The Role of Administration Officer Date: 1 September 2007 Central Administration and Finance Team Grade: Grade K Hours of work: 37 Flexible working hours: Yes Suitable for Job Share: Yes Purpose To provide administration support to an administration team. Corporate Role Exercise positive communication skills at all levels to promote the Council s aims and objectives to create a supportive, positive and motivational climate; Assist the Head of Service to identify and deliver the administration support required to deliver the service plan priorities; Have a detailed knowledge of the service plan and to promote this to their team; Participate in corporate projects and tasks, as appropriate. Service Role Be responsible and accountable for ensuring that your performance within the team is in line with the Council s desired culture e.g. can do, teamwork and continuous improvement; Maintain a customer focus at all times, ensuring awareness of customers current and future expectations; Provide support to the team in the production and recording of monthly, quarterly and annual Performance Indicators for the service and the production and recording of this information in an appropriate format. Regularly review and improve administrative processes, with a view to obtaining optimum effectiveness in areas for which they are responsible. Implement Council procedures and policies in their team; Be involved in creating a culture of continuous improvement, performance oriented learning, innovation and trust within their team; Role Specific Duties Act as a main point of telephone contact. Administer purchase orders and invoices using the Council s financial and e- procurement systems. Assist in finance administration related duties. Assist in the distribution and return of appropriate paperwork. Co-ordinate the monitoring and notification of corporate and national returns. Assist in receipting monies. Check applications and paperwork for completeness prior to processing. Input and register of paperwork and applications. Track the progress of casework for professional officers.
Provide advice on administrative procedures. Make logistical arrangement for meetings. Administer inventories of the Council. Maintain staff records, as appropriate. Send out Council correspondence, including large volume distributions. Carry out electronic and manual filing. Send faxes and take telephone messages. Undertake photocopying and scanning duties. Order and distribute stationery. Undertake any other duties, appropriate to the Administration Officer role, as may be instructed. General Be aware of your individual responsibilities in terms of health and safety, including identifying at your appraisal appropriate health and safety training for yourself; Assist in the staff induction process for all new members of staff, where requested by the Team Leader; Through the Appraisal Scheme, review and identify your training needs in order to develop your skills and abilities; Undertake other roles and responsibilities as specified by the Team Leader or Head of Service. Relationships Internal Accountancy Team, Head of Service, budget holders, members of staff External creditors, suppliers Staff Responsibilities None
Terms and Conditions Status of car use: Casual car user allowance. Car user allowances are paid to a maximum of 1450cc but employees can have whatever size engine they choose. Car parking: Town Centre car parks. Employees have the option to make use of free car parking in District Council car parks, e.g. Bridgefoot, Windsor Street, Recreation Ground or Arden Street. This is not a contractual obligation. The postholder will be based at: Smoking policy: Security Access : Politically Restricted Post: Telephone Rental Paid: Criminal Records Bureau Check: Relocation Expenses: Elizabeth House The Council operates a 'no smoking' policy. ID No No No if yes please state enhanced or standard No Disability People with disabilities will be guaranteed an interview, providing they meet the minimum criteria for the position, and that they declare their disability on their application form. The Department of Education and Employment Definition of a disabled person is as follows :- "Someone with a physical or mental impairment which has substantial and long-term adverse effects on his/her ability to carry out normal day to day activities. Bank Holidays FOR THOSE THAT STARTED PRIOR TO 1998 AND DO NOT WANT TO CHANGE CONTRACTS: As well as annual leave entitlement there are 8 days which are Bank Holidays. Prior to 1 July 1998 the Council granted a further 3 extra statutory days, 1 at the Easter break, 1 in May, 1 in August. Staff employed by the authority before 1 July 1998 may choose to retain these days as bank holidays, but if they choose this option then they cannot work on any of these days. There is one further extra statutory day given during the Christmas break. The date is agreed by the Chief Executive and Unison each year. OR: FOR THOSE THAT STARTED AFTER 1998 AND THOSE WANTING TO CHANGE: As well as annual leave entitlement there are 8 days which are Bank Holidays. On top of these days the Council grants one extra statutory day during the Christmas period. The date is agreed by the Chief Executive and Unison each year. Prevention of Fraud This Council is under a duty to protect the public funds it administers, and to this end may use the information you supply for the prevention and detection of fraud. It may also share this information with other bodies administering public funds solely for these purposes. (This practice is sometimes known as "Data Matching"). Public Meetings The Council has committed to making public meetings more accessible. This may mean that from time to time you will be required to attend twilight or evening meetings. A scheme for reimbursement or time off in lieu is in operation for meetings that extend beyond normal working hours.
