Head of Finance Candidate Pack

Transcription

1 Head of Finance Candidate Pack Contents Welcome Note from Kate Husselbee, Director of Corporate Services... 2 About the College of Policing... 3 Job Description... 5 Response Instructions... 8 Indicative Timescales... 8 Annex Seven Principles of Public Life... 9 Version 1.6 Page 1 of 9

2 Welcome Note from Kate Husselbee, Director of Corporate Services Thank you for your interest in becoming Head of Finance for the College of Policing. This is an exciting time to join the College. We are the first professional body for everybody who works in policing in England & Wales. The College of Policing will make a real difference to how people across all parts of policing are supported to protect the public in all of our communities. The changing nature of crime, society and modes of communication means that the skills and knowledge required of the police have changed and will continue to change. Policing is no longer a craft; it deals with new demands and challenges and it is a profession. This means defining ways of working, knowledge, culture and the leadership we need in policing in the 21 st century. The College is setting standards across policing, embedding ethics and the questioning culture that we see in other successful professions whilst driving the growth of evidence-based policing. We support the continuing professional development and education of all of our future members and aim to attract the best people to join the police at all grades and ranks. The College is currently a company limited by guarantee and an arms-length body of the Home Office. Currently the College has a funding envelope of circa 75M pa. This is generated by a combination of commercial sales but remains predominantly grant in aid from the Home Office. We are committed to having the right people with the right skills, knowledge and experience to enable us to achieve our aspirations, working in the public interest and building the profession of policing. As Head of Finance you would play a significant role in securing the College s long-term success, playing a leading role in setting its strategic financial direction and making a real difference to policing and public protection across England & Wales. You will need to be both strategically minded and technically competent, able to develop relationships quickly, and constructively challenge stakeholders. As the Head of Finance you will lead the finance function, display an ability to think and act independently, whilst showing tenacity and resilience. I hope that you will find this an exciting and attractive opportunity. Kate Husselbee Version 1.6 Page 2 of 9

3 About the College of Policing The College was established in October 2012 as the first professional body for all those working in policing in England & Wales. We work in the public interest. Our Chief Executive is Chief Constable Alex Marshall QPM. Our Board of Directors is currently temporarily chaired by Millie Banerjee and comprises individuals who bring knowledge, skills and experience from across different sectors, including policing, academia, business and government. Our vision is to be a world class professional body, equipping members with the skills and knowledge to prevent crime, protect the public and secure public trust. Our purpose is to: set standards of professional practice identify, develop and promote good practice, based on evidence support the professional development of those working in policing support police forces and other organisations to work together to protect the public and prevent crime identify, develop and promote ethics, values and standards of integrity Our values are: Integrity we do what we say by: delivering a professional service; admitting when we make a mistake; upholding the police Code of Ethics. Respect we are open and honest by: promoting equality and allowing everyone to have a voice; working collaboratively; making and communicating our decisions openly and welcoming challenge. Our ways of working are: Evidence we generate and share evidence by: supporting innovation; saying when we do not know something; making decisions based on the best evidence available. Version 1.6 Page 3 of 9

4 Improvement we aim to develop continuously by: learning from everything we do; supporting our members and staff to reach their maximum potential; being effective and efficient. In just over four years we have begun to embed the characteristics found in the best professions. Through the Code of Ethics, a curriculum for policing, continuous professional development and robust accreditation of training and training providers, we are helping officers and staff across policing to take responsibility for acquiring the skills and knowledge they need to succeed. In the next 12 months, we will develop our membership offer, gathering information from members about the services they want and would be prepared to pay for. We have established a Members Committee to ensure that our members have a strong voice in the governance of the College. We work within a complex and changing landscape and with a wide range of partners, including Chief Constables, Police and Crime Commissioners, representative bodies from across policing, trade unions, the National Crime Agency, the Independent Police Complaints Commission, Her Majesty s Inspectorate of Constabulary, academic partners, third sector organisations and interest groups, the Home Office and other government departments. Our Five-Year Strategy and further information about our governance, work and partners are available on our website. Version 1.6 Page 4 of 9

5 Job Description Job Title Head of Finance Reporting to Director Corporate Services Tier 2 Purpose To lead, develop and manage the Finance function of the College, encompassing financial strategy and planning, budgetary management and control, financial forecasting, investment and procurement. This role will lead the quantification of the resourcing requirements for the College and provide professional support to the College s commercial development. The role will ensure compliance with all statutory requirements and Treasury rules and will include the production of the College s financial accounts. This role is a high profile senior appointment requiring positive influence and engagement with key individuals and stakeholders both within the College and externally. Accountabilities Accountability / Key Activity 1. Strategic. Lead on the College s financial strategy to inform the College s business planning, decisionmaking and development. Lead on the budgeting process and work closely with the business on the annual business planning cycle. Ensure the appropriateness of the key assumptions underlying business plans and budgets and provide advice to the executive on these matters. Lead on the provision of financial analysis, advice and professional judgement underpinning all key resource based decisions. Act as the main contact between the College and the Home Office/Treasury on financial matters, developing and maintaining effective relationships. Horizon scan to ensure statutory requirements or future changes are complied with correctly and cost-efficiently. Be the principal source of advice to the development of the commercial focus of the College. This will encompass the provision of support and advice to the development and delivery of College products which include national and international training and the development of digital applications. 2. Budgetary Management. Lead on the budgetary management arrangements for all College funding, preparing annual budgets and quarterly forecasts aligned to strategic and business plan objectives. Provide full accounting services to budget holders and the executive during the planning and budgeting process. Develop and maintain an effective business partnership model between the Finance function and the College s budget managers to provide professional support, advice and constructive challenge where appropriate. Ensure the production of accurate monthly management accounts within the agreed month end timetable. Produce and implement financial policies and procedures, and ensure the scheme of delegation is clearly set out and followed across the College. Ensure that the College s rules and regulations are accurate and proportionate, and are adhered to. Version 1.6 Page 5 of 9

