Programme Management Competence Framework

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Programme Management Competence Framework"

Transcription

1 Programme Management Competence Framework

2 DFID Programme Management Competence Framework Introduction Effective Programme Management underpins DFID s drive for Value for Money. Programme Management is part of the job of many people in DFID. It is part of our core business and as such all of us, at the very least, need a basic understanding what Programme Managers do. It consists of a wide range of skills and behaviours that vary according to the context. The aims of this framework are to: provide more clarity and certainty about what is involved in Programme Management enable programme managers to think about their role and identify opportunities for developing their skills and practice enable staff who wish to take on programme management roles to plan their careers and personal development to achieve that aim support job design, performance management and resourcing decisions ensure that changes in DFID strategy and policies are clearly and speedily translated into our Programme Management capability The framework (Annex 1) sets out how we want Programme Managers to work. We also think it will be helpful to those for whom Programme Management is part of a wider role. It draws on an analysis of what Programme Managers actually do but also takes into consideration how we expect those roles to develop in the coming years. In drawing up the framework we have consulted many experienced programme managers, colleagues in Finance, Procurement, Audit and relevant Advisory cadres as well as policy specialists driving strategic developments in DFID s aid programmes eg on anti-corruption, private sector skills and commercial awareness. We have also taken account of the new Civil Service Competency Framework. In addition to focussing on what might be seen as the technical skills of Programme Management the framework identified the generic skills that we believe are of particular relevance. This has been done to give a more complete sense of the PM role and the importance of combining technical and more general managerial and interpersonal skills to achieve high levels of effectiveness in Programme Management.

3 About this framework Competencies are the skills, knowledge and behaviours that lead to successful performance. They underpin overall organisational capability. The framework outlines six competency clusters (see the box below) that give examples of what effectiveness looks like in each case. The indicators are not designed to be comprehensive but provide a clear sense of, and greater consistency about, what is expected of individuals. We recognise that jobs at different levels will demand different skills and behaviours to reflect the nature of the programmes, the context and the responsibilities of the role. This is reflected in the identification of expert, skilled, competent and aware (ESCA) levels. We have also tried to reflect responsibilities and expectations of different grades or levels of seniority although we recognise that these can only be approximate given the variety and range of programmes and projects DFID is responsible for. DFID Programme Management Competencies 1 Programme identification, development, design and approval 2 Programme implementation, monitoring and results reporting 3 Financial management of programmes and projects 4 Relationship management, communication and policy influence 5 Leadership and people management 6 Self management and self development Shared Technical Competencies There are four areas of knowledge and skills common to all DFID s advisory groups. These are intended to add value to DFID s professional advisory skill base and the ability of advisers to meet business needs. Programme Managers especially more experienced and more senior staff may consider that it will improve their effectiveness and overall contribution to develop their understanding of the four shared technical competencies (see Annex 2). What does it mean for me? The framework will primarily be used to guide the development of knowledge, skills and behaviours in the field of Programme Management. It will be a useful tool in personal development planning, identifying L&D needs across DFID and in supporting the design, delivery and evaluation of L&D activities. It will also be helpful in job design and recruitment.

4 If you are a Programme Manager or Deputy Programme Manager we hope you will be able to use it to identify the competencies that are important in your job and to identify areas where you may need further training or development. If you are interested in taking on a Programme Management role we hope it will help you understand the skills, experience and behaviours required and to assess the extent to which you already have them. It is not expected that anyone would require ALL the skills, knowledge and behaviours described here to be effective. It is expected that line managers will work with individual staff to identify which competencies (and at what level) are relevant in all posts with significant programme management content. You are encouraged to discuss the framework with your line manager to identify the competencies that apply most to your job role. You can use the expert, skilled, competent, aware (ESCA) scale to assess your current stage of development for each competency (Annex 3). You can also use the grade or seniority scale (Annex 4) to get an idea about what might be expected of you as you move up the grades from B1 to A1. Together, you and your line manager should agree the specific learning that will help you perform even more effectively and to prepare for new developments in DFID s approach to Programme Management.

5 Annex 1 DFID Programme Management Competence Framework 1 Programme identification, development, design and approval This is about how you contribute to identifying options for implementing the Operational Plan for your area and developing proposals through to approval. It covers your contribution to developing Business Cases. At senior levels it is about scanning the wider context, leading others in developing innovative options and assessing risks across a portfolio of programmes and projects. People who are effective in this area: Demonstrate sound understanding of their country/department s Operational Plan, DFID s policy priorities, other donor programmes and the aid effectiveness agenda and the implications for their own area of activity and ensure plans and activities reflect these appropriately Develop programmes and projects that contribute effectively to Operational Plan results and portfolio coherence. Critically appraise different options using a range of programme identification and appraisal tools (e.g. through conducting institutional, political and social appraisal of the intended operating environment, Problem Tree, LogFrames PESTLEs, SWOTs and FFA), ensuring that all courses of action have been explored and clearly understood Manage or contribute to Economic Appraisals to validate intervention and choose between different investments according to their relative levels of value for money Analyse and evaluate complex and incomplete information and present sound analytical conclusions When developing programme options consider the contribution of private business (eg through PPPs) and effective markets to social and economic outcomes and the role of pro-business legal and regulatory environments Encourage a culture of innovation in design of projects and programmes, focused on adding measurable value and managed risk-taking Identify people who are critical to the success of a programme through systematic stakeholder analysis, adjusting programme options accordingly. Seek to increase the proportion of local resource in programme design and implementation and maximise the development impact from programme expenditure i.e. directing procurement to local suppliers, supporting local supply chains, etc. Lead or contribute to the development of Business Cases and logframes with a strong focus on the Theory of Change, results and value for money. Identify and develop plans to mitigate risks Ensure Business Cases include assessment and mitigation of corruption and fraud risk

