Assistant Director, Finance Management, Risk, Performance and ICT

Candidate Information PackDecember 2014

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ContentsKIRKLEES COUNCIL – AN OVERVIEW 3

Context 5

Summary of the role 7

Related issues 8

Our Behaviours 9

Role Profile/Style of the person needed 20

Core Competencies 21

What background do you need? 22

Why would you want to come to Kirklees if you are that good? 23

General Terms and Conditions of Service 25

HOW TO APPLY 27

TIMETABLE FOR APPOINTMENT 28

Further Information 29

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KIRKLEES COUNCIL – AN OVERVIEW

Kirklees Council has a well-earned reputation for delivering services, which are relevant to the needs of service users, relatively efficient and of a decent standard. The following gives an overview of the Council’s vision and our progress against its delivery so far.

We have emerged post-recession as a smaller organisation, but one that continues to consistently achieve greater impact and influence over both the local economy and the quality of life for our residents. We have responded early and successfully to the financial challenges, and our modern, innovative and proactive engagement with individuals and communities is shaping services to meet their needs within the resources available.

The Council has set a clear vision to ensure that such performance is maintained (despite the many challenges presented by the current period of austerity), by ensuring that services are subject to continual internal challenge, primarily by the rigour of our councillors, through their critical role as community champions, articulating the aspiration of the many diverse communities they represent.

Kirklees has emerged from recession with manufacturing, small businesses and the public sector, at the heart and mainstay of the economic recovery. Kirklees towns and villages are vibrant places, providing a richness of life and culture, and are generally safe places to live and work. We have worked hard to continually innovate, ensuring that we listen closely to user feedback and striving to better use our resources to maintain a clear focus on the intrinsically linked goals of improving life chances for all of our residents and continually striving to reduce inequality across the borough.

Our most vulnerable families are offered tailored support in order that they become better able to influence their own life chances and as a result, are less dependent on statutory services. Early interaction and intervention with vulnerable older people means they are living healthier and more active lifestyles and as a result, the social care available to them is more responsive to their needs. Basic skills have improved in the economy driven by high performing schools and, a trend towards higher skills and better-paid jobs. Wealth creation, investment and private sector employment are growing, facilitated by the success of our improved engagement with business. Building on the best of Kirklees, our empowered staff are motivated to go the extra mile in working with citizens, communities and our partners. They tend to take the right decisions at the right time.

A new relationship is emerging between citizens, our communities and public services, and we have made significant progress in transforming public services in order that they are more efficient and targeted. Effective community leadership has pioneered and supported a greater shared responsibility, with communities enabled to do more through cooperation. Communities, the voluntary sector, social enterprise and partners work together with the Council to provide services and shape outcomes in communities. As a result, communities themselves are becoming stronger and more cohesive. They are vibrant, successful and increasingly more sustainable, including the continuing reduction of our carbon footprint.

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Of course, many challenges remain. Further restructuring of the financial base and the services it enables will inevitably lead to more pressure on front line services and the local politicians who rightly champion them. In addition, the dispersed nature of our community occasionally makes it more difficult to create a unity and sense of ‘oneness’ across the place, and this can be particularly challenging given the need for broad policy consensus given the lack of clear political control on the Council itself.

Beyond that, however, and most significantly - actually, Kirklees is a place with real momentum. Building on the firm foundations established in recent years, we are looking to the future with a sense of pragmatic optimism in the sure knowledge that the challenges yet to come will be met and that with the right culture, the right behaviours and recruiting/retaining the right people (of whom this post is a key element) - our core priority of decent, relevant and efficient services will remain secure.

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Context and overview of the role

Click here to view a short video clip about Kirklees Council and this role from David Smith, Kirklees Council Director of Resources

Or copy and paste this link: http://youtu.be/M6m5CELmwAU

Financial Management, Performance, Risk and IT (FMPRIT) is a support service to the Council (including its schools) and provides some services to external clients such as West Yorkshire Fire Authority and Kirklees Neighbourhood Housing. The incumbent, Gill Eastwood is moving on to take up another opportunity with the Canal & River Trust.

The Council’s gross controllable budget is £968m, with a net controllable budget of £324m. Like all councils, Kirklees Council faces significant financial challenges. Over the last three years, we made savings of around £60m, but with the forecast that inflation and other cost pressures will increase at the same time as our funding is expected to fall, balancing our budgets remains a challenge. We aim to make £20 million this year 2014/15, and aim to make £60m over the next three years – with a further £10 million to be made in 2018/19.

