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Head of Financial Planning Job description-and Performance and Reporting

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Job Summary

Main responsibilities-Head of Financial Planning Job description

Main responsibilities [cont]-Head of Financial Planning Job description

Knowledge, Skills and Abilities-Head of Financial Planning Job description

Head of Financial Planning Job description

The post holder offers dynamic professional, high quality advice and support to ensure that the Organisation has robust financial planning and modelling, which underpins the delivery of the Integrated Business Plan and makes the connection between delivery and achieving the wider Organisation aims and objectives, within the most effective use of resources available.  

 

The post holder is responsible for reporting the Organisation’s performance against agreed targets and for ensuring compliance with current and future external financial reporting arrangements.

 

 

1.1 Vision

• To assist the Director and Deputy Director of Finance in the development and implementation of medium and long term financial planning, performance and risk management strategies.  This will include:-

o taking a lead role in developing future resource modelling and planning assumptions for the Organisation which are responsive to the Integrated Business Planning requirements.

o being able to translate this and make sense of it, for the staff the post holder manages and comes into contact with in the Organisation.

 

1.2 Delivery

• To offer innovative leadership solutions to enable most effective use of resources for the benefit of patients.

• To promote a ‘can do’ attitude and determination to develop and sustain a dynamic and responsive service which delivers best practice.  

• To be responsible for the development of the Organisation’s long term financial planning and modelling  

• To deliver a robust, realistic and agreed long term financial plan and model for the Organisation which supports delivery of the Business Plan.  Ensure plans are integrated with the quality, workforce, activity and risk strategies required to achieve and maintain Foundation Organisation status.

 

 

TRAINING AND QUALIFICATIONS

 

 

• CCAB or CIMA fully qualified Accountant (equivalent to a Masters Degree)

• Requirement to maintain Continuing Professional Development of CCAB or CIMA

 

 

 

 

 

 

 

 

 

 

 

EXPERIENCE

• Significant experience at a senior level within an ORGANISATION organisation

• Significant experience of managing and developing a team of staff, undertaking recruitment and selection, training, performance management and discipline

• Extensive experience of business planning, business case development and undertaking financial appraisals of available options

• Developed experience in influencing, negotiating and communicating with senior management, clinicians and external organisations

• Experience of supporting strategic financial decision making within a large organisation

• Highly experienced in financial planning and reporting e.g. returns to Monitor or SHA returns

• Experience of building successful partnership working arrangements

• Experience of preparation of board level reports  for submission to the Director and Board

 

KNOWLEDGE AND SKILLS

• Able to convey sensitive and contentious information to large groups conveying financial concepts clearly and persuasively

• Highly developed understanding of financial planning and modelling

• High degree of understanding of ORGANISATION financial operating frameworks, regulatory requirements, legislation, SFIs and SOs, Schemes of Delegation and financial aspects of corporate governance

• Knowledge of basic Human Resources and Health and Safety policies

• Understanding of capital planning policies and financial accounting procedures

• Able to work at both an operational and a strategic level, forming relationships with colleagues in a variety of disciplines and levels of seniority both inside and outside the Organisation

• Excellent inter-personal skills, communicating, negotiating, influencing and persuading in an appropriate manner, sometimes on issues of a sensitive nature

• Working knowledge of employment and health and safety legislation

• Able to communicate highly complex financial issues effectively verbally and in writing

• Highly developed numerate and analytical skills with good working knowledge of IT systems (including Microsoft Excel and general ledger packages)

• Able to asses business case proposals and feasibility of new business opportunities

• Able to work under pressure, prioritising own work and the work of the team in an organised and accurate manner within tight deadlines, keeping calm and focussed

• Engaging and empowering approach that seeks to develop others and deliver outcomes in a successful and well informed manner

• Able to coach and facilitate the development of team members to maximise performance

• Able to analyse, compare options, assess financial risk and make key judgements upon a range of financial information, often where there is no precedent or guidance is conflicting

• Passion, enthusiasm and drive to improve services

• Understanding of all existing and any new accounting standards and the effect on the organisation

• Able to initiate change, ensuring that the service provided remain at the required standard when change occurs

• Able to motivate others to maximise their performance to meet demanding targets

• Excellent customer service skills, understanding the demands of a client-focussed organisation

• Numerate with an eye for detail, capable of working quickly to a high standard of accuracy

PERSONAL QUALITIES • Willing to challenge established work processes/methods

• Tactful and diplomatic

• Effective team leader and team player, supporting staff, managers and other colleagues

• Willing to identify own training and development needs and undertake further training as necessary

• A positive  professional, enthusiastic and helpful attitude

• Flexible, reliable and adaptable

• Neat and precise methods of working, including ensuring accurate filing and record systems are maintained

 

• To be the key contact and lead within the Organisation for performance related issues.

• To work with service managers and the IM&T team to ensure that contracts have robust plans and strategies in place to deal with demand management and for handling demand management failure.

