POSITION DESCRIPTION

Transcription

1 POSITION DESCRIPTION POSITION DETAILS: Title: Senior Management Accountant Reports to: Finance Manager Location: Grafton / Green Lane Authorised by: Chief Financial Officer Date: July 2014 PURPOSE: To provide strategic and operational management accounting and financial support and advice to individual services or portfolios of services within designated directorate(s), requiring an in depth financial knowledge of the services To provide leadership and mentorship to other finance staff working within the designated directorate(s) To provide a second in charge function to the Finance Manager in the designated directorate(s) and, where requested, take over delegated Finance Manager activities To manage work streams or projects across multiple portfolios of services or directorates KEY ACCOUNTABILITIES: Leadership Provide mentorship and coaching to other finance staff Provide leadership and role model effective business partnering. This should result in building and maintaining effective working relationships with directors, managers, staff and external organisations. Provide leadership to resolve day to day financial issues. Lead change and innovation to improve financial service delivery Financial Management Provide effective business partnering with Directors, Clinical Directors and Service Managers. This should result in building and maintaining effective working relationships with managers and staff. Identify financial risks and implement appropriate mitigations. Prepare monthly management accounts and reporting package.

2 Ensure reports are accurate, relevant, timely, with robust analysis, financial prudence and clear strategic intent. Investigate variances of actual from budget/forecast and resolving the underlying issues with the assigned managers/clinical leaders Attend service financial performance reviews with the assigned managers and clinical directors Forecast monthly results Ensure communication channels are open and transparent with timely communication to the Finance Manager. Have effective systems and controls in place to ensure adherence to delegations, budget limits and all ADHB policies. Facilitate appropriate application of financial practices within designated services. Business Planning Contribute to the development of the financial component of business plans within the services which enable organisational objectives to be achieved. Drive the annual budget process within designated services - plan and help manage the development of annual operating budgets with assigned managers. Liaise with Corporate Finance, the Finance Manager, and where appropriate the Senior Management Accountant, to meet the requirements for the annual budget. Business Support Ensure integrity of all information provided Maintain and enhance costing models where appropriate. Liaise with the Business Intelligence (BI) Costing Manager and the BI Data Analysts to ensure that the allocation of GL costs to contract volumes is accurate Understand the revenue/volume/cost drivers of the business Both initiate and assist in service based projects where financial information is required Provide decision making support to managers and clinicians to assist them to manage their service Proactively identify and recommend areas for improvement that add value to the organisation in accordance with ADHBs goals and objectives Assist managers with the preparation of business cases, both writing and reviewing, and where appropriate, for significant business cases, using the Treasury Better Business Case format. Assist managers with preparation of capital expenditure requests Assist managers with post implementation reviews Provide assistance to other members of the Finance team as requested by the Finance Manager Other Duties Required by the Manager to Meet the Overall Purpose of the Role Perform all requested tasks as agreed with the Finance Manager.

3 MATTERS WHICH MUST BE REFERRED TO THE FINANCE MANAGER: Any emerging factors that could prevent achievement of the ADHB strategy and business/financial plan at year end Any matter that may affect the reputation of the service/s or Auckland District Health Board Any significant risk to the organisation AUTHORITIES: Nil DIRECT REPORTS: Nil BUDGET ACCOUNTABILITY (if applicable): Nil RELATIONSHIPS: External Internal Committees/Groups healthalliance Finance Manager Committees and groups HBL Operational Finance and relevant to the position Other DHBs Planning Manager Ministry of Health Chief Financial Officer External Suppliers Directorate Finance Team External Customers Corporate Finance Team Service Manager(s) Directorate Directors General Manager Other ADHB Directorates Business Intelligence Costing Manager and Data Analysts

