executive director of strategy and improvement...page 3 of 19 official official 1. welcome thank you...

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Executive Director of Strategy and Improvement Recruitment pack

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Content

Welcome

Executive Director of Strategy and Improvement role

Job profile

Person specification

Summary of terms and conditions

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1. Welcome Thank you for your interest in our Executive Director of Strategy and Improvement post. This pack gives you more information about the Care Inspectorate and the role. We hope that you find this useful. The Care Inspectorate is the official statutory body responsible for inspecting standards and furthering improvement of social work and social care in Scotland. That means we regulate and inspect care services to make sure they are operating at the levels we expect. We also carry out joint inspections with other bodies to check how well local partnerships are working to support adults and children. We help ensure social work, including criminal justice social work, meets high standards. It is our responsibility to help ensure that people experience high quality care and support. We play a key part in improving care for adults and children across Scotland, acting as a catalyst for change, improvement, innovation and promoting good practice. We are an executive non-departmental public body. This means we operate independently from Scottish Ministers but are accountable to them and are publicly funded. Our functions, duties and powers are set out in the Public Services Reform (Scotland) Act 2010 and associated regulations. Our Board sets our strategic direction and oversees governance, while taking account of legislation and Scottish Government policy guidance. You will find more about our Board at www.careinspectorate.com. Our staff team is led by our Chief Executive and four executive directors. We regulate 13,273 care services. The bulk of these are childminders, care homes, care at home, day care of children, and housing support. In addition, we also regulate adoption and fostering services, secure care, school accommodation, nurse agencies, and offender accommodation. You will find more information about the numbers and types of services we regulate on our website www.careinspectorate.com. Our regulatory work includes registering and inspecting care services, dealing with complaints, and carrying out enforcement action, where necessary. We also play a significant role in supporting improvement in care services and local partnerships. We work with a range of partners to apply strategic scrutiny in children’s services, community justice, and health and social care. This involves us working with local authorities, community planning partnerships, and integration authorities. Care Inspectorate vision The Care Inspectorate’s vision is for world-class social care and social work in Scotland, where every person, in every community, experiences high-quality care and support, tailored to their rights, needs, and wishes. Care Inspectorate purpose We are a scrutiny body that provides public assurance, has a duty to further improvement, and we are a key contributor to the aspiration for world-class social care and social work in

http://www.careinspectorate.com/


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Scotland. Care Inspectorate values ▪ Person-centred – we will put people at the heart of everything we do. ▪ Fairness – we will act fairly, be transparent and treat people equally. ▪ Respect – we will be respectful in all that we do. ▪ Integrity – we will be impartial and act to improve care for the people of Scotland. ▪ Efficiency – we will provide the best possible quality and public value from our work. Care Inspectorate Strategic Objectives

1. People experience high-quality care ▪ Our scrutiny, assurance and improvement support work will lead to improved quality of care and

wellbeing for people. ▪ Poor-quality care will be addressed quickly, through a wide range of scrutiny assurance and

improvement support interventions ▪ Scrutiny, assurance and improvement support interventions will be influenced by the views and

expertise of people who experience care and their carers.

2. People experience positive outcomes ▪ Care providers and commissioners will be supported to self-evaluate and build capacity to

improve. ▪ Intelligence and evidence gathered from scrutiny, assurance and improvement support

will inform and assure the public and our stakeholders, contributing towards addressing health and social inequalities.

▪ Based on intelligence, we will focus our scrutiny, assurance and improvement support activity to where it will have the greatest impact.

▪ Our registration of services will support the development of high-quality and innovative services.

3. People’s rights are respected ▪ We will develop quality frameworks for inspection that are outcomes-focused and experience-

led, promote self-evaluation and care based on the Standards. ▪ Our work will inform the development of person-led care and support, including the effectiveness

of social work practice.

