Job Title: Assistant Director, Registration & Revalidation

Job description

Job title: Assistant Director, Registration & Revalidation

Reporting to: Director, Registration & Revalidation

Job family: Regulatory casework

Pay level: Reg G

Role purpose

To lead and develop the Registrations Department to ensure continuous improvement in the provision of efficient, cost effective and customer-friendly registration systems and processes, which maintain the integrity and accuracy of the statutory register and enable the timely collection of subscription fees.

Key accountabilities

As part of the Senior Management Group (SMG)

 As the operational lead for management of the statutory Register, provide up-to- date expertise and advice to the Director Team and NMC Council on all related issues to support the development of strategies and initiatives that deliver the Council’s vision and corporate objectives.

 Take the lead on corporate or cross-cutting programmes and projects, as required by the Director Team, to enable the effective implementation of Council priorities.

 Provide compelling, consistent and corporate leadership which creates clarity for all staff and builds a sense of shared accountability for the success of the organisation.

 Develop and maintain excellent external relationships, acting at all times as a corporate ambassador for the NMC and building the organisation’s reputation and profile as a provider of high quality regulatory and public protection services.

 Deputise for the Director(s), as required.

Functional responsibilities

Registration April 2014 Page 1 of 8 Safeguarding

 Lead the development and review of robust standard operating procedures which translate the NMC’s education and practice regulations into effective and efficient registration processes, ensuring the highest levels of public protection and safeguarding are achieved at all times.

 Ensure appropriate business continuity policies and procedures are in place to maintain the resilience, security and integrity of the Register at all times.

UK and International registrations

 Lead the provision of appropriate policies and procedures that enable the effective and customer-focused management of applications to join the Register from nurses and midwives from England, Wales, NI, Scotland, the EU and overseas, ensuring that all registrants meet the professional standards required to practise in UK.

Registrations Centre

 Lead the provision of the statutory Registrations function, ensuring that the end-to- end processes and systems which support it maximise cost effectiveness and efficiency, and deliver excellent customer service to registrants.

 Lead the provision of appropriate policies and procedures that enable the effective and customer-focused management of applications to join the Register from nurses and midwives in England, Wales, Scotland and NI, ensuring that all registrants meet the professional standards required to practise in the UK and maintaining target levels of admissions, re-admissions and registrant retention.

 Lead the development and review of new business models, standard operating procedures and ICT infrastructure to drive continuous improvement in the future delivery of the Registrations function and increased standards of customer service.

Appeals

 Lead the provision of a transparent, fair and robust appeals process to ensure that the rights of all registrants, including those who are unsuccessful, are fully respected and appropriate channels to challenge decisions to withdraw registration are in place.

Departmental leadership

 Provide professional leadership and development to staff in the Registrations function, to ensure they build the capability and expertise necessary to deliver excellent services to the public, registrants and other stakeholders.

 Review the structure and processes of the Department, to enable effective working and promote performance improvement.

Registration April 2014 Page 2 of 8  Manage financial, human and other resources efficiently and cost effectively, ensuring there is the capacity to discharge the Department’s functions in line with corporate priorities. organisational requirements and budgetary constraints.

 Devise appropriate performance targets and standards for the Department, closely monitoring achievement against them, to ensure that all staff and services deliver the NMC’s corporate priorities and core mission.

 Provide inspiring and motivational leadership that role models the NMC’s values and behaviours, and empowers and enables staff to deliver excellence.

 Ensure the timely production of high quality, accurate and meaningful financial and management information, in accordance with corporate frameworks and requirements, to support effective and evidence-based decision-making and planning.

Standard responsibilities

People management

 Provide strong leadership and direction and keep performance improvement under review and ensure that performance targets are met.

 Facilitate and support the teams to enable them to achieve the department or directorate’s objectives.

 Provide consistent performance management by providing regular feedback, conducting formal reviews, and identifying and addressing business-focused training and development needs.

 Manage issues relating to conduct and capability, ensuring that such issues are dealt with in a focused and timely manner.

Other responsibilities

There are a number of standard duties and responsibilities that all employees, irrespective of their role and level of seniority within the NMC, are expected to be familiar with and adhere to.

 Comply at all times with the requirements of health and safety regulations to ensure their own wellbeing and that of their colleagues.

 Promote and comply with NMC policies on diversity and equality both in the delivery of services and treatment of others.

 Ensure confidentiality at all times, only releasing confidential information obtained during the course of employment to those acting in an official capacity in accordance with the provisions of the Data Protection Act 1998 and its amendments.

Registration April 2014 Page 3 of 8  Comply with NMC protocols on the appropriate use of telephone, email and internet facilities.

 Comply with the principles of risk management in relation to individual and corporate responsibilities.

 Comply with NMC policies and procedures as compiled on the organisation’s intranet.

This job description is not exhaustive and as such the post holder is expected to be flexible. Any changes will only be made following a discussion with the post holder.

