Archived decisions

Appendix 4

Culture, Communities and Rural Affairs Department - Management Review

Assistant Directors - Responsibilities

Assistant Director (1)

Service responsibilities:

    · Library and Information Service

    · Discovery Centres

Thematic lead responsibilities:

    · Older people and personalisation

Assistant Director (2)

Service responsibilities:

    · SHIOW/Sports Unit

    · Outdoor Centres

    · Community Support Service

Thematic lead responsibilities:

    · Health and wellbeing

    · Children, Young People and Families (including Learning Outside the Classroom)

    · Locality working (including deprived urban areas)

Assistant Director (3)

Service responsibilities:

    · Archives and Local Studies

    · Arts Service

    · Countryside Service

    · Museums Service (including SE Museums Hub)

Thematic lead responsibilities:

    · Rural issues

Assistant Directors - Key Elements of Draft Role Profile

Role Purpose

To develop options for strategic direction of a major service within Culture, Communities and rural affairs (for example, Libraries and Information; Communities; or Arts, Heritage, Countryside and Rural Affairs), monitor/ensure delivery through direct reports, and lead a number of key departmental themes e.g. locality management, personalisation. Contributes to corporate projects which could range from limited engagement to leading cross departmental initiatives.

Accountabilities

· Develops strategic options for one or more main service areas within the department for approval by the Chief Officer, CMT or members as appropriate. Ensuring best fit with corporate objectives and community requirements.

· Overall accountability for a small number of members of the relevant service management team whose role will to ensure delivery of the strategy through service planning, resource management (people and budget), and day to day management of the service.

· Contributes to the development of strategy and policy as a member of the Departmental Management Team and will be required to represent the Chief Officer on occasion either within the department or at external local or national groups.

· To lead a number of key themes across the department, including developing the strategy on the themes in conjunction with internal and/or external partners and the department's role in supporting /delivering that, e.g. developing the departmental offer to support the personalisation agenda for adults within the community, in partnership with Adult Services, relevant health authorities and community groups.

· Plan and manage delivery of key themes, directing the appropriate people and budget resource across the department, through matrix management of relevant departmental to target community groups.

· Contribute to or lead corporate projects at the request of the Chief Executive/CMT e.g. to represent R&H requirements on the Workstyles project, assisting in developing the corporate policy and ensure understanding within the department

Key Decision Making areas of the Role

· Contribute to the strategic direction for Culture, Communities and Rural affairs within HCC

· Determine the direction of the relevant services - future vision and strategy as well as key decisions relating to current service delivery

· Representation of issues to Members and Chief Officers, gaining commitment on service policy and provision

· Development of key partnerships including the contribution of the department to support corporate agenda items

· Overall decision making on income and expenditure levels for relevant services

· Staffing structure and development of roles from a strategic perspective across the service

· Appointments to key senior posts in the services

· Strategic capital investment and refurbishment decisions

Role Dimensions

· Budgets - whole service £4 - £17 million

· Staff - direct reports typically 3 - 5 senior staff - whole service 120 - 800 + (100 - 500+ FTE) staff

· Sites - between 4 and 54 service sites

· Customers - universal offer across all of Hampshire's population as well as specific groups targeted for specific support and intervention

· Multiple partners, typically 10 - 30 key partner relationships, including other HCC Departments and external organisations

Main Contacts

· Political Members - to ensure appropriate involvement and understanding in the development of strategy and service delivery.

· CMT and DMT members across HCC - to negotiate and agree the development of cultural services within Hampshire and the contribution of Culture, Communities and Rural Affairs to support corporate needs and areas of improvement.

· Managers within Culture, Communities and Rural Affairs - to ensure that Services are aligned to delivery of the vision and strategy.

· Senior contacts in external partner organisations e.g. PCTs, National Trust, MLA - to negotiate and agree the basis and arrangements for future joint working and to review and develop existing

· Lead Officers in other Authorities to develop appropriate shared working and support the sharing of good practice and future strategy

· Press office and members of the press - to promote a positive understanding of the purpose and actions of Culture, Communities and Rural Affairs

Role Requirements

· Needs to be able to develop and maintain constructive relationships with potential internal and external partners who can support or be supported by the development of the cultural offer from the department. Requires diverse influencing and strong interpersonal skills, and understanding of others agendas and how the department might contribute to these.

· Role requires creativity to consider non traditional and imaginative options taking account of demographic trends e.g. ageing population and how assets can be used to better respond to community needs.

· Able to effectively manage work streams:

    _ where the dependency is on others who may not report to the role holder, to deliver.

    _ Where the detail of day to day management and delivery of effective services is managed by others reporting to this role.

· Able to lead and motivate a large and diverse workforce effectively, including during periods of substantial change, to ensure staff engagement in developing and delivering a vision for the future of the service.

· Able to demonstrate experience in successful delivery of customer focused services

· Able to demonstrate an understanding of cultural services and how these can support wider corporate and social objectives