Children’s Social Care – Head of Service Improvement

Job Category :Interims

Location: Civic Campus, Euclid Street, Swindon, SN1 2JG

Swindon Borough Council

Hours Per Week :35.00

Start Date : Immediate Start

Start Time : 07:30

End Time : 17:00

Salary: £370.13

2 - 3 days working in the office

Be fully responsible for all aspects of service delivery and performance management of the FFP and wider care reforms programmes. To set clear key objectives for the short, medium and long term including overall business performance and improvement targets.

To lead the service areas preparation and action planning for inspection outcomes, including any DfE requirements.

To work as part of the wider Childrens Services Senior Leadership Team to improve outcomes for all children in Swindon in line with our vision and priorities.

Provide strategic and practice leadership across all elements of the transformation and improvement/reform agenda within children's services alongside promoting effective partnership working.

To ensure an effective governance structure, including programme board, workstreams, RAG reporting and risk registers. Roadmap milestones delivered on time and within agreed resource envelope.

To ensure statutory responsibilities Section 11, statutory guidance, Working Together 2023 are met.

Lead the development and delivery of the roadmap to implementing national and local social care reforms, ensuring clear milestones, strong governance and measurable outcomes.

Co‑design, pilot and embed new models of working including Early Support, Multi‑agency Child Protection Service/s, Family Help Teams, Fostering and Kinship support building on current strengths. Develop further existing family group decision‑making approaches.

Translate reform objectives into operational reality, supporting managers and practitioners to adopt new ways of working while fostering a culture of reflection, learning and continuous improvement across Childrens Services.

Work closely with partners across education, health, police and the voluntary sector to strengthen integrated working and joint accountability.

Use data, feedback and evaluation to evidence impact, inform decision‑making and refine our roadmap as reforms progress.

Develop and implement co‑production models with children, families, young people and carers across the Early Support and Social Care systems.

To proactively contribute towards the work of the Swindon Safeguarding Partnership by ensuring progress is reported to SSP Executive.

Supplementary Accountabilities

Provide formal reports and evidence of impact to the Swindon 2028 Transformation Board, Childrens Improvement Board, SSP Executive and other key strategic forums and to ensure alignment to other council and partners transformation agendas.

To represent Swindon on local, regional and national platforms.

Liaise with senior leads, appointed advisors and caseworkers within various parts of the Department of Education.

Develop business cases and business plans and maximise any income opportunities through accessing further grant funding.

Qualifications: Essential or Desirable

• Degree or equivalent qualification in Social Work

Knowledge and Experience:

• Substantial post‑qualification experience in children’s social care, ideally including service transformation or reform.
• Strong track record of leadership within children’s services and a senior level experience of successfully implementing large‑scale projects, experience of developing or implementing large‑scale service improvement or transformation programmes.
• Experience of preparation and action planning for improved inspection outcomes across ILACS, JTAI and other inspection frameworks.
• Demonstrate knowledge of project management tools and techniques, working with multi‑skilled and matrix‑managed project teams.
• Comprehensive knowledge of current legislation, statutory guidance and national social care reform agendas.
• Excellent analytical, communication and partnership‑building skills.

Aptitudes, Skills and Competencies:

• Ability to bring both strategic insight and operational credibility, able to connect high‑level vision with the realities of frontline delivery.
• Confident in leading change, influencing across systems and inspiring others to deliver excellence in practice.
• Ability to present complex written and verbal communication to a high standard of delivery.
• Ability to manage self and others recognising the impact of change and transformation of staff and systems.
• Capacity to restoratively challenge and support leaders across systems and organisations.

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