• To lead the deployment of the Performance Management Framework and implement performance monitoring processes to track key performance indicators.

• To validate and monitor performance against agreed plans e.g. Service Level Agreements/CQUIN/National Performance Targets/KPIs and produce and implement action plans with lead colleagues within the Organisation.

• To manage the performance team; provide monthly reporting and year end estimates for the performance of all service level agreements and KPIs, ensuring accuracy and completeness.  Advise service and finance managers of exceptional variances to enable action to be taken.

• To assist the Deputy Director of Finance in ensuring that the Organisation has accurate and timely information for performance monitoring of Service Level Agreements and that complete and accurate returns are submitted to the Department of Health.

• To establish appropriate arrangements to respond to external reporting arrangements in a timely manner

• To ensure that the signed off monthly accounts are populated into the appropriate external reporting arrangements e.g. FIMS.

• To be responsible for all reporting in respect of Finance and Performance.

• To actively contribute to the Organisation establishing a more commercial approach which is reflective of the future business needs of the Organisation.  

• To provide cover for other areas within the Directorate, when necessary and appropriate, to enable the delivery of the Directorate’s key targets.  

• To agree and manage any delegated budget responsibility as agreed with the Director.

1.3 Understanding and Managing in Context

• To take personal responsibility for maximising opportunities to improve the use of resources and the quality of services that you are accountable for and to ensure that your line manager is engaged in the plans particularly where support is required to make the change happen effectively.  

• To take personal responsibility to learn lessons and build these into future plans.

• To offer creative and dynamic leadership solutions to enable the delivery of effective change and subsequent service improvement to meet the principles of QIPP e.g. offering dynamic advice and solutions for the effective use of resources.

• To be a visible leader within the organisation – ‘walk the walk’.

• To take responsibility for financial modelling to underpin business strategies for the Organisation which has the full engagement of service managers across the Organisation and agreement of the Board.

 

1.4 Team and People Development

• To create the conditions that enable individuals, and the wider Directorate team, to perform and develop including coaching, facilitative and enabling techniques.

• To recognise and develop skills and talents within the Directorate and wider organisation.

 

 

 

 

 

 

 

 

 

 

 

 

• To take active steps to encourage, support and promote a culture of development, improvement and learning, including ensuring that effective personal development and appraisal systems are in place encompassing clear and explicit expectations and targets to enable continuous improvement in performance standards, training and development of staff.

• To agree with the Deputy Director of Finance, and deliver as appropriate, development activities to support the Directorate positively responding to the changing needs of the Organisation as it moves to become an FT.

 

1.5 Relationship building

• To actively engage with, listen to and seek views of patients (as appropriate), staff and key stakeholders to influence and improve accessibility and inclusiveness of future service development.

• To actively seek service manager input and engagement in to the development of financial planning and modelling.

 

 

• To actively engage with the Assistant Director of Finance, Management Accounting to inform likely CIP values over the planning period and ensure the post holder understands the requirement to develop plans to address this saving requirement.

• To actively engage with the Assistant Director of Finance, Management Accounting, to understand the current financial performance of the Organisation and feed this into the reporting returns for the Strategic Health Authority, DoH and Monitor, as appropriate.

• To actively engage with the Assistant Director of Finance, Management Accounting, to support the development and implementation of Service Line Reporting, as appropriate.  

• To develop a close working relationship with Assistant Director of Finance, Financial Accounting Agency, to ensure that that there is an effective flow of information to inform future planning assumptions and reporting processes.

 

• To actively engage with the Capital Accountant and the Estates Advisor to ensure future planning assumptions take account of all agreed capital developments and to ensure that business cases are mindful of wider Organisation service development priorities.

• To actively engage with the IM&T and Performance teams to ensure future planning assumptions take account of activity and performance information.

 

• To actively engage and agree any key changes to accounting treatment, to support the delivery of Foundation Organisation requirements, with the Deputy Director of Finance and the external auditors.

 

• To be responsible for communicating, engaging and reaching agreement with service managers, clinicians and commissioners to achieve a financially supported Integrated Business Plan, where there may be significant barriers to acceptance which need to be overcome.

 

• To identify and communicate how changes modelled in the Organisation’s financial plan are likely to affect the Financial Risk Rating of the organisation.  

 

• To take a lead role in all aspects of financial planning within the Organisation in respect of service developments and reconfigurations with support from the Assistant Director of Finance, Management Accounting.

 

• To ensure that all business cases, including activity and income assumptions contained in the long term financial model, are in line with commissioning intentions

 

• To provide evidence and assurance to the Board that the processes of engagement to achieve the financial modelling for the Integrated Business Plan have occurred.  

 

• To develop the Organisation’s performance monitoring system and write and review the performance reports for the Board.  Develop an integrated finance and performance monthly report for the Board and relevant sub committees.