You will be responsible for a budget of £12m, 290 members of staff, including approximately 100 accountants delivering accountancy, insurance and internal audit, about 170 members of staff in the IT Section, and 5 members of staff in the Corporate Performance team.

The service aims to utilise our expert knowledge to ensure the effective and efficient running of the Council’s operations. We do this by providing:

· Strategic and directorate financial planning and advice, support to individual budget holders with budget preparation and monitoring, provision of the Council’s principal accounting systems, and preparation of the Council’s statutory accounts.

· Treasury management (ensuring that borrowing costs are kept to a minimum whilst earning interest from cash balances).

· Internal Audit (providing the Council with assurance that our internal financial and business procedures and processes are robust and provide a sound level of control).

· Risk management services, insurance cover and the management of claims.

· Strategic and directorate performance planning and advice, quality of the Corporate Plan, provision of the Council’s principal performance reporting system, and preparation of the Council’s Annual Performance Report.

· Helping to drive improvement and to ensure consistency and accountability by developing and implementing the Council’s corporate performance management framework, including managing, analysing and reporting on the setting and achievement of targets that measure the Council’s performance.

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· An ‘end to end’ IT service; from the identification and analysis of areas for change and improvement, through options appraisal, to setting of the technical strategy and delivering new solutions, supporting business change and of course supporting colleagues when the technology goes awry.

The IT function went through a major change, both structural and cultural, a couple of years ago, which consolidated all IT services. This new structure and way of working is now well embedded and fit for purpose and the service has significantly improved.

However, challenges remain. In particular:

Managing expectations of technology Working with services to deliver business process change Maintaining a focus on delivering for the overall priorities for the Council.

The Accountancy, audit and performance sections are mid-way through a transformation agenda aimed at improving its offer to its internal and external customers. In part, this is driven by the successful implementation in late 2013 of an integrated accounting and HR system SAP. The Transformation has also been guided by an agreed Vision and set of priorities, which has been developed by a series of Task and Finish Groups drawn from a cross-section of staff within the Service.

In summary, we instill confidence as we lead by example supporting and developing our teams, whilst also providing challenge, options and solutions. All of which, is underpinned by our expert knowledge and passion to deliver for customers.

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Making sure our Expert

Knowledge makes a

Difference

Delivering to our

customers

Leading Well Supporting & Developing the Team

Providing Challenge, Options & Solutions

Instilling Confidence

Summary of the role

Assistant Director, Financial Management, Risk, Performance & IT

Is a member of the Resources Directorate Management Team.

As a result, you will support the Director of Resources in the professional direction and leadership of the finance function.

And, you will directly manage, amongst other services, the Council’s Central Accountancy, Internal Audit and Risk Management functions.

You will contribute as a Corporate Senior Manager to ensure the delivery of corporate and strategic initiatives.

Part of your role is to formally deputise for the statutory s151 Officer.

You will also be expected to get ‘stuck in’ and provide strategic financial advice and accountancy services to the Council and partner organisations, as well as directing and co-ordinating the work of the finance teams.

There is an IT and systems element to the role to ensure that financial management systems streamline working to ensure an effective finance function. You will be responsible for the provision of an ‘end to end’ IT function.

Risk is a big area of your role. And you will ensure that the Council is appropriately insured and that claims are managed.

Your specific responsibilities will be:

Providing effective support to the Director of Resources in the professional direction and leadership of the Council’s finance, process risk and performance functions.

Provision of useful, accurate and understandable financial advice to Elected Councillors, Council, Cabinet and Scrutiny Committee, Directors, Assistant Directors and Managers.

Contributing to the effective working of the Directors Group and Management Board, particularly in respect of helping to manage the current change programme to a re-designed Council.

Creation of an effective Council-wide control environment (by ensuring the maintenance of and compliance with Financial Procedure Rules etc).

Visionary and inspirational team leadership, motivation, management and development of the service, (including tackling poor performance), through effective assessment and target setting, appraisal, the determination of required competencies and training, and support for continuous improvement.

Effective internal and external communication.

Ensuring that customer excellence is pursued in all advice given and that feedback is actively sought on the quality of services provided.

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Further development of service through establishment of appropriate benchmarks and performance measures for all Service activities.

