Agenda Document Pack - Appointments Sub-Committee - 04/11/2024
North Lanarkshire Council · 4 November 2024
Back to Appointments Sub-Committee — 4 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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24 October 2024 Members of the Appointments Sub-Committee Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Appointments Sub-Committee is to be held in the Shieldmuir Room, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Monday, 04 November 2024 at 13:30 PM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Mark Hamill Clerk Telephone: 07811294702 Clerk Email: hamillm@northlan.gov.uk J Logue, L Roarty, A Beveridge, T Carragher, T Fisher, G Lennon, A Smith, A Stubbs, S Watson. Page 1 of 50
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 EXCLUSION OF PUBLIC The Sub-Committee is asked to consider passing the following resolution: "That under Section 50A(4) of the Local Government (Scotland) Act 1973, the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 1 of Part 1 of Schedule 7A of the Act". 2 Recruitment of Chief Officer (Legal and Democratic) - Shortleeting 2(a) Recruitment Pack Submit candidates application pack as made available via the myjobscotland recruitment portal (provided for information). 5 - 20 2(b) Application Forms Received Submit application forms received for the post (copy to follow) 2(c) Arrangements for Interviews Consider and agree arrangements for final interviews to take place on Monday, 25 November 2024 3 Recruitment of Chief Officer (Finance and Technology) - Shortleeting 3(a) Recruitment Pack Submit candidates application pack as made available via the myjobscotland recruitment portal (provided for information). 21 - 36 3(b) Application Forms Received Submit application forms received for the post (copy to follow) 3(c) Arrangements for Interviews Consider and agree arrangements for final interviews to take place on Thursday, 28 November 2024 Page 3 of 50
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4 Recruitment of Chief Officer (Education) - Shortleeting 4(a) Recruitment Pack Submit candidates application pack as made available via the myjobscotland recruitment portal (provided for information). 37 - 50 4(b) Application Forms Received Submit application forms received for the post (copy to follow) 4(c) Arrangements for Interviews Consider and agree arrangements for final interviews to take place on Monday, 2 December 2024. Page 4 of 50
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Chief Officer, Legal and Democratic £115,958 - £120,407 (35 Hours per week) WE’RE MOTIVATED. ARE YOU? JOIN A TEAM THAT ACHIEVES GREAT THINGS. Item 2(a) Page 5 of 50
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WELCOME As the Council undertakes its next five-year journey to deliver The Plan for North Lanarkshire and our refreshed Programme of Work, we know that significant challenges persist in improving outcomes for the people and communities of North Lanarkshire. These include unacceptable levels of poverty and deprivation and significant ongoing pressures to prioritise the delivery of high-quality care, supports and services for those residents and families who need it most. These challenges come against a backdrop of increased focus on wider national public sector reform along with continued funding challenges and further structural uncertainty. This includes the ongoing reform agenda for education services in Scotland, which includes national restructuring and proposals to create three new national education bodies. Within this volatile and uncertain context, it is vital that the Council’s Corporate Management Team remains committed and focused on delivering our ambition for inclusive growth and prosperity for all. As we deliver The Plan for North Lanarkshire and drive transformational change, it is vital that we have effective ongoing systems in place to control, manage and deliver our services to the highest standards of performance, ethics and Best Value. The Chief Officer (Legal and Democratic Services) plays a critical role in the effective legal, political, democratic, governance and information risk and security operations of the Council with a wide range of complex legal and statutory responsibilities which require to be carefully managed. This includes acting as the Council’s Monitoring Officer, Chief Legal Officer, Clerk to the Licencing Board, Senior Information Risk Owner (SIRO) and Data Protection Officer (DPO) with additional specific operational responsibilities including lead for the Council’s Registrar function; serious organised crime and counter terrorism; and information risk and security (including technology disaster recovery planning and cyber security). A vital aspect of this broad portfolio of activities involves the effective operation of the Council’s democratic framework and associated requirements, including the protocols which support the operation of the Council’s Standing Orders and Committee schedule; providing direct services and support to elected members; leading the preparation, conduct and arrangement of elections and all other duties associated with electoral registration as may be required by the Chief Executive in his role as the Returning Officer. Councillor Jim Logue Leader of North Lanarkshire Council Page 6 of 50
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If you’re motivated, ambitious and driven by achievement, then come and join us. We want you to play a part in the regeneration and transformation of our towns and communities. At North Lanarkshire Council, we’re full of energy and ideas to transform our towns and communities into vibrant places to live, work and visit. As Scotland’s fourth largest local authority, we’ve got lofty ambitions, bags of determination and we’re moving at a pace to generate real change in our communities and how we deliver services. We’re providing services that enhance lives, communities and experiences of over 341,000 people living in the area. There’s a real story to tell about North Lanarkshire. It’s a place that is growing, changing, developing and thriving. The scale of change is vast. And the rate of change is considerable. However, we recognise that not everyone in North Lanarkshire is sharing equally in its successes. Considerable challenges continue to exist, such as unacceptable levels of child deprivation, a growing demand on services such as health and social care and the visible and very real impact of inequity and inequalities on our communities. The Plan for North Lanarkshire was agreed by all Community Planning Partners. It’s an ambitious strategy which, by working with our partners, residents and businesses, aims to completely transform towns and communities, to make them better, more inclusive and happier places to live. The Plan is underpinned by five priorities and 25 ambition statements with the aim of inclusive growth and prosperity for all, to bring equal benefits and a fairer distribution of wealth. We measure our progress through 28 health check indicators which track changes and trends to demonstrate whether The Plan and the activities and projects under the Programme of Work, are making a difference. We’re at the start of a new five-year strategic investment programme to improve the region’s physical and digital infrastructure and help create the right economic, social and community conditions that will enable businesses, local people and communities to thrive. It’s about providing whole-family support locally when they need it so people can lead healthier, safer and more independent lives and in a way that addresses the impact of poverty and reduces inequality. The new programme of work will deliver care, supports and council services that will improve the lives of local people and improve their life chances. Making them healthier, wealthier, happy and more resilient. It’s an ambitious time for the council, our residents, our businesses and the people who work here. 3 Page 7 of 50
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DIGITAL NL Develop a skilled digital workforce, promote an innovative, sustainable culture and be the Digital Leader for a transformed North Lanarkshire. ONE SERVICE Ensure services are delivered, regardless of owner, in a streamlined, efficient, and supportive model, with the overall vision of inclusive growth and prosperity for all. TRANSFORMING PLACES An enhanced programme to accelerate transformation of town centres and communities. INVEST IN NORTH LANARKSHIRE Accelerated outcome delivery and investment via a more streamlined advisory service and aligned operating model and infrastructure plan. SUSTAINABLE FUTURES Focus commitments to Net Zero Carbon and climate resilience and the associated energy solutions and investments required to make it a reality. RESILIENT PEOPLE Deliver whole family support locally, when families need it, in a way that addresses the impacts of poverty and reduces inequality. BRIGHTER FUTURES Support and improve educational attainment, employment opportunities, entrepreneurship, and volunteering. The new programme of work comprises seven priorities that have been brought together under one council delivery plan that will make an enormous difference to towns, communities and people for many years. The council is committed to delivering quality services that provide best value, creates prosperity, achieves social justice and meets local needs across the area. Delivering quality services starts with having the right people working here and the right ethos internally. And with around 15,000 staff, we work hard to make sure each person feels part of the bigger team delivering services that improve the lives of people living and working here. 4 Page 8 of 50
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Our priorities are clear. We want to: • Improve economic opportunities and outcomes • Support all children and young people to realise their full potential • Improve the health and wellbeing of our communities • Enhance participation, capacity and empowerment across our communities • Improve North Lanarkshire’s resource base We know that we can only achieve the outcomes to meet these priorities by working together and by being focused on solutions. North Lanarkshire Council is already high-performing but we can do so much more. We have bright and determined people working here, that believe in what we do. If that sounds like you, then read on. In the rest of this pack you’ll find more information about North Lanarkshire, the relevant job description and links to other useful documents. To be successful you’ll need to be innovative, determined and resilient. The role is crucial in taking forward our plans and we’re looking for a dynamic, innovative and solutions- focused individual with strong leadership and partnership-working skills and the ability to represent the interests of North Lanarkshire at regional and national level. You’ll be prepared to do what it takes to deliver our shared ambition to make North Lanarkshire the place to live, learn, work invest and visit. If you have all these qualities, we look forward to connecting with you. It’s important that everyone supports our ambitions and we need the very best people to help us achieve them, and that includes you. 5 Page 9 of 50
