Head of Financial Planning Job description-and Performance and Reporting

• To be the key contact and lead within the Organisation for performance related issues.
• To work with service managers and the IM&T team to ensure that contracts have robust plans and strategies in place to deal with demand management and for handling demand management failure.
• To lead the deployment of the Performance Management Framework and implement performance monitoring processes to track key performance indicators.
• To validate and monitor performance against agreed plans e.g. Service Level Agreements/CQUIN/National Performance Targets/KPIs and produce and implement action plans with lead colleagues within the Organisation.
• To manage the performance team; provide monthly reporting and year end estimates for the performance of all service level agreements and KPIs, ensuring accuracy and completeness. Advise service and finance managers of exceptional variances to enable action to be taken.
• To assist the Deputy Director of Finance in ensuring that the Organisation has accurate and timely information for performance monitoring of Service Level Agreements and that complete and accurate returns are submitted to the Department of Health.
• To establish appropriate arrangements to respond to external reporting arrangements in a timely manner
• To ensure that the signed off monthly accounts are populated into the appropriate external reporting arrangements e.g. FIMS.
• To be responsible for all reporting in respect of Finance and Performance.
• To actively contribute to the Organisation establishing a more commercial approach which is reflective of the future business needs of the Organisation.
• To provide cover for other areas within the Directorate, when necessary and appropriate, to enable the delivery of the Directorate’s key targets.
• To agree and manage any delegated budget responsibility as agreed with the Director.
1.3 Understanding and Managing in Context
• To take personal responsibility for maximising opportunities to improve the use of resources and the quality of services that you are accountable for and to ensure that your line manager is engaged in the plans particularly where support is required to make the change happen effectively.
• To take personal responsibility to learn lessons and build these into future plans.
• To offer creative and dynamic leadership solutions to enable the delivery of effective change and subsequent service improvement to meet the principles of QIPP e.g. offering dynamic advice and solutions for the effective use of resources.
• To be a visible leader within the organisation – ‘walk the walk’.
• To take responsibility for financial modelling to underpin business strategies for the Organisation which has the full engagement of service managers across the Organisation and agreement of the Board.

1.4 Team and People Development
• To create the conditions that enable individuals, and the wider Directorate team, to perform and develop including coaching, facilitative and enabling techniques.
• To recognise and develop skills and talents within the Directorate and wider organisation.
• To take active steps to encourage, support and promote a culture of development, improvement and learning, including ensuring that effective personal development and appraisal systems are in place encompassing clear and explicit expectations and targets to enable continuous improvement in performance standards, training and development of staff.
• To agree with the Deputy Director of Finance, and deliver as appropriate, development activities to support the Directorate positively responding to the changing needs of the Organisation as it moves to become an FT.

1.5 Relationship building
• To actively engage with, listen to and seek views of patients (as appropriate), staff and key stakeholders to influence and improve accessibility and inclusiveness of future service development.
• To actively seek service manager input and engagement in to the development of financial planning and modelling.
• To actively engage with the Assistant Director of Finance, Management Accounting to inform likely CIP values over the planning period and ensure the post holder understands the requirement to develop plans to address this saving requirement.
• To actively engage with the Assistant Director of Finance, Management Accounting, to understand the current financial performance of the Organisation and feed this into the reporting returns for the Strategic Health Authority, DoH and Monitor, as appropriate.
• To actively engage with the Assistant Director of Finance, Management Accounting, to support the development and implementation of Service Line Reporting, as appropriate.
• To develop a close working relationship with Assistant Director of Finance, Financial Accounting Agency, to ensure that that there is an effective flow of information to inform future planning assumptions and reporting processes.
• To actively engage with the Capital Accountant and the Estates Advisor to ensure future planning assumptions take account of all agreed capital developments and to ensure that business cases are mindful of wider Organisation service development priorities.
• To actively engage with the IM&T and Performance teams to ensure future planning assumptions take account of activity and performance information.
• To actively engage and agree any key changes to accounting treatment, to support the delivery of Foundation Organisation requirements, with the Deputy Director of Finance and the external auditors.
• To be responsible for communicating, engaging and reaching agreement with service managers, clinicians and commissioners to achieve a financially supported Integrated Business Plan, where there may be significant barriers to acceptance which need to be overcome.