BUCKINGHAMSHIRE COUNTY COUNCIL

MANAGING DIRECTOR

CHILDREN’S SOCIAL CARE AND LEARNING

CANDIDATE INFORMATION PACK

July 2014

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Introduction

Thank you for your interest in this role with Buckinghamshire County Council.

Buckinghamshire has a strong track record of delivering good services to children and families. We are seeking to recruit a Managing Director with drive and ambition who will be responsible for driving performance outcomes for Children’s Services within Buckinghamshire County Council.

This is an exciting time to be joining Buckinghamshire. Our Future Change Programme is driving one of most innovative change programmes in the Council’s history. It will allow us to operate more commercially, empowering Business Units (one of which is led by this post) to be entrepreneurial and innovative - driving down costs and making it easier for our customers to do business with us. In addition it will allow us to be financially self-reliant and continue to improve outcomes and deliver high quality services for the people of Buckinghamshire.

Click here for a video from Chris Williams, Chief Executive, Buckinghamshire County

Council Angela Macpherson, Cabinet Member for Children’s Services and Mike Appleyard,

Deputy Leader and Cabinet Member for Education and Skills.

Alternatively, please copy and paste this link: http://youtu.be/YdnXqDrCvvs

Background information

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Click to view Buckinghamshire County Council’s Strategic Plan:

http://www.buckscc.gov.uk/about-your-council/our-plans/

Click to view the Future Shape’s slide presentation:

http://www.buckscc.gov.uk/jobs/social-care/childrens-social-care/

Click to view Buckinghamshire County Council’s latest Ofsted inspection report

http://www.buckscc.gov.uk/jobs/social-care/childrens-social-care/

Overview

Buckinghamshire is a very attractive and diverse County, which lies within easy reach of central London and the South East bordering Oxford in the West and the outskirts of London in the East.  The County is proud to have some really outstanding areas of natural beauty, including the Chilterns, the Vale of Aylesbury and stretches of the River Thames, as well as the growing towns of Aylesbury and Wycombe. What helps to define Buckinghamshire and what makes it special are venues such as The Olympic Rowing Venue at Dorney, Pinewood Studios, the Prime Ministers Chequers retreat and Stoke Mandeville Stadium the birth place of the Paralympics. These nationally important locations as well as twice the national average of Voluntary and Community Sector organisations and a combination of rural and urban challenges, brings with it complexity and the need for policies and infrastructure which can react, flex and proactively drive a wide-ranging agenda for our many different community needs. 

Buckinghamshire County Council is a high performing and well led organisation with a good track record of achievement. In this context we are well placed to tackle the varied and sometimes challenging set of priorities that we face. We have good links with our District Councils, other Public Agencies and the Private sector. These relationships and their ongoing successful management are, and will continue to be, critical to developing and delivering services that are relevant and tailored to the diverse local communities needs within Buckinghamshire.

Restructure – Future Shape

The Future Shape programme will enable us to be financially self-reliant and continue to improve outcomes and deliver high quality services for the people of Buckinghamshire.

The age of austerity is set to continue until at least 2020 if not beyond. The world is changing and Buckinghamshire County Council needs to change with it. We could continue to salami-slice budgets and start cutting services or we can choose to operate commercially by taking the best of the private sector and merging it with the best of the public sector.

The future shape model enables us to operate more commercially, empowering our new Business Units to be entrepreneurial and innovating, driving down costs and making it easier for our customers to do business with us.

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Our four new Business Units all report to the Chief Executive and the top-line structure of the council is below.

Our structures are changing but the real change will be driven through our new processes and ways of operating.

The key features of Future Shape will be:

Implement solutions that will ensure the Council is financially sustainable and more self-reliant to tackle the social and economic challenges now and for the years ahead.

Members will set priorities with residents and ensure that they are delivered through stronger outcomes-based commissioning and performance management.

Residents will find it easier to do business with us, be able to serve themselves and get better access to services delivered digitally.

Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.

A leaner, flexible and commercially skilled workforce who are equipped and incentivised to work together across different structures to deliver our priorities.

Continue to make better use of all our resources and assets, with everyone aware of opportunities to innovate.

We appreciate there is a lot to do; organisations don’t change overnight. This is an ambitious programme of change in order for us to become a commercially-minded council.

We have an opportunity to create an organisation that is future proof—charting new waters. With a strong Member steer we believe that together we can deliver the change we need.