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ABOUT NORTH LANARKSHIRE Located in the very hub of the country with exceptional transport connections, we attract talent and business that has revolutionised North Lanarkshire into one of Scotland’s fastest-growing economies (pre-pandemic). North Lanarkshire is Scotland’s fourth largest council by population, covering around 181 square miles, stretching from Stepps to Harthill and from Cumbernauld to Wishaw. The council was formed in 1996 following local government reorganisation and includes the main towns of Airdrie, Bellshill, Coatbridge, Cumbernauld, Kilsyth, Motherwell, Shotts and Wishaw, interspersed with many villages and hamlets, including places like Moodiesburn and Stepps, along the Northern Corridor. With a population of around 341,000 people, there’s a wide range of age groups living in the area, as well as diverse communities with a range of religions and cultures. We’re also brimming with ambition, have stacks of resolve and are moving at pace to effect real change in our communities and how we deliver services. The council is investing billions of pounds over the next ten years to help create jobs and generate close to £1bn for the local economy. Reducing inequalities is central to our vision for a brighter, better North Lanarkshire and we’re investing in new community hubs with schools, community facilities and multi-purpose spaces, as well as doubling our affordable housing programme to build 5,000 modern homes by 2035. Around £240million Glasgow City Region City Deal funding is helping to improve the road and rail transport network, create locations to attract business and industry that are relevant to our future economy, and maximise our greenspace for residents and visitors to enjoy. Embracing our shared vision for North Lanarkshire is crucial, particularly as we face challenges to make savings as local government budgets are reduced. Being big and bold means attracting large international events to our area. We hosted the Glasgow 2018 European Sports Championships, showcasing our world-class venue in Strathclyde Country Park to a television audience of more than a billion people for the rowing and triathlon competitions, a role we fulfilled at the 2014 Commonwealth Games. Latest performance results show that far-reaching positive progress has been achieved across North Lanarkshire, including: • Gross weekly pay continues to remain higher than the national average and the gap in the hourly rate of pay between males and females continues to narrow and is now smaller than it is nationally. • The number of working age people claiming employment related benefits has continued the gradual downward trend that was first experienced towards the end of 2020 and is now 7% lower than pre-pandemic levels. • The proportion of the working age population who are economically active has shown signs of improvement for the last four consecutive quarters in a row, reaching 75%, the highest position for the last three years after much fluctuation. • Economic growth continues to show a positive picture with the latest results showing an increase of 5.2% in gross value added per head. • Latest figures show a significant improvement in breastfeeding, with 30.4% of babies in North Lanarkshire breastfed at the 6–8 week review and getting the best start in life. • The change in crime rates in North Lanarkshire remains lower than the national average. Creating modern, vibrant communities where people live, work and socialise is North Lanarkshire’s shared ambition for the future. 66 Page 10 of 50
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ABOUT US 77 Elected members 21 Wards 34 Scottish Labour Party councillors 24 Scottish National Party councillors 7 Progressive Change North Lanarkshire councillors 5 Scottish Conservative and Unionist councillors 5 Independent councillors 1 Scottish Greens councillor 1 British Unionist Party councillor Workforce (Full-time permanent) 13,080 £1017m Revenue budget 2024/25 £660m Capital budget 2024/25 to 2028/29 £174m Housing revenue 2024/25 £122m Housing capital 2024/25 Population 341,400 18.1% Under 16 64.2% 16-64 17.7% Over 64 3.4% Unemployment KILSYTHKILSYTH CUMBERNAULDCUMBERNAULD COATBRIDGECOATBRIDGE AIRDRIEAIRDRIE BELLSHILLBELLSHILL MOTHERWELLMOTHERWELL WISHAWWISHAW SHOTTSSHOTTS 7 Page 11 of 50
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Organisational Structure KEY Community Champions, each supporting one community board Strategic Oversight and support across all 9 community boards Integrated posts - Jointly funded NLC/NHS Lanarkshire NHS Lanarkshire Post Chief Officer (Legal and Democratic) Monitoring Officer Chief Officer (Finance and Technology) S95 Officer Chief Officer (People Resources) Chief Officer (Strategy and Engagement) Chief Officer (Audit and Risk) Chief Officer (Community Operations) Chief Officer (Place) Chief Officer (Housing) Chief Officer (Assets and Procurement) Chief Officer (Education North) Chief Officer (Education South) Chief Social Work Officer (Education, Families, Justice and Integrated Practice) Chief Executive Head of Health NHS Lanarkshire Chief Officer Chief Officer, Planning, Performance and Quality Assurance. (AHSC NL) Chief Executive’s Enterprise and Communities Education and Families Adult Health and Social Care Chief Officer (Adult Social Work Services) Depute Chief Executive Chief Officer Health and Social Care Page 12 of 50
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THE ROLE Chief Officer, (Legal and Democratic Services) Directorate: Chief Executive’s Service Reports to: Chief Executive, North Lanarkshire Council Salary: SJNC Chief Officials SCP 40-42 Chief Officers Strategic Functions and Key Priorities In addition to their core role in maintaining strong governance, management and oversight of performance within the Council, Chief Officers aligned to strategic functions play a critical role in steering many of our transformational activities, including the realisation of our savings programmes. They are also material in ensuring these programmes are delivered effectively, within agreed timescales, and that any legal, financial and wider change management issues and risks are managed in a way which minimises wider disruption. This includes work focussed on shaping improved Council wide operating models and enhancing service delivery performance levels which align to our overall ambition. The key priorities of these services are: • To work cohesively across the Council to support the delivery of the Programme of Work and the successful achievement of the vision of inclusive growth and prosperity for all as set out in The Plan for North Lanarkshire. • To ensure delivery of the Programme of Work (and the programme of change and transformation that is required to realise it) remains facilitated by a clear and simple alignment between strategic direction and operational delivery that capitalises on synergies and integrated functions operating through a one council one place approach. • To provide a range of efficient and technologically enabled back office strategic and corporate support services and functions that allow for added capacity in the front line to enable the pace and depth of change to be escalated while delivery of critical care, supports, and services is maintained. • To ensure the council can continue to demonstrate Best Value by challenging old ways of doing things and taking urgent action to change in line with what’s best for North Lanarkshire. In doing so, ensuring resources are managed efficiently and used effectively with a focus on improvement and change that improves the lives of local people. • To provide specialist and strategic advice, direction, management, co-ordination, and cohesion across a range of strategic and corporate support services and functions that enable the council to function on a daily basis (i.e. financial, legal, democratic, human resources, audit, risk management, information security, technology disaster recovery, technology, and corporate governance). 9 Page 13 of 50
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JOB PURPOSE Being accountable as a Chief Officer and member of the Corporate Management Team for the overall strategic leadership and management of the functional service areas delegated to the role within the wider Chief Executive’s Services Directorate. Contributing to the wider management of the Council as part of the Corporate Management Team and the Business Management Team, with specific lead responsibility for areas of corporate priority as allocated by the Chief Executive. ROLE DIMENSIONS The key dimensions of this post are: Gross Revenue budget of c£4.5m in the current year, managing a headcount of 110 staff. Responsible for discharging specific functions delegated to the role and specified in the Council Scheme of Delegation for the following portfolio of functions and services: • Legal services (providing and commissioning). • Democratic services (including Elected Member Services and Civic Functions). • Licensing and registration services. • Appeals hearings (Education) and the Childrens Panel. • Freedom of information and data protection management. • Information risk and security (including technology disaster recovery planning and cyber security). • Serious organised crime and counter terrorism. • Support for the proper conduct and management of Elections. Key Relationships: • Executive Directors, Corporate Management Team and Chief Officers. • The Leader of the Council, Elected Members and Political Party Leads. • Community Planning and other key partners and agencies including the Convention of Scottish Local Authorities (COSLA). 10 Page 14 of 50
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STRATEGIC ACCOUNTABILITIES Lead the Directorate to achieve its strategic goals by: • Acting as the Monitoring Officer both for the purposes of Section 5 of the Local Government and Housing Act 1989 and as a matter of course, advising the Chief Executive, and the Corporate Management Team on a continuing basis for the purposes of maintaining high standards of probity and governance across the Council. • Acting as the principal data protection and information risk lead for the Council ensuring that services fully comply with the requirements of the Data Protection Act 2018 and that effective protocols and procedures are in place to manage access to public information in line with the Freedom of Information Act 2000. • Proactively managing the operation of the Council’s Standing Orders to ensure the smooth running of the Council’s governance and democratic processes, contributing to effective decision making on key strategic matters. • Providing an efficient and effective democratic services facility for the Council, its committees, sub-committees and other bodies such as working parties, joint committees or other joint working arrangements with which the Council becomes involved or has responsibility. • Providing a full professional legal service to the Council, acting as chief legal adviser to the Chief Executive and the Corporate Management Team on legal matters and ensuring that all legal risks and issues are anticipated and dealt with effectively. • Ensuring the proper conduct and management of Elections as may be required by the Chief Executive in his role as the Returning Officer. • Engaging Elected Members in supporting the plans and developments for all delegated services through the presentation of reports and responses to questions at committee. • Influencing the national agenda across a broad spectrum of areas covered by the role by representing the Council at national working partnerships, or by supporting and participating in national groups. • Co-ordinating the council’s response to information risk and security (including technology disaster recovery planning and cyber security). 11 Page 15 of 50
