POSITION DESCRIPTION

Transcription

1 POSITION DESCRIPTION Position Title: Directly Reports to: Functional Relationships with: Responsible for: Business Director / General Manager Executive Principal Chairperson and Members of the Trust Board Chairperson of the Finance Committee of the Trust Board External providers and contractors SMC Foundation Members of the school s Leadership Team All Heads of Faculties All teaching and non-teaching staff PFA Parents and Friends Association SMC Old Girls Association Finance Team Maintenance and Cleaning Teams Catering Manager IT Support Staff Maggie s Café & Shop Staff Key Objective To support St Margaret s College s Vision and Mission Statement Educating young women to live and lead Primary Objectives To provide fiscal management to ensure the financial security of the College To future proof the College in the implementation of the Campus Directional Plan To ensure facilities and grounds are well maintained and well presented

2 PERSON DESCRIPTION Excellent computer skills that will enable the maintenance and development of existing systems and the introduction of new systems where appropriate. The ability to communicate openly and honestly with those to whom s/he is responsible and for whom s/he is responsible. Ability to think and plan strategically. Understanding and sympathy with the special character of the College. Proven experience in team leadership. A positive, proactive attitude which includes an excellent work ethic, commitment to the position, to the school and to its ethos. A clear understanding of accountability and skills of delegation where appropriate. An understanding of philanthropy and fundraising. A strong sense of responsibility and of integrity. A sense of humour. The ability to manage time effectively. The ability to see the big picture and contribute to whole school strategic planning. A desire to improve school facilities, systems and resources and to drive the school forward. A desire to support school events and functions outside of those specific to the position. Experience and qualifications in chartered accountancy or equivalent and financial management. Experience in facility, property and project management. Experience in Human Resource Management.

3 BUSINESS DIRECTOR / GENERAL MANAGER Key Result Areas Expected Outcomes Member of Leadership Team 1. Contribute effectively as member of the Leadership team: problem-solving/whole-school strategic planning/goal-setting/ school review 2. Lead and manage appropriate teams 3. Delegate responsibilities as appropriate 4. Manage performance of direct reports through clear, robust appraisal systems Management of Administration and Support Staff 1. To organise recruitment and appointment of all staff 2. To ensure performance management system for all staff including regular performance reviews 3. To facilitate salary reviews based upon market research 4. Facilitate staff meetings and communication as necessary 5. To lead/mentor key staff to ensure effective team management Leadership team works effectively in environment of transparency and trust Leadership team members feel safe and supported but also challenged and accountable Clear accountabilities exist in the teams led by the Leadership team member Leadership team member is well informed of all operational details areas in need of attention are addressed Potential difficulties/conflicts are managed proactively All members of senior/middle management teams are part of effective performance management annually Staffing is efficient and effective Maximum output of all staff Staff value appraisal and constructive feedback Any issues re performance are addressed Fair and reasonable remuneration of all staff Staff are well informed, aware and supportive of whole-school vision and values Key staff are supported in their management roles and lead effective teams, eg kitchen/maintenance/finance Human Resources Support 1. Provide HR consultancy 2. Negotiation of employment agreements 3. Coordinate Workplace Support Staff signed up for superannuation/medical insurance All staff have position descriptions and current employment agreements All staff paid appropriately and in a timely manner Staff feel valued and supported Executive Principal presented with necessary data to enable her to be informed of staff profile and efficiency

4 Management of College Property 1. Manage a rolling ten-year maintenance plan 2. Manage daily maintenance requests 3. Manage the College cleaning contract 4. Manage the College maintenance team 5. Manage College site security 6. Manage College leasing 7. Manage budgets related to College property repair and maintenance, furniture and equipment, buildings and grounds, educational capital 8. Maintain College plans and building manuals College property is well maintained and work is delegated appropriately Requests are met in a timely manner Cleaning is completed effectively and efficiently Maintenance/grounds staff are proactive and effectively employed at all times College site is secure with minimum damage or vandalism Budgets are met and resources used effectively appropriate planning means College property is maintained for maximum longevity College records can be easily accessed as needed Oversee and Manage College Building Projects 1. Liaise with College architect, construction companies and service providers to ensure projects are completed on time and within budget 2. Organise and oversee Capital Works Committee who manage progress of College projects Positive relationships maintained between building professionals and the College Cost effective results for the College Projects completed to a high standard in a timely manner Management and Trust Board work positively towards strategic and project development Manage College Insurances 1. Manage the tendering process as required 2. Regularly review insurance cover and manage the annual renewal 3. Ensure regular valuations are undertaken 4. Maintain regular liaison with insurers 5. Advise insurers of disciplinary issues, College liability issues 6. Manage all insurance claims 7. Manage all crisis response with regard to insurances 8. Report in detail and regularly to the Trust Board The College is suitably covered for loss or damage Positive relationships are maintained The College s liability is minimised Excesses and premiums are kept at most appropriate level for St Margaret s College