6 Put in place appropriate due diligence assessments for all proposed partners in the delivery chain and act on the results Design a coherent programme of implementation with strong evidential links to the 5 case business model Ensure compliance with the Blue Book, How To Notes and other guidance Apply best practice in evaluation planning, considering a range of rigorous methods, ensuring adequate resourcing and high standards of design Lead dialogue and engagement with Quality Assurance Unit (and, when relevant, Ministers) including drafting clear and concise approval submissions. Ensure that deadlines for approval processes are realistic and are adhered to. Take full account of cross cutting and diversity issues gender, disability, exclusion, climate change, nutrition etc in all aspects of programme development and design. Accurately input or quality assure ARIES data displaying a good understanding of funding types and input sector codes 2 Programme implementation, monitoring, evaluation and results reporting This is about having a commercial mindset and effectively operating DFID systems to manage projects, monitor progress and risks and evaluate and report results. At senior levels it is about effective influencing and negotiating to ensure value for money and that corrective action is taken when things go wrong. People who are effective in this area: Make effective use of project management skills and techniques to deliver results on time and to standard Follow procurement best practice, including use of OJEU processes, Framework agreements etc. Implement plans to mitigate risks and monitor their effectiveness Negotiate effectively with partners to formalise commitments (agree MOUs, Accountable Grant Letters etc) ensuring that DFID reporting requirements are met and what actions or failures will lead to stoppage of DFID funding Maintain a commercial mindset that continually encourages an awareness of cost and seeks value for money improvements. Ensure beneficiary reporting is included in all suitable programmes Check suppliers and partners are providing relevant and timely data to monitor contracts against budget and agreed delivery Motivate improved performance by suppliers and partners, highlighting any gaps between contractual commitments and actual delivery Differentiate between evaluation, monitoring, research and audit, being conversant in the aims and application of each approach Commission and manage evaluations including data collection and rigorous impact evaluations, with appropriate technical support, in line with DFID standards and use of quality assurance processes Ensure a consistent and rigorous approach to monitoring and evaluation including spot checks at point of delivery, drawing on expertise as required. Engage positively with ICAI reviews and respond appropriately to ICAI reports and recommendations Ensure that DFID requirements for Annual and Project Completion reviews are

7 met and that recommendations from those reviews are followed up. Undertake periodic follow the money exercises that ensure delivery partners know how DFID money is being spent Demonstrate a clear understanding of DFID s Project Scoring and Portfolio Quality methodologies, and strive to improve programme and portfolio quality. Understand the importance of the results agenda and able to demonstrate clearly how projects and programmes contribute to DFID s higher level results. Contribute fully to DFID s transparency commitments by ensuring that all project documents are written in jargon-free plain English and are suitable for external publication 3 Financial management of projects and programmes This is about operating DFID finance systems accurately and timeously, meeting forecasts, targets and deadlines and ensuring that audits take place and action taken on findings. At senior levels it is about managing resources effectively, promoting a culture of financial rigour, value for money, transparency and accountability.

8 People who are effective in this area: Ensure accurate coding and clear, meaningful descriptions for payments Work closely with spending partners to create realistic spending profiles over the financial year Meet spending targets/deadlines while ensuring money is spent only on evidence of need Work confidently with financial data to ensure monthly forecasts are consistently met and corrective action taken. Maintain accurate and up to date financial records which demonstrate a clear audit trail for all DFID financial transfers Provide accurate financial information and consistently meet deadlines for corporate financial reporting. Process requisitions, purchase orders and invoices accurately and timeously and consistently meet DFID s payment targets Apply risk management strategies to all programmes taking into account potential fraud, operational and strategic risks, and take appropriate action to mitigate against such issues including robust contingency plans to deal with emerging over- or under-spends Ensure that audits take place, reports are received and audit queries and findings investigated. Take immediate remedial action including withholding future payment when audits are not received Take opportunities to challenge misuse of resources in order to achieve value for money and sustainable ways of working Follow DFID s zero tolerance policy on fraud and corruption and report suspicions/allegations immediately to Counter-Fraud Unit and the local Fraud Liaison Officer. Continually seek efficiency savings and work with partners to promote the importance of value for money. Maintain up to date asset inventories, ensure asset security and manage disposal effectively when required 4 Relationship management, communication and policy influence This is about clear, effective written and oral communication, engagement and representation. At senior levels it s about building partnerships and influencing across the policy and delivery system. People who are effective in this area: Develop broad and deep stakeholder participation and commitment through application of highly effective influencing and negotiation skills Confidently engage with stakeholders and colleagues at all levels to inspire, inform and generate commitment to DFID goals Manage relationships with contractors, implementers and partners professionally and effectively to ensure value for money, and to minimise fraud, inefficiency and waste.

