Welcome

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Thank you for your interest in the post of Locality Manager in our new integrated authority – the Edinburgh Health and Social Care Partnership.

Edinburgh’s rich history, its status as a UNESCO World Heritage site and unique cityscape makes it a city to remember. Recognised as the capital of Scotland since at least the 15th century, it is now a vibrant, modern city with the strongest economy of any city in the United Kingdom outside of London. It is home to the Scottish Parliament, and has long been known as a centre of education with four universities. The city’s historical and cultural attractions have made it the second most popular tourist destination in the United Kingdom after London, attracting over one million overseas visitors each year and famous for the Edinburgh International Festival and the Fringe, the latter being the largest annual international arts festival in the world.

Although a relatively affluent city, Edinburgh has areas of significant inequality and deprivation, the third highest across all Scottish local authorities and one of our key priorities will be to lead on tackling health inequalities. Edinburgh’s population of almost half a million, accounts for 9% of Scotland’s total, and is growing. Whilst this growth has many social and economicadvantages, it also presents challenges. The latest projections indicate that Edinburgh’s population will continue to grow faster than anywhere else in Scotland (to 619,000 by 2037). Some age groups,which make intensive use of public services, are projected to increasemore rapidly than the overall population (for example 5-11 year olds andthose over 85).

Like many other local authorities and health boards, the financialenvironment continues to be challenging. UK Government policy continuesto seek large reductions in the size of the public sector. In recent years budgets have required increasing volumes of savings to help meetdemographic change and increases in care costs.. This willrequire a fundamental rethink on expenditure priorities, and the delivery ofpublic services.

Across all services we are undertaking an ambitiousprogramme of transformational change, including integrated working infour localities agreed across the public sector in Edinburgh. Thegeographical boundaries will align the Health and Social Care Partnership with other Council Services such as housing, andPoliceand Fire and Rescue.

If you feel you have the experience, energy and enthusiasm to support these developments we wouldwelcome your application. If you would like an informal discussion about the role, please contactRob McCulloch-Graham on 0131 5538201.

Rob McCulloch-GrahamChief Officer, Edinburgh Health and Social Care Partnership

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Contents

Edinburgh – the city...... 4

Edinburgh Health and Social Care Partnership...... 5

Health and social care in Edinburgh – key priorities...... 6

Edinburgh Health and Social Care Partnership – Our vision....8

Job outline...... 10

Person specification...... 12

Appointment arrangements...... 14

Summary of terms and conditions of employment...... 16

Edinburgh –the city

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Edinburgh is the inspiring capital of Scotland, where centuries of history meet a vibrant, cosmopolitan city in an unforgettable setting.

A major tourism centre and gateway to the rest of Scotland, the city is home to the world’s biggest arts festival and offers an excellent quality of life – it was voted best city in the UK for the third year running in April 2016 by readers of the Telegraph.

Edinburgh is the UK’s most prosperous city outside of London and the UK’s second largest financial centre. It has long held a reputation for high quality education and academic excellence.

Edinburgh life science research is among the best in the world, being part of one of the largest and fastest growing life science communities in Europe.

Edinburgh has been ranked the top mid-sized city in Europe overall in Foreign Direct Investment magazine’s European Cities and Regions of the Future 2014/15 awards. It also ranked first in the 2016/17 FDI Strategy category for Global Cities of the Future.

Over £1.1bn worth of major infrastructure projects supporting the city were completed in 2014. Projects worth a further £2.4bn are due for completion in the next two years, including the Queensferry Crossing, which will contribute to making Edinburgh an even more attractive place for business.

Edinburgh and its surrounding local authorities are currently negotiating with the Scottish and UK Governments on a City Region Deal that will deliver a step change in economic growth while tackling deprivation and inequalities.

To get a taste of life in our fabulous city, visit This is Edinburgh the official online guide to Edinburgh run by our arms-length company, Marketing Edinburgh. Check out the videos on their YouTube channel.

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Edinburgh Health and Social Care Partnership

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About health and social care in Edinburgh

The new Edinburgh Health and Social Care Partnership has been created by NHS Lothian and the City of Edinburgh Council in response to the Public Bodies (Joint Working) (Scotland) Act 2014. It is responsible for leading transformational change in the way in which the NHS and the local authority provide health and social care across Edinburgh/Lothian. This work will be undertaken in partnership with the third sector, local communities, independent contractors, the private sector, users, carers and staff.