Registration April 2014 Page 4 of 8 Person specification

Job title: Assistant Director, Registration & Revalidation

Qualifications and experience

 Educated to degree level, or equivalent.

 Experience of working at a senior level in a high profile and complex environment; skills in understanding and responding to different perspectives and taking a cross- organisational perspective.

 Proven track record of managing a large-scale customer service centre.

Knowledge, skills and abilities

 Excellent understanding of end-to-end business process re-engineering and the role of technology in delivering excellent customer service, efficient and secure financial transactions and cost base reductions.

 Understanding of the context of providing customer service to the nursing and midwifery professions.

 Ability to think critically and analytically to draw sound conclusions on the basis of complex data.

 Proven track record of building and maintaining high level relationships and working in partnership.

 Evidence of successful development and implementation of strategic plans.

 Excellent people leadership skills and proven ability to motivate, develop and hold to account large and diverse teams.

 Clear evidence of working effectively as a collaborative and supportive team member.

 Excellent financial acumen and proven ability to manage budgets and resources tightly and prudently.

Personal qualities

 Willingness to challenge underlying assumptions and the status quo.

Registration April 2014 Page 5 of 8  Highly developed communication and influencing skills.

 Resilient and self-confident to drive through change.

Key working relationships

 Director Team

 NMC Council

 SMG

 AD Education and Standards

 Other Directorates, particularly Fitness to Practise, Corporate Governance and Corporate Services

 Other regulators

 Registrants

Management dimensions

 Annual budgets for both staff and non-staff costs - £2.8m

 Total staff numbers: approximately 46

NMC Behaviours

Accountability for results

This behaviour is about setting stretching and ambitious performance standards that deliver excellence. It means holding oneself, staff and the organisation as a whole to account for meeting those standards.  Takes personal responsibility for the organisation’s successes and failures.

 Sets stretching short and medium-term performance targets, and holds self and others firmly to account for achieving them, to drive organisational excellence.

 Considers how to align the organisational structure and management processes to ensure the achievement of corporate goals.

 Challenges senior colleagues and stakeholders when necessary to ensure the organisation delivers the highest standards of service and operates with integrity.

 Maintains a positive and determined approach to achieving organisational goals, even in face of significant challenges or setbacks.

Registration April 2014 Page 6 of 8 Leadership

This behaviour is about creating clarity for staff, developing their capability and building their commitment to NMC’s mission.  Communicates a compelling vision, which generates excitement, enthusiasm and commitment from staff and partners.

 Stands by decisions that benefit the wider organisation, even if they are unpopular.

 Articulates clearly, and constantly reinforces, the links between Directorate or Departmental plans/decisions and the broader corporate agenda and vision.

 Positions self as the leader and role models the NMC’s values and behaviours at all times.

 Invests proactively in building staff capability, engagement and empowerment.

Shaping the Future

This behaviour is about the analysis, planning ahead and thinking needed to ensure the success of the organisation.  Establishes own, systematic approaches for gathering information, data and insights to support the generation of new ideas and corporate plans.

 Uses knowledge of own, and other, areas of expertise and an in-depth business understanding to create a vision of how the organisation can operate differently and better.

 Understands the broader political, economic and financial context in which the NMC operates and uses those insights to inform future strategy development and planning.

 Displays a high level of commercial and financial acumen, ensuring that all decision- making and resource-planning is based on robust cost-benefit analysis.

Working Together

This behaviour is about maximising organisational and team effectiveness through purposeful collaboration and partnership to achieve shared goals.  Breaks down silos and constantly reinforces the opportunities and benefits of collaborative working across the organisation.

 Builds a sense of common purpose and shared accountability between groups or partners with different aims.

 Builds relationships – internally and externally – that promote trust and mutual respect.

 Develops purposeful and appropriate external partnerships, which balance business benefit, risk and costs effectively to deliver mutual advantage.

Registration April 2014 Page 7 of 8 Serving Others

This behaviour is about knowing and responding to the needs of NMC’s customers to ensure the organisation delivers excellent services to them.  Builds a deep, evidence-based understanding of NMC’s customers and stakeholders, developed through proactive engagement, intelligence gathering and analysis.

 Recognises and takes decisions that balance the potentially conflicting needs of the different constituencies served by NMC.

 Demonstrates a deep commitment to serving the public and NMC’s customers and stakeholders, consistently putting not only their current but also their future needs at the heart of corporate decision-making and planning

Impact and Influencing

This behaviour is about using interpersonal understanding and political awareness to generate buy-in, support and commitment from others.  Sees self as a representative of the NMC and acts in a way that promotes and maintains a positive public image for the organisation at all times.

 Is sensitive to the different concerns, perspectives and political agendas of others inside and outside the organisation, and uses those insights to shape successful influencing and communication strategies that advance the NMC’s interests.

 Develops and maintains a planned network of relationships with the external stakeholder community, and uses this to influence others over time in ways that benefit the NMC.

 Builds targeted coalitions of influential others to maximise impact and shape future agendas in NMC’s favour.

Registration April 2014 Page 8 of 8