Context

The Children’s Social Care and Learning (0-25 years) Business Unit is made up of:

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Children and Families Learning, Skills and Prevention

This Business Unit works closely in partnership with everyone who works with children and young people, including schools, residential homes, police, education, social care, Connexions and the voluntary and community sector.

This is reflected through the Buckinghamshire Children and Young People’s Plan 2014/18, which identifies the priorities of the Children, and Young People’s Partnership that are delivered by a range of partner organisations. It identifies the vision, priorities and objectives of the Partnership and sets out how all those working with families in Buckinghamshire aim to help them improve their lives.

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Vision Statement

Children and young people are healthy and safe, feel valued and value others, are treated fairly, have lives filled with learning, achieve their potential and are able to enjoy life and to spend quality time with family and friends.

Our services are recognised for improving outcomes for children and young people, for their professional and business-like practice, and for being a good place to work. We have a stable and highly skilled workforce who feel valued and supported by colleagues and other professionals and who spend their time doing the things that are of most value to children, young people and families.

Outcomes:

1. Children and young people are safe.2. Children and young people live fulfilling lives.3. Children and young people are healthy.4. Children and young people reach their potential in education and in other aspects of

their lives.

Objectives:

1. To move the balance of our resources towards early intervention and help.2. To help keep children and young people safe and achieve stability.3. To help prepare children and young people for adult life. 4. To improve education standards for all children and young people.5. To be a committed and engaged corporate parent.6. To enable children and young people to remain in their family wherever possible.7. To engage children, young people, parents and carers in designing and delivering

services.8. To run services effectively using continuous improvement and evidence-based

practice. 9. To respond to new statutory responsibilities.

The organisational structure and line management responsibilities for this role is:

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Service: Children & Families

Our Children & Families services offer advice, support and services for children and families when:

A child or young person is at risk of harm. A child or young person is ‘in care’ i.e. the Council has parental responsibility. A young adult has been looked after and is now living independently. A child has particular health or developmental problems and extra support will

promote their well-being. A child is, or is alleged to be, an offender. A child has a permanent or substantial disability. A child has caring responsibilities for others. A child has emotional or behavioural difficulties. A child is homeless. A parent is very young and without a supportive network. Parents or families are unable to provide good enough care without help. There is a risk of family breakdown.

The organisational structure for this service is:

Service: Learning Skills & Prevention

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Learning Skills & Prevention (LSP) is made up of the following areas: Prevention, and Commissioning; Access and Youth Provision; Children’s Partnerships; Learning Trust and Special Education Needs and Psychology.

The organisational structure for this team is:

Joint Commissioning

The Joint Commissioning team works in partnership with a range of agencies at local, regional and national level, including other local authorities, and with colleagues within the council, to implement specific elements of the Joint Commissioning Strategy. The team also leads on the joint commissioning of some health services for children and young people in partnership with Clinical Commissioning Groups (CCGs):

Commissions providers of Children and Young People’s Services in accordance with contract standing orders, ensuring a fair playing field, and value for money.

Commissions and contributes to the completion of needs analysis in agreed areas of need and project manages service reviews and special projects relevant to service commission.

Monitors contracted services that have been commissioned. Manages all operational processes in relation to the Local Authority’s statutory duty

for the provision of education and training for young people aged 16 – 19 (to 25 for those with Learning Disabilities and Difficulties), under the Apprenticeship, Skills, Children and Learning Act 2009, and manages planning and implementation of the Raising of the Participation Age (RPA) within Buckinghamshire.

The Role

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The post will be part of the Chief Executive’s Business Unit Management team who together will be responsible for leadership and setting performance standards, as well as developing these businesses and establishing their place in the market.

The organisation is going through a huge cultural shift and the post holder will be responsible for leading the strategic development of a new service.

These are the role requirements that we would specifically like you to address in your supporting statement:

1. Demonstrable and successful experience of operating at a senior management level in a large/complex public, private or not-for-profit sector organisation.

2. Demonstrable evidence of successfully sharing corporate responsibility, and of effectively contributing to and delivering cross-cutting outcomes.

3. A strong appreciation and understanding (or the capacity to quickly gain such) of the children’s social care and learning environment; and the ability to manage, influence, inspire and gain the respect of staff and partners working with children and young people.

4. A demonstrable and successful track record of innovation in designing and developing new models of service delivery, which result in value added performance outcomes.

5. Demonstrable and successful experience of managing relationships with a wide range of internal and external stakeholders; and developing strategic and outcomes-driven partnerships.

6. A demonstrable and successful track record of commercialisation through identifying and delivering opportunities for income generation; and driving down costs through partnerships and collaborations and using robust processes to manage and control spend effectively.