9 Represent DFID policies and perspectives credibly and effectively to others (partner Governments, donors, NGOs, other parts of HMG, multilaterals) ensuring programme delivery and management enhances DFID s reputation Maintain effective relationships with other Whitehall departments to ensure coherent HMG approaches. Demonstrate good oral and written communications skills using plain English and lead or contribute effectively to briefing, PQs, Ministerial Correspondence, public enquiries, FOI requests etc. Express ideas effectively both orally and in writing taking account of the needs of others and with sensitivity and respect for different cultures Uses IT skills to ensure Insight, QUEST and ARIES are up to date and information is stored and retrieved effectively Seeks opportunities to share information with others and promotes lesson learning from programmes, and open to learning from others. Prepare, store and label documents for publication in line with DFID s commitment to transparency Develop and communicate cases studies that demonstrate how UK Aid is delivering results, using jargon-free, accessible language. Engage effectively with National Audit Office, the Independent Commission for Aid Impact and Internal Audit Department during their reviews to ensure they have a comprehensive understanding of DFID s approach. Maintain effective links with other parts of DFID as appropriate; e.g. RED, PD, EVD, FCPD 5 Leadership and People Management This is about being an effective team member, supporting others to achieve their goals. At senior levels line management skills are important including performance management. Senior staff should also demonstrate leadership skills - setting direction and engaging the commitment of others in the team and beyond. They are role models for the behaviours and skills described in the Civil Service Leadership framework. People who are effective in this area: Demonstrate leadership, vision and direction and engage and motivate their teams Clarify responsibilities for delivering outcomes and manage the performance of others, recognising good performance and dealing promptly with poor performance Show strong line management skills and effective use of DFID HR systems Coach and support others to set and achieve challenging targets for themselves Work with their team to set priorities and stretching goals and communicate them to others - and deliver them with tenacity, aligning with the business strategy Deliver through others by empowering and delegating Readily share resources to support higher priority work, showing pragmatism and support for DFID goals Proactively build relationships across DFID, with OGDs, other Governments, NGOs, Civil Society and other external organisations critical to delivering our aid

10 agenda. Recognise the scope of their authority for decision making and empower team members to make decisions Demonstrate an understanding of team dynamics, and allocate tasks within teams according to skills and abilities Encourage and support a culture of learning and constructive challenge that enables people to build their skills and share experience and lessons Promote a healthy work/life balance. Confront and deal promptly with incidents of bullying, harassment and discrimination Are seen by others as a trusted source of good advice and support on Programme Management issues. 6 Self management and self development This is about our values and how we use other resources and frameworks to understand ourselves and develop our performance, skills, knowledge and behaviours. People who are effective in this area: Demonstrate the Civil Service values of honesty, integrity, impartiality and objectivity Demonstrate Civil Service/DFID core competences at appropriate level(s) relevant to the job and use these frameworks to enhance self awareness and plan personal development. Understand how to work effectively with Information Technology tools and equipment and apply these skills to improve information management and support smarter working Prioritise continuous self learning and development including professional, technical, and managerial/people skills

11 Annex 2 Shared Technical Competencies There are four areas of knowledge and skills common to all advisory groups. These are intended to add value to DFID s professional advisory skill base and the ability of advisers to meet business needs. Programme Managers especially more experienced and more senior staff may consider that it will improve their effectiveness and overall contribution to develop their understanding of the following four areas. This may also create a stepping stone for Programme Managers seeking accreditation to Advisory Cadres. Knowledge and understanding of international aid Collating, analysing and presenting evidence/research using statistical and wider analytical skills The Millennium Development Goals (MDGs) and international architecture for aid and development the UN, European Union, G20, International Finance Institutions, regional institutions and NGOs Aid instruments and how they are deployed project financing, sector-wide approaches, budget support, technical assistance, results based aid, and global funds The changing aid landscape and the role of new players e.g. emerging economies, BRICS, private foundations, business and think tanks The UK international policy framework and its implications for international development e.g. trade, security, fragility and climate change Able to access, critically appraise and use evidence, demonstrating skills in the following areas: Understand a range of qualitative and quantitative research methodologies including the application of basic statistical methods Critically appraise* and assess the quality of published research and other potential sources of evidence Interpretation, use and presentation of data and evidence in defining policy and practice Comprehension of key concepts from social and cultural analysis and basic understanding of the use and application of political economy analysis *Critical appraisal is the process of carefully and systematically examining research to judge its trustworthiness and its value and relevance in a particular context Economic concepts, appraisal and value for money Familiarity with key economic concepts Good level of general numeracy Understanding economic approaches to project appraisal and evaluation, including different ways of