Timely and effective production of revenue and capital budget strategies, information and monitoring, with an appropriate level of challenge and support to Service spending and income generation plans.

Production of unqualified statutory accounts within the prescribed timescales.

Timely and accurate monitoring and submission of statutory financial returns.

Agreement and compliance with treasury management policies.

Promotion of the use of technology to provide better service delivery and successful, timely, implementation of new or replacement corporate financial management systems.

Delivering sound and consistent integrated IT delivery across the organisation.

Ensuring the most effective deployment of staff within the service to support areas of highest risk across the Council and to assist with the achievement of Council priorities.

Professional direction and leadership of the Council’s Performance and Process Risk (Internal Audit and Insurance) functions.

Ensuring the continued development of the Council’s approach to personal performance management with the achievement of service plans and Council-wide objectives.

Developing the Council’s approach to process risk management so that it reflects the risk of the Council not meeting its objectives, as well as capturing and evaluating financial risk.

Related issues

This post, as you will expect, is ‘politically restricted’ unless granted a specific exemption.

You will be expected to carry out your duties in line with the Council’s policies, procedures and relevant legislation. You will be made aware of these in your appointment letter, statement of particulars, induction, on-going performance management and development, and through Council communications.

Please find below some thoughts on the behaviours that we are seeking to encourage in all our staff as part of our move towards being a forward looking modern Council.

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our behaviours

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our

behavioursI know that many of you will agree with me when I say that it’s great to work for Kirklees. We are a passionate team who care about what we do and what we achieve for local people.

There is no hiding the fact that there are still further huge challenges to come, and I think it is important that we face these head on.

Recently we started on a journey to new Council looking at everything we do. We did this to make sure we get the best outcomes we can for local people. We need to change what we do to meet the challenges.

What we have to achieve is so tough that it cannot be just what we do that changes - it has to also be the way that we do it.

As I have said before, we need to become an emotionally intelligent organisation. In short, this means understanding ourselves and each other as interesting, complex and amazing human beings, and not simply cogs in the machinery of work. This intelligence will unlock the hidden potential I know we have.

This is why your work on ‘our behaviours’ comes at exactly the right time.

It is such important work, so a huge thank you to the hundreds of you who took part in the many valuable conversations - in all over one thousand two hundred of you got involved.

Together we have set out what we should expect from each other when we are at work. We want to be effective communicators who are respectful and value honesty; we want to support each other to achieve excellence and provide a positive service to all of our customers. And we want to be flexible, whilst providing leadership and developing our people. This is not surprising - we want to be respected and treated with dignity.

What we’re asking of each other is no mean feat. I think we all know that we can do it and by doing so we will become the brilliant organisation we aspire to be and we will be able to truly change the communities we care so much about.

Adrian Lythgo Chief Executive

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our behaviours

We want you to enjoy working here and provide the best possible services to our communities.

We know that kind, positive employees, who work well with their colleagues in a flexible way are those who

are most productive and therefore will help us achieve our goals.

By demonstrating the behaviours we have said wewould like to see in our colleagues, we can create a great place to work.

Our behaviours have been developed by our employees and managers through a series of workshops, interviews and focus groups where we looked at how we behaveat work. The most popular now make up the six core behaviours. They will feature in our job profiles, which outline ‘what’ we do and they support the delivery of our corporate mission, culture and values which are:

• We will work together with a common sense of purpose.

• We will be passionate about the difference that we make, confident in our abilities to get things done and flexible in doing what we can, as well as we can.

Behaviours demonstrate the attitudes and approach we take to our work. They are:

• How we do things

• How we treat each other

• What we say and how we say it

• How we expect to be treated

• How we work together

• Our approach to our work

It’s basically treating others as they would wish to be treated - with dignity.

We have six behaviours for every member of staff, no matter where you work in the Council. Each behaviour is divided into three levels with scripts describing them.

The six core behaviours are:

Honesty RespectPositive CommunicativeFlexible Supportive

Everyone will discuss with their manager the level of behaviours that goes with their job. This will be done during your Appraisal discussion, when you will be

asked to show how you’ve met the behaviours in your work. There will be opportunities to improve levels of behaviour and to look at the next level, for those that aspire to further their career.

These behaviours apply to everyone but there may also be a few other behaviours that are specific to certain jobs. We want to change our culture to one where how we do things is as important as what we do. We take these behaviours very seriously.