7. Demonstrable and successful experience of large-scale and complex commissioning and contract management.

This is a first tier, politically restricted, statutory Chief Officer post, reporting directly to the Chief Executive. You will have statutory responsibility and be accountable for the safeguarding of children in Buckinghamshire, as outlined in the statutory guidance for Directors of Children’s Services:

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/271429/directors_of_child_services_-_stat_guidance.pdf

A full breakdown of the responsibilities of the role is provided in the table overleaf.

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Business Unit Managing DirectorPurposeTo provide strategic leadership, direction, operational management and financial control for a Business Unit working with Council Members, the Chief Executive and other Business Unit Managing Directors, to develop the culture and achieve the aims and desired outcomes of the Council.

Service to CustomersAccountability End ResultDirect and control the Business Unit to ensure that the priorities of the council as expressed through the outcomes commissioned by Cabinet Members are delivered through an appropriate and value for money network of delivery units that operate in a commercially minded way in order to provide high quality services.

Activities across the Business Unit are directed and controlled to ensure the required outcomes and standards are delivered either directly, or via third party suppliers, through commissioned or funded services; or via community empowerment.

The Business Unit supply chain is developed and managed effectively and efficiently

Customer and client satisfaction are maximised.

Proactive demand management is achieved through Member input, community consultation and customer insight.

All integration and solution specific requirements, specified by HQ are implemented.

Service quality, efficiency, continuity, commercial viability and both the financial and social return on investment are maximised.

Actively contribute to the formulation and implementation of Council strategies and outcomes, as a member of the One Council Board. Ensure that innovative, commercially focussed approaches, which meet the long term needs of Buckinghamshire and its residents, are identified, developed and delivered.

The priorities of the Council as expressed through the strategic outcomes are consistent with the democratically derived political and social intentions of the council.

Changing priorities and external requirements are anticipated and assessed.

Innovative commissioning approaches and responses are developed and delivered.

Service level commissioning delivers required outcomes through the most appropriate delivery vehicles.

Policy options for future Council plans are developed.

Ensure the development, implementation and delivery of Business Unit strategy, policy, systems, processes, governance frameworks and procedures that achieve the outcomes set by Members and comply with the parameters of the operating model framework.

Business Unit strategies deliver the Councils vision and the overall outcomes set by the Council.

The Business Units commissioning strategy responds and reacts to insight and understood demand.

The most appropriate delivery vehicles for Business Unit services are identified and implemented.

Services are designed on a whole systems approach that prioritises the needs of customers and communities.

Compliance within the services for which responsible is monitored and ensured.

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Action is taken to resolve any issues identified.

All HQ and external reporting requirements are met.

Policies, systems, etc. meet all strategic, regulatory and operating framework requirements.

Support Elected Members and Council Committees. Provide challenge and advice to colleagues, partner organisations and Delivery Unit Managers.

Members are supported in fulfilling their executive and non-executive roles and defining their tactical and operational priorities.

Members are actively consulted on, supported, kept informed and involved in the activities of the Business Unit.

Members are advised on Business Unit plans and policy and on the achievability of these.

Aligned Members are advised of the implications of decisions and actions.

Strategic advice, critical challenge and moderation are provided in relation to own services areas and wider Council / partner activities.

Ensure Business Unit compliance with external legislation and regulations.Undertake the formal responsibilities required for assigned regulated designations on behalf of the Council.

Policies and controls ensure that the Business Unit is compliant with all relevant legislation, codes, regulations, guidelines and standards.

All statutory functions as outlined in the relevant legislation are delivered effectively and efficiently.

Constraints and opportunities posed by regulatory changes are identified and incorporated into strategic decision-making.

Responses to Scrutiny Committee enquiries are led effectively.

Ensure organisational safeguarding strategies reflect statutory requirements and best practice.Ensure these are understood and implemented within the area of responsibility.

There is a proactive and positive Safeguarding Culture.

The organisation meets its statutory Safeguarding requirements.

Strategic risks are effectively managed.

Business ImprovementWork with Members, other Business Unit Managing Directors, HQ and partner agencies to identify and address issues which impact on Council services and the wider community.

A culture of continuous improvement is established and embedded throughout the organisation.

External political and regulatory environment is monitored.

Strategic issues / implications and opportunities for “ground breaking” developments are identified.

New sources of funding are identified and delivered.

Strategies for the management and delivery of change are developed and implemented.

Improvements are planned and targets set.