How we register care services Every care service falling within the definition in the Public Services Reform (Scotland) Act 2010 must be registered with the Care Inspectorate. We register all new care services to ensure that they meet legal requirements, evidence their ability to provide good quality care and take into account the national care standards. We may make variations to any conditions of registration. When a service cancels its registration or is faced with sudden closure, our regulatory approach aims to safeguard the people who are using the service by working with the provider, local authority and others to ensure changes are planned and uncertainty is minimised. How we inspect care Our scrutiny and improvement plan is agreed annually by Scottish Ministers. In 2017/18, the majority of inspections were unannounced. Using intelligence, our inspection plan focuses on poorer performing and high risk services. Inspectors use a variety of methods, depending on the type of service they are inspecting to examine the experiences of, and outcomes for people

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as a result of using a care service. With regulated care services, we visit every service we inspect and talk to people who use care services, their carers and their families. We talk to staff and managers privately and in groups, examine what quality of care is being provided, look at the activities happening on the day, examine records and files, and ensure people have choices that reflect their needs and promote their rights. We may make recommendations and requirements or take enforcement action if necessary. We take account of self-evaluation from the service itself and assess the performance of the service against the health and social care standards, which replaced the previous national care standards from 1 April 2018. We grade care services using a six-point scale from unsatisfactory to excellent across four themes: their quality of care and support; their quality of environment; their quality of staffing; and their quality of management and leadership. We also deal with complaints about regulated care services. Upheld complaints about a service may affect its grades and how frequently we inspect it. During 2017/18, we continued with our joint inspections for children’s services and older people’s services. The inspections of services for children and young people are led by the Care Inspectorate, working alongside education, health and police scrutiny partners. We examine how well services are provided in community planning partnership areas, and how well those services are working together to improve the outcomes for children and young people, reduce health and social inequalities and raise attainment Working with Healthcare Improvement Scotland, we have continued our work on inspections of services for older people during 2017/18. We also reviewed our joint methodology, to build a methodology that reflects the integrated landscape and to allow us to examine the quality of strategic commissioning in Scotland. These joint inspections allow us to undertake scrutiny of social work services in local authorities, including criminal justice social work. If things go seriously wrong in criminal justice social work, we help make sure the right lessons are learned by providing scrutiny of serious incident reviews. Local authorities must also notify us about the death of a looked after child, and where necessary we review the circumstances surrounding the death. We also review inter-country adoptions on behalf of Scottish Ministers. We review significant case reviews and have agreed new processes with the Scottish Government for doing this in respect of such reviews about children and young people.

1.2. Relationship with Scottish Government The Care Inspectorate is an executive non-departmental public body and our functions, duties and powers are set out in the Act and in the Non-departmental Public Body (NDBP) Executive Framework drawn up by the Care Inspectorate and Scottish Government Directorate for Health and Social Care Integration. We operate independently and at arm’s length from Scottish Ministers but are accountable to them through the Scottish Parliament. The Chief Executive is the accountable officer. In all our scrutiny activities we are required under statute to take into account the National Care Standards and the Scottish Social Services Council’s codes of conduct and practice in making our judgements and decisions on the quality of care.

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Each year, Scottish Ministers agree a scrutiny and improvement plan which sets out the priority areas of work for the Care Inspectorate.

1.3. The Care Inspectorate – Board The Chair and the members of our board set the strategic direction of the Care Inspectorate, taking into account legislation and policy guidance set by the Scottish Government. Each member of the board brings a wealth of experience and wide-ranging skills, along with a passionate interest in social care. Paul Edie is the Chair of the Care Inspectorate Board. He also currently sits on the Scottish Social Services Council and the Board of Healthcare Improvement Scotland. Paul was a Liberal Democrat Councillor in Edinburgh for 23 years where he was Convenor of Health, Social Care and Housing Committee, and was a Non-Executive Director of NHS Lothian. He was also a Member of the Lothian and Border Community Justice Partnership and Chaired the Edinburgh Community Safety Partnership. Before becoming a full-time councillor, Paul worked with the Scottish National Blood Transfusion Service. Profiles of other Board members are on the Care Inspectorate website www.careinspectorate.com. The Chair of Healthcare Improvement Scotland and the Convener of the Scottish Social Services Council also serve on the Care Inspectorate board.

1.4. The Care Inspectorate – Executive Team The Executive Team is led by the Chief Executive and together they are responsible for implementing the corporate plan and developing and adapting the way in which the organisation and its staff work. Peter MacLeod, Chief Executive, is responsible in leading the Care Inspectorate to improve the scrutiny of care, protection and social work services and develop flexible regulatory practices and integrated scrutiny and improvement activities that focus on and foster a culture of innovation.