Level 1 for all employees in any role

Level 2 for supervisors, first line managers and

those who are on Grades 8 to 12. It includes Level 1

Why do we need behaviours?

How did we develop them?

What do we mean by behaviour?

How do they work?

What are the three levels of behaviours?

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Level 3 for middle and senior managers and those on Grade 13 and above. It includes Levels 1 & 2

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3 I am a genuine person and work in an open way so that others can see that I am honest

3 I trust other people and share useful information with them

3 I am consistent and reliable at work so that colleagues and customers know where they stand with me

3 I don’t judge and I respond to others as humans and without prejudice

‘‘

3 My team trust me to do the right thing

3 I demonstrate integrity and work to high professional standards

3 I react calmly to situations

3 I answer questions honestly

3 I trust my team to do the best they can

3 I know when I can’t tell my team things, but I am honest with them about that

3 I show appreciation for my team and trust them to do the right thing

3 I encourage my team members to recognise and trust individual contributions

3 I am known as a role model for being honest and trustworthy

3 I encourage others to develop their own integrity and standards

3 I engage with colleagues and communities in an open and forthright manner, but I am sensitive to others needs

3 I am aware of emotional intelligence and use it in my dealings with colleagues

Honesty is the first chapter of the book of widsom’’Thomas Jefferson

I amhonest

I am sincere and genuine towards my colleagues, dependable, reliableand consistent in approach. I work in an open way with integrity, trusting colleagues and being non-judgemental.

All Employees Supervisor & First Line Manager (plus G8-G12)

Middle & Senior Manager (plus G13 & above)

When honesty is not demonstrated

7 I am distrustful and suspicious of others and look for the hidden meaning in their actions

7 I am inconsistent in my behaviour

7 Others cannot depend on me

7 I sometimes say things that are untrue

7 I work in a closed manner and don’t share information or knowledge

7 I keep myself to myself and divulge little about anything

7 I judge others quickly based on assumptions or prejudice rather than the truth

7 I micro manage my team as I can’t trust them to do a good job

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3 I am customer focused and polite

3 I look after the clothes and equipment that work provides for me

3 I am careful with information, thinking carefully about whocan see what and how I secure it

3 I treat people according to their needs

3 I think carefully about protecting the environment I work in

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3 With customers and colleagues I go the extra mile to help

3 I respect the feelings of my colleagues and treat them accordingly

3 I adhere to data protection rules and ensure my team doesthe same

3 I recycle and car share whenever possible

3 I encourage my team to have a clean and tidy work area

3 I respect the culture and needs of those I work with

3 I promote ways of working that protect our environment

3 I promote pride in our work for the Council both internally and externally

3 I believe in equality of opportunity and encourage others to embrace this in all aspects of their work

3 I promote customer focused ways of working throughout my teams

3 I am aware and considerate of others‘ feelings

Don’t everunderestimate the importance of treating others with respect and kindnessAlison Levine

I amrespectful

I am courteous to customers and colleagues and considerate of othersfeelings. I respect those I work with as well as being respectful to my environment, the information and the equipment I work with. I take pride in my work and in my Council, treating people with dignity.

All Employees Supervisor & First Line Manager (plus G8-G12)

Middle & Senior Manager (plus G13 & above)

When respect is not demonstrated

7 If someone is angry with me I am angry back at them

7 I share data with everyone, but do not think of the consequences

7 I am untidy in a way that causes problems for others

7 I don’t really think too much about my colleagues’ feelings

7 I treat everyone in exactly the same way

7 I only promote and support those I like

7 I don’t believe in doing any more than I have to

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3 I am a ‘can do’ person

3 I enjoy my work and do my best

3 People like to work with me and customers ask for me

3 Others see me as an inspiration

3 I am seen as very professional in the way that I work

3 My team are motivated and keen to do a good job

3 I am very committed to my work, but achieve a good work/home balance

3 I volunteer for things at work

3 Others copy my management style

3 I know the job I have to do and the way I need to do it

3 I speak about my work and the Council with enthusiasm

3 I welcome challenge that’s constructive

3 I am a professional role model to my teams

3 I inspire and motivate my teams

3 Others want to follow me when I talk about the way forward

3 I am prepared to put in the effort needed to do a really good job, without spending all my timeat work

3 I am positive about the future of the Council and I describe it enthusiastically internally and externally

3 When faced with negativity I can turn it on its head and help others to do the same

Keep your thoughts positive because yourthoughts become yourwords. Keep your words positive because your words become your

behaviour’’Mahatma Gandhi

I ampositive

I work in a professional way with energy and commitment. I am confidentand passionate about my work and I am motivated to do my best. I inspire and motivate others and act as a good role model to those around me.