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MANAGEMENT RESPONSIBILITIES Direct efforts to manage the following key areas or risks for the organisation: • Effectively lead the overall Legal and Democratic function for the Council ensuring that robust work plans are defined and that these are fully aligned and resourced to deliver services and support the Council’s ambition. • Provide services to the Members of the Council to ensure that they have all necessary facilities and resources to carry out their functions, this to include; ensuring that all councillors involved in media communication are trained; providing particular resources to the Provost and other senior office bearers; all arrangements as required for the provision of civic hospitality and town twinning. • Provide a clerk and adviser service on administrative and procedural issues, ensuring that members and officers receive appropriate advice at all necessary stages: and ensuring that the decisions of the Council, or those taken in the Council’s name, are communicated appropriately. • Ensure that meetings and required procedures conform to all statutory requirements and prepare and review procedures for that purpose. • Act as the designated Clerk to the Licensing Board and take responsibility for the management and provision of an effective statutory service in this area. • Act as a liaison point in dealings with Community Councils, providing them with such facilities and resources as may be required by the Council from time to time, and keep under review the constitutional, administrative and procedural arrangements involving Community Councils. • Act as the Council’s Corporate Data Protection Officer (DPO) and Senior Information Risk Owner (SIRO) and act as lead officer for discharge of the Council’s responsibilities in relation to Freedom of Information. • Manage the Registrar’s function in terms of the statutory and other procedures for the registration of births, deaths and marriages. • Support the preparation for and conduct of elections of various kinds as may be required by the Returning Officer and the undertaking of all or as many of the duties associated with electoral registration as may be required by the Chief Executive. • Ensure that any incidence or allegation of legal, governance or security irregularity, including whistleblowing is brought to the immediate attention of the Chief Executive and is promptly and thoroughly investigated. • Represent the Council’s interests on Arm’s Length External Organisations, as required, ensuring appropriate governance processes are in place. • Ensure risks to service continuity are identified and contingency arrangements developed and implemented. • Maximise efficiency and encourage corporate behaviour by ensuring all staff in the function respect, support, implement and comply with corporate systems and processes and the professional recommendations of other functional leads. • Deliver a safe environment to ensure the Health and Safety of staff and the public. • Ensure procurement, ICT and other support activities are undertaken through appropriate corporate governance systems to meet standards. 12 Page 16 of 50
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CORPORATE RESPONSIBILITIES • Providing the clarity of vision, effective leadership and actively modelling desired behaviours required to achieve the Council’s ambition. • Demonstrating commitment to strategic relationships with other services, and to finding improvements and effective business solutions which support the achievement of the Council’s agreed priorities. • Promoting and valuing the diversity of staff, people and communities served by the Council to ensure equality of access and treatment in employment and service delivery. • Contributing to the strategic management of the Council as a member of the Corporate Management Team and working with Elected Members and officers in this regard. • Ensuring efficient management of resources, workforce planning, capacity building, and harnessing technologies which demonstrate Best Value in all activities within the remit of the role. • Ensuring that proper arrangements are in place for the effective discharge of both statutory and non- statutory functions within the remit of the role. • Ensuring delivery of Best Value in accordance with the Council’s corporate policies, agreed service objectives and statutory requirements. • Ensuring that Services are responsive and properly integrated, both at corporate and local level, in conjunction with other Chief Officers. • Ensuring the development and maintenance of good employee relations in partnership with staff and trade unions/representative bodies through informal and formal processes of communication and involvement. • Ensuring effective performance management through the development of continuous improvement, achievement of performance standards and sound budgetary management and control. • Developing and realising the full potential of employees through effective coaching, performance management and providing development opportunities to promote the highest standards of delivery and maintenance of professional standards. • Representing the interests and views of the Council to COSLA, the Scottish Government and other relevant external bodies and supporting this activity by developing and maintaining effective relationships. • Advising on the implications of legislation and government policy relevant to the performance of managed functions. • Providing advice to the Council and its Committees, and relevant Spokesperson, on all aspects of the role or its functions. • Carrying out such other corporate and management tasks as delegated by the Chief Executive. 13 Page 17 of 50
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This post is politically restricted in compliance with the Local Government and Housing Act 1989 and the holder will be expected to comply with the Chief Officers’ Code of Conduct, demonstrating the ethical standards expected of officials in public service. The Council’s conditions of service for Chief Officer posts are those for the Scottish Joint Negotiating Committee for Chief Officials in Scotland, as varied in terms of any Local agreement(s) in force from time to time. The job outline is intended to indicate the broad range of responsibilities and requirements of the post. It is neither exhaustive nor exclusive but, while some variation can be expected in particular duties, the outline is considered to provide a reasonable description of the post. REQUIRED ATTRIBUTES EXPERIENCE AND KNOWLEDGE Extensive senior leadership experience within a large, complex and publicly accountable organisation. Considerable senior management experience of leading a strategic functional portfolio and professional expertise and knowledge in one or more of the functional areas covered by the Directorate. Proven experience of developing and implementing services with strong customer focus. Evidence of personally displaying leadership behaviours in providing clear direction to support change with genuine delegation and staff empowerment. Clear appreciation and understanding of the dimensions of the post both in the public and political arena. Evidence of building and maintaining positive relationships, collaborative and partnership working. Ability to contribute to the corporate goals of the Council, while effectively balancing the complexity of service delivery and meeting customer needs. Evidence of striving for improvements and better outcomes while managing risk and business continuity. Track record of commitment to improving performance and harnessing technology to achieve goals. EDUCATION, QUALIFICATIONS TRAINING AND PROFESSIONAL MEMBERSHIPS Relevant Legal or advanced professional qualification in Legal Studies. Member of the Law Society of Scotland. Appropriate leadership qualifications. LEADERSHIP, SKILLS & BEHAVIOURS Ability to demonstrate clear effective leadership, displaying behaviours which support and enhance the delivery of the Council’s ambition, including setting a clear direction and strategy for the services and functions within the remit of the role, promoting corporate working with peers and other Chief Officers and delivering change effectively and sensitively to drive sustainable transformation. Ability to effectively and innovatively balance resources and risk to drive Best Value and meet customer expectations within a challenging and dynamic environment. Ability to engender a positive performance culture across the services and functions within the remit of the role, developing and building staff capability and capacity and motivating and empowering others to contribute at their highest level. Astute political awareness and ability to develop and maintain effective professional networks and relationships, both internally and externally, which bring value to the Council and enhance its reputation. Ability to think strategically and to innovate around the use of technology and new thinking to constantly improve the effective and efficient delivery of the services and functions within the remit of the role. Ability to work effectively under pressure and to respond quickly to unforeseen events and changing priorities and circumstances. Skilled and persuasive communicator enabling others at all levels to see the whole picture, and able to convincingly represent the Council’s strategic functions, wider corporate responsibilities, and the requirements of the services and functions within the remit of the role. Excellent negotiating and influencing skills, able to optimise partnership and collaborative working to deliver the best outcomes. 14 Page 18 of 50
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USEFUL LINKS In the documents below, you will find more information about North Lanarkshire Council, its priorities and its policies. www.northlanarkshire.gov.uk https://www.northlanarkshire.gov.uk/your-council/ council-strategies-and-plans/council-strategies/plan- north-lanarkshire Strategic Performance Framework Five Year Medium Term Financial Plan 2024/25 – 2028/29 One Place, One Plan SELECTION PROCESS AND TIMETABLE Sunday 27th October 2024 - Post closes Monday 25th November 2024 Individual Interviews CONTACT Informal enquiries are welcomed by Des Murray Chief Executive - North Lanarkshire Council via Adrienne Henry on 07939284602 or at henryad@northlan.gov.uk Produced by Corporate Communications, North Lanarkshire Council 15 Page 19 of 50
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Chief Officer, Finance and Technology £115,958 - £120,407 (35 Hours per week) WE’RE MOTIVATED. ARE YOU? JOIN A TEAM THAT ACHIEVES GREAT THINGS. Item 3(a) Page 21 of 50
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WELCOME As the Council undertakes its next five-year journey to deliver The Plan for North Lanarkshire and our refreshed Programme of Work, we know that significant challenges persist in improving outcomes for the people and communities of North Lanarkshire. These include unacceptable levels of poverty and deprivation and significant ongoing pressures to prioritise the delivery of high-quality care, supports and services for those residents and families who need it most. These challenges come against a backdrop of increased focus on wider national public sector reform along with continued funding challenges and further structural uncertainty. These include the ongoing reform agenda for education services in Scotland, which includes national restructuring and proposals to create three new national education bodies. Within this volatile and uncertain context, it is vital that the Council’s Corporate Management Team remains committed and focused on delivering our ambition for inclusive growth and prosperity for all. As we proceed to deliver The Plan for North Lanarkshire, and drive transformational change, it is vital that we have effective ongoing systems in place to control, manage and deliver our services to the highest standards of performance, ethics and Best Value. The Council’s Chief Officer (Finance and Technology) role encompasses a critical portfolio of strategic responsibilities, business services and supports that includes acting as key advisor to the Chief Executive and the Council as the Section 95 Officer. The revised role has an enhanced remit which now includes setting the Council’s core financial strategy; managing the Council’s revenue and capital budgets; delivering robust financial services, including revenues and benefits, as well as overall responsibility for the delivery of the Council’s Digital and IT strategy and its supporting programme of digital and technological transformation to drive further savings and efficiencies, aligning to the full realisation of the Council’s desired future operating model. This role includes the development of the technical field services functions which includes IT support across the school and hub estates. The Chief Officer (Finance and Technology) also plays a key role in the delivery of the Programme of Work as SRO for the Digital North Lanarkshire programme and its strategic aims and objectives. Councillor Jim Logue Leader of North Lanarkshire Council Page 22 of 50