6 3. Statutory Accounts. Lead, oversee and manage all financial accounting activity essential for the successful production of College statutory accounts. This includes direct engagement with the National Audit Office ensuring a productive and professional relationship. Manage taxation, N.I. and VAT issues including the preparation and submission of returns and reports. As a Company limited by guarantee, ensure that the College s financial accounting requirements satisfy both Central Government and the Treasury, and also comply with the Companies Acts. Responsible for overall management of day to day internal financial controls and assets including the detection and monitoring of fraud. 4. Leadership. As a member of the Corporate Services leadership team, play an effective part in the leadership of the College as a whole. Act as a role model, embodying the College s code of ethics, values, ways of working and commitment to equality, diversity and inclusion at all times. Lead and manage the finance function, including the procurement team, to inspire, motivate and engage staff and lead change. Ensure that strategic and operational financial risks are identified, assessed and proactively managed. Uphold and promote the principles inherent within Managing Public Money, conducting a continuous search for value for money and improved outcomes from scarce resources. Dimensions People Management Circa staff Budget Personal management circa 1m. Oversight and coordination of budgetary management of the entire College finances circa 75m. Essential Criteria - Qualifications ACCA or CIMA fully qualified. Essential Criteria Skills and Knowledge Significant experience of financial management in a public facing multi-stakeholder organisation.at middle or senior management level. Proven ability to develop an effective financial strategy that meets the needs of the business. Strong engagement and negotiation skills with a proven ability to build strong, effective, credible and successful working relationships across functional boundaries and with external stakeholders. Evidence of the effective provision of financial advice to Board members and the Executive. Proven ability to present complex issues in simple, succinct and digestible terms to non-financial audiences/colleagues. Evidence of liaising effectively with internal and external auditors. Evidence of successfully leading and managing a finance team, shaping and influencing their future direction and performance. Proven ability to deliver change, with particular reference to the people and communications aspects of change management. Version 1.6 Page 6 of 9

7 Commitment to promoting equality and diversity. Experience of working within the public sector (desirable). Other Information Will require management level vetting Will require regular travel to all College of Policing locations throughout England Version 1.6 Page 7 of 9

8 Response Instructions If you wish to apply for this position, please download the application form for staff from the vacancies section of the College of Policing website and complete and return by Wednesday 29 March In addition to your application form, please complete the following forms which can also be downloaded from our website: Diversity Monitoring Form Guaranteed Interview Scheme Form if appropriate Please return your application by to or by post to HR Department, Albert Day Building, Sunningdale Park, Larch Avenue, Ascot, SL5 0QE Data Protection The College of Policing takes its obligations under the Data Protection Act seriously. Any data about you will be held in secure conditions with access restricted to those who need it in connection with dealing with your application and the selection process. Data may also be used for the purposes of monitoring the effectiveness of the recruitment process, but in these circumstances will be kept anonymous. The ethnic monitoring form is used for monitoring the selection process only. If you do not wish to have these details recorded please return the form uncompleted. Indicative Timescales Please note that these dates could be subject to change. Please let us know in your application letter if you are unable to meet these timeframes. Advert Closing Date Wednesday 29 March 2017 (midnight) Short Listing Week commencing Monday 3 April 2017 Final Panel Interviews Week commencing Monday 17 April 2017 Selection Process The selection panel will be chaired by the Director of Corporate Services, Kate Husselbee. At the shortlisting meeting the selection panel will assess each application against the essential criteria and decide who to invite for final panel interview. Please note: Expenses incurred by candidates during the recruitment process will not be reimbursed except in exceptional circumstances and only when agreed in advance. Version 1.6 Page 8 of 9

9 Annex Seven Principles of Public Life The principles of public life apply to anyone who works as a public office-holder. This includes all those who are elected or appointed to public office, nationally and locally, and all people appointed to work in the civil service, local government, the police, courts and probation services, NDPBs, and in the health, education, social and care services. All public office-holders are both servants of the public and stewards of public resources. The principles also have application to all those in other sectors delivering public services. Selflessness Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends. Integrity Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties. Objectivity In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit. Accountability Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office. Openness Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands. Honesty Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest. Leadership Holders of public office should promote and support these principles by leadership an Version 1.6 Page 9 of 9