12 Evaluation and results measuring efficiency, equity and impact High quality professional input to programme design and evaluation in line with assessing value for money and results Competent (level II or above in DFID s evaluation competencies) in applying best practice in evaluation design, using a range of rigorous methods, and ensuring high standards of independence and quality Ability to design, commission and manage evaluations including rigorous impact evaluations, with appropriate technical support, in line with DFID standards Familiarity with the core concepts underpinning DFID's approach to results

13 Programme Manager Competence Scale Key to Levels Annex 3 The competencies of programme management are quite varied and the context within which they are deployed can have a significant influence on personal effectiveness. It is unlikely that any individual will operate uniformly at a single level on all competencies, skills and behaviours. However the classification below may help you to think about which competencies you are strong on and in which areas you might have development needs. Expert Has prolonged and intense experience through practice and training Has demonstrated the competency in all PM roles in many complex multi project programmes Has applied the competency successfully in depth in many key areas Is a mentor and role model for the competency i.e., is widely recognised across the organisation as a reliable source of knowledge, technique and or skill and whose judgement and application of the competency is accorded authority and status by their peers. Uses the competency consistently to maximum effect across a range of functions, organisations and situations at all levels including in challenging environments. Has acquired a great deal of content knowledge that when utilised represents a deep understanding of the competency. Is able to retrieve and use important aspects of their competency knowledge/skills/technique with little conscious effort. Capable of training and coaching others to reach skilled level and offer peer support to other experts Has a clear process by which they keep up-to-date with current developments, policy and practice of the competency Skilled Has a thorough knowledge of a competency gained through, training and practice Has demonstrated the competency in PM all roles in less complex programmes or in fewer roles in more complex programmes Has applied the competency in depth in one or two key areas Applies the competency consistently across a range of functions at most levels in the organisation to create desired outcomes. Exercises considerable independent judgement on the correct use and appropriate application of the competency in varied or diverse situations. Will share knowledge of competency with others and may be viewed as the skills transfer resource for the competency within the department. Capable of training and developing others to competent level Competent Has good practical knowledge of the competency gained through proper or sufficient training and regular use Is capable and/or efficient in using the competency consistently and demonstrates appropriate and timely use of the competency to resolve or address various business situations within their area of responsibility. May require advice and guidance on using advanced aspects of the competency to deal with more intricate or involved situations.

14 Some DFID or comparable experience in the competency in less complex programmes Aware Has limited experience and practical understanding of the competency gained through basic introductory training and/or a small number of projects. Has adequate knowledge of the competency to allow limited practice and application but may need to seek advice and guidance.

15 Expectations of Programme Managers at different grades Annex 4 People at different grades perform Programme Management functions. It is not possible to be specific about the exact role at each grade. That will be determined by the size and complexity of the programmes you are managing, the degree of challenge in the operating environment and the extent to which there are other staff available to share responsibilities. However in broad terms we see more senior roles performing the higher end roles and more junior roles performing the lower end roles. At the higher end of the scale you will: Have a well developed awareness of the wider context in which you are working and understand clearly how your role fits into DFID s overall strategy and approach. Manage effectively a portfolio of programmes, or large and complex programmes, ensuring results and value for money. Build a team with the right skills and talent mix to deliver, creating an environment that values learning. Demonstrate leadership, vision and direction, motivating your team and driving performance improvement. Manage your team effectively, rewarding good performance and dealing firmly, but fairly, with poor performance. Provide both practical and strategic guidance to others; extensive knowledge and practical experience Demonstrate sound understanding of DFID policies and procedures and be able to interpret them flexibly/pragmatically. Represent DFID effectively at senior levels with partner organisations and Governments. Make decisions quickly and effectively, taking account of evidence, options and risks Be seen by others as a source of advice and expertise. Promote and reward innovation and managed risk. Have regard to maintaining and enhancing DFID s reputation At the lower end of the scale you will: Ensure compliance with the Blue Book, How To Notes and other guidance. Apply DFID policy and provide appropriate support to a programme team. Manage small or simple projects, ensuring all key tasks are carried out according to DFID guidelines. Demonstrate awareness of the DFID Project Cycle. Apply the processes, procedures and standards set out in the Blue Book Follow instructions, carrying out tasks as directed by your manager. Seek advice, expertise and decisions from others.

16 Be aware of how your job contributes to your team s work. Be open to change and better ways of doing things. Seek to build your skills and keep your knowledge current. Establish good working relationships with your counterparts in partner organisations and Governments. Look for and suggest ways to do your job more efficiently, and to improve value for money.