Between NHS Lothian and the City of Edinburgh Council, almost 6,000 staff are employed in delivering those services and functions delegated to the Partnership. The Partnership’s total budget is in excess of £500million. The Partnership has developed an overarching StrategicPlan to deliver integrated services in Edinburgh. The Partnership will determine and implement new service models and create effective partnerships that enhance the spectrum of care delivery whilst ensuring it is provided in an integrated, seamless and sustainable way.

Increasing the pace of change is very important to the Partnership and joint working arrangements are already well established with the City of Edinburgh Council, NHS Lothian and the third sector. Demography remains a key challenge for the health and social care systems and in Scotland’s capital city, we are committed to improving services for the citizens of Edinburgh.You can find out more about the Edinburgh Integration Joint Board and its responsibilities at

More about health and social care in Edinburgh

Strategic Plan

strategic_plan_2016-2019

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Health and social care in Edinburgh – key priorities

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The Edinburgh Health and Social Care Partnership has agreed a number of key priorities, which will guide the planning and delivery of service for the future. The priorities fall into six broad areas and rely on us taking action as follows:

Tackling inequalities

Working with our partners to address the root causes, as well as supporting those groups whose health is at greatest risk from current levels, of inequality by:

  • supporting people to maximise their capabilities and have control over their lives
  • creating healthy and sustainable communities that can resist the effects of inequality
  • ensuring core health and social care services are delivered in ways that do not exacerbate health inequalities
  • recognising that some sections of the population need targeted support in order to address the cause and effect of inequalities.

Prevention and early intervention

Supporting and encouraging people to:

  • achieve their full potential
  • stay resilient and take more responsibility for their own health and wellbeing
  • make choices that increase their chances of staying healthy for as long as possible

and, where they do experience ill health, promoting recovery and self-management approaches.

Person centred care

Placing ‘good conversations’ at the centre of our engagement with citizens so that they are actively involved in decisions about how their health and social care needs should be addressed.

Providing the right care in the right place at the right time

Delivering the right care in the right place at the right time for each individual, so that people:

  • are assessed, treated and supported within the community wherever possible and are admittedto hospital only when clinically necessary
  • are discharged from hospital as soon as possible with support to recover and regain their independence in the community
  • experience a smooth transition between services
  • have their care and support reviewed regularly to ensure it remains appropriate
  • are safe and protected.

Making best use of capacity across the whole system

Developing and making best use of the capacity available within the city by working collaboratively across:

  • the statutory sector
  • third and independent sectors
  • housing organisations
  • communities
  • individual citizens, including unpaid carers

to deliver timely and appropriate care and support to people with health and social care needs includingfrail older people, those with long term conditions and people with complex needs.

Managing our resources effectively

Making the best use of our shared resources (people, buildings, technology, information, procurement approaches) to deliver high quality, integrated and personalised services that improve the health and wellbeing of citizens whilst managing the financial challenge.

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Health and social care in Edinburgh – key facts

  • The number of older people in the city is likely to grow. By 2032 the number of people aged over 85 is expected to double to 19,294, leading to an increase in the numbers of people needing support.
  • In the area of mental health, disabilities and addictions, based on population growth, conservative estimates are that of a 1.4% increase each year.
  • The health sector is expected to grow faster than any other sector.
  • There are skill shortages and unfilled vacancies.
  • There are an estimated 65,084 carers in Edinburgh, or 13.7% of the population.
  • The highest share of NHS and social care expenditure is on inpatient care which accounted for a quarter of the total in 2012/13.
  • Three quarters of the acute inpatient care is non-elective (unplanned) admissions.
  • A small proportion of the population accounts for a high proportion of costs (2.4% accounts for 50% of total health care costs and 8.4% accounts for 50% of all social care costs).
  • Across the four localities there are significant differences in terms of population size, age, health, unemployment etc. There are also significant differences within localities.
  • North West has the highest number of people with one or more health conditions.
  • South West has the highest percentage of residents economically inactive due to long-term illness.
  • The number of people whose discharge from hospital is delayed is the highest in Scotland.

Health and social care in Edinburgh – Partnership structure

The Edinburgh Integration Joint Board is made up of voting and non-voting members as follows:

Voting membership
  • five councillors
  • five non-executive NHS Lothian Board members
Non-voting membership
  • professional advice is provided by a number of senior officials
  • staff are represented by two trades union and staff partnershiprepresentatives
  • there are twoservice user and two carer members
  • there is one member representing the voluntary sector.

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Job outline

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Role summary

The post holder will impact on staff and services from both NHS Lothian and City of Edinburgh Council.

