Job Description. Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.

Transcription

1 Job Description Job title: Reports to: Head of Resources Chief Executive Officer Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.5 working week Job purpose Lead and develop MGS s investment (Grants programme), business and enterprise initiatives ensuring that the charity s finance strategy and services support the achievement of their overall objectives. Act as the leading interface between management and Directors on HR and with the support of the finance manager, on financial matters. Ensure compliance with corporate and financial governance and all relevant legislation and advise Board and CEO as appropriate. To effectively lead on all aspects of the operational and corporate management of the charity Responsible for the finance function including the financial reporting, risk management and financial governance 1 Key responsibilities Identify and develop strategic opportunities for investment (Grants Programme), business and enterprise initiatives for MGS and the sector Provide strategic leadership of the investment (Grants) programmes. Identify and create opportunities for new business and income streams for MGS Lead on the financial and operational management of the charity Lead on the contracting and commissioning aspects of the organisation, overseeing any external tendering exercises To be responsible for ensuring robust financial management and appropriate systems of corporate governance and controls are in place. Lead on reporting on the organisation s finances in line with statutory requirements, Scottish Government requirements, agreed good practice, and the requirements of the Board. Oversee the internal audit programme and ensure quality assurance of all systems and services. Promote the development of skills and support the sector to explore new opportunities and to lever new investment To be the senior manager responsible for HR, Finance, IT, administration, business development and legal compliance. Ensure appropriate risk management and financial controls are embedded at strategic and operational levels. Commission and manage external consultants as necessary. Allocate resources to business priorities Monitor and control activities against budgets. Carry out other duties as may be reasonably required

2 2 Key Strategic Team responsibilities Support the Chief Executive Officer and work with the Board in the development and implementation of vision, policies and plans for MGS. Advocate on behalf of the sector and MGS and including representation to key external stakeholders. Lead and manage employees to drive continuous and cost effective service improvement and organisational development and develop a customer-focused ethos. Manage a portfolio of strategic relationships. Report and represent team to SMT. 3 Supporting Museums Galleries Scotland Construct and agree clear individual objectives with the Chief Executive Officer and be responsible for achieving them Build effective relationships across the organisation Collaborate with other staff on joint projects and take part in relevant working groups Contribute to the organisation s expertise in the museums sector throughout Scotland by sharing knowledge, information and good practice Maintain and take part in a good communication system with colleagues and team members. Identify and specify enhancements to existing services and processes on an ongoing basis to ensure continuous improvement Work fairly and with integrity and adapt style to different people, cultures and situations 4 People Provide support and line management to members of the team Monitor and anticipate workloads on an ongoing basis and ensure appropriate staffing levels are maintained and employed effectively. Ensure that an effective and regular communication structure exists to cover Museums Galleries Scotland, team performance and any other matters of concern or interest to team members. Participate in recruitment, development, motivation and retention of a high calibre team, maximising their performance and flexibility in the achievement of organisational objectives. Ensure that team members skills and knowledge levels meet the present and future requirements of the organisation maximising flexibility, cover for absence and succession planning Conduct performance and development reviews for team members and handle disciplinary and capability. Lead and participate in relevant management meetings and working groups.

3 Jobholder requirements Qualifications Essential Person Specification Desirable Degree or equivalent or significant experience Finance or business qualification HR qualification qualification Charity finance/accountancy Knowledge Finance and Corporate Governance in a charity and government context Business Commissioning and contracting services Employment law and HR best practice Understanding and experience of the Public Sector and the Scottish cultural and political context Understanding of advocacy Understanding of the skills agenda Experience Significant senior management Responsibility in the fields of financial, corporate management and HR Facilitating and commissioning service delivery Policy development Strategic planning People management Performance management Customer-focused approach Business management experience Skills Microsoft Office, Computerised accounting systems, and grant management systems Customer relationship management systems Working values Additional requirements Collaboration, Passion for museums, integrity, courageousness Occasional travel and out of hours working