5 Oversee Financial Management of the College 1. Oversee the work of the Financial team 2. Oversee the College budgeting process 3. Ensure financial policies and budgets are met 4. Ensure thorough financial reporting to the Finance Committee and Trust Board 5. Manage the audit process 6. Oversee funding applications and keep accurate records College finances are well managed Allocation of funds is strategic and in line with planned development Use of funds is efficient All members with budget responsibilities are held accountable College practices are transparent and regularly reviewed Budget surpluses are met The College remains in a strong financial position The Trust Board is kept well informed and remains confident about accuracy of information received Management of Health and Safety Aspects of the College 1. Develop and implement new policies as required 2. Ensure regular review of existing policies 3. Develop and implement Health and Safety Policy in alignment with current legislation 4. Ensure building warrant of fitness process 5. Oversee Boarding House Licence 6. Ensure all buildings are inspected following over 5.5 magnitude earthquake Crisis Response 1. Key member of Crisis Management team 2. Oversee site response in case of emergency - Liaise with engineers - Arrange inspections - Work with maintenance and consultants to ensure site safety - Oversee any work needed to buildings and grounds as result of crisis Up-to-date and well managed Health and Safety Policies staff informed of their responsibilities The College is a safe place for all, and potential hazards are minimised The College meets all fire safety requirements Annual inspections completed and annual renewal takes place The Boarding House Licence remains current and reviewed every three years changes are updated as necessary Buildings are safe and suitably robust in the event of further seismic activity Trust Board and Executive Principal are informed of all aspects of Health and Safety through regular and timely reporting Crisis events eg earthquake, snow, are managed effectively and efficiently to ensure return to campus and business as usual as soon as possible

6 Planning and Reporting of Specified Annual Goals 1. Work with Leadership Team to determine annual resources and environment goals 2. Develop annual action plan for each specified annual goal 3. Write milestone reports against annual goals as specified in Trust Board reporting timeline 4. Prepare an annual report based upon resources and environment goals 5. Ensure annual budget includes adequate funding to support resources and environment goals Strategic direction for resources and environment is based on a clear understanding of desired outcomes Actions to achieve goals are planned with clear accountabilities Outcomes are measured wherever possible successes are acknowledged and celebrated Initiatives are suitably resourced Staff are motivated to contribute to achieving vision for St Margaret s College Performance Management of Designated Staff 1. All direct reports have up-to-date job descriptions (to be reviewed every two years) 2. All direct reports have clear understanding of expectations and clearly defined annual goals 3. The performance appraisal cycle includes at least one annual performance review meeting between appraiser and appraisee there is written documentation of this meeting 4. Direct reports present an annual plan if appropriate 5. Outcomes of performance appraisal are clearly communicated, reported to Executive Principal and celebrated as appropriate All staff job descriptions are up-to-date All performance expectations are clearly understood Staff are appropriately appraised Concerns are addressed and successes celebrated Leadership team member is fully aware of any issues/concerns that may be raised Staff are treated in a respectful, professional way and high expectations of all employees are maintained NB: The Business Director / General Manager works as an integral part of the Leadership team. This team supports and complements each other in their various areas of responsibility. Problems are shared as is strategic planning and innovative thought. Each member of the Leadership team manages their own specific team, to whom a number of tasks may be delegated. However, the ultimate responsibility rests with the Leadership team member.

7 Committees: Trust Board Finance Property Health & Safety (Chair) Leadership Team Boarding Project management groups Professional Organisations Association of School Business Administrators (ASBA) Independent Schools of NZ New Zealand Institute of Chartered Accounts