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent Level4 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

Climate and Environment Advisers Competency Framework

Climate and Environment Advisers Competency Framework Climate and Environment Advisers Competency Framework Climate Change and Environment issues are fundamentally linked. Climate change causes and exacerbates the loss of biodiversity. The loss of biodiversity

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

GOVERNMENT INTERNAL AUDIT COMPETENCY FRAMEWORK

GOVERNMENT INTERNAL AUDIT COMPETENCY FRAMEWORK GOVERNMENT INTERNAL AUDIT COMPETENCY FRAMEWORK March 2007 Government Internal Audit Profession This framework has been compiled by the Assurance, Control and Risk Team and the PSG Competency Framework

More information

HEAD OF SALES AND MARKETING

HEAD OF SALES AND MARKETING HEAD OF SALES AND MARKETING Job details Reference number: GO-HOSM-2013 Job Title: Head of Sales and Marketing Supervisor: Managing Director Location: Kenya Job summary Reporting to the Managing Director,

More information

Making a positive difference for energy consumers. Competency Framework Band C

Making a positive difference for energy consumers. Competency Framework Band C Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( ) Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility

More information

Managing Supply Chain Impacts

Managing Supply Chain Impacts Managing Supply Chain Impacts Increasing shareholder, public and media scrutiny means that any irregular or irresponsible practices within an organisation's supply chain can permanently damage an organisation's

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Procurement & Supply Chain Team. Purpose of the Role

Procurement & Supply Chain Team. Purpose of the Role Role: Responsible To: Responsible For: Location: Procurement & Supply Chain Manager Assistant Director of Finance Procurement & Supply Chain Team Liverpool Purpose of the Role Oversee the group s procurement

More information

Achieve. Performance objectives

Achieve. Performance objectives Achieve Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants.

More information

Position Description

Position Description Position Description Job title Group Section Responsible to Responsibility for staff Project Coordinator Natural Resource Operations Rotorua Lakes Protection & Restoration Programme Rotorua Lakes Business

More information

JOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300.

JOB AND PERSON SPECIFICATION. It has an annual budget of approximately 50 million and currently a staff of approximately 300. JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Adviser - HR Operations Section G Reports To: Head of HR Operations General Information The Commonwealth Secretariat is the principal intergovernmental

More information

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time

More information

Global Fund Competency Behaviors by Organisation Level 2016

Global Fund Competency Behaviors by Organisation Level 2016 Senior Manager (examples: Division Head, Department Head, Regional manager) Core Expertise Scope Applies both professional and management skills effectively and promotes processes and systems to encourage

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011

More information

Housing Association Regulatory Assessment

Housing Association Regulatory Assessment Welsh Government Housing Directorate - Regulation Housing Association Regulatory Assessment Melin Homes Limited Registration number: L110 Date of publication: 20 December 2013 Welsh Government Housing

More information

Science and Engineering Professional Framework

Science and Engineering Professional Framework Contents: Introduction... 2 Who is the professional framework for?... 2 Using the science and engineering professional framework... 2 Summary of the Science and Engineering Professional Framework... 3

More information

Risk Management & Business Continuity Manual 2011-2014

Risk Management & Business Continuity Manual 2011-2014 ANNEX C Risk Management & Business Continuity Manual 2011-2014 Produced by the Risk Produced and by the Business Risk and Business Continuity Continuity Team Team February 2011 April 2011 Draft V.10 Page

More information

Finance Business Partner

Finance Business Partner Job Title: Finance Business Partner Job Grade: Band 6 Band 7 Directorate: Job Reference Number: Corporate Services P01410 The Role Part of a Finance Business Partnering Team, you will report to the Senior

More information

Head of Engineering Job Description

Head of Engineering Job Description Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.

More information

UoD IT Job Description

UoD IT Job Description UoD IT Job Description Role: Projects Portfolio Manager HERA Grade: 8 Responsible to: Director of IT Accountable for: Day to day leadership of team members and assigned workload Key Relationships: Management

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Job Grade: Band 5. Job Reference Number:

Job Grade: Band 5. Job Reference Number: Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the

More information

Job description Customer Care Team Leader (Engagement)

Job description Customer Care Team Leader (Engagement) Job description Customer Care Team Leader (Engagement) Main purpose of job The Customer Care Team Leader will manage the day to day running of the internal Customer Care engagement team, ensuring it provides

More information

WOMEN S HEALTH VICTORIA POSITION DESCRIPTION

WOMEN S HEALTH VICTORIA POSITION DESCRIPTION WOMEN S HEALTH VICTORIA POSITION DESCRIPTION Title Classification Team Work location Employment type Policy and Health Promotion Manager WHV Enterprise Agreement 2013 Level 5 Classification Policy and

More information

Performance Management arrangements for the Senior Civil Service HR Practitioners Guide