4 Competency Area Sub Competencies Leadership Strategic Focus People Performance Provides effective and visible leadership at all levels, acting as ambassador for the organisation and the sector. Provides leadership and vision in a wider context, ensuring that MGS fulfils its role as sector champion. Leads by example and reflects the Core Values. Is able to manage difficult and potentially high risk issues. Adopts a variety of leadership styles appropriate to the situation Develops strategic responses to national issues, ensuring the capacity of MGS to lead rather than react to events. Works with others to develop MGS s strategic vision and priorities. Is able to deal with competing and conflicting priorities. Communicates the vision and priorities to all staff, helping them to focus on how they can contribute. Aligns day to day activities with the strategic vision and priorities Makes effective linkages between MGS s strategies and with other statutory and national plans. Takes a long-term strategic perspective focusing on the bigger picture and does not become involved with day-to-day operational detail. Is able to think and act strategically as part of a team. Makes optimum use of people, financial resources and management information to deliver organisational and sector priorities. Promotes an organisational culture, which values, empowers, informs and develops staff at all levels. Manages and delegates effectively, demonstrating trust in staff. Facilitates joined up working across the organisation to achieve corporate priorities. Supports and empowers staff to achieve their full potential through learning, development and other opportunities. Is committed to diversity and equality of opportunity. Values staff contributions and recognises achievement. Ability to confront poor performance and deal with complex employee issues. Is able to develop and embed a continuous improvement culture throughout the organisation, which focuses on service excellence and innovation. Supports staff to translate strategic vision and priorities into service plans with clear quality standards and goals. Recognises achievement and celebrates success. Champions measurable achievement of outcomes Takes action to address poorly performing services. Encourages staff to challenge working practices to improve ways of working and seek out best practice to inform service improvement. Delivers organisational priorities and service excellence, and secures results by working collaboratively, and inspiring and motivating colleagues and partners towards a shared vision and priorities.

5 Change Communication Resource Personal Qualities Corporate Working Political Effectiveness Is able to lead significant change programmes, challenging current practices and encouraging innovation and creativity. Refocuses activity in line with changing user and stakeholder needs. Recognises how change affects individuals, teams and organisations and supports others to implement change. Deals effectively with risk, uncertainty and complexity in change situations. Understands the importance of clear and consistent internal and external communications and uses these effectively. Ensures two-way communication upward and downward across the organisation. Communicates contentious and sensitive issues professionally and is able to handle crisis management. Makes an important contribution to advocating for the sector and MGS. Facilitates the most effective service provision through the appropriate use of partnerships, shared services, joint ventures, commissioning and outsourcing. Uses effective project and programme management techniques to plan, deliver and monitor programmes and activities. Demonstrates negotiating skills and business acumen. Develops, delivers and monitors contractual agreements to measure performance compliance and impact on priorities. Demonstrates sound financial management skills. Acts in an entrepreneurial manner to secure new business opportunities Excellent interpersonal skills with the ability to influence key decision makers both internally and externally. Able to work positively in an environment of uncertainty and continual change. High level communication skills. Drive, flair, creativity, innovation and flexibility. Willingness to embrace change. Determination and resilience. Open, accessible and supportive style. Ability to remain calm and decisive under pressure. High levels of probity and integrity. Ensures compliance with organisational procedures and processes and its legal and ethical frameworks. Demonstrates commitment to best or added value. Demonstrates commitment to the MGS vision and priorities. Makes decisions based on principles of sound risk management. Is able to manage the interface between Board Members and staff to support processes and aid effective decision-making. Maintains successful working relationships with Board Members, building trust and confidence. Demonstrates sensitivity and awareness. Provides effective and timely information and advice to Board Members on policy options and professional matters.

6 Ensures the effective engagement of Board Members in the work of MGS and its partners in order to realise the strategic vision and priorities. Maintains effective relationships with National Government, other Agencies, Partners and Stakeholders. Customer & Sector Focus Demonstrates strong commitment to quality, customer-focused services. Proactively engages the sector in decision-making and undertakes regular consultation to seek customer feedback. Works in partnership with sector representatives to ensure their views are taken into account in developing and commissioning services. Takes account of social inclusion, diversity and equality issues in planning and providing services.