Ensure that the capacity and capability Innovative changes to culture and practice, reflecting

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to respond positively to market forces and other change is enhanced, “traditional thinking” is challenged and that risk taking in identifying innovative solutions is encouraged where appropriate.

demand and supply of services are identified, assessed, implemented and sustained.

Active market shaping optimises the provision of services.

Conditions for others across the whole organisation to perform and to innovate are optimised.

Transformation of services and behaviours is focussed and driven to meet required outcomes.

Plan and direct / sponsor significant strategic or wider organisational change programmes, projects and initiatives.

Council change programmes are monitored and directional control provided.

Transformational change to organisational culture, behaviours, practice and process is driven and directed.

Projects / programmes have clear and assigned accountabilities and achieve their objectives.

Colleagues, Self and PartnersProactively develop professional knowledge, skills and behaviours.

Participate in and lead the Delivering Successful Performance process.

Maintain an evidence log for achievement against objectives, behaviours and learning activities.

Take responsibility for identifying and pursuing own development needs.

Ensure that skills and knowledge are developed to meet future organisational and regulatory requirements and that the Business Unit is able to meet the challenges it faces.Accountable for the professional standards within the services for which responsible.Drive the cultural changes needed to ensure customer focus is at the heart of organisational and individual behaviour.

Changes, which impact learning and development, are identified and actioned.

Realistic self-assessments of development needs are made by self and Business Unit Managers

Business Unit Managers are supported, coached and mentored in the delivery of their responsibilities.

A proactive, commercially minded, customer focussed, “can do” culture is developed and embedded throughout the organisation.

A collaborative culture across the whole council, where “your success is my responsibility” is embedded.

Empowerment of staff and the wider community is enabled.

Skills and knowledge within the Business Unit and where appropriate partner organisations and supply chain are developed to meet identified requirements (e.g. commercial, partnership working and commissioning skills)

Knowledge sharing is established and embedded throughout the Council, delivery units and partner organisations.

Professional competence and integrity is ensured.

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The workplace is actively championed as a learning environment.

Manage and develop stakeholder relationships. Ensure the services for which responsible have good relationships with Members, other service areas, customers, stakeholders, the public and the media.

Good working relationships and collaboration with peers, associated and affected interest groups / key stakeholders are established, promoted, fostered and sustained in order to deliver required outcomes.

The BCC brand and reputation are protected, developed and promoted throughout the community.

The Business Unit uses Member, employee and public consultation as key integral components of their service management.

BCC is represented on local, regional and national forums.

Drive innovation in models of service delivery through leading and developing relevant partnerships between the Council and other public, private, voluntary and community sector bodies.

Delivery of outcomes is achieved / supported through leading the engagement with partners.

A clear framework of accountabilities is established between Business Unit and supplier / partner organisations.

Members are supported in building and sustaining partnerships.

Best practice is identified, shared and promoted.

Ensure support is provided in response to a corporate emergency.

Support is provided to meet the identified need.

Requests made for support are reasonable with regard to both the job and the job holder’s circumstances.

Managing ResourcesProvide leadership and direction within the Business Unit and across the group of services for which responsible.

Strategic leadership in the planning, commissioning and delivery of services is effectively provided.

The services are led by professional, motivated and effective management teams.

The performance of the Business Unit employees and Delivery Units is effectively managed.

Deficiencies and underperformance are actively resolved.

Ensure the effective financial management of the services within the Business Unit

Ensure a comprehensive risk management programme is in place for the services for which responsible.

Budgets are agreed.

Services are delivered within allocated budgets.

Financial accountability for all aspects of the Business Unit budget is secured.

Value for money is maximised.

The Business Unit reports their income and expenditure for each quarter.

There is clear transparency on spend and financial performance.

Effective risk management processes are defined, implemented and delivered across the services.

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Operational, financial, regulatory and political risk are identified and managed in accordance with Local Government and national working practices.

Mitigation is identified and actioned in prospective high-risk areas.

Ensure the targets and objectives of the services for which responsible, result in the delivery of required outcomes.

Strategic plans within the Business Unit support the required outcomes

Policy direction is translated into service outcomes.

Robust contract, performance and quality management, systems enable delivery to be monitored and contracts managed effectively.

High performance against all external measures is achieved.

Members are advised on actual or potential under achievement and plans for improvement.

Action plans are developed, implemented and delivered.

Compliance with all relevant legislation, policies and procedures is ensured.

Operate strategically across the whole Council to ensure the all strategic outcomes are met and that resources are effectively deployed across the organisation.Ensure appropriate organisation structures and processes are developed and implemented.

