The Role: Corporate Director for Children and Young People (statutory Director of Children’s Services)

Role Profile: Corporate Director for Children and Young People (statutory Director of Children’s Services)

Reports To: Chief Executive

Direct Reports: Service Director Education, Skills and Learning, Service Director Early Help, CIN & Safeguarding, Service Director Corporate Parenting, HOS Safeguarding & Review (PSW)

Role purpose:

The corporate director for children and young people will provide leadership to the council’s services related to education, early years, SEND, family help, children in care and care leavers and safeguarding of children and young people. They will work across the organisation to develop and deliver strategies for the wider benefit of the communities of Herefordshire.

This includes the commissioning, development, delivery and promotion of a broad range of services to children and young people including working across the education sector to improve education outcomes and employability.

The post holder will ensure the council’s strategic aims for Children and Young People are delivered and excellent service quality and value for money are achieved by managing resources in the most effective and efficient way.

Accountabilities specific to the role

Provide effective leadership in the improvement and development of children’s services to improve outcomes for children and young people.
As a member of the organisation’s corporate leadership team contribute to the development and implementation of corporate strategy and policy to create a One Council approach.
Ensure effective strategic management of services both within the directorate and with the council’s partners to ensure excellent service delivery.
Ensure that the highest quality services possible are provided to the people of Herefordshire and that services are responsive to the expressed needs and aspirations of the council’s residents and customers regardless of backgrounds, lifestyles and abilities.
Have overall accountability for the expenditure of the children and young people directorate’s budget and to ensure that the resources are deployed in the interests of effective service provision, ensuring effective governance and reporting and in line with council policies and priorities.
Lead the safeguarding and promotion of the wellbeing of children and young people in Herefordshire.
Lead strategic commissioning and improvement programmes for schools and settings, ensuring the council’s statutory responsibilities are met and school leaders are well informed, engaged and supported.
Promote and ensure effective joint working between Herefordshire Safeguarding Children’s Partnership and the council.
Lead performance management across all areas of responsibility ensuring continuous improvement in service delivery resulting in better outcomes for children.
Inspire, empower and develop the directorate’s workforce to secure a real sense of ownership of and engagement in the council’s vision and priorities.
Create an environment where the voice of the social worker is heard, and social workers can flourish
Formulate, implement and evaluate innovative partnership working across all relevant agencies to maximize service delivery for the benefit of the community in Herefordshire.
Ensure the effective implementation of corporate performance and risk management processes within the directorate and ensure national data quality standards are achieved and maintained.
Lead and ensure the effective planning, preparation and organisation of all major external inspection and assessment processes of the directorate.
Lead high quality and timely planning and intervention for children and young people, and for scrutinising and challenging multi-agency practice, to ensure that children and young people are appropriately safeguarded and improved outcomes are achieved in a timely way
Manage the range of budgets made available to the directorate and to ensure that resources are deployed to best effect; provide value for money; are well monitored and controlled; and that services are managed within budget and appropriate audit trails are developed for existing and new funding streams.
Act as principal adviser to the council’s cabinet, committees and senior officers on all aspects of children’s services.
Maintain and develop communication and working relationships within the directorate, the wider community and outside agencies, including central government agencies, Ofsted and the voluntary and health sectors.
Ensure the effective management and development of the service directors and heads of service of the directorate, ensuring that they provide advice and guidance to the council on the strategic issues facing their areas of responsibility and assist council members to formulate and review service policies to achieve the council’s strategic and statutory objectives.
Develop and foster effective external working relationships with key organisations and people within the community, in government and other appropriate public bodies, in order to address key strategic issues facing the council.
Ensure staff are aware of the Herefordshire safeguarding procedures for sharing information about the welfare of any person for whom they have safeguarding concerns. Ensure that staff attend training to enable them to recognise the indicators for concerning behaviour and receive safeguarding supervision as appropriate.
Assume accountability for directly managing integrated service delivery, managing conflicting priorities and driving the achievement of continuously improved locality-based customer outcomes.
Ensure that the implications and requirements of legislation affecting children’s services are identified, interpreted, disseminated and met.
Ensure service developments are properly planned, and that delivery is facilitated through the public, private and community sectors through strong and effective partnerships and are underpinned by strong governance.
Undertake on call responsibilities including participation in the council’s GOLD and SILVER emergency planning on call rota.