All Employees Supervisor & First Line Manager (plus G8-G12)

Middle & Senior Manager (plus G13 & above)

When positivity is not demonstrated

7 I tend to see things as half empty and people often tell me to cheer up

7 This is just a job any one can do, it’s nothing special

7 I do not volunteer to do anything other than my specific job

7 I keep my head down and just get on with my work

7 I find positive people really hard work

7 I don’t know what’s going to happen in the future, but I know it won’t be any better

7 If people are negative I join in with their feelings and enjoy a good moan

7 I find it hard to encourage others

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3 I use fully the media available to me that’s appropriate to my work

3 I communicate relevant information regularly and effectively

3 I change my communication style to meet the needs of my audience and check they understand me

3 I use language that is accessible and non-judgemental

3 I listen carefully

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3 I summarise complex information to make it understandable

3 I delegate work appropriately, ensuring that I am clear with timescales and what I expect

3 I update my team regularly

3 I break down barriers to communication whenever I can

3 I encourage feedback

3 I prepare well when speaking to groups and I’m clear and positive

3 I encourage my team to feedback and provide challenge

3 I actively listen and check my understanding

3 I evaluate the effectiveness of my communication

3 I am confident in speaking to large groups

3 I am politically sensitive when speaking

3 I can engage with the media and know how to come over on screen/radio

3 I can describe a vision and carry people with me with confidence

To effectivelycommunicate, we must realise that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others

I communicate simply, clearly and concisely to make sure I am understood.

I am

When delegating to and empowering others I am clear with my expectations and I still assume the responsibility. I listen carefully and

communicative

actively. I am engaging and visionary as a communicator to large groups.

All Employees Supervisor & First Line Manager (plus G8-G12)

Middle & Senior Manager (plus G13 & above)

When good communication is not demonstrated

7 I over complicate my work, creating bureaucracy and causing frustration

7 I communicate in a way that confuses the message

7 I do not think about the audience before I send or present my message

7 I am not careful or sensitive with information

7 I overload others with written communication

7 I confuse people when I explain things

7 I do not think of the wider picture when I write or present reports

7 I do not ask for feedback

7 I do not fully use or understand the technology available to me to communicate

Tony Robbins

3 I look for ways to do my job better

3 I adapt quickly if I have to work elsewhere or on something different

3 I can appreciate both sides of an argument

3 I know what I am good at and what I am not so good at

3 I am happy to fit in where necessary

3 I can resolve problems in a creative way

3 I embrace change and look for the positives in new ways of working

3 I have my own opinions but I can compromise on many things

3 I bounce back quite easily if I am knocked back

3 I encourage my team to think of different ways to problem solve

3 With few resources I can make things happen

3 I persuade others to embrace and understand change

3 I resolve complex problems in a creative but practical way

3 I am known as a role model for being resilient

3 I am confident and versatile when negotiating

3 I know my strengths and I am working on my developmental areas

3 I can turn my hand to most management roles

‘‘...high intention,matched with a flexible,patient heart and proficient action gets best quality’’and valueAngelica Hopes

I amflexible

I am resourceful and versatile, able to adapt to changes in work and inmy surroundings. I can compromise as necessary and I am willing to be flexible when needed. I am resilient and self-aware.

All Employees Supervisor & First Line Manager (plus G8-G12)

Middle & Senior Manager (plus G13 & above)

When flexibility is not demonstrated

7 I want to do my job in the way I have always done it7 I want things and people to stay the same7 I get annoyed if I don’t get my own way

7 When things go wrong for me I am down for a long time

7 I find it hard to see other’s points of view

7 I find it difficult to see other ways of doing something or solving a problem

7 I don’t really know what I am good at, or not so good at

7 I don’t like it when people in my team challenge me

’’