The Chief Executive is supported by the executive team, these include: Executive Director for Scrutiny and Assurance is responsible for all the regulated care service inspections and overseeing the work associated with that. He is also responsible for the development and delivery of the Care Inspectorate’s strategic inspections, including those for children’s services and adults/older people. Executive Director for Strategy and Improvement is responsible for leading and developing the Care Inspectorate’s quality improvement role and improvement support activities across the care sector, information governance, intelligence and data analysis, organisational workforce development, involvement, communications, media, employee engagement, professional standards and practise including complaints against the Care Inspectorate and the work of the policy team. Executive Director for Customer and Corporate Services is responsible for

the leadership, direction, development and delivery of a cohesive corporate

support service for the Care Inspectorate which includes finance, HR, payroll,


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corporate governance, legal, operational facilities / environmental

management, health & safety, procurement, business support and customer

services.

Executive Director for ICT and Digital Transformation is responsible for the leadership, direction, development, and delivery of a cohesive digital service for the Care Inspectorate which includes three interrelated change workstreams covering business development, digital development, and intelligence capability development to enable effective change and the realisation of projected benefits. More information about the Care Inspectorate Executive Team and our current corporate plan can be found on our website www.careinspectorate.com


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2. Executive Director of Strategy and Improvement role The role As Executive Director of Strategy and Improvement you will lead and oversee delivery of the current strategic priorities and programme of work across the following remits: ▪ Improvement Support (including national programmes of improvement) ▪ Communications, media, and employee engagement ▪ Information Governance ▪ Intelligence and data analysis ▪ Organisational Workforce Development (strategic workforce planning and learning and

development) ▪ Involving People ▪ Policy ▪ Professional Practice and Standards, including complaints against the Care Inspectorate You will provide a strategic steer to ensure that the Directorate continues to support the wider organisation in a way that consolidates excellence. Along with the Executive Director of Customer and Corporate Services, the Executive Director of Scrutiny and Assurance, and the Executive Director of ICT and Digital Transformation, this role will support the Chief Executive to deliver business and cultural change within the Care Inspectorate and meet strategic outcomes.

2.1 Remuneration This role offers an excellent remuneration package, with a salary of £90,537. We also offer a flexible working package and generous annul leave entitlement. 2.2 Recruitment Process The advert for this post has a closing date of Thursday, 23 July 2020 at 8.00am. It is anticipated that interviews will take place via Teams on Monday, 10 August 2020. The assessment process for this post will include a presentation. For an informal chat about the role please contact Peter Macleod, Chief Executive on telephone: 01382 207131, and his PA will arrange a suitably convenient time for you to discuss any questions you may have. Reference requests will be made at the point of shortlisting to allow the panel to consider these alongside outcomes from the interview and stakeholder group presentation. The post of Chief Executive is a Board appointment therefore the Chair and members of the Board will be involved in the selection process.

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About the role

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Job profile Job Title: EXECUTIVE DIRECTOR OF STRATEGY AND IMPROVEMENT Job Location: Flexible (any of our offices within Scotland) Responsible to: Chief Executive Principal Working Contacts Chief Executive and Executive Group Chair and Board Members Sponsor Department and Politicians Local Authority Chief Executives and other Scrutiny Bodies Chief Officers for HSCPs Representative bodies for care sectors Service Providers Other NDPB Executive Officers

Job Purpose Work with the Chief Executive on developing strategic alliances and engagement and influencing, shaping the responding to the national policy agenda. Take responsibility for areas of directorate risk and intelligence reporting, performance management and improvement support as well as oversee and drive work in quality improvement, and public relations. This role will work at a strategic level with the Chief Executive to support significant cultural change and organisational performance improvement. Key Responsibilities: Strategic Management ▪ Provide corporate leadership and strategic direction in order to deliver improved business

performance and risk and intelligence profiles to inform targeted scrutiny and improvement support and deployment of resources.