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If you’re motivated, ambitious and driven by achievement, then come and join us. We want you to play a part in the regeneration and transformation of our towns and communities. At North Lanarkshire Council, we’re full of energy and ideas to transform our towns and communities into vibrant places to live, work and visit. As Scotland’s fourth largest local authority, we’ve got lofty ambitions, bags of determination and we’re moving at a pace to generate real change in our communities and how we deliver services. We’re providing services that enhance lives, communities and experiences of over 341,000 people living in the area. There’s a real story to tell about North Lanarkshire. It’s a place that is growing, changing, developing and thriving. The scale of change is vast. And the rate of change is considerable. However, we recognise that not everyone in North Lanarkshire is sharing equally in its successes. Considerable challenges continue to exist, such as unacceptable levels of child deprivation, a growing demand on services such as health and social care and the visible and very real impact of inequity and inequalities on our communities. The Plan for North Lanarkshire was agreed by all Community Planning Partners. It’s an ambitious strategy which, by working with our partners, residents and businesses, aims to completely transform towns and communities, to make them better, more inclusive and happier places to live. The Plan is underpinned by five priorities and 25 ambition statements with the aim of inclusive growth and prosperity for all, to bring equal benefits and a fairer distribution of wealth. We measure our progress through 28 health check indicators which track changes and trends to demonstrate whether The Plan and the activities and projects under the Programme of Work, are making a difference. We’re at the start of a new five-year strategic investment programme to improve the region’s physical and digital infrastructure and help create the right economic, social and community conditions that will enable businesses, local people and communities to thrive. It’s about providing whole-family support locally when they need it so people can lead healthier, safer and more independent lives and in a way that addresses the impact of poverty and reduces inequality. The new programme of work will deliver care, supports and council services that will improve the lives of local people and improve their life chances. Making them healthier, wealthier, happy and more resilient. It’s an ambitious time for the council, our residents, our businesses and the people who work here. 3 Page 23 of 50
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DIGITAL NL Develop a skilled digital workforce, promote an innovative, sustainable culture and be the Digital Leader for a transformed North Lanarkshire. ONE SERVICE Ensure services are delivered, regardless of owner, in a streamlined, efficient, and supportive model, with the overall vision of inclusive growth and prosperity for all. TRANSFORMING PLACES An enhanced programme to accelerate transformation of town centres and communities. INVEST IN NORTH LANARKSHIRE Accelerated outcome delivery and investment via a more streamlined advisory service and aligned operating model and infrastructure plan. SUSTAINABLE FUTURES Focus commitments to Net Zero Carbon and climate resilience and the associated energy solutions and investments required to make it a reality. RESILIENT PEOPLE Deliver whole family support locally, when families need it, in a way that addresses the impacts of poverty and reduces inequality. BRIGHTER FUTURES Support and improve educational attainment, employment opportunities, entrepreneurship, and volunteering. The new programme of work comprises seven priorities that have been brought together under one council delivery plan that will make an enormous difference to towns, communities and people for many years. The council is committed to delivering quality services that provide best value, creates prosperity, achieves social justice and meets local needs across the area. Delivering quality services starts with having the right people working here and the right ethos internally. And with around 15,000 staff, we work hard to make sure each person feels part of the bigger team delivering services that improve the lives of people living and working here. 4 Page 24 of 50
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Our priorities are clear. We want to: • Improve economic opportunities and outcomes • Support all children and young people to realise their full potential • Improve the health and wellbeing of our communities • Enhance participation, capacity and empowerment across our communities • Improve North Lanarkshire’s resource base We know that we can only achieve the outcomes to meet these priorities by working together and by being focused on solutions. North Lanarkshire Council is already high-performing but we can do so much more. We have bright and determined people working here, that believe in what we do. If that sounds like you, then read on. In the rest of this pack you’ll find more information about North Lanarkshire, the relevant job description and links to other useful documents. To be successful you’ll need to be innovative, determined and resilient. The role is crucial in taking forward our plans and we’re looking for a dynamic, innovative and solutions- focused individual with strong leadership and partnership-working skills and the ability to represent the interests of North Lanarkshire at regional and national level. You’ll be prepared to do what it takes to deliver our shared ambition to make North Lanarkshire the place to live, learn, work invest and visit. If you have all these qualities, we look forward to connecting with you. It’s important that everyone supports our ambitions and we need the very best people to help us achieve them, and that includes you. 5 Page 25 of 50
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ABOUT NORTH LANARKSHIRE Located in the very hub of the country with exceptional transport connections, we attract talent and business that has revolutionised North Lanarkshire into one of Scotland’s fastest-growing economies (pre-pandemic). North Lanarkshire is Scotland’s fourth largest council by population, covering around 181 square miles, stretching from Stepps to Harthill and from Cumbernauld to Wishaw. The council was formed in 1996 following local government reorganisation and includes the main towns of Airdrie, Bellshill, Coatbridge, Cumbernauld, Kilsyth, Motherwell, Shotts and Wishaw, interspersed with many villages and hamlets, including places like Moodiesburn and Stepps, along the Northern Corridor. With a population of around 341,000 people, there’s a wide range of age groups living in the area, as well as diverse communities with a range of religions and cultures. We’re also brimming with ambition, have stacks of resolve and are moving at pace to effect real change in our communities and how we deliver services. The council is investing billions of pounds over the next ten years to help create jobs and generate close to £1bn for the local economy. Reducing inequalities is central to our vision for a brighter, better North Lanarkshire and we’re investing in new community hubs with schools, community facilities and multi-purpose spaces, as well as doubling our affordable housing programme to build 5,000 modern homes by 2035. Around £240million Glasgow City Region City Deal funding is helping to improve the road and rail transport network, create locations to attract business and industry that are relevant to our future economy, and maximise our greenspace for residents and visitors to enjoy. Embracing our shared vision for North Lanarkshire is crucial, particularly as we face challenges to make savings as local government budgets are reduced. Being big and bold means attracting large international events to our area. We hosted the Glasgow 2018 European Sports Championships, showcasing our world-class venue in Strathclyde Country Park to a television audience of more than a billion people for the rowing and triathlon competitions, a role we fulfilled at the 2014 Commonwealth Games. Latest performance results show that far-reaching positive progress has been achieved across North Lanarkshire, including: • Gross weekly pay continues to remain higher than the national average and the gap in the hourly rate of pay between males and females continues to narrow and is now smaller than it is nationally. • The number of working age people claiming employment related benefits has continued the gradual downward trend that was first experienced towards the end of 2020 and is now 7% lower than pre-pandemic levels. • The proportion of the working age population who are economically active has shown signs of improvement for the last four consecutive quarters in a row, reaching 75%, the highest position for the last three years after much fluctuation. • Economic growth continues to show a positive picture with the latest results showing an increase of 5.2% in gross value added per head. • Latest figures show a significant improvement in breastfeeding, with 30.4% of babies in North Lanarkshire breastfed at the 6–8 week review and getting the best start in life. • The change in crime rates in North Lanarkshire remains lower than the national average. Creating modern, vibrant communities where people live, work and socialise is North Lanarkshire’s shared ambition for the future. 66 Page 26 of 50
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ABOUT US 77 Elected members 21 Wards 34 Scottish Labour Party councillors 24 Scottish National Party councillors 7 Progressive Change North Lanarkshire councillors 5 Scottish Conservative and Unionist councillors 5 Independent councillors 1 Scottish Greens councillor 1 British Unionist Party councillor Workforce (Full-time permanent) 13,080 £1017m Revenue budget 2024/25 £660m Capital budget 2024/25 to 2028/29 £174m Housing revenue 2024/25 £122m Housing capital 2024/25 Population 341,400 18.1% Under 16 64.2% 16-64 17.7% Over 64 3.4% Unemployment KILSYTHKILSYTH CUMBERNAULDCUMBERNAULD COATBRIDGECOATBRIDGE AIRDRIEAIRDRIE BELLSHILLBELLSHILL MOTHERWELLMOTHERWELL WISHAWWISHAW SHOTTSSHOTTS 7 Page 27 of 50
