ROLE AND PURPOSE
As a member of the Directorate Management Team the postholder will be responsible for the effective discharge and monitoring of relevant statutory duties as specified in law and guidance, and will support the leadership of strengths based and person centred practices to deliver outcomes focussed support to enable people to live fulfilled lives.
This role will lead and manage the ASC Academy and bring together colleagues from within and beyond the Council to ensure the delivery of the Adult Social Care vision, legislative duties and key strategic departmental and corporate plans.
Reporting to the Strategic Lead Improvement and Assurance, the postholder will provide reports and service plans including improvement plans to DMT, CST, elected members, Cabinet, Scrutiny and strategic boards such as Hull Safeguarding Adults Partnership Board and Improvement Boards.
The post holder will lead on developing and embedding systems and processes to support Adult Social Care as a learning and inclusive organisation, provide evidence and quality assurance to measure continuous improvement and development of workforce, culture and practice, and lead workforce development across commissioned services, in‑house provision and social work and occupational therapy professional practice ensuring opportunities for integration are explored, evaluated and embedded.
The post holder will be the service area operational and strategic lead to regional workforce, policy and professional networks such as ADASS, ensuring that the Local Authority has a voice and influence at a regional level to support workforce and policy initiatives to create a sustainable and developed workforce.
They will co‑ordinate, manage and submit national returns for Employer Standards and other related returns to professional bodies including Social Work England, Local Government Association and Skills for Care on behalf of Adult Social Care, and will lead internal and external coordination and the submission of surveys relating to workforce, policy and professional practice such as the Annual staff survey and Investors in People.
The post holder will examine and appraise national policies and reforms and will co‑ordinate learning and development of the Adult Social Care workforce to provide standardisation and progression to support transferable skills and experience between social care and health to support the delivery of an integrated workforce focussed on recruitment, retention and meeting the needs of people and communities.
The post holder will work with key partners to create and develop workforce initiatives to support employment and career development opportunities in social care such as Proud to Care, Kickstart and Apprenticeships.
The post holder will lead the delivery of the Adult Social Care Workforce Plan that incorporates recruitment, retention, training, learning, continuous professional development and succession planning to ensure the service has a well‑developed confident workforce with experience, skills and knowledge to deliver high‑quality services, and will lead on ensuring Adult Social Care policies and procedures are up to date, fit for purpose and available to all staff.
PRINCIPAL ACCOUNTABILITIES
1. Strategy – Supports other key decision makers, provides reflective challenge, understands and supports the importance of shared learning and development of workforce, leads on identifying and mitigating service area risks and issues, and supports robust monitoring and recording, escalating to the senior leadership team when necessary.
2. Customer Focus – Works collaboratively with people, their carers, families, friends and advocates to design, develop and evaluate delivery of services; role models and demonstrates behaviours and practice to embed a service culture of 'Making it Real'; ensures research and evidence based practice is central to the workforce and quality assurance process and that policies include the 'Think Local Act Personal' principles.
3. Performance Management – Operates and implements effective performance management and quality assurance systems; demonstrates visibility and engagement with workforce, people, key partners and stakeholders; identifies and implements service transformation that delivers increased efficiency, effectiveness and financial savings and accounts for all service related budgets and activity monitoring.
4. Leadership – Contributes to the preparation, delivery and recommendations of all internal and external assurance, inspections, reviews and audits, leads by example and provides leadership which is strengths and value based, outcome focussed and person centred, and supports staff to embed a culture of continuous improvement.
5. Statutory Obligations – Ensures that relevant statutory functions that fall within the service area are met, performance monitored and reported, and deputises for the Strategic Lead and/or Director of Adult Social Care, participating professionally and reporting promptly on key outcomes and actions.
6. Emergency Management and Response – Assists in emergency situations when an incident is declared, maintaining consistent and robust decision making and co‑production principles with participation at partnership boards to ensure the voice and influence of people are fully included in service changes, design and improvements.
Benefits of Working at Hull City Council
* A competitive salary
* An excellent pension through the Local Government Pension Scheme (LGPS)
* Initially 23 days annual leave depending on length of service, eight public holidays per year, and three additional days off (one in May/August and one during the Christmas/New year period)
* Career development and learning experiences from a range of training courses and learning methods
* Supportive and forward‑thinking culture
* Great career development opportunities
Equality and Diversity
You will be committed to increasing the diversity, equality and inclusion within our workforce to reflect the people we serve and build an environment in which everyone can feel like they belong. We encourage people from all backgrounds to apply.
We adopt a 'name blind' approach to short‑listing, so recruiting managers will not have access to personal information, including your name and contact details, until a short‑listing decision has been made. Equality monitoring information is not accessible by recruiting managers at any stage.
The Council is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults and expects all employees and volunteers to share this commitment.
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