Director of Finance and Logistics

Transcription

1 Job Title Director of Finance and Logistics Immediate Senior Officer Location Chief Executive of the Scottish Ambulance Service NHS Special Board The Scottish Ambulance Service NHS Special Board 2 Job Purpose As a corporate member of the Scottish Ambulance Service Board and Executive Management Team to contribute to and participate in the strategic direction, performance management and governance of the Scottish Ambulance Service. As an Executive Director, to manage, lead and direct significant programmes or services delivered on behalf of the Scottish Ambulance Service at both a strategic and operational level. To provide professional leadership for the Finance and Logistics Directorate ensuring the development and implementation of the financial strategy underpins the Health Plan. To ensure the effective stewardship of resources in accordance with statutory and regulatory requirements. As Director of Finance and Logistics, to support the Board with financial and other business advice, to permit discharge of responsibilities for public accountability; the operation of effective systems and the highest professional standards of financial control and corporate governance; and to ensure that financial targets for the year are met in a manner that maintains financial stability. This includes ensuring that systems of internal control are in place to provide external assurances on the integrity and completeness of financial activities. 3 Dimensions The Scottish Ambulance Service is the largest geographical Ambulance Service in Europe and serves a population of approximately 5.1 million people across Scotland and its Isles. Revenue Budget 220 million Capital Budget 15 million Total Staff 4300 WTE Locations 153 Vehicles 1,370 Aircraft Charity A&E responses 860,000 ( 2013/14) The post holder manages 188 WTE staff within the Finance and Logistics Directorate. The post holder manages a revenue budget of 25 million. 4 Organisational Chart

2 Chief Executive Director of Finance and Logistics Directors (4) Internal Audit Provider Personal Assistant General Manager Finance General Manager E-Health General Manager Fleet Head of Procurement Head of Estates 5 Role of Department The purpose of the Finance and Logistics Directorate is to: Ensure that the Service operates within its Revenue Resource Limit Ensure that the Service operates within its Capital Resource Limit Ensure that the Service operates within its Cash Limit Ensure that the financial strategy enables the delivery of the Service s Strategy Provide financial advice to the Board and Senior management of the Service Ensure all statutory and regulatory requirements are met in relation to the Board s annual accounts Ensure appropriate arrangements are in place in respect of Audit, Risk and Fraud Liaison Achieve optimal utilisation of resources demonstrating best value Develop financial, procurement, risk and property strategies in line with local and national priorities Develop the support services of Fleet and e-health to ensure they underpin the strategic and operational requirements of the Service 6 Key Result Areas As a Member of the Scottish Ambulance Service Board, to participate fully in corporate decision making, assisting Members to discharge their responsibilities for the financial performance of the organisation, providing advice on all financial and performance matters and to assist the effective working of the Audit Committee. To maintain a wide and deep knowledge of the Divisional/Departmental activities across the Service to fulfil effectively the role of Director of Finance and Logistics. To formulate and direct the Procurement Strategy for the Scottish Ambulance Service, which supports the corporate strategy and enables the effective delivery of services across the Organisation. To formulate and direct the Property Strategy for the Scottish Ambulance Service, which supports the operational objectives of the organisation and delivers best value. To formulate and direct the ehealth / Strategy for the Scottish Ambulance Service, which supports the corporate strategy and enables the effective delivery of e-health services across the Organisation. To formulate and direct the Fleet management strategy for the Scottish Ambulance Service, which supports the operational objectives of the organisation and delivers best value. To develop and maintain an appropriate control environment in support of all Scottish Ambulance Service activities. 2

3 To liaise with Scottish Government over the supporting financial framework and future resourcing of Scottish Ambulance Service operations. To effectively represent Scottish Ambulance Service and its activities and interests at a National level, through involvement with wider groups and local NHS systems. To coordinate the effective and professional provision of financial support services to the organisation ensuring good financial governance is maintained and developed. To coordinate the work of the Service s Internal Auditors to provide audit assurance to the Board on the completeness and integrity of the systems operating within the organisation To lead on Scottish Ambulance Service non-clinical Risk Management programme. As a member of the Executive Management Team, to work with the Chief Executive and to provide support to them and the other members of the executive team in providing direction and leadership to the Divisions/Departments in the delivery of Strategic and Local Delivery Plan objectives. To manage the provision of a range of other services such as e-health, Fleet, Procurement and Estates Management to ensure that such services provide appropriate support to Service delivery functions in terms of safe, reliable and fit for purpose working environment and equipment across the organisation As head of the Finance function: Ensure that the Scottish Ambulance Service Board has the accurate, relevant and timely information it requires to discharge its financial responsibilities. To lead finance and payroll staff and guide their development as valuable assets and effective contributors to the management of the organisation through the delivery of their objectives. To support the Chief Executive in his/her role as Accountable Officer in the discharge of duties and responsibilities thereof in respect of public accountability, probity and the achievement of value for money. To ensure the overall financial viability of Scottish Ambulance Service and hence the sustainability of its business. 7 Assignment and Review Work 1 The post holder reports to the Chief Executive of the Scottish Ambulance Service and is responsible for providing specialist professional advice to the Board on financial management. The post holder has a high degree of autonomy within the Scottish Ambulance Service, working in a self directed fashion within the parameters of Government priorities and policies for health and other national regulatory frameworks such as legal and professional frameworks for accountancy and corporate governance. The post also operates within the Service s own strategic framework to which the post holder contributes as an executive member of the Board. 2 Review of performance in the post is undertaken through the agreement of performance objectives and individual performance appraisal by the Chief Executive, reviewed by the Board Chairperson. Formal appraisal is undertaken on an annual cycle but the Chief Executive and the Board will undertake more frequent ongoing informal reviews of current developments and progress on major issues giving authority where necessary for the post holder to proceed with matters out with the scope of his/her delegated authority. 8 Communications and Working Relationships The post holder will communicate with a wide range of senior clinical and non-clinical staff in the Scottish Ambulance Service, the wider NHS in Scotland, Scottish Government and others, and with other senior officials of external organisations. Excellent communication skills are required in order to persuade others and negotiate the implementation of change. Strong presentational skills are required as is the ability to express views convincingly and coherently using a variety of media. Excluding his/her line manager (the Chief Executive) and his/her subordinates within the Scottish Ambulance Service, the post holder has key working relationships with the following contacts: 3