Performance Management arrangements for the Senior Civil Service HR Practitioners Guide Performance Management arrangements for the Senior Civil Service HR Practitioners Guide 1 CONTENTS PAGE 1. Introduction 3 2. Performance Management Process 5 3. Performance Planning and Objective Setting

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Current Employment Opportunities Full Time Staff

Current Employment Opportunities Full Time Staff Current Vacancies: I. Senior Project Manager - Project Management Unit (PMU)... 2 II. Human Development and Social Inclusion Consultant and Senior Consultant... 6 I. Senior Project Manager - Project Management

More information

Talent Management and OD Specialist

Talent Management and OD Specialist Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

Ongoing N/A TBC. Baseline

Ongoing N/A TBC. Baseline Position Title: Executive General Manager, Core Services Systems Operations Classification: SES Band 2 Position Number: 1018 Position Status (ongoing/nonongoing): Ongoing Division: Core Services Systems

More information

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client

More information

Policy Profession. Skills and Knowledge framework. Find out more now by going to www.civilservice.gov.uk/learning

Policy Profession. Skills and Knowledge framework. Find out more now by going to www.civilservice.gov.uk/learning Policy Profession Skills and Knowledge framework Find out more now by going to www.civilservice.gov.uk/learning Introduction to the Policy Profession Skills and Knowledge framework The policy profession

More information

Manager Service Transition

Manager Service Transition Revised Manager Service Transition Your position description Your: Location Group Business unit / team Wellington Organisation Capability & Services IT Solutions / Service Transition Pay Group MGR Band

More information

Chartered Manager Degree Apprenticeship Assessment Plan

Chartered Manager Degree Apprenticeship Assessment Plan Chartered Manager Degree Apprenticeship Assessment Plan Crown copyright 2015 You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government

More information

Role Description Director ICT Governance, Security and Risk

Role Description Director ICT Governance, Security and Risk Role Description Director ICT Governance, Security and Risk Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code 262112 PCAT Code 1226892 Date of Approval 03 March 2014 Work

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Code of Corporate Governance

Code of Corporate Governance www.surreycc.gov.uk Making Surrey a better place Code of Corporate Governance October 2013 1 This page is intentionally blank 2 CONTENTS PAGE Commitment to good governance 4 Good governance principles

More information

Position Description

Position Description Position Description Position details: Title: Reports to: Reports professionally to: Date: Nurse Educator General Medicine Nurse Unit Manager General Medicine Nurse Unit Manager General Medicine November

More information

Sub-section Content. 1 Formalities - Post title: Risk Consultant - Reports to: Head of Group Risk - Division: xxx - Location: xxx

Sub-section Content. 1 Formalities - Post title: Risk Consultant - Reports to: Head of Group Risk - Division: xxx - Location: xxx Sub-section Content 1 Formalities - Post title: Risk Consultant - Reports to: Head of Group Risk - Division: xxx - Location: xxx 2 Job Purpose - To support the implementation of an Enterprise Risk Management

More information

BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development

BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE POST: Head of Human Resources & Organisational Development SALARY SCALE: Service Area Head Scale Points 14-18 RESPONSIBLE TO: RESPONSIBLE FOR: Director

More information

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

Managing for Results. Purpose. Managing for Results Practitioner-level Standards

Managing for Results. Purpose. Managing for Results Practitioner-level Standards Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right

More information

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010

MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 MANAGER, HUMAN RESOURCES CONSULTING JOB & PERSON SPECIFICATION NOVEMBER 2010 POSITION TITLE Position Title: Manager HR Consulting Position Number: 3520 Faculty/Division: Division of Services and Resources

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Environment Sustainability & Highways

Environment Sustainability & Highways Job Title: ICT Contract Manager Job Grade: Band 5 Directorate: Environment Sustainability & Highways Job Reference Number: P01265 The Role The ideal candidate for this role would be a perceptive, technically

More information

Role Description Vendor Relationship Manager ICT

Role Description Vendor Relationship Manager ICT Role Description Vendor Relationship Manager ICT Classification/Grade/Band Clerk Grade 9/10 ANZSCO Code PCAT Code Date of Approval Primary purpose of the role The Vendor Relationship Manager ICT is responsible

More information

These guidelines can help you in taking the first step and adopt a sustainability policy as well as plan your further sustainability communication.

These guidelines can help you in taking the first step and adopt a sustainability policy as well as plan your further sustainability communication. SUSTAINABILITY POLICY AND COMMUNICATION GUIDELINES Why communicate about sustainability? IFU encourages all our investments to be transparent and informative about business and sustainability performance

More information

Hertsmere Borough Council. Data Quality Strategy. December 2009 1

Hertsmere Borough Council. Data Quality Strategy. December 2009 1 Hertsmere Borough Council Data Quality Strategy December 2009 1 INTRODUCTION Public services need reliable, accurate and timely information with which to manage services, inform users and account for performance.

