Head of Commissioning - Adults

Job Purpose The role of commissioning is to understand the population, their resources, needs, and aspirations, now and in the future. We plan with local people, and our organisational partners, to make the most effective use of local resources and develop solutions to meet needs and aspirations. We create an environment where we, local people, and organisational partners can deliver outcomes with consistency using the right skills and services in an appropriate vehicle. We support continuous improvement so we can be even more ambitious for our organisations and communities in the future. We strive to achieve this in partnership with local people, NHS commissioners, Schools and specialist providers. This promotes a person-centred, place-based and outcomes focused approach across our whole local system. We support our organisation, local people and partners to look forward, using analysis and evidence to inform plans, manage risks appropriately, apply insight and develop the market to enable the right services for our children, young people, families, adults and older people. We drive change so they receive the right service for their need while ensuring the best possible value is achieved, being flexible to allow for different circumstances and applying our specialisms. We learn and adapt to deliver positive outcomes in efficient and consistent ways, constructively challenging how services are provided and working together to build on our strengths. The postholder will determine strategic priorities to be delivered by teams of Commissioning and Contracts Managers, including All Age Transport, Placement Planning Manager/s, Personalised Commissioning Manager, Officers, Care Brokers, Transport Brokers and Support Officers through matrix management arrangements. They will also line manage a number of Commissioning and Contracts Managers, including All Age Transport Commissioning Manager and Placement Planning Manager/s for the purposes of performance management and workforce development. The role will require joint working with other Council directorates, Health colleagues, Schools, providers, communities and other partners, therefore building effective working relationships and developing holistic opportunities is vital. Key Accountabilities Role specific To implement and maintain a 3-year Commissioning Plan, which supports the Council Strategy and has a line of sight to the Councils Vision. To establish, develop, lead and operate integrated, strategic, place based commissioning of childrens health and social care services, adults social care, public health, transport, and housing, supporting children and young people, adults and older people to stay well and to maintain maximum independence when they have care and support needs. Operating as a key member of the Commissioning leadership team and working closely with other chief officers and clinical and political leaders of the ICB and Council to integrate and align the full range of ICB and Council activities in pursuit of agreed joint objectives. Ensure the safeguarding of children and adults is embedded in all of the directorates activities. Responsible for the integrated commissioning of the services within the Childrens, Adults and Public Health commissioning pillar of the directorate structures. These include early help, SEND, short breaks, complex care, Looked after Children commissioned placements, health protection, mental health, sexual health, substance misuse, adults social care and transport services To lead the transformation and delivery of the All Age Transport function which cuts across Children and Families, Adults Social Care and Housing, Regeneration and Operations In line with the Care Act (2024), Children and Families Act (2014) and the Special Educational Needs and

Disability (SEND) Code of Practice

To develop and maintain a sustainable care and support provider market locally. Lead the support to the local area to ensure that it meets its statutory duties for children and young people with special educational needs and disability (SEND) aged 0- 25, as well as the statutory duties for adults and older people. Provide leadership for managers and specialist nurses/midwives and other staff in relation to SEND in partnership with our providers/stakeholders Play a key role in driving the ICB and Councils joint ambitions to support children, young adults and older people to stay well and be able to live safely at home where possible, and where this is not possible to lead on the commissioning of appropriate placements. To use professional expertise and leadership to ensure compliance with all legislation, government guidance and regulations across the commissioning cycle, taking an appropriate approach to managing and mitigating risk and positively withstand external scrutiny and inspections. To build strategic relationships and connections across operational services, corporate Procurement, Legal, Audit and Finance Business Partners, providers, Health and other partners which enable person-centred, place-based and outcome focused services. To ensure a strategic and evidence-based approach to commissioning is developed and maintained, using data and insight to monitor outcomes and shape Health, Public Health, Children and Adult Social Care in The City of Stoke-on-Trent. To build and maintain effective relationships with key partners and service providers and ensure commissioned services deliver quality and value in line with plans and intended outcomes. To lead collaboration and co-production which drives a person-centred approach to commissioning, proactively seeking and using feedback and views from service users, families and communities. To work with the Lead for Intelligence and Policy to analyse, plan, deliver and review market sufficiency, sustainability and development for all needs and requirements which enable safe, sustainable and high quality local services. 13. To oversee and monitor the delivery of relevant commissioning projects and change management, ensuring the effective and efficient delivery of the required outcomes and benefits. 14. To line manage Commissioning and Contract Managers, including All Age Transport Commissioning Managers and Placement Planning Manager/s, ensuring their direct reports and the overall strategic commissioning function has the relevant capabilities, capacity and culture to deliver commissioning priorities efficiently and effectively. 15. To provide advice, written reports and briefings to Members, corporate leadership teams, Programme Boards, Committees, MPs, and other stakeholders. In addition, to deputise for the Director of All Age Commissioning as required. 16. To work flexibly and take part in the councils out of hours standby duty on a rota basis as required to deal with issues and emergencies as they arise or to meet the requirements of the division and directorate. 17. To take overall responsibility of commercial management for their strategic theme across a portfolio of relevant services for Health, Public Health, Children and Families, Adults, Transport and Housing managing relevant budgets, liaising with corporate Procurement, Legal, Audit and Finance on commercial matters and directing corrective action as required. 18. To provide advice, written reports and briefings to Members, corporate leadership teams, Programme Boards, Committees, MPs, and other stakeholders. In addition, to deputise for the Director for Commissioning as required. 19. To take steps to ensure the vulnerable citizens of Stoke-on-Trent are adequately safeguarded promoting the safeguarding agenda across all areas of the Council and the wider community. 20. To work flexibly and take part in the councils out of hours standby duty on a rota basis as required to deal with issues and emergencies as they arise or to meet the requirements of the division and directorate. 19. To undertake any other duties commensurate with the grading of the post Page 4 of 11 Corporate 1. To determine the best models of delivery across services which deliver a high-quality customer experience, achieve high performance and contribute to the councils ambitions to be a commercial council. 2. To develop/negotiate joint approaches to local service planning and delivery in partnership with all the relevant internal and external services providers and regional and national bodies. 3. To support and implement the Councils budget strategy within Government controls, including delivering on the requirements set by the section 151 officer on senior budget holders. 4. To develop and maintain appropriate relationships with diverse stakeholders including; elected members, council officers, local communities, businesses, Government departments, and other external agencies in order to maximise capacity and pool resources wherever possible, including undertaking work with and for other LAs. 5. To contribute to the Council being equipped and supported to address all Government inspection and other external scrutiny in order to secure positive outcomes and high levels of achievement.