▪ Develop policies, procedures, protocols, standards, and codes of practice for the Care Inspectorate safeguarding the principles of the Public Services Reform Act 2010.

▪ Lead the development of outcome-focused arrangements for performance reporting and improvement, specifically monitoring, evaluating, and reporting on the organisation’s success in meeting its objectives.

▪ Lead strategic planning for the Care Inspectorate and provide direction through the development of the Care Inspectorate Corporate and Business Plans.

▪ Provide leadership to position the Care Inspectorate as an influential presence with the media and other stakeholders.

▪ Work collaboratively with the Chief Executive and the Executive Directors, taking a leadership role in developing new ways of working, developing policy and practice of the Care Inspectorate and supporting leadership at all levels.

▪ Build the diverse strands of the directorate into a cohesive, integrated, and productive team. ▪ Lead the development and implementation of internal and external validated quality assurance. ▪ Formulate objectives, strategies, action plans and targets for the directorate and ensure that these

are achieved. ▪ Corporate leadership responsibility to facilitate and deliver business and cultural change within the

Care Inspectorate in conjunction with the Executive Director of Customer and Corporate Services and the Executive Director of Scrutiny and Assurance.

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▪ Provide advice and support to the Chief Executive, the Board and its committees on health and social care policy, the development of the Care Inspectorate business model and improvement support at a national level.

Operational Management ▪ Overall responsibility for the leadership and direction of the Strategy and Improvement directorate. ▪ Formulate, monitor, and manage the directorate budget, ensuring adherence to the principles of best

value. ▪ Direct the continuous improvement and quality systems development of the Care Inspectorate. ▪ Prepare reports for Board meetings and relevant committees. ▪ Be responsible for the health and safety policies, procedures and practice for the employees and

premises within the postholder’s span of responsibility. ▪ Analysis – developing risk processes, gathering, sharing data information and intelligence as well as

research. ▪ Undertake such other duties as may be required by the Chief Executive.

People Management ▪ Lead and direct more than one professional function within the Care Inspectorate and ensure that

their work is carried out in an effective and consistent manner which meets the targets and requirements of the Care Inspectorate.

▪ Support, develop and coach direct reports through regular One-To-One Supervision, Performance Development Reviews and Personal Development Plans.

▪ Lead on consistent, high quality practice amongst staff and its implementation. ▪ Take responsibility for the recruitment and development of all professional employees and the

implementation of HR policies within the directorate. ▪ Promote the health, safety, and welfare of employees, being responsible for the health and safety

policies, procedures and practice for both employees and premises, in compliance with Care Inspectorate and legislative requirements.

▪ Manage performance and monitor standards and consistency of practice of all employees. ▪ Promote diversity and equality of opportunity.

Relationship Management ▪ Be responsible for productive and smooth working arrangements and protocols between directorate

employees and all other Care Inspectorate employees. ▪ Develop an effective working relationship with Board Members and the other Executive Directors to

ensure smooth cross functional working. ▪ Promote the principles of partnership working throughout the organisation and in all working

practices in accordance with the Care Inspectorate’s Partnership Agreement. ▪ Build effective relationships with Ministers and Scottish Government to ensure that the organisation is

involved in shaping the future of the social and health care sector. ▪ Be responsible for the effective working relationships with relevant, designated regulatory and quality

assurance bodies and with other statutory agencies with responsibilities for service delivery and commissioning.

▪ Provide leadership and direction for the continuous development of the Care Inspectorate and the effective management of change.

▪ Head the development and implementation of appropriate mechanisms to consult and include all relevant stakeholders across all aspects of Care Inspectorate business.

▪ Lead the strategic development of approaches which ensure appropriate participation and consultation with the public, care users and external stakeholders to meet the duty of user focus and user participation.

▪ At all interfaces be proactive in raising public awareness of the work of the Care Inspectorate.

Other Duties This job requires travel and will involve overnight stays and unsocial hours. This job description is a broad picture of the post at the date of preparation. It is not an exhaustive list of all possible duties and it is recognised that jobs change and evolve over time. Consequently, the post

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holder will be required to carry out any other duties to the equivalent level that are necessary to fulfil the purpose of the job, and to respond positively to changing business needs.