4 . with Non Executive Directors of the Scottish Ambulance Service and in particular with members of the Audit Committee to ensure the provision of information and support to enable them to effectively fulfil their roles as non executives, particularly in relation to financial management and corporate governance.. with other Executive directors, senior managers, clinical staff and staff side representatives within the Scottish Ambulance Service working with them in the planning, delivery, evaluation and development of services.. with the Director of Finance and other members of the management board and senior staff of the Scottish Government to provide high level finance input to National Working Groups and initiatives and ensure that the Scottish Ambulance Service is represented in discussions relating to financial management and service strategies. On an ad hoc basis to discuss and resolve difficult or controversial issues relating to national policy or the financial performance of the Scottish Ambulance Service. To respond to parliamentary questions.. with representatives of Local Government, Police, Fire, voluntary and independent sector agencies and private sector organisations to ensure Scottish Ambulance Service representation on finance and related issues arising from joint service provision.. with MPs/MSPs/Health Council members/public groups/patient representatives etc in order to engage and impart information about finance and related issues within the Scottish Ambulance Service.. with the media in order to respond to media questions about matters pertaining to finance and related issues within the Scottish Ambulance Service. 9 Most Challenging Part of the Job To ensure, in a rapidly changing environment, that the fundamental aim of making the best use of limited resources for available health gain is achieved, and that the work of the Scottish Ambulance Service is delivered within its set financial parameters. Also to manage a diverse portfolio of high profile and corporate activities, whilst seeking to formulate and gain commitment to a financial strategy that achieves a balance of meeting internally competing demands, supports the long-term strategy of the Service, and seeks to meet the expectations of the wider NHS Scotland and Scottish Government. All of this to be achieved within a framework that maintains the highest standards of probity and control. 10 Qualifications and/or Experience Specified for the Post by the Employing Authority The post requires an individual who demonstrates a high level of competence in the critical leadership behaviours identified as crucial to achieving success within the NHS in Scotland:. working in partnership. learning and development. caring for staff. improving performance through team working. communicating effectively. improving quality. achieving results They must be a qualified CCAB accountant or equivalent. He/she will have extensive experience in financial management including significant post-qualification experience in financial management in a medium/large diversified organisation, ideally gained at Board level. They will require a high level of interpersonal strategic and technical skills and the stature to earn the confidence and respect required to deliver major change. 4

5 PERSON SPECIFICATION FORM POST: DEPARTMENT: LOCATION: Director of Finance and Logistics Finance Department NHQ, Gyle Square, Edinburgh Evidence for competencies, knowledge and skills will be looked for throughout the selection process. A/F=Application Form, S =Selection process Core Related Skills, Knowledge Competency and Behaviours A/F S 1. Knowledge and training Essential CCAB Qualified Qualified to degree level with significant post qualifying experience and in depth professional knowledge acquired through experience Desirable Post graduate or equivalent qualification 2. Experience Essential Extensive leadership and management skills developed at a senior level in a large and complex organisation. A track record of delivering and meeting performance targets A track record of demonstrable leadership including experience of influencing and motivating others to form positive relationships at all levels to achieve continuous improvement and transformational change Experience of delivering key workforce projects in partnership with trade union colleagues. Experience of developing effective relationships and productive links with external stakeholders and working successfully in a political environment Experience of managing significant financial resources with strong appreciation of relevant regulatory frameworks Desirable Experience of managing significant financial resources within the NHS with strong appreciation of relevant regulatory frameworks/nhs operating Framework Senior board level experience in the NHS or other large dynamic organisation 5

6 3. Skills and Aptitudes Essential Strong persuasive, influencing and interpersonal skills Strong skills in strategic planning and strategic management of financial resources Strong decision making skills with the ability to make decisions and recommendations based on the analysis of options Builds and maintains robust and co-operative relationships with colleagues throughout the organisation and external stakeholders. Is skilled at explaining complex information concisely, clearly and accurately in order to inform and persuade others. To be a supportive and visible leader and be able to motivate and support the Finance and Logistics directorate. Ability to negotiate diplomatically and manage conflict. To be able to assess complex plans and strategy and turn these into delivery plans. Demonstrate commitment to and achievement of, equality and diversity issues in public sector services. 4.Other Requirements Ability to travel throughout Scotland, with occasional overnight stays. Demonstrates continuing professional development. 6