Internal and external organisational boundaries do not impede the delivery of the Council’s required outcomes.

Resources are effectively and efficiently deployed to achieve outcomes

Appropriate organisation structures and processes are developed to meet organisational requirements.

Ensure the successful implementation of health and safety legislation, policies and practices.

There is a proactive and positive culture of health and safety.

The organisation meets its statutory health and safety requirements.

Strategic risks are effectively managed

Values and BehavioursCommitted to making a difference We will do our best for people even when we are making difficult decisions We will deliver what we promise We will take pride in working with our communities We will make public money go as far as possibleWorking together to find solutions We will support each other to do our jobs well We will work as one council and with our partnersWe will celebrate our success and good newsWe will learn from our and others’ experiences

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Change starts with me We will take responsibility for our work We will be open to change and other people’s ideas We will look for ways to improve how we do things We will act with honesty and treat others with respectBehavioural Indicators: Leadership

Nature of ContactsMembers, the Chief Executive, Business Unit Managing Directors, Delivery Unit Managers / Directors and equivalent levels in external bodies, private sector and partner organisations to advise, discuss, challenge and influence. Establish and lead partnership working with internal / external services / organisations and liaise with national bodies.

Manage complex political relationships. Manage relationships with key stakeholders and delivery partners including negotiation of complex political / strategic / commercial issues.

Manage confidential, challenging and highly sensitive issues / situations, which involve significant negotiation, persuasion and influencing skills. Interaction with others and the ability to successfully influence and motivate are fundamental to the role.

Direct line management of Business Unit Management team.

Procedural ContextLead and control a group of services. Member of the One Council BoardAccountable for operational and strategic implementation of decisions and direction for the services within the remit of the Business Unit. Strategic intent is established through the Council’s decisions.

Breadth of vision, strategic, innovative and ground-breaking problem solving involves thinking within a general framework of political direction in situations where there are often aspects which are ambiguous, intangible or unstructured. A significant degree of evaluative judgement is required in relation to risks and issues, with the ability to identify the potential impact of a wide range of changing and potentially conflicting internal and external factors. Ensure conclusions and decisions seize opportunities and mitigate risks.

Direction setting, planning and prioritisation is over a number of years to ensure the Council achieves its strategic goals, reviewing and adjusting to take account of the risks and opportunities presented by a changing political, commercial and regulatory environment. Ensure the commissioning and integration of a range of services, which are critical to the success of the organisation.Accountable for performance, budgets and outcome delivery across the portfolio of service areas.

Key Facts and FiguresMonitor and control the Business Unit budgets

Decisions will impact across own supply chain, the wider Council and its partnerships.

Employees directly managed will be senior managers; each responsible for significant resources and operational service delivery.

Knowledge, Skills and ExperienceSignificant senior strategic management experience, including translating organisational drivers into strategic outcomes, longer term plans, and effective demand management, for a group of services in a large public sector organisation (preferably local government).

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Proven ability to manage a wide variety of activities across a range of professional areas of expertise and oversee their achievement of the organisations strategic goals.

Extensive knowledge of the major issues facing local government.

Extensive and comprehensive knowledge and understanding of the national policy context, requirements and future direction for relevant service areas.

Proven track record of accountability for significant budgets and ensuring the delivery of services within agreed resources.

Proven ability to drive through and deliver effective performance management within own and partnership organisations and understanding of the commercial performance management process in supply chain arrangements.

Significant experience of creating, leading and sustaining partnerships both internally and externally to achieve shared objectives and synergies.

Experience in persuading a wide range of stakeholders to work together, encouraging an organisational focus on the needs of the community.

Authority and credibility to work effectively in a political environment and establish positive relationships with Members.

Excellent interpersonal and communication and presentation skills, with proven ability to communicate effectively to a wide range of audiences both horizontally and vertically throughout the organisation and wider supply chain / partnerships.

Proven track record of operating strategically to identify, initiate and oversee corporate projects and policy development.

Proven track record of accountability for and success in delivering major organisational change.

Proven leadership ability, with evidence of developing and embedding vision, setting direction, inspiring confidence, encouraging, motivating and influencing others.

Proven ability to think innovatively and conceptually and deliver against this.

Evidence of enthusiasm, drive, commitment and energy demonstrated in achieving goals.

Resilient and positive in spite of setbacks.

Demonstrates behaviours, which model the Council’s values.

Indicative QualificationsEducated to degree level or equivalent standard.

