Role Description Director, Finance and Program Management

Transcription

1 Role Description Director, Finance and Program Cluster Justice Classification/Grade/Band Band 1 Senior Executive Work Level Standards Work Contribution Stream: Professional Kind of Employment Ongoing Role Number ANZSCO Code PCAT Code Date of Approval 10 January 2018 Agency Website Agency overview The NSW Rural Fire Service (NSW RFS) plays a key coordinating and strategic role in the overall planning and management of fire prevention, protection and suppression in NSW. The NSW RFS is the lead combat agency for bush fires in NSW and also provides resources and support to other emergency service organisations. The Commissioner of the NSW RFS has ultimate responsibility for bush fire suppression across the State. The NSW RFS is the world s largest volunteer-based fire service. Volunteers fulfill the incident response role of the NSW RFS with over 2,000 rural fire brigades and more than 73,000 volunteer members protecting rural areas, villages, small towns and some outer urban fringes across the State. The NSW RFS employees around 850 staff to manage its day to day operations and administration, and to develop and implement programs, strategies and initiatives to assist the organisation to achieve its strategic objectives. Primary purpose of the role Manage and oversee the delivery of NSW RFS corporate financial management services as well as key Agency programs and projects, providing strategic financial advice and incorporating the management of a complex financial funding model to ensure effective planning, programming, budgeting and resourcing for the implementation of corporate goals and objectives Key accountabilities Manage and coordinate the financial operations of the NSW RFS to ensure sound financial management, evidenced by the operation of contemporary best practice systems Provide specialist and technical financial advice, leveraging in-depth knowledge of budgetary and financial performance, emerging financial management issues and contemporary best practice, to facilitate informed decision making, planning and resource allocation 1

2 Define the PMO strategy and lead the design and implementation of a common project management methodology, standards and tools across NSW RFS to drive and facilitate successful delivery of projects Oversee the management and delivery of strategic and critical projects, managing interdependencies and coordinating across projects to ensure that information relating to project deliverables, risks and issues are effectively communicated and that key performance indicators are monitored and evaluated Engage effectively with the procurement function, including overseeing procurement and inventory systems and processes, driving the implementation of an emergency procurement system, and developing and managing contingency budgets, to ensure audit and risk controls are in place and processes are aligned with public sector and Cluster requirements Support the administration of the Rural Fire Fighting fund, including assessing and reviewing contributions, to ensure monies are accurately and equitably assessed and the fund is managed with sound governance practices and meets NSW RFS and public sector requirements Lead the production of Annual and Statutory accounts and reports, including monitoring a range of tax liabilities and functions and ensuring sound governance practices are in place, to ensure accuracy of information, fulfilment of financial reporting requirements and compliance with ATO and other government requirements Manage the development and implementation of change management initiatives, including managing project teams, incorporating risk management structures, consulting with stakeholders and overseeing the technical and financial delivery of projects to ensure financial and non-financial project and operational objectives are achieved and embedded across the organisation Key challenges Managing the financial management and operations of NSW RFS, including reviewing and negotiating the internal allocation and reallocation of resources, given its unique funding arrangements and the need to be responsive to any potential changes to this model Achieving cooperation, compliance and engagement in the value of a PMO function in an environment of conflicting interests and opinions Leading the development, delivery and implementation of major project initiatives given the people and resource management complexities associated with the projects and the significant change management required to embed the new and changed systems and processes across the organisation Key relationships Who Internal Why Executive Develop strategic relationships and provide expert finance and PMO advice to impact decisions, support initiatives and clarify accountability Directors and Branch Staff Provide guidance and support; inform and engage in regard to policy and procedural matters and discuss issues related to branch objectives Regional and District Managers Liaise and consult on matters relating to the RFFF, Regional and District budget and plans Internal Committees Chair or participate as a member on a number of internal committees 2

3 Who External Why Treasury, Ministers Office Negotiate resource approvals, report on financial performance to meet the requirements of government Cluster and OEM stakeholders Reporting, policy development, shared services reform, Cluster Initiatives Auditors Agree on a program of work; provide information required for audit program; to implement agreed outcomes State and Local Government Officers Discuss and negotiate resources, plans and budgets Other Emergency Services Agencies Collaborate on implementation of financial services reform; to exchange information on financial systems and services implementation External Committees Chair or participate as a member on a number of external committees Vendors/Service Providers and Consultants Negotiate and approve contracts and service level agreements Manage contracts and monitor provision of service to ensure compliance with contracts and service agreements Role dimensions The Director Finance and Program is accountable to the Executive Director Finance and Executive Services for the development and direction of the financial resources and management of financial operations to achieve current and future corporate objectives. The role develops the long term financial management plans and business strategies for the NSW RFS and prepares and negotiates annual expenditure and capital budgets with Treasury. The role manages and directs the administration of the NSW Rural Fire Fighting Fund (RFFF), assessing and reviewing contributions to ensure that contributions are accurately and equitably assessed. The Director Finance and Program makes decisions regarding NSW RFS s financial management and is accountable for advice provided on a broad range of financial management issues. The role escalates financial management issues that are controversial, sensitive or political and substantial changes to the Agency s systems and procedures. The role leads liaison with the Audit Office of NSW. The role is accountable for the development and delivery of project management methodologies and tools across the Agency, and for the development, implementation and monitoring of significant organisational projects. Reporting line The Director Finance and Program reports to the Executive Director Finance and Executive Services. Direct reports Manager Financial Accounting Manager Accounting Systems Accountant Manager, Project Office 3