3 I am kind to my colleagues

3 People approach me and I will listen

3 I help others when they are struggling

3 I am willing to work with my team to make sure we all do a good job

3 I try to understand other people’s point of view

3 I work with my peers and share best practice

3 I recognise those in the team who put in the effort and I praise them

3 I build and foster good working relationships with my team

3 I encourage my team to help each other out

3 I show empathy and compassion towards colleagues

3 I empower others whilst providing the support they need

3 I am supportive of my manager as well as those who report to me

3 I am quick to praise those who do well

3 I know when to coach and when to advise

3 I delegate and provide the proper support along with it

3 I foster inter-departmental working and idea sharing

3 I am willing to mentor others across the Council

‘‘A person who feelsappreciated will alsodo more than what is expected

I amsupportive

I support and help my colleagues by being a team player and listening tothem. I make people feel valued by showing compassion, kindness and empathy. I give recognition when it is due and have good working relationships so that people know I am approachable.

All Employees Supervisor & First Line Manager (plus G8-G12)

Middle & Senior Manager (plus G13 & above)

When supportiveness is not demonstrated

7 I look the other way if someone has a problem at work

7 I jump in and tell people what to do rather than help them find their own solution

7 I only want to work on my own and on my own work

7 I do not think people should share their problems with others

7 If my team is failing I want to prove it’s not down to me

7 I don’t believe in praising people, they are only doing their job

7 Having to develop others is not a part of my job that I enjoy

our behaviours - other places you’ll see them at work

Creating a high performing organisation needs leaders, and managers who inspire and empower their teamsto be brilliant. Leadership is all about demonstrating and leading by example. The ideal manager and leader programme has been developed for all managers to get the support and development they need to take us to new Council.

We recognise that your wellbeing can be affected by negative behaviour and we will ensure support is available and easy to access.

More information is available on the intranet, through MiPod or from your Manager.

Ideal Manager and Leader Wellbeing Initiatives

Where to find more information

Recruitment and DeploymentAll applicants are selected following interviews, which include behaviour based questions to ensure culture fit as well as job fit.

All Job Profiles will describe both the job and the behaviours needed for that job. These are used for selection as well as your Appraisal conversations with your manager.

During Appraisal conversations you will discuss your behaviour with your manager as well as your performance tasks, delivery and day to day work.

Personal development planning takes place as part of your Appraisal conversations with your manager.

Corporate learning materials and training is available through MiPod to support you in developing behaviours. The Ideal Manager and Leader Programme is available for all managers.

Remember: Learning and development applies to everyone, no matter where you work in the council

Closing Date: 16 February 2015

Job Profiles

Performance Management

Learning & Development

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Role profilePart One

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

1. Demonstrable and successful experience of operating at a senior management level in a comparably large/complex public, private or not-for profit sector organisation (note that some public sector exposure is desirable, and some local government exposure highly desirable)

2. Demonstrable evidence of successfully sharing corporate responsibility, and of effectively contributing to and delivering cross-cutting outcomes, ideally including culture change and transformational tools to achieve such.

3. Demonstrable and successful track record of taking strategic plans and turning them into action (this may have been within any sector).

4. You have ‘taken people with you’ on a journey, and have a demonstrably successful ability to communicate a clear sense of purpose, direction and approach for your area of remit and the organisation as a whole.

5. Whilst being able to get ‘stuck in’ yourself, you have a demonstrable and successful track record of giving teams the space to grow, innovate, address problems and create opportunities

6. Evidence of leading a large (35+ people) team where individuals ‘buy into’ the goals, vision and values of the organisation.

7. A demonstrable and successful track record of building partnerships, both within and outside of the organisation, both formally and informally all of which deliver better services and facilitate learning.

8. Evidence of having delivered savings on any of the services that you have run. Streamlining costs is a critical element of this role.

9. Having made sufficient savings to create the resource headroom to implement and then successfully deliver the implementation of an ERP system would be highly advantageous.

10. You must be CCAB qualified, and have a decent understanding of the funding arrangements for the Council.

Closing Date: 16 February 2015 22

Style of person that is neededPart Two

If invited to interview, the criteria listed above will be tested further, along with the Council’s broad attributes, behaviours and ‘core competencies’ that we look for in all our officers (see below). However, for this post we particularly want to emphasise:

Collaborative: but not a pushover; strong.

Outward going: real drive; dynamic; energy; commitment; and passion for what you do and why you do it.

Personable: listens; seeks views from others; defuses tensions; modifies approach to keep people on board.

Common sense/nous: knowing when one needs to dig into detail, especially when dealing with areas of risk.