More information

7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers

7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers Contents Page 1 Introduction 2 2 Objectives of the Strategy 2 3 Data Quality Standards 3 4 The National Indicator Set 3 5 Structure of this Strategy 3 5.1 Awareness 4 5.2 Definitions 4 5.3 Recording 4

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

2. To support the Management Team through the assessment of learners work and assist in moderation where required.

2. To support the Management Team through the assessment of learners work and assist in moderation where required. Job Description Job Title: Lecturer Location: Sutton College Group: People s Directorate / Sutton College Post Number: S314655 Grade: Lect Mgt Spine 7 15 Department: Curriculum Responsible To: Assistant

More information

OUR CODE OF ETHICS. June 2013

OUR CODE OF ETHICS. June 2013 OUR CODE OF ETHICS. June 2013 OUR CODE OF ETHICS GUIDING PRINCIPLES Ethical behaviour is an integral part of the way we do business. It's crucial that all our stakeholders are able to trust us to treat

More information

Job Title: Lead Practitioner Science KS4. Position Overview

Job Title: Lead Practitioner Science KS4. Position Overview Job Title: Lead Practitioner Science KS4 Salary: L3 L7 Position Overview Responsible to: Director of Science. Teacher of Science Key purposes: a) To carry out the professional duties of a teacher as described

More information

Guide to CQI Qualifications for learners

Guide to CQI Qualifications for learners Guide to CQI Qualifications for learners CQI Qualifications and Professional Recognition Quality management is about improving organisational performance in delivering product and service that meet customer

More information

Corporate Governance Standard for the Civil Service

Corporate Governance Standard for the Civil Service Corporate Governance Standard for the Civil Service 0 Contents Introduction... 1 Governance Principles, and Overview of Governance Framework.. 3 Chapters Chapter 1 - Department Overview... 7 Chapter 2

More information

January 2016. Brand and Campaigns Executive: Information for Candidates

January 2016. Brand and Campaigns Executive: Information for Candidates January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you

More information

Assistant Director - Engineering and Construction

Assistant Director - Engineering and Construction Assistant Director - Engineering and Construction Job Description Area : Faculty of Humanities, English and STEM Salary : M1 Hours of Work (Full-time/Part-time) : Full-time Line Manager : Director of Faculty

More information

JOB DESCRIPTION. Director Solent Leadership Academy. Leadership Team RESPONSIBLE KEY PURPOSE: LINE MANAGEMENT:

JOB DESCRIPTION. Director Solent Leadership Academy. Leadership Team RESPONSIBLE KEY PURPOSE: LINE MANAGEMENT: JOB DESCRIPTION POST: Director Solent Leadership Academy GRADE: Spot salary RESPONSIBLE TO: Deputy Principal LINE MANAGEMENT: Leadership Team RESPONSIBLE FOR: Curriculum Management Curriculum planning,

More information

Business Intelligence Analyst. Business Intelligence Manager (BIM) 1028 Heslerton Road, Dunsandel, Canterbury

Business Intelligence Analyst. Business Intelligence Manager (BIM) 1028 Heslerton Road, Dunsandel, Canterbury Position Reports to Business Intelligence Analyst Business Intelligence Manager (BIM) Company Synlait Milk Ltd Date: February 2013 Location 1028 Heslerton Road, Dunsandel, Canterbury Purpose Support Synlait

More information

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

Senior Leadership Team and Class Teacher Job Description & Person Specification

Senior Leadership Team and Class Teacher Job Description & Person Specification Senior Leadership Team and Class Teacher Job Description & Person Specification SCHOOL Queen Eleanor s C of E Junior School TITLE Senior Leadership Team & Class Teacher JOB PURPOSE As part of the Leadership

More information

Digital Industries Apprenticeship: Assessment Plan. Cyber Security Technologist. April 2016

Digital Industries Apprenticeship: Assessment Plan. Cyber Security Technologist. April 2016 Digital Industries Apprenticeship: Assessment Plan Cyber Security Technologist April 2016 1 Digital Industries Apprenticeships: Assessment Plan 1. General Introduction and Overview The apprenticeship Standard

More information

Role Description Metro Operations, Data Analyst

Role Description Metro Operations, Data Analyst Role Description Metro Operations, Data Analyst Cluster Agency Division/Branch/Unit Location Transport Transport for NSW Infrastructure & Services / Service Delivery & Performance / Metro Service Delivery

More information

Job Description. Industry business analyst. Salary Band: Purpose of Job

Job Description. Industry business analyst. Salary Band: Purpose of Job Job Description Job Title: Industry business analyst Division/Company: Industry Policy/Payments UK Reporting To: Director of Industry Policy Salary and: C Purpose of Job To provide thought leadership and

More information

Master Level Competency Model

Master Level Competency Model Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in

More information

Chief Information Officer

Chief Information Officer Security manager Job description Job title Security manager Location Wellington Group Organisation Development Business unit / team IT Solutions Grade and salary range Pay Group 1, Pay Band 6 Reports to

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date

More information

Good Practice Guide: the internal audit role in information assurance

Good Practice Guide: the internal audit role in information assurance Good Practice Guide: the internal audit role in information assurance Janaury 2010 Good Practice Guide: the internal audit role in information assurance January 2010 Official versions of this document

More information

Works closely with all members of the Training and Consultancy team, and the wider Operations, Fundraising and Marketing directorate.