The post will be responsible for the planning, co-ordination and management of a locality, and as such will have a number of service managers reporting directly to them. Within each locality there will be c. 850 staff, including professional health care and social work staff, and registered care services. The post holder will manage an operational budget of up to £85m.

The locality operating model will also include some matrix management arrangements for services which span across more than one locality, requiring the post holder to manage a degree of complexity with regard to staff and service management.

Main duties and responsibilities

Scope of post

Lead the integration of primary, community health and social care services within the locality, controlling resources, commissioning care and engaging directly with hospital services to lead on the prevention of admission and the facilitation of early discharge within the locality.

Take a strategic lead for partnership working within the locality, ensuring effective partnership approaches to deliver the priorities of the Health and Social Care Partnership as identified in the Strategic Plan, and the outcomes agreed in the respective Locality Plans. This will include a focus on preventative working to improve the health and wellbeing of the citizens of the locality.

Responsiblefor operational management of significant statutory and regulated services, which are monitored and benchmarked at a national level, and poor performance, would lead to significant reputational risk for the Partnership.

Manage the locality’s relationship with hospital services to achieve integrated delivery throughout pathways of care, to continue shifting the balance of care, and to achieve targets.

To initiate, develop and manage the implementation of major innovative projects and lead on transformational change to promote and enable the most efficient and effective service delivery.

Secure funding packages and ensure delivery to budget and within timescale.

Managing services

With the Partnership’s Area Managers in the other localities, and the Service and Strategy Managers, set standards, policies and procedures which ensure consistent delivery of and compliance with statutory responsibilities, national legislation, standing orders, delegated authority, and Council policies, aims and objectives.

Work with the Chief Nurse, Chief Social Work Officer and the Chief Medical Officer, as well as Service and Strategy Managers within the Partnership, in setting, monitoring and ensuring compliance with quality and performance standards, ensuring professional governance across health care and social work to assure safe and effective person centred service delivery.

Lead on identifying and establishing effective management arrangements for key risks within the service, compliant with the Partnership’s risk management policy and framework.

Identify opportunities for continual improvement and demonstrate effective management of change within a complex internal and external environment particularly during a time of restructure.

Present expert evidence and opinion at Public Enquiries, Planning Enquiries and court proceedings etc.

Strategic

The post holder will make strategic decisions on the future development of a locality on behalf of the Partnership, both in respect of delivery of health and social care services and with other locality leaders to achieve the outcomes of that locality.

The post will make decisions on advice, recommendations and proposals presented to Chief Officials, Elected Members and committees relating to policy, service practice and provision for a range of major services across the Partnership.

Managing performance

Lead the establishment of performance management arrangements to ensure all national, IJB, Council and NHS strategies, initiatives and performance targets are met, including financial targets, waiting times, activity levels, clinical, staff and information governance, public involvement, and that all targets are achieved on time, e.g. HEAT, Single Outcome Agreement, Strategic Commissioning Plan.

In conjunction with Strategy, Planning and Quality Managers, ensure effective systems are established and maintained to develop, manage, monitor, evaluate and review performance at service level and deliver agreed actions, service standards and budgets.

Responsible for the preparation and content of reports, strategic plans, other documents, briefings, presentations and FOIs for Council meetings, external agencies, senior officers, including the Integrated Joint board, the Council or NHS Management Teams and relevant committees as well as business and stakeholder groups.

Managing resources

Promote and support the continuing professional and personal development of staff by ensuring that effective performance management systems are in place which provide development opportunities, enhance performance, motivate, and facilitate skill utilisation and flexibility.

Lead people management practices within the H&SC Partnership which encourage a culture of positive internal engagement with employees, promote development of robust partnership working across both organisations and promote the achievement of better outcomes for citizens.

Contribute to an ethos of professional and distributive leadership amongst professionals, senior clinicians and managers who form the H&SC Partnership with regard to accountability, responsibility, role and contribution.

Develop and secure effective working relationships in relation to the planning and operational management of hosted NHS services and relevant delegated acute services across Lothian.

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Person specification

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Qualifications and training

Relevant degree or professional qualificationor member of professional institution/association or equivalent level of management experience / Essential
Registered social worker with Scottish Social Services Council, an AHP, registered with Allied Health Professionals Council, or a registered nurse with the Nursing and Midwifery Council. / Desirable
Evidence of career progression and continuous professional and management development / Essential
Recognised management qualification (eg MBA, MSc) or equivalent evidenced senior management skills / Essential
Evidence of continuing professional development and significant understanding of current issues for public services / Essential
Demonstrated competence in managing complex services including staff, budget, project and change management / Essential

Leadership