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Organisational Structure KEY Community Champions, each supporting one community board Strategic Oversight and support across all 9 community boards Integrated posts - Jointly funded NLC/NHS Lanarkshire NHS Lanarkshire Post Chief Officer (Legal and Democratic) Monitoring Officer Chief Officer (Finance and Technology) S95 Officer Chief Officer (People Resources) Chief Officer (Strategy and Engagement) Chief Officer (Audit and Risk) Chief Officer (Community Operations) Chief Officer (Place) Chief Officer (Housing) Chief Officer (Assets and Procurement) Chief Officer (Education North) Chief Officer (Education South) Chief Social Work Officer (Education, Families, Justice and Integrated Practice) Chief Executive Head of Health NHS Lanarkshire Chief Officer Chief Officer, Planning, Performance and Quality Assurance. (AHSC NL) Chief Executive’s Enterprise and Communities Education and Families Adult Health and Social Care Chief Officer (Adult Social Work Services) Depute Chief Executive Chief Officer Health and Social Care Page 28 of 50
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THE ROLE Chief Officer, (Finance and Technology) Directorate: Chief Executive’s Service Reports to: Chief Executive, North Lanarkshire Council Salary: SJNC Chief Officials SCP 40-42 Chief Officers Strategic Functions and Key Priorities In addition to their core role in maintaining strong governance, management and oversight of performance within the Council, Chief Officers aligned to strategic functions play a critical role in steering many of our transformational activities, including the realisation of our savings programmes. They are also material in ensuring these programmes are delivered effectively, within agreed timescales, and that any legal, financial and wider change management issues and risks are managed in a way which minimises wider disruption. This includes work focussed on shaping improved Council wide operating models and enhancing service delivery performance levels which align to our overall ambition. The key priorities of these services are: • To work cohesively across the Council to support the delivery of the Programme of Work and the successful achievement of the vision of inclusive growth and prosperity for all as set out in The Plan for North Lanarkshire. • To ensure delivery of the Programme of Work (and the programme of change and transformation that is required to realise it) remains facilitated by a clear and simple alignment between strategic direction and operational delivery that capitalises on synergies and integrated functions operating through a one council one place approach. • To provide a range of efficient and technologically enabled back office strategic and corporate support services and functions that allow for added capacity in the front line to enable the pace and depth of change to be escalated while delivery of critical care, supports, and services is maintained. • To ensure the council can continue to demonstrate Best Value by challenging old ways of doing things and taking urgent action to change in line with what’s best for North Lanarkshire. In doing so, ensuring resources are managed efficiently and used effectively with a focus on improvement and change that improves the lives of local people. • To provide specialist and strategic advice, direction, management, co-ordination, and cohesion across a range of strategic and corporate support services and functions that enable the council to function on a daily basis (i.e. financial, legal, democratic, human resources, audit, risk management, information security, technology disaster recovery, technology, and corporate governance). 9 Page 29 of 50
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JOB PURPOSE Being accountable as a Chief Officer and member of the Corporate Management Team for the overall strategic leadership and management of the functional service areas delegated to the role within the wider Chief Executive’s Services Directorate. Contributing to the wider management of the Council as part of the Corporate Management Team and the Business Management Team, with specific lead responsibility for areas of corporate priority as allocated by the Chief Executive. ROLE DIMENSIONS The key dimensions of this post are: Gross Revenue budget of c£69m in the current year, managing a headcount of c400 staff. Responsible for discharging strategic functions delegated to the role and specified in the Council Scheme of Delegation for the following portfolio of services: • Financial strategy and long-term financial planning with supporting budget strategy and budget setting as the Section 95 Officer. • Financial management, including capital and revenue budget monitoring. • Financial services delivery, including debt recovery and creditors. • Treasury management. • Revenues management and benefits administration service delivery. • Administration of council tax, non-domestic rates, housing benefit, and the council tax reduction scheme. • Administration of national welfare grants and payments, including the Scottish welfare fund, free school meals, clothing grants, and blue badges. • Financial advice and accounting services to support the Council’s arm’s length external organisations. • Digital and IT strategy and Council wide provision of digital and technology infrastructure, services and solutions, including technician support for schools and hubs. • SRO for the Digital North Lanarkshire Programme of Work. Key Relationships: • Chief Executive, Corporate Management Team and Chief Officers. • The Leader of the Council, Elected Members and Political Party Leads. • Community Planning and other key partners and agencies including the Convention of Scottish Local Authorities (COSLA). • Audit Scotland and the Council’s appointed external auditor. 10 Page 30 of 50
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STRATEGIC ACCOUNTABILITIES Lead the delegated portfolio of services to achieve their strategic goals by: • Lead the delegated portfolio of services to achieve their strategic goals by: • Acting as the Council’s statutory officer for the administration of its financial affairs in terms of the requirements of Section 95 of the Local Government (Scotland) Act 1973 and the principal financial adviser to the Council, the Chief Executive, senior officers, and board members of associated companies on strategic financial issues including financial strategy, policy, procedures, legislation and professional standards. • Leading the annual process for the development and agreement of the Council budget, engaging fully with the Corporate Management Team, Chief Officers, Elected Members and their wider Political Groups to ensure an effective budget outcome aligned to the Council’s strategic priorities. • Ensuring effective systems and processes are developed and maintained to support proper financial management of the Council including:- • Preparation of the Annual Accounts of the Council and its associated bodies in accordance with legislative accounting requirements and professional standards. • Production of the Council’s capital investment strategy and spending programmes including identifying all areas of potential resources within the framework of the Council’s policy objective and financial strategies. • Preparation and monitoring of the Council’s annual revenue budgets including advising on financial strategy, long term financial planning, funding resources and expenditure pressures. • Development of the Council’s Treasury Management Function, ensuring the effectiveness of the Treasury Management Policy and Borrowing/Lending Strategies. • Identifying key financial risks and addressing these as appropriate, in terms of internal controls, monitoring and planning arrangements. • Developing for the Council, and in conjunction with other services, an effective and efficient strategy and approach for managing creditor payments and tackling the control of debt. • Advising on the financial implications and management of major strategic Council wide initiatives and projects and assessing delivery methods and affordability levels. • Leading as SRO of the councils Digital North Lanarkshire Programme of Work, delivering the full aims and objectives of the programme to align with the Council’s digital ambition and future operating model. • Leading the Council’s Digital and IT Strategy which includes integrating all IT infrastructure and service functions and ensuring an effective and digitally secure corporate ICT platform and service. • Engaging Elected Members in supporting the plans and developments for all delegated services through the presentation of reports and responses to questions at committee. • Influencing the national agenda across a broad spectrum of areas covered by the role by representing the Council at national working partnerships i.e. Convention of Scottish Local Authorities, or by supporting and participating in national groups. 11 Page 31 of 50
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MANAGEMENT RESPONSIBILITIES Direct efforts to manage the following key areas or risks for the organisation: • Effectively lead the overall Finance and Technology function for the Council ensuring that robust work plans are defined and that these are fully aligned and resourced to deliver services and support the Council’s ambition. • Ensure that all Services engage in robust financial planning and management within approved capital and revenue budgets and hold officers accountable for any gaps or issues which arise. • Maintain records and proper assessments of all Value Added Tax transactions. • Ensure compliance with financial regulations including SORPS, CIPFA’s Codes of Practice and other financial instruments, acting upon external and internal reports. • Ensure that any incidence or allegation of financial or cyber security irregularity is promptly and thoroughly investigated and brought to the immediate attention of the Chief Executive. • Provide a responsive, effective, and efficient and customer focused day to day corporate ICT service to the council, ensuring that robust service level agreements and targets are agreed with key providers. • Ensure that the service’s business continuity/ resilience plans are in place to mitigate any risks with respect to loss of service performance. • Maintain oversight of other services’ business continuity / resilience / disaster recovery plans in so far as they relate to digital and technology services. • Represent the Council’s interests on Arm’s Length External Organisations, as required, ensuring appropriate governance processes are in place. • Act as a liaison point in dealings with Community Boards, providing them with such facilities, professional advice and resources as may be required by the Council from time to time. • Ensure risks to service continuity are identified and contingency arrangements developed and implemented. • Maximise efficiency and encourage corporate behaviour by ensuring all staff in the function respect, support, implement and comply with corporate systems and processes and the professional recommendations of other functional leads. • Deliver a safe environment to ensure the Health and Safety of staff and the public. • Ensure procurement, ICT and other support activities are undertaken through appropriate corporate governance systems to meet standards. 12 Page 32 of 50