Postgraduate qualification.

Relevant professional qualification.

The above profile is intended to describe the general nature and level of work performed by employees in this role. It is not intended to be a detailed list of all duties and responsibilities, which, may be required. This role profile will be supplemented and further defined by annual objectives, which will be developed in conjunction with the post holder. It will be subject to regular review and the Council reserves the right to amend or add to the accountabilities listed.

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Terms of Appointment

Contract

The appointment is based on a permanent contract.

Reward

The salary for this role is in the region of £132,000 - £147,000.

Buckinghamshire County Council have introduced performance related pay, with the opportunity to receive a performance bonus based on individual contributions to meeting business objectives.

Pension

The post is pensionable. Buckinghamshire County Council offers the Local Government Pension Scheme (LGPS) through the Buckinghamshire Pension Fund. This scheme is a final salary pension scheme.

Annual Leave Entitlement

Your annual leave entitlement is up to 32 days plus 8 public holidays per annum.

The leave period shall be from 1 April to 31 March. Those employees starting or leaving employment during the year are entitled to leave proportionate to the number of completed days' service during the year.

Location

The post is based at County Council’s offices in Aylesbury.

Period of Notice

The post is subject to four months’ notice on either side to end the contract of employment.

Probation

If appointed, you will be subject to a six-month probation period.

How to apply

This guidance contains important information to help with your application

To apply for this role, we would like you to provide the following:

A motivation statement (ideally no more than 2 sides of A4) which explains why you are applying for this role and the contribution, style, skills and experience you will bring to it.

A supporting statement, providing evidence/examples of how you match the seven key requirements of the role as outlined in the ‘role profile’ above.

An up to date and current CV ensuring all gaps in employment and education history are fully explained.

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Contact details of your referees so that we are able to take up your references if you are short listed for final panel interview (referees will not be contacted without your permission).

A completed Equal Opportunities monitoring form (see below). We are keen to ensure that our jobs are accessible to all members of the community and use this data to monitor our progress in doing this.

Please make sure you return the above documents by the closing date, Monday 1st September 2014 to BCC1025@davidsonpartners.com

Following long listing, we will contact you directly regarding the status of your application.

The following sets out the indicative timetable for this appointment. Please ensure that you let us know in your covering letter if there are any specific dates that present you with a problem.

Date Actions

Closing Date 1 September

Screening by Davidson & Partners 2-10 September

Preliminary Interviews by Davidson & Partners 11-17 September

Shortlist candidates informal meetings with Gillian Quinton , Strategic Director Resources and Business Transformation, Angela Macpherson, Cabinet Member for Children’s Services and Mike Appleyard, Deputy Leader and Cabinet Member for Education & Skills at Buckinghamshire County Council

19 September

Final Shortlist decisions 26 September

Assessment Centre 30 September

Final Interview 7 October

Confidential Discussion If you would like to have a confidential discussion about this role please contact our retained consultants at Davidson and Partners: Shahidul Miah on 07581 230 171 or Hamish Davidson on 07932 698 807 or Leon Ward on 07871 044 649, or email them at:

shahidul.miah@davidsonpartners.com

hamish.davidson@davidsonpartners.com

leon.ward@davidsonpartners.com

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EQUAL OPPORTUNITIES MONITORING FORM

Buckinghamshire County Council has a policy of equality of opportunity for those wishing to serve in public appointments. This means that applications are welcome from all suitably qualified individuals irrespective of, for example, race, gender or disability. In order to ensure that the sponsoring organisations policy is being complied with, applicants are asked to complete the questions below. This provides statistical information on gender, ethnic background and disability. Such information, no matter how it is requested, is always published in statistical summary form and no individual can be identified. Thank you for your co-operation.

Gender

Male Female

Disability Please see the guidance notes for a definition of disability.

Do you consider yourself to be disabled? Yes No

Ethnic Origin - Please tick from the list below which best describes the ethnic group with which you identify

White Black or Black British Chinese or Other Ethnic Group

1A British 2A Black Caribbean 3A Chinese

1B Irish 2B Black African 3B Any other background

1C Other White 2C Any other Black background

PleaseSpecify

PleaseSpecify

PleaseSpecify

Asian or Asian British Mixed

4A Indian 5A White & Black Caribbean

4B Pakistani 5B White & Black African

4C Bangladeshi 5C White & Asian

4D Any other Asian background

5D Any other mixed background

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If yes, please specify:

Please indicate if you have any specific access requirements should you be invited for interview:

PleaseSpecify

PleaseSpecify

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