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Position Description

|Role Specification |

|Role Title: |Chief Financial Officer |

|Business Unit: |Enliven |Location: |Central Office |

|Reports to: (role title) |Chief Executive |

|Direct reports (role titles) |Finance Manager, Executive Assistant, ICT Manager |

|Total employees (total number of employees reporting through to this role, if|3 |

|applicable | |

|Purpose of the role (What the role does; how the role contributes to the organisation goals) |

|This role is a critical part of the Executive Management Team responsible to the CEO for the management of the Financial and IT Management |

|Information functions. |

|To ensure the integrity and efficiency of all financial functions within Presbyterian Support Central (PSC) to drive the increased financial |

|stability and sustainability of the organisation. |

| |

|To be accountable for: |

|Financial control: including external reporting, management/internal reporting, maintenance of an effective system of internal controls and |

|financial systems. |

|Decision support/strategy: including budgeting, forecasting, contributing to overall strategy and resource allocation. |

|Risk management: organisational risk framework (strategic, operational and financial). Identify strategic opportunities to raise PSC’s financial |

|performance and to identify, develop and implement opportunities for innovation and change improvement within the organisation. |

|To provide strategic direction and leadership at PSC through membership of the Executive Management team who inspire staff to deliver the |

|strategic plan. |

|Management of statutory requirements for operating Retirement Villages. |

|Management of the villa/ apartment sales process from Notice of Termination to completion of sale to a new licence holder. |

|IT/ Management systems and processes in place that enable the organisation. |

| |

| Leadership Role: As a senior executive the Chief Financial Officer is expected to: |

| |

|Take a leadership role in the development of organisational culture and values. |

|Work closely with the Chief Executive and Executive Leadership Team to ensure all financial, targets and Board deliverables are met. |

|Create a sense of vision, purpose and strategic direction and to lead people towards that vision. |

|Be an advocate for change and lead the organisation through business and cultural change addressing natural resistance in a constructive manner. |

|Lead by example to the highest ethical standards, modelling the organisations values and positively supporting organisation wide leadership |

|initiatives. |

|Demonstrate functional excellence and provide direction and leadership to the finance and IT team and across the organisation as a whole. |

|Develop a strong team with lines of succession and strong functional capability and complete appropriate objective setting and performance review|

|processes. |

|Foster and encourage appropriate professional development. |

|Behave in a manner grounded in integrity, transparency, maturity, care and common sense. |

|Organisation overview |

| |

|Presbyterian Support Central is a not-for-profit organisation providing social services in Taranaki, Whanganui, Horowhenua, Manawatu, Wairarapa |

|and the greater Wellington region. It is one of seven autonomous Presbyterian Support regional organisations providing Christian-based social |

|services across New Zealand. |

|Presbyterian Support Central operates under two service brands: Enliven (Positive Ageing Services), which provides support to residents in our |

|rest homes and to people in their own homes, and Family Works which provides social services to families/whanau and communities. |

|Key Accountabilities (Key activities, tasks and outcomes to be achieved) |

|Finance ,Planning and Decision Support |

|Ensures Annual Plans are delivered on a timely basis and to a high standard. |

|Takes responsibility for consolidations, statutory reporting, financial accounting, tax and treasury management. |

|Develops and implements accounting and financial management policies and procedures and ensures adherence to all relevant accounting standards |

|and best practice. |

|Ensures financial systems and controls are in place and operating effectively. |

|Manages the external audit relationship and ensures the comments and recommendations are responded to and implemented appropriately. |

|Meets reporting requirements and provides information in response to Board requests on an accurate and timely basis. |

|Takes responsibility for co-ordinating annual planning and budgeting processes. |

|Leads the capital planning process and ensures efficient capital allocation through use and consistent application of appropriate evaluation |

|tools. |

|Facilitates the completion and approval of business cases and capital expenditure applications including active review, scrutiny and input. |

|Manages trustee relationships, service provider relationships and third-party service level agreements. |

|Maintains an awareness of changes occurring in the operating environment and ensures the future financial impact of these changes are anticipated|

|and responded to. |

|Provides effective financial and commercial support across the organisation to improve financial performance by developing capability in: -Sound |

|financial management - Management reporting and cost management - Budgeting and forecasting - Business case and capex preparation - Capital |

|planning and capital allocation - Financial analysis and interpretation - Cost saving methodologies and process facilitation |

