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Detailed job description and main responsibilities

1. Strategy

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1. Be a role model for the ‘Finance Matters’ Finance strategy.

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2. Provide strategic and operational leadership for finance across the organisation and help strengthen its contribution to the Trust’s activities.

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3. Ensure the financial objectives for the Trust are clearly defined and understood across the organisation and fully meet the compliance requirements of the NHS England.

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4. Lead the financial management of the Trust overseeing financial risk and the achievement and tracking of Trust-wide savings programmes.

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5. Working closely with BOB ICS senior finance colleagues to ensure that the Trust Finance strategy aligns with that of the BOB ICS and providing expert knowledge into the BOB ICS and solutions to funding issues.

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2. Financial Reporting and Budgetary Control

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1. Ensure the Board receives regular reports on the financial performance of the organisation in sufficient detail to enable it to fulfil its fiduciary responsibilities, is made aware of the significant risks and is advised of the appropriate action to manage them. This is to be delivered through completion of regular periodic financial forecasting.

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2. Ensuring that accurate, timely and transparent updates of financial position, risks and mitigations are provided to ICS Deputies group.

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3. Ensure that the Trust Revenue budget setting process is aligned with the Trust business planning process, lead support to the Care Group Directors of Finance ensuring that the senior finance team are aligned with the over-arching Trust position.

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4. Ensuring that BOB ICS funding is negotiated in line with the Trust financial strategy and financial risks and mitigations are accurately reported to BOB ICS, working closely with senior ICS colleagues to further transparency and understanding. This role is key in ensuring that the RBFT view is appropriately reflected in solutions to financial challenges at the ICS level.

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5. Responsible for accurate and timely completion of financial planning returns to BOB ICS, representing the Trust at BOB ICS Financial Deputies group and liaising with senior ICS colleagues on an ad hoc basis, building strong working relationships across the ICS.

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6. Take responsibility for the preparation of timely and high-quality reports for Finance and Investment Committee and to attend this committee as required.

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7. Assess current and forecast outcomes of operational strategies and report on financial performance to the board and stakeholders and regulators as appropriate.

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8. Ensure that the Trust’s financial reporting, forecasting and budgetary control system reflects service line management arrangements, working with Care Group Directors of Finance to drive forward Service Line Reporting at the Trust. S/he will develop variance analysis, financial management reports and KPIs to enable managers and budget holders to understand the cost and drivers impacting on financial performance.

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9. Lead the Care Group Directors of Finance through the budget setting process, ensuring transparency and support throughout.

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10. Accountable for the delivery of departmental budgets within the scope of the role

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3. Financial Control and Systems

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1. Provide comprehensive financial services to the Trust including production of budget proposals, development of effective budgetary control systems, the provision of accurate and timely information/advice and compilation of monthly management returns.

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2. Ensuring Trust financial forecasts, with risks and mitigations are effectively communicated to ICS colleagues, leading the planning process for the Trust with ICS colleagues, ensuring transparency across the ICS of financial risks and mitigations.

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3. Promote an environment of strong financial control within the Trust.

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4. Ensure that strategic financial risks are identified and properly risk assessed and that adequate arrangements for managing them are in place.

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5. Ensure the Trust continues to implement national policies relating to finance including payment-by-results or alternative contract forms, in a way which maximises the financial benefit and stability of the organisation and system.

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6. Oversee all financial systems, including the development, and replacement of modification of accounting systems when required.

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4. Statutory Accounts and Returns

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1. Lead assurance that all Trust financial planning and forecasting returns as part of the ICS returns align with Trust and ICS expectations, accurately reflecting the Trust financial position, forecast, shares of ICS funds, risks and mitigations, in line with financial agreements negotiated with ICS colleagues.

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5. Finance Directorate Leadership and Management

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1. Provide professional leadership and management of the directly managed Finance Team and professional leadership, guidance and support to the Care Group Finance teams, maintaining close and regular liaison with them. Ensure that all direct reports and wider team members have up to date Personal Development Plans and appraisals and that all individuals are encouraged to maximise training opportunities available to them.

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2. Help to shape the strategic positioning and development of the Finance function as a whole across the Trust to ensure a cohesive, consistent and streamlined approach to Finance in support of the delivery of safe, high-quality services to patients.

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3. Support the development of capacity and capability in Finance teams and for managers across the Trust.

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4. Pro-actively promote a high performance culture and positive customer service ethos in all Finance services, acting as a role model for collaborative working between Directorates.

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5. Promote excellence in financial practice, ensuring that financial functions, processes and policies are fully compliant with all relevant legislation and support the provision of efficient and user-friendly operational Finance services.

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6. Facilitate the Trust’s digital strategy through the ongoing development and efficiency of digital financial systems to meet strategic business needs and to facilitate accurate and timely reporting and performance against key metrics.

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6. Corporate and Communications

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1. Attend Trust Board sub-committee meetings as required.

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2. Represent the Director of Finance and CFO at meetings as appropriate.

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3. Deputise for the Director of Finance in rotation with the Deputy Director of Finance – Financial Control

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4. Develop system-wide partnerships and collaborate with other service partners and stakeholders as agreed and as appropriate to the role.

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5. Represent the Trust at BOB ICS Deputies Group additionally at BOB ICS workstreams as required, providing the group with direction and solutions to problems on behalf of the Trust.

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6. Provide clear leadership to Trust staff, ensuring that performance is appropriately managed, and that all staff have personal development plans, in order to ensure an efficient, effective and engaged workforce.

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7. Act as a role model at all times, demonstrating and promoting the Trust’s CARE values and expected behaviours

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8. Ensure sound and prudent financial and resource management

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9. Undertake ad-hoc projects as required.

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10. There is a frequent requirement for prolonged concentration �� 11. There is a requirement to use Visual Display Unit equipment more or less continuously on most days.

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7. Staff Management and Development

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1. To manage specified teams within the Finance department in delivering its objectives in line with Trust objectives, motivating and developing all staff. In particular, to ensure that the appropriate support and development opportunities are given to the staff to achieve the necessary process changes and improvements, including but not limited to appraisals and PDPs, encouraging staff to undertake development and training opportunities.

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2. Engender an environment where all staff are constantly seeking to make service improvements, developing talent to maximise capability and expertise.

3. Effectively communicating with the Finance team to ensure that they are appropriately appraised of key strategic developments at Trust and BOB ICS level.

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4. To actively promote diversity, both in the delivery of the Directorate’s services and in the recruitment, management and development of staff within the Directorate, including recruitment, appraisal, disciplinary matters, training and development.