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Person specification Job Title: EXECUTIVE DIRECTOR OF STRATEGY AND IMPROVEMENT

Attributes Essential Desirable

Experience

▪ Significant experience of business development, quality improvement, strategic planning and communications.

▪ Demonstrable evidence of embedding sustainable transformational change.

▪ Significant experience in both operational and strategic leadership and management.

Experience of Scottish Government, local Government and working with politicians. Experience of corporate governance, including the work of the Board and procurement processes.

Education, Qualifications & Training

▪ Educated to degree level or equivalent. ▪ Professional qualification in an appropriate

discipline. ▪ Commitment to own CPD.

Relevant management/ leadership qualification, e.g. MBA, Institute of Leadership & Management, Scottish Improvement leader (ScIL) Programme

Skills & Knowledge

▪ The ability to apply strategic leadership and direction to a diverse, multi-disciplinary team of senior professional staff.

▪ Capable of radical thinking and developing new and innovative strategies for communicating the Care Inspectorate’s ethos.

▪ Be adept at challenging traditional thinking in a positive and constructive way.

▪ Excellent communicator, both verbally and in written form.

▪ Politically astute. ▪ Proven ability to translate plans into

actions. ▪ Excellent negotiation and influencing skills. ▪ Demonstrate broad knowledge of working

with inspection/regulation of care. ▪ Knowledge of trends and changes with

across health and social care. ▪ Demonstrate understanding of Equality and

Diversity issues. ▪ IT literate, using the most effective methods

to communicate and manage information.

Demonstrate involvement in social and health care delivery. Understanding of, and ability to demonstrate, the management of complex projects.

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Key Performance Outcomes

Essential Desirable

Leading Others ▪ Ability to provide leadership and a clear sense of purpose and direction to lead more than one professional function within the Care Inspectorate.

▪ To effectively deploy staff and other resources in order to achieve performance objectives.

▪ Ensure that the Directorate conducts itself in accordance with the highest standards of integrity, probity and openness through the implementation of robust corporate governance.

▪ Ability to provide strategic direction for multi professional team whilst bringing together groups from different disciplines.

▪ Ability to bring about significant cultural change at a strategic level.

▪ Works in a collaborative style to deliver effective duty of co-operation.

Demonstrates experience of managing organisational development.

Management of Resources

▪ Ability to bring together the overall work of one or more teams of staff, substantial staff and budget responsibilities and determining the “tone” for a significant area of the organisation’s work whilst promoting a corporate vision.

▪ Ability to manage resources and budgets to achieve the Care Inspectorate’s objectives.

▪ Ability to drive continuous improvement and manage business planning and performance processes.

Effective Communication

▪ Good public speaking skills with ability to communicate with ministers, present evidence at parliamentary committees and represent the Care Inspectorate at conferences and events.

▪ Articulate and positive communicator both in verbal and written communication skills.

▪ Ability to engage, influence and lead the development of a wide range of key stakeholder relationships, both internally and externally.

▪ Ability to build and guide key stakeholder strategies and manage relationships to secure or improve delivery of key programme or service outputs.

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Impact & Influence

▪ Ability to influence at all levels. ▪ Proven track record of promoting, leading

and implementing strategies and change programmes to improve the development and quality of services.

▪ Ability to build positive relationships, engage and work collaboratively and effectively with others, internally and externally.

▪ Demonstrate personal resilience, being able to work flexibly under pressure with stamina and tenacity to deliver results.

Ability to take account of wider political and organisational sensitivities to deliver strategic objectives.

Objective Decision Making

▪ To set, in consultation with others, the overall strategic agenda, long term objectives and performance standards for the organisation.

▪ Demonstrate analytical and systematic approach to problem solving.

▪ Ability to make appropriate and realistic judgments, based on relevant, up to date and verifiable information.

▪ Ability to take responsibility for difficult decisions and to remain resilient against possible criticism.

Please note – these are key performance outcomes to be used to recruit into the role. Successful applicants will be assessed against all the performance indicators used in LEAD (appraisal system) in the role.

