Work across the organisation and with key partners to drive forward the focus on prevention, independence, and early intervention throughout the system to improve the health, social care, and education outcomes for our residents and communities. Lead the development of strategic commissioning capabilities across the department and with our key partnerships, promoting long term strategic innovation, whole system thinking, and partnership working. With significant weight on: Strategic Impact (externally) – taking into account the extent to which the post holder contributes and enables the strategic outcomes of liveability, growth and independence, the relative importance of the outcome and political context Strategic Impact (internally) – taking into account the extent to which the post holder controls or influences the internal strategic direction; post holder has a Council-wide impact Reputational Impact – the degree to which the Council’s reputation is impacted by extreme positive or negative performance of the service and the influence of the post holder Decision Making - and the extent to which the post holder makes decisions without further authority Service Complexity – and strategic impact of the internal and external environment within which the post holder operates and the complexity of partnership working Financial Impact – taking into account the financial accountability, the magnitude of budget and the level of direct or indirect impact Risk Management - taking into account the degree of uncertainty, resource implications and strategic consequence for the organisation Management Arrangements The Executive Director reports to the Chief Executive and will line manage the Directors of Education and Skills, Family Services and Adult Services. Key Stakeholder Relationships External: CCGs, Districts and Boroughs, Government Departments, National Consultation Groups, Strategic Partners, Other Local Authorities, Trade Unions, MPs, Partner Organisations, Professional Bodies and Voluntary Groups. Internal: Councillors, Executive Leadership Team (ELT), Corporate Leadership Team (CLT), and Heads of Service (CMG) right across the organisation. Political Restrictions
Work across the organisation and with key partners to drive forward the focus on prevention, independence, and early intervention throughout the system to improve the health, social care, and education outcomes for our residents and communities. Lead the development of strategic commissioning capabilities across the department and with our key partnerships, promoting long term strategic innovation, whole system thinking, and partnership working. With significant weight on: Strategic Impact (externally) – taking into account the extent to which the post holder contributes and enables the strategic outcomes of liveability, growth and independence, the relative importance of the outcome and political context Strategic Impact (internally) – taking into account the extent to which the post holder controls or influences the internal strategic direction; post holder has a Council-wide impact Reputational Impact – the degree to which the Council’s reputation is impacted by extreme positive or negative performance of the service and the influence of the post holder Decision Making - and the extent to which the post holder makes decisions without further authority Service Complexity – and strategic impact of the internal and external environment within which the post holder operates and the complexity of partnership working Financial Impact – taking into account the financial accountability, the magnitude of budget and the level of direct or indirect impact Risk Management - taking into account the degree of uncertainty, resource implications and strategic consequence for the organisation Management Arrangements The Executive Director reports to the Chief Executive and will line manage the Directors of Education and Skills, Family Services and Adult Services. Key Stakeholder Relationships External: CCGs, Districts and Boroughs, Government Departments, National Consultation Groups, Strategic Partners, Other Local Authorities, Trade Unions, MPs, Partner Organisations, Professional Bodies and Voluntary Groups. Internal: Councillors, Executive Leadership Team (ELT), Corporate Leadership Team (CLT), and Heads of Service (CMG) right across the organisation. Political Restrictions
exec-director-cafhe-jd.docx