Responsibilities and behaviours

Fulfill the statutory responsibilities of the director for children’s services
Work collaboratively with other officers to develop corporate strategy and direction based around an integrated approach to service delivery.
Contribute to the corporate delivery of the council’s vision and core values, providing a clear sense of direction, optimism and purpose.
Ensure that the range of services provided and commissioned by the directorate, and in partnership, are accessible to the whole community.
Develop relationships with partner organisations to meet the needs of Herefordshire’s communities, collaborating with all sectors to continuously improve the quality of life in the county.
Drive the implementation and development of a programme of change for children’s services throughout the council
Develop services managed with appropriate partners, spotting and taking advantage of external changes so resource utilisation is maximised in the long term.
Act as a figurehead for the service areas managed, liaising with members, non-executive directors and senior individuals in external agencies, regionally and nationally, to influence agendas
Support members by providing the highest quality advice and guidance on areas of policy and strategy, ensuring that members are appraised about issues to enable informed decision making in line with Herefordshire Council’s vision and priorities.
Drive appropriate organisational improvement and transformation; and lead cultural and policy change in line with the council’s vision and values.
Provide exemplary leadership, ensuring behaviours meet organisational values and creates a working environment where employees are empowered and can deliver their best, holding others accountable for their decisions.
Establish appropriate performance standards and determine priorities for resource allocation to meet clearly defined customer expectations.
Create an environment where learning, innovation and the application of new ideas flourish resulting in significant improvements to service delivery.
Take responsibility for managing risks and resolving issues that may have a significant impact on the council.
Understand and meet all required legislation and governance to deliver the required service standards.

Skills, knowledge and experience

A successful track record and background of consistent achievement as a senior manager in a large and complex organisation.
A proven track record of delivering improvement and transformational change
Evidence of success in strategic management and in achieving excellence in leadership and management
Strong experience of strategic budget management, including evaluating competing budgetary priorities within tight financial limits.
A proven track record of working and communicating effectively with a wide range of internal and external bodies to achieve the corporate and service objectives of a comparable organisation.
A proven track record of working effectively within a political environment, providing clear, balanced advice and guidance on strategic issues that achieve the corporate and service objectives of the organisation.
Evidence of a clear understanding of the workings of local government, the legal, financial and political context of public sector management.
Significant and successful experience of working at a senior management level within education, children’s social services or related relevant field.
A working knowledge of the legislation and statutory obligations relating to children’s services.
A broad understanding of how children’s services operate and of how improvements can be made by integrated planning and delivery of services
High-level analytical skills, with the ability to exercise sound judgement in seeking creative solutions to complex situations.
High-level presentational and interpersonal skills, with the ability to communicate effectively to a wide range of audiences and communities.
Ability to establish and sustain positive relationships and partnerships that generate confidence, respect, credibility and trust and achieve required outcomes.
Ability to anticipate, interpret and manage change and achieve results through influence and negotiation.
Well-developed leadership skills, with the ability to motivate and inspire others to be the best they can be.
Ability to build, work and maintain effective relationships with staff, elected members, key partners, service providers, stakeholders and the wider community.

Leadership Behaviours

Trust
Developing and maintaining relationships based on a culture of transparency and open communication. Supported by integrity and the confidence that you are reliable and fulfil commitments.

Honesty
Demonstrating truthfulness, integrity, and transparency in all communications, decisions, and relationships. Being trustworthy, reliable, and accountable for your actions. Acting with sincerity and fairness, even in challenging situations.

Responsibility
Taking ownership of individual and collective actions, decisions, and delivering on commitments. Being reliable, fulfilling obligations and being accountable for outcomes and results. Proactively contributing to the achievement of your own, the team and council goals.

Inclusivity
Working in partnership and with all our diverse communities. Embracing diversity, equity and inclusion by recognising and valuing the unique perspectives, backgrounds and experiences of our staff, customers and residents. Creating an environment where every individual is valued, respected and can belong.

Value
Upholding high standards, ethics and integrity to guide our actions and decisions. Demonstrating commitment to creating and delivering value in our work by recognising and appreciating each other, our resources, processes, customers, community and environment.

Empathy
Demonstrating a genuine and caring understanding of others’ feelings, perspectives, and experiences. Listening attentively, acting with compassion, supporting with respect and kindness and considering the impact of our actions on others.