Works closely with all members of the Training and Consultancy team, and the wider Operations, Fundraising and Marketing directorate. Job description Training Officer Main purpose of job The main purpose of this role is to co-ordinate the department s training and marketing activities provide market intelligence to the Training team

More information

Customer Service Cluster Manager

Customer Service Cluster Manager London Borough of Camden JOB PROFILE Cluster POSITION TITLE: cluster manager DIRECTORATE: Culture and Environment DIVISION: Culture and customer service JOB FAMILY: SERVICE: service GRADE: PO6 REPORTS

More information

SAP Solutions Analyst (Finance and Payroll)

SAP Solutions Analyst (Finance and Payroll) SAP Solutions Analyst (Finance and Payroll) IT Services Application Services Salary Grade 8-40,847-45,954 per annum Open Ended Contract Ref: CSE00899 At Leicester we re going places. Ranked in the top-12

More information

Job Description. Barnet Band & scale range. No. of staff responsible for 0 Budget responsibility ( ) Purpose of Job

Job Description. Barnet Band & scale range. No. of staff responsible for 0 Budget responsibility ( ) Purpose of Job Job Title Barnet Band & scale range Reports to Service area No. of staff responsible for 0 Budget responsibility ( ) Purpose of Job Job Description Partnership Manager Commissioning Group The will support

More information

Wales Procurement Policy Statement

Wales Procurement Policy Statement Wales Procurement Policy Statement In December 2012 I launched the Wales Procurement Policy Statement (WPPS) setting out the principles by which I expect public sector procurement to be delivered in Wales.

More information

NSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer)

NSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer) NSPCC JOB DESCRIPTION Job Title: Database Training and Support Manager (Grade 5 - Senior Business Support Officer) Function: Department: Supporter Services and Database Administration Supporter Experience

More information

Competence Criteria for Member (MCIBSE)

Competence Criteria for Member (MCIBSE) Competence Criteria for Member (MCIBSE) FACTSHEET M21 The competence criteria for the Member grade of CIBSE (MCIBSE) is directly aligned to the Competence Statements issued by the Engineering Council,

More information

Generic grade descriptors and supplementary subjectspecific guidance for inspectors on making judgements during visits to schools

Generic grade descriptors and supplementary subjectspecific guidance for inspectors on making judgements during visits to schools Religious education Generic grade descriptors and supplementary subjectspecific guidance for inspectors on making judgements during visits to schools Inspectors visit 150 schools each year to inform Ofsted

More information

Shared service centres

Shared service centres Report by the Comptroller and Auditor General Cabinet Office Shared service centres HC 16 SESSION 2016-17 20 MAY 2016 4 Key facts Shared service centres Key facts 90m estimated savings made to date by

More information

Job description. Merlin. Department. Main purpose of the role

Job description. Merlin. Department. Main purpose of the role Job description Position: Regional Logistics Advisor Department: Logistics Responsible to: Head of Logistics Responsible for: Administrator, Intern, Technical Management of LogCos Works with: Field Logco

More information

Job Description Strategic Projects Team Leader

Job Description Strategic Projects Team Leader Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations:

More information

Job Description. contribute to the development and successful implementation of ATM s plans.

Job Description. contribute to the development and successful implementation of ATM s plans. Job Description Position: Curriculum and Operations Manager Salary Range: 34,295 to 38599 Reporting to: Director of Operations and Performance Responsible for: Programme Leader, Advance Teaching Practitioner,

More information

Job Description. Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required

Job Description. Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required Job Description Job Title: Grade: Accountable to: Base: 1. JOB PURPOSE Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required The purpose of the

More information

The Compliance Universe

The Compliance Universe The Compliance Universe Principle 6.1 The board should ensure that the company complies with applicable laws and considers adherence to non-binding rules, codes and standards This practice note is intended

More information

JOB DESCRIPTION. Head of Learning and Standards. Salary grade: Management Scale 2 + 1

JOB DESCRIPTION. Head of Learning and Standards. Salary grade: Management Scale 2 + 1 JOB DESCRIPTION Job Title: Responsible to: Head of Learning and Standards Director of Faculty Salary grade: Management Scale 2 + 1 Hours per week: 21.6 hours per week Main Purpose of the Role 1. To manage

More information

FAO Competency Framework

FAO Competency Framework FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from

More information

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION

PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management

More information

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF) Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership

More information

Director of Development and External Affairs (DDEA)

Director of Development and External Affairs (DDEA) JOB DESCRIPTION Post Digital Development Manager Job Family Specialist, Professional and Administrative Grade 6 Role code DDM001 Status Full-time Contract Type Permanent Reporting to Director of Development

More information