Preparation date: August 2007 Signed by: Employee Line Manager Head of Service Human Resources
Person Specification Administration Officer This person specification identifies the key competencies required of the postholder and is derived from the Council s competency framework. Applicants for appointment must structure their application to give a general description of their experience and understanding, and give examples of success where indicated in the person specification. COMPETENCY: KNOWS OUR ORGANISATION Understands SDC Understands SDC Community Plan and Corporate Strategy; how SDC needs to operate to achieve these and how they need to contribute. Tested By Knows why SDC exists; how we fit with central government, the county council and other strategic partners. Understands from where SDC receives its revenue and the key factors that they need to manage to achieve further financial efficiency. Understands the Community and Customers Understands SDC's leadership role in the community now and in the future, and how their actions can support this. Identifies and understands the key needs and aspirations of our community and how SDC can deliver an improving quality of life. Continuously identifies SDC's customer base; customer needs and expectations to achieve excellence in service delivery.
COMPETENCY: LEADS INSPIRATIONALLY Achieves High Performance Is proactive in understanding their role and what is expected of themselves and their own specific performance goals. Sets high standards and does their best to achieve targets whilst maintaining complete professionalism. Understands sub par performance is unacceptable and maintains their high levels of performance. Tested by Adaptive and Flexible Adapts leadership style to different people, cultures and situations. Understands the impact of their actions on colleagues, customers and other stakeholders. Makes best and innovative use of diverse talent, latest technology and effective resources to deliver results. Anticipates events, manages risks and innovatively adapts approach to achieve the best possible outcome. Develops Individuals Inspires others to be confident and achieve high performance by acting as an effective role model. Understands what motivates individuals and adapts their own style to encourage and maintain individual performance. Recognises high performance of colleagues including their boss and praises them. Demonstrates appropriate behaviours at all times and challenges inappropriate behaviour by others. COMPETENCY: EFFECTIVE MANAGEMENT Manages Work - Regular Tasks and Projects Tests the feasibility of initiatives and where appropriate, builds a good business case and gains the support of key stakeholders. Takes responsibility for developing innovative and robust plans with clear goals, milestones and performance measures to achieve the Corporate Strategy as well as non-project work. Interview/Planni ng Exercise Constantly considers new and innovative ways of improving the way things are done. Delivers Clearly sets out what they are going to deliver and then delivers right first time. Takes responsibility for successfully resolving issues without referral, but knows when to escalate with well considered options. Maintains effective monitoring and control to ensure plans remain on track, aligned to strategic goals and congruent with other initiatives. Interview / Complaints Exercise Builds and maintains support of key stakeholders to ensure successful delivery of projects and tasks. COMPETENCY: CONSTRUCTIVE WORKING RELATIONSHIPS Team Player Tested By
Is committed to achieving agreed targets (aligned to the Corporate Strategy) and the ongoing improvement of the Council s performance. Constructively works towards achieving the Service Plans and/or Team Plans. Actively supports and contributes to successful development and operation of their relevant teams. Form/Interview Working across the Council Actively promotes and supports the redistribution and utilisation of resources across the organisation to enhance the achievement of the organisational goals. Knows relevant details of other service areas to ensure that all areas are compatible and aligned to deliver the organisational goals and to effectively perform their role. Effectively and regularly communicates feedback and new ideas with their teams and other project teams to increase organisational knowledge and effectiveness. 360 0 Influencer Understands the working style of their boss and colleagues and takes responsibility for managing the relationships. Builds open, trusting and respectful relationships with councillors and people at all levels in SDC to the benefit of all. Works effectively with external partners to deliver the vision and aims for the district. Assimilates and communicates information between senior management and staff in both directions. Stakeholder Supporter Shows respect for and empathy towards customers in aiming to satisfy their needs. Respects the democratic role of councillors and focuses on meeting their needs whilst providing guidance on feasibility and appropriateness of initiatives. See themselves as an Ambassador for the Council particularly when dealing with community representatives.
COMPETENCY: PERSONALLY EFFECTIVE Confident Achiever Is professional, confident and assertive believing they can make a positive difference in SDC. Constructively challenges and is prepared to be challenged in the spirit of achieving the best for all. See themselves as working for The Council with a commitment to the public service ethic and the role of local government. Tested by Is motivated by challenges, achieves and celebrates success. Competent Is technically competent in their role and maintains a broad management competence base. Proactively seeks knowledge from colleagues as well as passes on knowledge to colleagues. Seeks local and global best practice from respected sources, using it effectively to continually improve. Communicates effectively considering how, when and what to communicate. Self Managing Self monitoring of performance whilst striving for excellence and better performance. Solves problems effectively using all gathered information to consider options in making realistic decisions. Takes difficult decisions and measures risks. Takes responsibility for their own career and professional development.