4 PERSON SPECIFICATION: Professional ESSENTIAL Relevant bachelor level accounting or business qualification CA membership of CAANZ (or equivalent) DESIRED Experience/ Knowledge Minimum 7 years experience in management accounting Demonstrated professional and personal credibility Demonstrated track record in building productive relationships with multiple stakeholders Demonstrated track record in operating as the business partner to operational services Excellent communicator, able to create impact and demonstrate proactive customer relationship awareness Demonstrated ability to resolve complex problems Able to make difficult and challenging decisions that support strategic aims and long term vision Demonstrated and proven experience and success in a senior management accounting role Health sector experience CRITICAL COMPENTENCIES: Managing Vision & Purpose Initiative Motivating and Influencing LEADING Formulates a future course that reflects needs of own area or project and that is aligned with the organisation-wide vision. Sets priorities, and directs the efforts of services toward accomplishing those goals and objectives. Recognises and acts on opportunities for growth and improvement to advance goals. Confronts problems quickly and enthusiastically. Inspires enthusiasm and generates commitment to programme or project goals. Builds support for changes in direction among people with diverse interests, needs and values

5 Values Diversity Accountability Quality Orientation Understand the significance of the Treaty of Waitangi. Display cultural sensitivity and values diversity. Works positively to improve opportunities for Maori. Appreciate insights and ideas of all individuals and works effectively with these differences STANDARDS AND ACCOUNTABILITY Holds team and self responsible for maintaining the highest possible performance standards and meeting agreed upon commitments even under difficult circumstances. Pays attention to detail and initiates self checking procedures; ensures high levels of accuracy and consistent quality. Monitors quality and devises systems to support continuous improvement. Service Orientation and Customer Focus Sets and maintains high standards for service to patients/families, internal departments and stakeholders. Incorporates needs and concerns of diverse constituencies (e.g. patients, families, colleagues, stakeholders) into decision making. Constructive Thinking Process Management Prioritising and Delegating Communicating Effectively Giving Feedback PLANNING AND DECISION MAKING Analyses problems systematically and logically, and is resourceful when developing and implementing solutions Develops and implements work plans with actionable components and measurable outcomes. Proactively monitors key performance indicators, and makes real-time adjustments to ensure that projects stay on track. Regularly reassesses priorities and competing demands and adjusts allocation of own and team members time and resources to increase efficiency and effectiveness. Identifies and implements processes that facilitate delegation, and shares responsibility and authority with others, leveraging their unique strengths and skills. COMMUNICATION Articulates logical and well-founded arguments that support conclusions. Matches communication style to the message and to the audience. Actively solicits opinions from others. Routinely provides others with the information they need to do their jobs. Routinely shares suggestions, advice and insights on progress toward programme and project goals. Provides performance feedback that is constructive and actionable, and that highlights successes as well as areas for growth and is based on objective metrics.

6 MANAGING RELATIONSHIPS Building and Strengthening Relationships Builds and maintains long-term relationships with others based on mutual respect and trust. Fosters cooperation and collaborative decision-making among staff with diverse backgrounds and interests. Works effectively toward solutions and compromises that take the needs of all parties into account when conflict does arise.

7 WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the development and continuous improvement (within ADHB s Healthcare Excellence Framework) of Auckland District Health Board as an organisation. This means: Using resources responsibly Models ADHB values in all interactions Maintaining standards of ethical behaviour and practice Meeting ADHB s performance standards Participating in organisation development and performance improvement initiatives Helping to develop and maintain Maori capability in ADHB, including developing our understanding of the Treaty of Waitangi and ways in which it applies in our work Raising and addressing issues of concern promptly THE EMPLOYER AND EMPLOYEE RELATIONSHIP We have a shared responsibility for maintaining good employer/employee relationships. This means: Acting to ensure a safe and healthy working environment at all times Focusing our best efforts on achieving ADHB s objectives A performance agreement will be reached between the employee and their direct manager and/or professional leader containing specific expectations. CONSUMER/CUSTOMER/STAKEHOLDER COMMITMENT All employees are responsible for striving to continuously improve service quality and performance. This means: Taking the initiative to meet the needs of the consumer/customer/stakeholder Addressing our obligations under the Treaty of Waitangi Involving the consumer/customer/stakeholder in defining expectations around the nature of the services to be delivered and the timeframe Keeping the consumer/stakeholder informed of progress Following through on actions and queries Following up with the consumer/customer/stakeholder on their satisfaction with the services PROFESSIONAL DEVELOPMENT As the business of ADHB develops, the responsibilities and functions of positions may change. All staff are expected to contribute and adapt to change by: Undertaking professional development Applying skills to a number of long and short term projects across different parts of the organisation Undertaking such development opportunities as ADHB may reasonably require