rail, the Expressway and England Economic Heartland and the emerging Sub-National Transport Body Lead on development management and enforcement, ensuring development monitoring processes are efficient and customer focuses both internally and externally Support the implementation and evolution of the Growth Deal and future programme that enable sustainable growth Continuous review of service delivery and process ensuring appropriate handovers across Communities Improve customer and elected member engagement, including improving satisfaction Ensure services are aligned to the Councils Fit for Future Programme The Assistant Director for Strategic Infrastructure & Planning deputises for the Director of Planning & Place as required. Responsible to Responsible for Director for Planning & Place As a member of the council s Senior Management group the post holder will be required to be accountable for the following services which will include statutory and governance accountabilities: Strategic Planning Infrastructure Strategy and Policy Better Broadband Environment & Resource Efficiency Development Management & Monitoring Circa c 10m - 15m With influence over 60 m Key Responsibilities 1. Leads, inspires and motivates managers and teams across the Council, through the efficient and effective management of services, staff and resources. 2. Contributes to the development of the Council's objectives and vision and be able to align these with service delivery so that the customer is firmly at the heart of all we do. 3. Engages with staff and stakeholders to shape and agree priorities and objectives in line with the service plan and relevant corporate policies & external legislation. 4. Creates a clear sense of direction and ownership of objectives through the effective use of performance management processes ensuring delivery of required service Page 2 of 4

3 standards. 5. Leads and manages significant and high profile change programmes with impact across the Council or within a major service area. 6. Ensures employees of the council are developed and supported to create conditions for high performance and innovation and to enable them to reach required competencies to deliver services. 7. Builds strong relationships and develop opportunities to collaborate with other council services, external partners and communities to add value to the service. 8. Engage with the Council's Service and Resource planning process, and wider financial management processes, to plan, manage and monitor financial and other resources to deliver the agreed service outputs and provide value for money. 9. Provides specific business, technical, service area expertise in the Council; propose advice, recommendations and solutions. 10. Drive organisational development and culture change within the Council by living the Council s values, role modelling the behaviours we expect of all our people and encouraging/supporting others to do so. 11. Develop effective working relationships with elected members providing information, advice and intelligence as required to support them in their role as community leaders. 12. Deliver service specific responsibilities as agreed with the Director ensuring that the needs of all communities are fulfilled. Page 3 of 4

4 Assistant Director Strategic Infrastructure & Planning Person Profile A Person Profile details the experience, knowledge and skills required for the level of the role and job specific criteria linked to the organisational values and leadership behaviours. The Profile also states how each criterion will be assessed e.g. Application Form, Document check, Interview or Test. Knowledge & Experience Significant experience and proven record of achievement in leading and managing a range of large scale services within an organisation of comparable scope, size and complexity, including the delivery of statutory obligations, within the public or private sector. Experience of translating strategic vision into local plans in collaboration with professionals, partners and customers. Successfully leading radical transformation of services from inception through to delivery. A track record of achieving efficiency via lean models of service delivery and effective financial management to commission or deliver safe, secure services that meet the needs of Oxfordshire communities. Experience of leading partnership working across a range of professional and organisational boundaries to deliver improved outcomes for customers. Experience of developing and coaching staff to be the best they can be. Knowledge of local government and the legal, financial and political context of public sector management including the statutory responsibilities relating to this area of work. A,I,T. A,I,T. A A,I,T. Qualifications Degree Qualification (or equivalent) in area relevant to the post, including leadership or management qualifications. Evidence of continuing professional development. A,D. Leadership Behaviours & Skills The Leadership Behaviour framework provides all staff with details of the behaviours, skills and qualities we need from our managers. This ensures that all managers, and staff aspiring to be managers in the future, are clear what is expected to deliver services in Oxfordshire. Candidates will be required to demonstrate the full range of behaviours set out within the framework below as part of the selection process. Support and Challenge demonstrated by: Page 4 of 4

5 Projecting credibility and delivering important messages with impact, whilst also supporting and encouraging others. Having the courage of conviction to challenge others, as well as being approachable to others for advice and support. Asserting views in an appropriate but definite manner, ensuring colleagues understand exactly what is needed. Understanding the skills and capabilities of their team, providing feedback and encouraging development. Joined up thinking demonstrated by: Working with other stakeholders to ensure there is synergy between activities in different areas of the council. Spending time with other teams and departments, understanding differing priorities and creating the best outcomes for both the council and residents. Being capable of analysing and interpreting relevant business, market data and insights to make and implement decisions that are well thought through. Being constantly future focused, working alongside other teams and departments, leading on activities and solutions that are joined up and address short, medium and long-term priorities. Ambition and confidence demonstrated by: Having the drive and ambition to go above and beyond to deliver the best possible outcomes for residents. Having the confidence and tenacity to stay focused on key deliverables, creating a culture in which individuals feel energised, engaged and empowered. Continually striving for a better future, measuring success and taking action to achieve and maintain excellence. Remaining positive through challenging situations, instilling trust in others by being genuine and focused on the needs of residents. Continuous improvement demonstrated by: Playing a lead role in change initiatives, ensuring that colleagues and stakeholders feel included, engaged and supported during times of difficult and/or ambiguity. Working with and through others to ensure change initiatives land smoothly. Creating and sustaining momentum and enthusiasm for ongoing improvement and change initiatives. Encouraging team(s) to do the same, creating a learning and improvement culture. Working in partnership demonstrated by: Collaborating and co-designing with colleagues to achieve effective outcomes together. Taking the time to build relationships that are sustainable and based on trust. Using initiatives to build valuable and effective networks and relationships internally and externally, consulting widely and co-designing. Seeking opportunities for partnerships and navigating through blockages to ensure positive outcomes for residents. Innovation demonstrated by: Proactively identifying ways to improve upon existing processes and ways of working Page 5 of 4

6 to benefit customers. Thinking outside the box and having the confidence to try something new, being risk aware, not risk-averse. Creating opportunities for team(s) to develop and share new ideas and ways of working. Being inquisitive and regularly introducing ideas, leading and delivering on well thought out solutions that improve outcomes for residents. Generating innovation through others. Delivers value demonstrated by: Seeking to ensure value for money as well as identifying commercial opportunities. Playing a lead role in the improvement of delivering quality services across the council for the right price, ultimately benefitting and driving value for residents. Proactively and routinely exploring the viability of new opportunities, approaches and efficiencies across the business area. Using an understanding of the market and service users to deliver efficiencies and/or cost savings, driving value for residents. Political acumen demonstrated by: Having an awareness of organisational, local and national politics and being able to work with and through various partners to achieve the best outcomes. Keeping up to date with the political landscape, understanding the needs and expectations of others stakeholder groups and having the confidence to take a stand to ultimately deliver the best outcomes for residents. Having a thorough understanding of the interpersonal and political dynamics both internally and externally, able to make things happen within this context. Standing ground when necessary but also being sensitive to the needs of other partners and stakeholders. Being able to navigate through a broad range of partner organisations. Page 6 of 4