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CORPORATE RESPONSIBILITIES • Providing the clarity of vision, effective leadership and actively modelling desired behaviours required to achieve the Council’s ambition. • Demonstrating commitment to strategic relationships with other services, and to finding improvements and effective business solutions which support the achievement of the Council’s agreed priorities. • Promoting and valuing the diversity of staff, people and communities served by the Council to ensure equality of access and treatment in employment and service delivery. • Contributing to the strategic management of the Council as a member of the Corporate Management Team and working with Elected Members and officers in this regard. • Ensuring efficient management of resources, workforce planning, capacity building, and harnessing technologies which demonstrate Best Value in all activities within the remit of the role. • Ensuring that proper arrangements are in place for the effective discharge of both statutory and non- statutory functions within the remit of the role. • Ensuring delivery of Best Value in accordance with the Council’s corporate policies, agreed service objectives and statutory requirements. • Ensuring that Services are responsive and properly integrated, both at corporate and local level, in conjunction with other Chief Officers. • Ensuring the development and maintenance of good employee relations in partnership with staff and trade unions/representative bodies through informal and formal processes of communication and involvement. • Ensuring effective performance management through the development of continuous improvement, achievement of performance standards and sound budgetary management and control. • Developing and realising the full potential of employees through effective coaching, performance management and providing development opportunities to promote the highest standards of delivery and maintenance of professional standards. • Representing the interests and views of the Council to COSLA, the Scottish Government and other relevant external bodies and supporting this activity by developing and maintaining effective relationships. • Advising on the implications of legislation and government policy relevant to the performance of managed functions. • Providing advice to the Council and its Committees, and relevant Spokesperson, on all aspects of the role or its functions. • Carrying out such other corporate and management tasks as delegated by the Chief Executive. 13 Page 33 of 50
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This post is politically restricted in compliance with the Local Government and Housing Act 1989 and the holder will be expected to comply with the Chief Officers’ Code of Conduct, demonstrating the ethical standards expected of officials in public service. The Council’s conditions of service for Chief Officer posts are those for the Scottish Joint Negotiating Committee for Chief Officials in Scotland, as varied in terms of any Local agreement(s) in force from time to time. The job outline is intended to indicate the broad range of responsibilities and requirements of the post. It is neither exhaustive nor exclusive but, while some variation can be expected in particular duties, the outline is considered to provide a reasonable description of the post. REQUIRED ATTRIBUTES EXPERIENCE AND KNOWLEDGE Extensive senior leadership experience within a large, complex and publicly accountable organisation. Considerable senior management experience of leading a strategic functional portfolio of services and professional expertise and knowledge in one or more of the functional areas within the portfolio. Proven experience of developing and implementing services with strong customer focus. Evidence of personally displaying leadership behaviours in providing clear direction to support change with genuine delegation and staff empowerment. Clear appreciation and understanding of the dimensions of the post both in the public and political arena. Evidence of building and maintaining positive relationships, collaborative and partnership working. Ability to contribute to the corporate goals of the Council, while effectively balancing the complexity of service delivery and meeting customer needs. Evidence of striving for improvements and better outcomes while managing risk and business continuity. Track record of commitment to improving performance and harnessing technology to achieve goals. EDUCATION, QUALIFICATIONS TRAINING AND PROFESSIONAL MEMBERSHIPS Relevant degree or advanced professional qualification in accountancy or finance. Member of an appropriate professional body in one or more of the functional areas covered by the function. Appropriate leadership qualifications. LEADERSHIP, SKILLS & BEHAVIOURS Ability to demonstrate clear effective leadership, displaying behaviours which support and enhance the delivery of the Council’s ambition, including setting a clear direction and strategy for the services and functions within the remit of the role, promoting corporate working with peers and other Chief Officers and delivering change effectively and sensitively to drive sustainable transformation. Ability to effectively and innovatively balance resources and risk to drive Best Value and meet customer expectations within a challenging and dynamic environment. Ability to engender a positive performance culture across the services and functions within the remit of the role, developing and building staff capability and capacity and motivating and empowering others to contribute at their highest level. Astute political awareness and ability to develop and maintain effective professional networks and relationships, both internally and externally, which bring value to the Council and enhance its reputation. Ability to think strategically and to innovate around the use of technology and new thinking to constantly improve the effective and efficient delivery of the services and functions within the remit of the role. Ability to work effectively under pressure and to respond quickly to unforeseen events and changing priorities and circumstances. Skilled and persuasive communicator enabling others at all levels to see the whole picture, and able to convincingly represent the Council’s strategic functions, wider corporate responsibilities, and the requirements of the services and functions within the remit of the role. Excellent negotiating and influencing skills, able to optimise partnership and collaborative working to deliver the best outcomes. 14 Page 34 of 50
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USEFUL LINKS In the documents below, you will find more information about North Lanarkshire Council, its priorities and its policies. www.northlanarkshire.gov.uk https://www.northlanarkshire.gov.uk/your-council/ council-strategies-and-plans/council-strategies/plan- north-lanarkshire SELECTION PROCESS AND TIMETABLE Sunday 27th October 2024 - Post closes Thursday 28th November 2024 Individual Interviews CONTACT Informal enquiries are welcomed by Des Murray Chief Executive - North Lanarkshire Council via Adrienne Henry on 07939284602 or at henryad@northlan.gov.uk Produced by Corporate Communications, North Lanarkshire Council 15 Page 35 of 50
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Chief Officer, Education £115,958 - £120,407 (35 Hours per week) WE’RE MOTIVATED. ARE YOU? JOIN A TEAM THAT ACHIEVES GREAT THINGS. Item 4(a) Page 37 of 50
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WELCOME As the Council undertakes its next five-year journey to deliver The Plan for North Lanarkshire and the refreshed Programme of Work, we know that significant challenges persist in improving outcomes for the people and communities of North Lanarkshire. These include unacceptable levels of poverty and deprivation and significant ongoing pressures to prioritise the delivery of high-quality care, supports and services for those residents and families who need it most. These include unacceptable levels of poverty and deprivation and significant ongoing pressures to prioritise the delivery of high-quality care, supports and services for those residents and families who need it most. These challenges come against a backdrop of increased focus on wider national public sector reform along with continued funding challenges and further structural uncertainty, including the ongoing reform agenda for education services in Scotland, which includes national restructuring and proposals to create three new national education bodies. Within this volatile and uncertain context, it is vital that the Council’s Corporate Management Team must remain committed and focused on delivering our ambition for inclusive growth and prosperity for all. As we progress the delivery of The Plan for North Lanarkshire, and drive transformational change across the Council, the Chief Officer (Education) plays a critical role in ensuring that children and young people across North Lanarkshire are given the best chance and opportunities to fulfil their potential. Our young people are critical to the future of our local economy, and they are central to the Council’s vision of inclusive growth and prosperity. Councillor Jim Logue Leader of North Lanarkshire Council Page 38 of 50
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If you’re motivated, ambitious and driven by achievement, then come and join us. We want you to play a part in the regeneration and transformation of our towns and communities. At North Lanarkshire Council, we’re full of energy and ideas to transform our towns and communities into vibrant places to live, work and visit. As Scotland’s fourth largest local authority, we’ve got lofty ambitions, bags of determination and we’re moving at a pace to generate real change in our communities and how we deliver services. We’re providing services that enhance lives, communities and experiences of over 341,000 people living in the area. There’s a real story to tell about North Lanarkshire. It’s a place that is growing, changing, developing and thriving. The scale of change is vast. And the rate of change is considerable. However, we recognise that not everyone in North Lanarkshire is sharing equally in its successes. Considerable challenges continue to exist, such as unacceptable levels of child deprivation, a growing demand on services such as health and social care and the visible and very real impact of inequity and inequalities on our communities. The Plan for North Lanarkshire was agreed by all Community Planning Partners. It’s an ambitious strategy which, by working with our partners, residents and businesses, aims to completely transform towns and communities, to make them better, more inclusive and happier places to live. The Plan is underpinned by five priorities and 25 ambition statements with the aim of inclusive growth and prosperity for all, to bring equal benefits and a fairer distribution of wealth. We measure our progress through 28 health check indicators which track changes and trends to demonstrate whether The Plan and the activities and projects under the Programme of Work, are making a difference. We’re at the start of a new five-year strategic investment programme to improve the region’s physical and digital infrastructure and help create the right economic, social and community conditions that will enable businesses, local people and communities to thrive. It’s about providing whole-family support locally when they need it so people can lead healthier, safer and more independent lives and in a way that addresses the impact of poverty and reduces inequality. The new programme of work will deliver care, supports and council services that will improve the lives of local people and improve their life chances. Making them healthier, wealthier, happy and more resilient. It’s an ambitious time for the council, our residents, our businesses and the people who work here. 3 Page 39 of 50