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Summary of terms and conditions of service Hours of work The post is contracted for 40 hours a week. It is expected that these hours will be worked Mondays to Fridays however, you are required to work such additional hours as are reasonably necessary for the proper performance of your duties, without extra remuneration. Deductions from salary It is your responsibility to ensure that any voluntary deductions you wish made on your behalf, for example trade union subscriptions, are correct and in accordance with your instructions. Pension Your appointment is pensionable, and you automatically join the Care Inspectorate Pension Scheme, which is the Local Government Pension Scheme administered by Dundee City Council. This is a career average pension scheme with a tiered employee contribution rate. Should you choose to opt out of the pension scheme please contact Care Inspectorate HR or download the form from the website www.dundeecity.gov.uk/pension. Continuity of service Continuous service will be recognised with the following employers for the purpose of calculating contractual entitlements to occupational sick pay, maternity leave, annual leave and notice periods:

• local authorities

• National Health Service

• All employers listed on the redundancy payments (Continuity of Employment in Local Government, etc) (Modification) Order 1999 (as amended).

Continuous service with the following sectors will be recognised for the purposes of calculating entitlements to occupational sick pay, maternity leave and annual leave:

• Further and higher education sector.

• Voluntary and private providers of the care sector. Annual leave The annual leave year is 1 April to 31 March. Annual leave is calculated on the basis of complete months. Continuous service will be recognised for the purposes of calculating allowances. A maximum of five days outstanding leave may be carried forward, subject to manager’s discretion and operational requirements.

http://www.dundeecity.gov.uk/pension.

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• Less than 1 year’s service by 1 April 25 days

• 1 year’s service by 1 April 26 days




• 5 year’s + service by 1 April 30 days If your employment commences or terminates part way through the annual leave year, your entitlement to holidays during that year will be assessed on a pro-rata basis. A deduction from your final salary will be made in respect of any holidays taken in excess of entitlement on termination of employment. You will be entitled to payment in lieu of holidays accrued due but untaken as at the date of termination of employment. Annual leave can be taken as a whole or a half of the working day. Public holidays The Care Inspectorate has six fixed public holidays. These are as follows:

• first two working days of the New Year • Easter Monday • St Andrew’s Day • Christmas Day or next working day • Boxing Day or next working day.

Maximising attendance The current provisions for sick pay benefits are set out below. Service at commencement Full allowance for half allowance for of absence from duty

Less than 26 weeks NIL NIL 26 weeks or more but less than 1 year 5 weeks 5 weeks

1 year but less than 2 years 9 weeks 9 weeks

2 years but less than 3 years 18 weeks 18 weeks

3 years but less than 5 years 22 weeks 22 weeks

5 years and over 26 weeks 26 weeks Any previous continuous service you may have will count towards calculation of your entitlement. Confidentiality During your employment with the Care Inspectorate, you shall be subject to a duty of confidentiality in relation to any information of a confidential nature which has come to your knowledge in the course of your appointment with and related to the activities of the Care Inspectorate. You shall not, except in the proper performance of your duties with the Care Inspectorate or unless ordered to do so by a court or tribunal, divulge any information of a

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confidential nature concerning the business or transactions of the Care Inspectorate or any board member of the Care Inspectorate, and you shall use all reasonable endeavours to prevent the disclosure of such information. Learning and development You will be required to participate in any appropriate learning and development programme in accordance with the Care Inspectorate’s overall learning strategy. Membership of a trade union/professional body The Care Inspectorate is fully committed to creating and maintaining harmonious employee relations and encourages employees to belong to a trade union or professional organisation. The Care Inspectorate has a partnership agreement with the trade unions which will be available from Organisational and Workforce Development. Employment medical Should it be deemed necessary during the course of your employment, you may be required to attend for a medical examination by the Care Inspectorate occupational health advisers. You agree that any report produced in connection with any such examination may be disclosed to the Care Inspectorate and the Care Inspectorate may discuss the contents of the report with the relevant doctor. HR policies and procedures The Care Inspectorate’s human resources policies and procedures are available on our Intranet and from the human resources team. The details above are a summary of the terms and conditions that apply to this appointment. Full terms and conditions will be contained within the contractual documents that will be issued to the successful candidate upon appointment. For any queries about terms and conditions please contact [email protected]

mailto:[email protected]

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