Credible ‘thought leader’: either is already, or is capable of becoming such

Team: has a strong team ethos.

Complimentary skills to David Smith: David (to whom the post reports) is considered a ‘national expert’ on local government finance; we do not specifically need to duplicate this expertise.

Agility and adaptability: able to change your style so as not to compete with other staff but to support them.

Core Competencies

Achieving Results

Description: Ensuring the Council sets and achieves required standards having an overall view of resource deployment, organisational requirements and development needs. Takes overall responsibility on behalf of the Council for achieving results and for issues.

Communication

Description: Acting as an advocate for the Council, communicating its goals and services both nationally, regionally and at a Council level.

Continuous Improvement and Change

Description: Leads in continuous improvement, works collaboratively with stakeholders, other agencies and services so that the Council is at the forefront of improving delivery.

Closing Date: 16 February 2015 23

Customer Focus

Description: Takes overall responsibility for the design and delivery of Council services ensuring they meet customer’s needs.

Leadership

Description: Is a role model leading at both national and local level, sets the culture and direction of the Council.

Personal Development & Effectiveness

Description: Understands role requirement and demonstrates influence on organisation/ regional/national agendas and own personal development.

Team Working and Partnership

Description: Leads team and partnership working within the Council and across partner organisations to maximise outcomes. Works collaboratively with the Director of Resources, other Directors and Assistant Directors and the Chief Executive.

We asked David Smith, Director of Resources a few questions …

What are you like to work for?

Likes to get things done

When he asks for something to be done, he reasonably assumes he will get a response

Is responsive himself

Does not ‘interfere’ in operational management or professional development/strategic direction of the service

Always willing to contribute to the detailed work of the service – but only where asked

What attributes do you particularly like to see in those who work with you?

Conscientious

Reliable

Collaborative

What background will you need to undertake this role? You probably need to have been involved in this kind of work already to some

reasonable degree

You have to be strategic, whatever you are doing and wherever you have come from

You need to be thoughtful about both strategic and broader implications and trends

Closing Date: 16 February 2015 24

You must be able to demonstrate that you are capable of ‘breadth and stretch’, and have done/influenced something successful and meaningful that is outside of the immediate areas of your responsibility.

Experience of working in local government would be extremely useful.

Where might you be currently? Within another local authority

With an audit/consultancy firm, or previously worked with the Audit Commission

NHS

Other part of the public sector, but with previous exposure in or to local government

Private sector, but probably with previous experience in local government

Working in the south of England or London, and the idea of working and living in an amazing place like West Yorkshire for a few years really appeals.

Somewhere unexpected, that we have not thought about.

Why would you want to come to Kirklees if you are that good?

In many organisations, it is too easy to get mired in ‘stuff’ and not achieve a lot

The initial groundwork has been done – so there is now a real chance to achieve a lot in the next 2-3 years. We are already ‘sharp’ on procurement.

Developing a culture embracing a collaborative approach is something that is hard to build; we are pretty well there already.

We are financially stable – we have done well but still have a lot to do – it’s an exciting challenge.

So, we have a real momentum behind us

But, you can still make a difference and make your own mark.

You can build on the work we have done and drive it.

You can harness that momentum and will have the opportunity to be creative.

As a result, this role is a real stepping-stone for an ambitious individual

We are ok with your coming here and making a name for yourself, provided you deliver improved outcomes.

We will give you the chance to demonstrate and implement service delivery models that others will not have the opportunity to develop.

You will have the chance to build a big reputation and then, because of the breadth of the portfolio, you will be able to aim directly for a Chief Executive role within a Local Authority.

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Our Members

Are very approachable.

We are not hierarchical here; if you talk sense, they will listen to you.

Our Chief Executive

Is very supportive and accessible.

Is very interested in this agenda.

Does not interfere and hold you back.

He lets officers get on with things.

Within agreed limits, wants people to take managed risks and be innovative.

Our reputation

Within local government, Kirklees has had a long established and very sound reputation.

Our positioning as part of an emerging City Region means you can develop excellent professional networks, and have great opportunities for collaboration.

In broad terms re finances, Kirklees is regarded as ‘sound’.

And for your family/lifestyle?

We are situated in a beautiful part of England.

We have good schools.

We have one of the best 6th form colleges in England.

We have a very diverse and interesting/invigorating community.

General Terms and Conditions of ServiceThis is a politically restricted post.