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DIGITAL NL Develop a skilled digital workforce, promote an innovative, sustainable culture and be the Digital Leader for a transformed North Lanarkshire. ONE SERVICE Ensure services are delivered, regardless of owner, in a streamlined, efficient, and supportive model, with the overall vision of inclusive growth and prosperity for all. TRANSFORMING PLACES An enhanced programme to accelerate transformation of town centres and communities. INVEST IN NORTH LANARKSHIRE Accelerated outcome delivery and investment via a more streamlined advisory service and aligned operating model and infrastructure plan. SUSTAINABLE FUTURES Focus commitments to Net Zero Carbon and climate resilience and the associated energy solutions and investments required to make it a reality. RESILIENT PEOPLE Deliver whole family support locally, when families need it, in a way that addresses the impacts of poverty and reduces inequality. BRIGHTER FUTURES Support and improve educational attainment, employment opportunities, entrepreneurship, and volunteering. The new programme of work comprises seven priorities that have been brought together under one council delivery plan that will make an enormous difference to towns, communities and people for many years. The council is committed to delivering quality services that provide best value, creates prosperity, achieves social justice and meets local needs across the area. Delivering quality services starts with having the right people working here and the right ethos internally. And with around 15,000 staff, we work hard to make sure each person feels part of the bigger team delivering services that improve the lives of people living and working here. 4 Page 40 of 50
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Our priorities are clear. We want to: • Improve economic opportunities and outcomes • Support all children and young people to realise their full potential • Improve the health and wellbeing of our communities • Enhance participation, capacity and empowerment across our communities • Improve North Lanarkshire’s resource base We know that we can only achieve the outcomes to meet these priorities by working together and by being focused on solutions. North Lanarkshire Council is already high-performing but we can do so much more. We have bright and determined people working here, that believe in what we do. If that sounds like you, then read on. In the rest of this pack you’ll find more information about North Lanarkshire, the relevant job description and links to other useful documents. To be successful you’ll need to be innovative, determined and resilient. The role is crucial in taking forward our plans and we’re looking for a dynamic, innovative and solutions- focused individual with strong leadership and partnership-working skills and the ability to represent the interests of North Lanarkshire at regional and national level. You’ll be prepared to do what it takes to deliver our shared ambition to make North Lanarkshire the place to live, learn, work invest and visit. If you have all these qualities, we look forward to connecting with you. It’s important that everyone supports our ambitions and we need the very best people to help us achieve them, and that includes you. 5 Page 41 of 50
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ABOUT NORTH LANARKSHIRE Located in the very hub of the country with exceptional transport connections, we attract talent and business that has revolutionised North Lanarkshire into one of Scotland’s fastest-growing economies (pre-pandemic). North Lanarkshire is Scotland’s fourth largest council by population, covering around 181 square miles, stretching from Stepps to Harthill and from Cumbernauld to Wishaw. The council was formed in 1996 following local government reorganisation and includes the main towns of Airdrie, Bellshill, Coatbridge, Cumbernauld, Kilsyth, Motherwell, Shotts and Wishaw, interspersed with many villages and hamlets, including places like Moodiesburn and Stepps, along the Northern Corridor. With a population of around 341,000 people, there’s a wide range of age groups living in the area, as well as diverse communities with a range of religions and cultures. We’re also brimming with ambition, have stacks of resolve and are moving at pace to effect real change in our communities and how we deliver services. The council is investing billions of pounds over the next ten years to help create jobs and generate close to £1bn for the local economy. Reducing inequalities is central to our vision for a brighter, better North Lanarkshire and we’re investing in new community hubs with schools, community facilities and multi-purpose spaces, as well as doubling our affordable housing programme to build 5,000 modern homes by 2035. Around £240million Glasgow City Region City Deal funding is helping to improve the road and rail transport network, create locations to attract business and industry that are relevant to our future economy, and maximise our greenspace for residents and visitors to enjoy. Embracing our shared vision for North Lanarkshire is crucial, particularly as we face challenges to make savings as local government budgets are reduced. Being big and bold means attracting large international events to our area. We hosted the Glasgow 2018 European Sports Championships, showcasing our world-class venue in Strathclyde Country Park to a television audience of more than a billion people for the rowing and triathlon competitions, a role we fulfilled at the 2014 Commonwealth Games. Latest performance results show that far-reaching positive progress has been achieved across North Lanarkshire, including: • Gross weekly pay continues to remain higher than the national average and the gap in the hourly rate of pay between males and females continues to narrow and is now smaller than it is nationally. • The number of working age people claiming employment related benefits has continued the gradual downward trend that was first experienced towards the end of 2020 and is now 7% lower than pre-pandemic levels. • The proportion of the working age population who are economically active has shown signs of improvement for the last four consecutive quarters in a row, reaching 75%, the highest position for the last three years after much fluctuation. • Economic growth continues to show a positive picture with the latest results showing an increase of 5.2% in gross value added per head. • Latest figures show a significant improvement in breastfeeding, with 30.4% of babies in North Lanarkshire breastfed at the 6–8 week review and getting the best start in life. • The change in crime rates in North Lanarkshire remains lower than the national average. Creating modern, vibrant communities where people live, work and socialise is North Lanarkshire’s shared ambition for the future. 66 Page 42 of 50
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ABOUT US 77 Elected members 21 Wards 34 Scottish Labour Party councillors 24 Scottish National Party councillors 7 Progressive Change North Lanarkshire councillors 5 Scottish Conservative and Unionist councillors 5 Independent councillors 1 Scottish Greens councillor 1 British Unionist Party councillor Workforce (Full-time permanent) 13,080 £1017m Revenue budget 2024/25 £660m Capital budget 2024/25 to 2028/29 £174m Housing revenue 2024/25 £122m Housing capital 2024/25 Population 341,400 18.1% Under 16 64.2% 16-64 17.7% Over 64 3.4% Unemployment KILSYTHKILSYTH CUMBERNAULDCUMBERNAULD COATBRIDGECOATBRIDGE AIRDRIEAIRDRIE BELLSHILLBELLSHILL MOTHERWELLMOTHERWELL WISHAWWISHAW SHOTTSSHOTTS 7 Page 43 of 50
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Organisational Structure KEY Community Champions, each supporting one community board Strategic Oversight and support across all 9 community boards Integrated posts - Jointly funded NLC/NHS Lanarkshire NHS Lanarkshire Post Chief Officer (Legal and Democratic) Monitoring Officer Chief Officer (Finance and Technology) S95 Officer Chief Officer (People Resources) Chief Officer (Strategy and Engagement) Chief Officer (Audit and Risk) Chief Officer (Community Operations) Chief Officer (Place) Chief Officer (Housing) Chief Officer (Assets and Procurement) Chief Officer (Education North) Chief Officer (Education South) Chief Social Work Officer (Education, Families, Justice and Integrated Practice) Chief Executive Head of Health NHS Lanarkshire Chief Officer Chief Officer, Planning, Performance and Quality Assurance. (AHSC NL) Chief Executive’s Enterprise and Communities Education and Families Adult Health and Social Care Chief Officer (Adult Social Work Services) Depute Chief Executive Chief Officer Health and Social Care Page 44 of 50
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THE ROLE Chief Officer, (Education) Directorate: Education and Families Reports to: Depute Chief Executive, North Lanarkshire Council Salary: JNC Chief Officials SCP 40-42 Chief Officers Strategic Functions and Key Priorities In addition to their core role in maintaining strong governance, management and oversight of performance within the Council, Chief Officers aligned to strategic functions play a critical role in steering many of our transformational activities, including the realisation of our savings programmes. They are also material in ensuring these programmes are delivered effectively, within agreed timescales, and that any legal, financial and wider change management issues and risks are managed in a way which minimises wider disruption. This includes work focussed on shaping improved Council wide operating models and enhancing service delivery performance levels which align to our overall ambition. The key priorities of these services are: • To work cohesively across the Council to support the delivery of the Programme of Work and the successful achievement of the vision of inclusive growth and prosperity for all as set out in The Plan for North Lanarkshire. • To ensure delivery of the Programme of Work (and the programme of change and transformation that is required to realise it) remains facilitated by a clear and simple alignment between strategic direction and operational delivery that capitalises on synergies and integrated functions operating through a one council one place approach. • To provide a range of efficient and technologically enabled back office strategic and corporate support services and functions that allow for added capacity in the front line to enable the pace and depth of change to be escalated while delivery of critical care, supports, and services is maintained. • To ensure the council can continue to demonstrate Best Value by challenging old ways of doing things and taking urgent action to change in line with what’s best for North Lanarkshire. In doing so, ensuring resources are managed efficiently and used effectively with a focus on improvement and change that improves the lives of local people. • To provide specialist and strategic advice, direction, management, co-ordination, and cohesion across a range of strategic and corporate support services and functions that enable the council to function on a daily basis (i.e. financial, legal, democratic, human resources, audit, risk management, information security, technology disaster recovery, technology, and corporate governance). 9 Page 45 of 50
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ROLE DIMENSIONS The key dimensions of this post are: Responsible for discharging specific functions delegated to the role and specified by the Chief Executive/Depute Chief Executive and set out in the Council’s Scheme of Delegation including: • Strategically leading the delivery of North Lanarkshire Council’s, Education Services, ensuring schools and centres are supported to develop an appropriate curriculum to deliver quality learning and teaching across the service. Key Relationships: • Executive Directors, Corporate Management Team and Chief Officers. • The Leader of the Council, Elected Members and Political Party Leads. • Community Planning and other key partners and agencies including the Convention of Scottish Local Authorities (COSLA); Scottish Social Services Council (SSSC); Care Inspectorate • Scottish Government as relating to Education • Trade Unions. 10 Page 46 of 50