|Assists in the development and execution of business transformation programmes and other projects. |

|Takes responsibility for overall revenue and inventory management. |

|Participates in key decisions relating to strategic and commercial initiatives. |

|Develops activity-based analyses to provide insight into the organisation’s operations and business plans. • Develops effective capability and |

|sponsors best practice in decision support functions |

|Provides the information and facilitates the processes required to ensure the organisation delivers appropriate and agreed financial objectives |

|and targets. |

| |

|Corporate Governance and Risk Management |

|Ensures the PSC complies with all relevant statutory and regulatory obligations. |

|Ensures appropriate risk management, insurance and business continuity programmes, systems and processes necessary to mitigate financial and |

|operational risk are in place and operating. |

|Ensures all registers, including risk and interests’ registers, are maintained in accordance with both organisational and legislative |

|requirements. |

|Ensures an appropriate internal audit programme is in place and operating effectively, facilitating the process of follow up and implementation |

|of internal audit recommendations. |

|Develops, monitors and maintains corporate policy and procedure. |

|Takes responsibility for Board reporting, board administration and associated secretarial functions ensuring Board papers are of high quality and|

|available to Board members on a timely basis. |

|Ensure the prudent and responsible management of the various investments and trusts managed by the organisation. |

| |

|Information Management and Systems |

|Takes responsibility for the Information Management and Systems function charged with providing systems frameworks and analytical support to the |

|organisation. |

|Facilitates the development of information systems strategy. |

|Ensures those services necessary to support the efficient operation of clinical and nonclinical operations are provided in a professional, |

|practical, and efficient manner |

|Ensures appropriate risk management systems and processes are in place and operating effectively. |

| |

|Trusts |

|Provide secretarial and financial services and advice to the James Gibb Fund and Ann Sinclair Trust and other trusts as required |

| |

|Retirement villages |

|Manage reporting to statutory supervisor including village annual general meetings |

|Manage occupation right (ORA) reviews and registration including disclosure statements |

|Set resale values for ORA’s and management sales agents |

|Manage the legal requirements of ORA sales. |

|Liaison with Property on refurbishment options and costs |

|Liaison with Marketing on appropriate advertising and Open Homes |

|Core competencies |

| |

|Organisational Commitment |

|Demonstrates organisational loyalty and works in partnership to assist staff and senior management of the organisation deliver services to its |

|clients. |

|Represents and defends the organisation’s strategies and practices and behaves in a way that is consistent with its mission, values and ethical |

|standards |

|Balances personal priorities and perspectives with those of colleagues and the organisation as a whole. |

|Automatically adjusts priorities and is prepared to do a bit extra to attend to unexpected problems or to meet urgent pieces of work. |

| |

|Strategic Accountability |

|Develops business strategies in line with the organisation’s strategic direction |

|Continually demonstrates innovation in service and service delivery |

|Shows an understanding of the impact of social, political and economic events on the organisation’s business; develops strategies that take |

|advantages of these aspects |

|Sees the big picture – proposals, decisions, recommendations and tactics reflect the values and business needs of the organisation and support |

|its long-term initiatives |

|Regularly steps back and looks at their areas of responsibility from a long-term perspective |

|Defines clear goals for future development and translates this into operational initiatives. |

|Takes thorough approach to decision making – explores and assesses a range of issues, possible obstacles, and develops contingencies to deal with|

|identified risks and uncertainty. |

|Identifies potential risks across the organisation and implements mitigation plans. |

| |

|Leadership and Communication |

|Takes full accountability for the performance of their staff. |

|Creates a motivational working environment where staff can perform at their best |

|Communicates the organisational goals to staff and ensures these are cascaded and translated into objectives that staff can measure their own |

|performance against. |

|Provides a clear indication to reporting staff regarding performance expectations and responsibilities. |

|Provides regular performance feedback so that reporting staff know how they are performing |

|Recognises and rewards superior performance |

|Deals with inadequate performance promptly to correct. |

|Encourages staff to use their initiative and judgement. |

|Encourages people to look at doing existing activities in more innovative and improved ways. |

|Is approachable, listens to staff and clients and shows empathy when appropriate. |

|Confidently makes and communicates difficult decisions to staff when required (even when decisions are not popular). |