Kirklees Council terms and conditions of employment are made up of a national collective agreement negotiated by the Joint National Committee for Chief Officers of Local Authorities. Find out more about working for Kirklees Council here.

Contract

The appointment is based on a permanent contract.

Remuneration

The salary for this role is in the range £74,863 to £86,179

Location

The post is based at the Council’s offices in Huddersfield.

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Pension

The post is pensionable. Kirklees Council offers the Local Government Pension Scheme (LGPS) through the West Yorkshire Pension Fund. This is a career average pension scheme.

Annual Leave Entitlement

Your annual leave entitlement is 27.5 working days plus 8 public holidays per annum, rising to 32.5 after five years’ service. Leave should be taken in consultation with the Director of Resources.

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

Period of Notice

The post is subject to 12 weeks’ notice on either side to end the contract of employment.

Probation

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

Confidentiality

You have an obligation not to disclose any information of a confidential nature concerning employees, contractors or the confidential business of the organisation.

Public Interest Disclosure

Should you have cause for genuine concern about an issue (including one that would normally be subject to the above paragraph) and believe that disclosure would be in the public interest, you should have a right to speak out and be afforded statutory protection and should follow local procedures for disclosure of information in the public interest.

Data Protection

If required to do so, you will obtain, process and use information held on a computer or word processor in a fair and lawful way. You will hold data only for the specified registered purpose and use or disclose only to authorised persons or organisations as instructed with the Data Protection Act.

Health and Safety

Employees must be aware of the responsibilities place on them by the Health and Safety at Work Act (1974) and its amendments and by food hygiene legislation to ensure that the agreed safety procedures are carried out to maintain a safe condition for employees, patients and visitors.

Smoking Policy

Kirklees Council has a policy that smoking is not allowed in the workplace.

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Equal Opportunities

It is the aim of Kirklees Council to ensure that no job applicant or employee receives less favourable treatment on grounds of gender, religion, race, colour, sexual orientation, nationality, ethnic or national origins or disability or is placed at a disadvantage by conditions or requirements which cannot be shown to be justifiable. To this end, there is an Equal Opportunities Policy in place and it is for each employee to contribute to its success.

Please note that the profile above 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 yourself. 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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HOW TO APPLYThis guidance contains important information to help with your application.

General Conditions

The Assistant Director (Financial Management, Risk, Performance & IT) will be appointed aligned to the process for senior appointments in the Council’s Constitution. We recognise and welcome our responsibility to remove any barriers in our Recruitment and Selection process for disabled people. We have tried to do this, but if you have a disability and identify any barriers in the job description please tell us of these in your application. We are committed to making reasonable adjustments to the job wherever possible and it would help us to know your needs in order to do this.

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 10 key requirements of the role as outlined in Part One of the ‘role profile’ above.

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

Contact details of two referees so that we are able to take up your references if you are shortlisted 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.

Details of how you first found out about this role.

Please ensure you return the above documents by the closing date, 16 February 2015 to KC1036@davidsonpartners.com

Following long listing you will be contacted directly with an update on the status of your application.

On the following page, there is an 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.

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INDICATIVE TIMETABLE FOR APPOINTMENT

Closing date: 16 February

Longlisting: 24 February

Preliminary interviews: 02,03,04,05 March

Shortlisting: 13 March

Shortlist candidates:

Informal meeting/conversation with

David Smith, Director of Resources and additional

assessment 16/17 March

Member Interview Panel: Beginning/Mid April (TBC)

Confidential Discussion

If you would like to have an informal/confidential discussion about this role, please contact our advisors at Davidson and Partners: Leon Ward on: 07871 044649, Hamish Davidson on: 07932 698807, or email them at:

leon.ward@davidsonpartners.com

hamish.davidson@davidsonpartners.com

The office landline is: 020 7183 0363

EQUAL OPPORTUNITIES MONITORING FORM

Kirklees 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. This form helps us build 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.

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Equal Opportunity Monitoring

Further Information

Click to view the current structure

Click to view information about population and housing in Kirklees

Click to view the Council’s political profile

Click to view Kirklees’ social profile factsheet

Click on the links to review the following:

Kirklees Council Political context

Kirklees Council Financial context

Profiles of key officer colleagues

The Kirklees Council’s Corporate Plan

Our latest Peer Review

Our latest Scrutiny Report

Our latest Audit Report

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