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STRATEGIC ACCOUNTABILITIES Lead the Service to achieve its strategic goals by undertaking the strategic lead on key service priority areas, ranging from across the following areas: • Strategic lead for the development of the broad general education of a Curriculum for Excellence from 3-18. This will focus on the attainment, performance and wider achievement agenda. • Strategic lead for attainment, wider achievement, quality assurance and performance and for devising self-evaluation programmes in line with local, NIF and West Partnership priorities to ensure improved performance to allow children and young people to achieve their full potential. • Strategic responsibility to oversee effective utilisation of the teaching workforce to meet the educational outcomes of the Service and improving the quality and impact of school leadership at all levels by developing effective career long professional learning programmes. • Strategic Lead for additional support needs (ASN). • Strategic Lead for early years and childcare priorities and quality assurance/performance management. • Strategic responsibility for psychological services. • Strategic Lead for Gaelic education and 1+2 approach to modern languages. • Strategic responsibility in overseeing the GIRFEC programme across all educational establishments to ensure psychological services are effective including utilisation of the teaching workforce to meet the educational outcomes of the service • Driving an efficient, digitised and best value approach to enabling modern services for the Directorate, identifying and regularly reviewing priorities with key stakeholders including community planning partners and Chief Officers • Assist in monitoring and analysing all available data and information about our schools and centres in order to assess risk, support improvement and develop service provision • Strategic link for Child Protection services for schools and centres • Strategic lead for the development of digital learning and teaching • Strategic link for parental engagement and home education • Joint secretary with the trade unions. • Strategic link for HR for teachers. • Strategic link for the finances for education. • Strategic lead for corporate risk (planning, assessment and monitoring) • Strategic lead for the SAC Team and SAC priorities within North Lanarkshire; ensuring the service continues to work together on the overarching aims of raising attainment and closing the poverty related attainment gap. • Strategic lead for DYW and the Pathways Programme, ensuring young people are entering positive destinations. • Strategic lead for Empowering Clusters and Future Fridays. • Church representative. • Liaison with West Partnership, Education Scotland, ADES and Attainment Advisor. MANAGEMENT RESPONSIBILITIES Direct efforts to manage the following key areas or risks for the organisation: • Take corporate and strategic responsibility to facilitate and co-ordinate improved educational outcomes for children and young people. • Ensure compliance with relevant statutory and legislative provisions, including compliance with the provisions of the Health and Safety at Work Act 1974, the Education (Scotland) Act 1980, the Standards in School etc. Act 2000, the Scottish Schools (Parental Involvement) Act 2006, the Education (Additional Support for Learning) (Scotland) Act 2009 and the Children and Young People (Scotland) Act 2014. • Ensure risks to service continuity are identified and contingency arrangements developed and implemented. • Maximise efficiency and encourage corporate behaviour by ensuring all staff in the Education Service respect, support, implement and comply with corporate systems and processes and the professional recommendations of other functional leads. • Ensure procurement, ICT and other support activities are undertaken through appropriate corporate governance systems to meet standards. 11 Page 47 of 50
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CORPORATE RESPONSIBILITIES • Providing the clarity of vision, effective leadership and actively modelling desired behaviours required to achieve the Council’s ambition. • Demonstrating commitment to strategic relationships with other services, and to finding improvements and effective business solutions which support the achievement of the Council’s agreed priorities. • Promoting and valuing the diversity of staff, people and communities served by the Council to ensure equality of access and treatment in employment and service delivery. • Contributing to the strategic management of the Council as a member of the Corporate Management Team and working with Elected Members and officers in this regard. • Ensuring efficient management of resources, workforce planning, capacity building, and harnessing technologies which demonstrate Best Value in all activities within the remit of the role. • Ensuring that proper arrangements are in place for the effective discharge of both statutory and non- statutory functions within the remit of the role. • Ensuring delivery of Best Value in accordance with the Council’s corporate policies, agreed service objectives and statutory requirements. • Ensuring that Services are responsive and properly integrated, both at corporate and local level, in conjunction with other Chief Officers. • Ensuring the development and maintenance of good employee relations in partnership with staff and trade unions/representative bodies through informal and formal processes of communication and involvement. • Ensuring effective performance management through the development of continuous improvement, achievement of performance standards and sound budgetary management and control. • Developing and realising the full potential of employees through effective coaching, performance management and providing development opportunities to promote the highest standards of delivery and maintenance of professional standards. • Representing the interests and views of the Council to COSLA, the Scottish Government and other relevant external bodies and supporting this activity by developing and maintaining effective relationships. • Advising on the implications of legislation and government policy relevant to the performance of managed functions. • Providing advice to the Council and its Committees, and relevant Spokesperson, on all aspects of the role or its functions. • Carrying out such other corporate and management tasks as delegated by the Chief Executive. 12 Page 48 of 50
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This post is politically restricted in compliance with the Local Government and Housing Act 1989 and the holder will be expected to comply with the Chief Officers’ Code of Conduct, demonstrating the ethical standards expected of officials in public service. The Council’s conditions of service for Chief Officer posts are those for the Scottish Joint Negotiating Committee for Chief Officials in Scotland, as varied in terms of any Local agreement(s) in force from time to time. The job outline is intended to indicate the broad range of responsibilities and requirements of the post. It is neither exhaustive nor exclusive but, while some variation can be expected in particular duties, the outline is considered to provide a reasonable description of the post REQUIRED ATTRIBUTES EXPERIENCE AND KNOWLEDGE Extensive relevant work experience at management level, including experience of operating at a senior management level in the schools/education service. Substantial experience in leading/managing large projects, including curriculum projects, workforce development, curricular development and performance management. Well-developed understanding of educational service management. Experience of leading a complex service portfolio and professional experience in delivering one or more of the statutory and operational functions delegated to the service. Proven experience of delivering integrated services with partner organisations, with a strong customer focus and a clear ethos of collaborative working across boundaries. Track record of commitment to improving performance and harnessing technology to achieve goals and improve service delivery. Clear appreciation and understanding of the dimensions of the post, both in the public and political arena. Evidence of building and maintaining positive relationships, collaborative and partnership working in a political environment and with Elected Members. Evidence of ability to contribute to the corporate goals of the Council, while effectively balancing the complexity of service delivery and meeting key operational and statutory outcomes and goals. Evidence of striving for improvements and better outcomes while managing risk and business continuity. Demonstrate knowledge of all relevant legislative, statutory and policy agendas. EDUCATION, QUALIFICATIONS TRAINING AND PROFESSIONAL MEMBERSHIPS Educated to degree level or equivalent and relevant professional membership e.g., GTCS Appropriate leadership qualifications. LEADERSHIP, SKILLS & BEHAVIOURS Ability to demonstrate clear effective leadership, displaying behaviours which support and enhance the delivery of the Council’s ambition, including setting a clear direction and strategy for the services and functions within the remit of the role, promoting corporate working with peers and other Chief Officers and delivering change effectively and sensitively to drive sustainable transformation. Ability to effectively and innovatively balance resources and risk to drive Best Value and meet customer expectations within a challenging and dynamic environment. Ability to engender a positive performance culture across the services and functions within the remit of the role, developing and building staff capability and capacity and motivating and empowering others to contribute at their highest level. Astute political awareness and ability to develop and maintain effective professional networks and relationships, both internally and externally, which bring value to the Council and enhance its reputation. Ability to think strategically and to innovate around the use of technology and new thinking to constantly improve the effective and efficient delivery of the services and functions within the remit of the role. Ability to work effectively under pressure and to respond quickly to unforeseen events and changing priorities and circumstances. Skilled and persuasive communicator enabling others at all levels to see the whole picture, and able to convincingly represent the Council’s strategic functions, wider corporate responsibilities, and the requirements of the services and functions within the remit of the role. Excellent negotiating and influencing skills, able to optimise partnership and collaborative working to deliver the best outcomes. 13 Page 49 of 50
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USEFUL LINKS In the documents below, you will find more information about North Lanarkshire Council, its priorities and its policies. www.northlanarkshire.gov.uk https://www.northlanarkshire.gov.uk/your-council/ council-strategies-and-plans/council-strategies/plan- north-lanarkshire Strategic Performance Framework Five Year Medium Term Financial Plan 2024/25 – 2028/29 One Place, One Plan SELECTION PROCESS AND TIMETABLE Sunday 27th October - Post closes 2nd December 2024 Individual Interviews CONTACT Informal enquiries are welcomed by Andrew McPherson Depute Chief Executive - North Lanarkshire Council via Adrienne Henry on 07939284602 or at henryad@northlan.gov.uk Produced by Corporate Communications, North Lanarkshire Council 14 Page 50 of 50