|Takes ownership for own actions. |

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|Business Focus |

|Confidently manages resources, finances and projects and makes optimum use of resources to achieve business outcomes. |

|Measures the efficiency of, and costs associated with, programmes, procedures and practices. |

|Constantly looks for innovative ways to achieve greater levels of efficiency, cost-effectiveness and growth. |

|Uses financial and other commercial data to make business decisions. |

|Develops and implements plans to improve the organisation's effectiveness. |

|Understands the real cost of activities and services |

|Comfortably works within tight budget constraints. |

|Considers and communicates the risks and uses commercial judgement (i.e. balances costs, risks and potential returns) in evaluating proposed |

|actions. |

| |

|Client Management |

|Actively seeks input from clients and key stakeholders to ascertain needs. |

|Aware of what clients are saying - listens to and understands their needs. |

|Ensures that client expectations are managed and delivery capability clearly communicated. |

|Attends promptly any client concerns and resolves these where at all possible. |

| |

|Quality Focus |

|Understands quality and accreditation standards as determined by accounting and statutory bodies. |

|Ensures best practice standards are implemented - benchmarks internal services and practices against appropriate external anchors. |

|Ensures all appropriate statutory requirements are adhered to. |

|Ensures information systems are in place that clearly measure and track compliance, process efficiency, programme effectiveness, and service |

|delivery. |

|Role models innovation and continuous improvement in the development of policies and programmes and their delivery; actively fosters and |

|encourages an environment oriented to this objective (e.g. get things done better, faster, more cost-effectively). |

| |

|Results Focus |

|Is persuasive – presents a point of view and gains agreement and buy-in from key stakeholders to a valid course of action. Believes in arriving |

|at Win-Win agreements. |

|Resolves conflict promptly and deals decisively with difficult issues – does not avoid issues. Records actions where appropriate. |

|Takes personal responsibility for making things happen. |

|Sets and aggressively pursues ambitious and challenging goals - is clear of what is important and has priority. |

|Ensures objectives are achieved, on time and within budget – ensures control and monitoring systems are in place and that these fully add value. |

|Uses (upward and downward) delegation to ensure maximum time is spent on value-adding activities. |

|Keeps persisting despite setbacks and barriers. |

| |

|Relationship Management |

|Demonstrates thoughtfulness, courtesy, openness and respect for the organisation’s clients and employees. Encourages a culture of trust, |

|respect, empathy and dignity within a Christian setting and nurtures client and employee spiritual needs. Gains trust and confidence. |

|Establishes and sustains positive working relationships with people at all levels. This includes the development of networks, promoting the |

|organisation’s brand and purpose and seeking new ideas. |

|Fosters an open, collective, mutually beneficial and co-operative culture within the wider organisation. |

|Develops strong and close relationships with Government organisations. |

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|You are expected to display the following leadership qualities and behaviours in your everyday practice: |

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|Strategic ability and agility. |

|Managing vision and purposes. |

|Integrity and trust. |

|Professionalism. |

|Interpersonal skills. |

|Dealing with ambiguity and change. |

|Personal awareness. |

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|Person Specification |

|Key job requirements |

|Qualifications |

|Business/Commerce degree |

|Member of the New Zealand Institute of Chartered Accountants, CA College |

| |

|Experience |

|Extensive experience, 10 years plus, at a senior executive level, holding direct accountability for finance function. |

| |

|Other |

|Must have experience working with: |

|Driving change and business improvement programmes. |

|Board governance processes. |

|Cash flow management. |

|Long‐term Balance Sheet optimisation; and |

|Risk analysis and risk management. |

| |

|Experience in managing delivery of IT services to meet business needs is also preferred. |

|Treaty of Waitangi |

|Enliven, Presbyterian Support Central is committed to working in a multi-cultural way and affirms the place of Maori as Tangata Whenua and seeks |

|to actively promote the spirit of equality and partnership inherent in the Treaty of Waitangi. |

The role description will be reviewed regularly in order for it to continue to reflect the changing needs of the organisation. Any changes will be discussed with the position holder before being made. Annual objectives and performance measures will be set each year during the annual performance planning and development meeting.

|I have read this job description and accept it. |

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|Signed: ……………………………………… Date: ……………….. |

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|Employee’s Name: ……………………………………… |

|Prepared by: | |Date: | |

|(Name and position) | | | |

|Approved by: | |Date: | |

|(Name and position) | | | |

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