4 Budget/Expenditure 2017/18 Direct: $14.3 million Essential requirements Tertiary qualifications in a financial or accounting discipline and current membership with an accredited professional accounting body (i.e. Institute of Chartered Accountants Australia, CPA Australia) Exercise due diligence in regard to duties and obligations under the Work, Health and Safety Act and associated legislation During periods of major fire activity or other emergencies, the incumbent may be required to support operational management to support the RFS in meeting emergency service obligations and community needs. Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at This role also utilises an occupation specific capability set (Finance). Capability summary Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus 4

5 Capability Group Capability Name Level Display Resilience and Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan and Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Project Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change Highly Highly Highly Occupation Specific/ Finance Capability Group Financial Strategy, Governance and Risk Level 4 Financial Accounting and Statutory Reporting Level 4 Accounting Level 4 Taxation Level 4 Finance Operations and Systems Level 4 Finance Business Partnering Level 4 5

6 Focus capabilities The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the role s key accountabilities. Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus capabilities. NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Act with Integrity Relationships Communicate Effectively Relationships Work Collaboratively Results Deliver Results Highly Highly Model the highest standards of ethical behaviour and reinforce them in others Represent the organisation in an honest, ethical and professional way and set an example for others to follow Ensure that others have a working understanding of the legislation and policy framework within which they operate Promote a culture of integrity and professionalism within the organisation and in dealings external to government Monitor ethical practices, standards and systems and reinforce their use Act on reported breaches of rules, policies and guidelines Articulate complex concepts and put forward compelling arguments and rationales to all levels and types of audiences Speak in a highly articulate and influential manner State the facts and explain their implications for the organisation and key stakeholders Promote the organisation s position with authority and credibility cross-government, cross-jurisdictionally and outside of government Actively listen, and identify ways to ensure all have an opportunity to contribute Anticipate and address key areas of interest for the audience and adapt style under pressure Build a culture of respect and understanding across the organisation Recognise outcomes which resulted from effective collaboration between teams Build co-operation and overcome barriers to information sharing, communication and collaboration across the organisation and cross-government Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions Create a culture of achievement, fostering on-time and onbudget quality outcomes in the organisation Identify, recognise and celebrate success Establish systems to ensure all staff are able to identify direct connection between their effort and organisational outcomes Identify and remove potential barriers or hurdles to ongoing and long term achievement of outcomes 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Finance Business Enablers Project People Optimise Business Outcomes Highly Initiate and communicate high level priorities for the organisation to achieve government outcomes Use own professional knowledge and expertise of others to drive organisational and government objectives forward Apply strategic management of financial and budgetary compliance and governance responsibilities within the organisation Define organisational directions and set priorities and business plans with reference to key financial indicators Anticipate operational and capital needs, and identify the most appropriate financing and funding strategies to meet them, through direct provision or purchase of services Ensure that the organisation informs strategic decisions with appropriate advice from finance professionals Establish effective governance to ensure the ethical and honest use of financial resources across the organisation Actively pursue financial risk minimisation strategies, plans and outcomes for the organisation Prepare scope and business cases for more ambiguous or complex projects including cost and resource impacts Access key subject-matter experts knowledge to inform project plans and directions Implement effective stakeholder engagement and communications strategy for all stages of projects Monitor the completion of projects and implement effective and rigorous project evaluation methodologies to inform future planning Develop effective strategies to remedy variances from project plans, and minimise impacts Manage transitions between project stages and ensure that changes are consistent with organisational goals Initiate and develop longer-term goals and plans to guide the work of the team in line with organisational objectives Allocate resources to ensure achievement of business outcomes and contribute to wider workforce planning Ensure that team members base their decisions on a sound understanding of business principles applied in a public sector context Monitor performance against standards and take timely corrective actions Keep others informed about progress and performance outcomes 7

8 Occupation Specific Focus Capabilities - Finance Group and Capability Level Behavioural Indicators Finance Financial Accounting and Statutory Reporting Finance Accounting Level 4 Level 4 Provide expert technical interpretation of legislation, accounting policies and standards and develop organisation specific policies Monitor and anticipate the impact of NSW Treasury Policy, Audit Office guidelines and AASB standards and guidance on the organisation and direct appropriate action Approve financial (including cash management and forecasting) reports, briefs and proposals relating to the organisation s financial position Communicate financial results that are compliant with NSW Treasury policies and external regulatory requirements and which are easily interpreted by stakeholders Provide strategic financial accounting advice and commentary to business leadership so that strategic business planning processes and the consideration of new business initiatives are fully informed on financial/accounting implications Identify internal and relevant external data sources, providing appropriate inputs, financial and non-financial, to assist strategy formation Assess the impact of funding allocations on budget management and organisational capability Monitor, analyse and evaluate trends and financial implications of alternative business strategies, and cash flow, working capital and financing implications of specific projects Monitor, evaluate and report on environmental factors that impact corporate decision making processes Analyse overall organisational financial information, deviations from plan and trends to inform strategic business planning activities Guide budget formation and use strategic financial information and analysis to test and support internal and external stakeholders 8