Finance Business Partner in City of London

About the job

Purpose of Role

Each Business Partner is responsible for implementing the business partnering function for the specified service area within the relevant council. You will act as a partner with the service leadership teams to assist, challenge and support service plans and projects and assist with managing performance for the business partnering team. The post-holder's primary activity is to provide an effective Business Partnering function to the relevant council and to contribute to the development of the policies, activities and service improvements required to deliver the function. The post-holder will also contribute to, and matrix manage a team which supports business partnering, financial planning and accounting across all partner organisations. Business Partners will work to ensure that finance staff deliver to customers in an efficient manner, within a professional business framework. The post holder will have a body of theoretical and practical knowledge commensurate with a fully-qualified accountant. The post must support the councils leadership at all levels and develop a strategic and workable response to the financial challenges the council faces. The post holder will have a body of theoretical and practical knowledge with a CCAB or equivalent qualification.

Duties and Responsibilities

• To proactively lead the financial advice and support to the defined service area particularly with reference to delivering savings.
• To ensure that financial information is relevant and balanced and is received by decision‑takers at the appropriate level.
• To work with services to ensure the accuracy of information input to systems and proper responses to system outputs.
• To work with managers to ensure they have the information and tools and develop the skills to manage their finances themselves.
• To lead, manage and motivate staff through excellent communication, professional guidance, support and development in accordance with the councils policies and procedures.
• To be customer‑focused and to develop self‑service underpinned by reducing finance support.
• To provide advice and support to Members, management board, directors and deputy directors on the full range of issues within the scope of the job.
• To support and contribute to joint working and matrix management within oneSource.
• To ensure effective financial support to programmes and projects.

Example outcomes or objectives

• Budget monitoring information which is accurate.
• Managers who can carry out their own day‑to‑day financial management responsibilities with minimal input.
• Member and officer level reports that are based on accurate financial information and robust financial analysis.
• Programmes and projects that have effective financial support and which deliver on financial objectives.

Critical Success Factors

• Provision of and delivery of quality services ensuring a high level of service that is reflective of all customer needs and value for money.
• Anticipates different customer needs delivering a customer focused shared service which is a cultural fit, is flexible and proactive in approach.
• Delivers a resilient business, which continuously improves and innovates with healthy revenue streams.
• Operates an ethos of joint working and operates across the board regardless of location.
• Delivers capacity and capability to operate business as usual with the capacity and capability to innovate and project manage to support this.
• Delivers a flexible and scalable platform to innovate, enhance market knowledge and continuously improve.
• Invests in people and skills to deliver a sustainable business.

Other key relationships for the post holder will be:

• Director of Finance (oneSource)
• Director of Finance (Bexley, Havering, Newham)
• Other managers for the matrix management of staff and maximising use of resources to undertake all financial work.
• Senior Management Team
• Internal audit
• External Audit
• Relevant partner organisations (e.g. NHS)
• Service directors and senior managers
• Other support services
• Cabinet portfolio holders

Person Specification

Qualifications

• Fully Qualified Accountant with a relevant Accountancy body, including but not limited to CIPFA, ACCA, CIMA or qualified by experience can demonstrate substantial experience working in finance.

Experience Desirable

• Experience of working in local government (or public sector) finance;
• Experience of working as a Finance Business Partner.

Skills and Attributes

Communication

• Communicates complex information to others effectively.
• Is a clear and persuasive communicator, using influencing and negotiating skills when necessary.
• Actively listens to, respects and values the view of others.
• Presents succinct, well‑balanced information orally and in writing, with clear outcomes.
• Sets up opportunities to influence others prior to decisions being made.
• Understands and responds to organisational politics.
• Facilitates discussions to achieve collective objectives.
• Creates an environment where teams are encouraged and developed, to enable them to communicate effectively.
• Has knowledge of policy, procedures and legislation that support safeguarding children and adults activity, and communicates this to their staff.
• Knows what to communicate and where to report if they are concerned about an adult or child being at risk of abuse (*Adult and Childrens Services).

Customer Service

• Acts as role model in own personal approach to customer focus.
• Proactively seeks and effectively uses customer information to inform service delivery.
• Proactively seeks to establish and meet current and future needs of customers.
• Organises processes around customers, taking account of complex and sensitive issues to meet their long‑term needs.
• Implements and utilises systems to record customer feedback and communicates ideas and information to appropriate people, ensuring information is fed back into appropriate systems e.g. CRM.
• Creates an environment where teams are empowered to put customers first.
• Is aware of and challenges, if necessary, organisational cultures that may lead to poor practice in safeguarding adults and children.
• Shows clear understanding of their role in identifying and reporting concerns regarding adult or child abuse (*Adult and Childrens Services).

Achieving Results

• Evaluates and monitors performance.
• Uses knowledge of social and political dynamics to achieve results.
• Encourages organisational learning and continuous improvement.
• Demonstrates integrity, fairness and consistency in decision making.
• Sets demanding but achievable objectives for self and others.
• Achieves results through effective management of self and others.
• Identifies and manages risk.
• Assumes personal responsibility for making decisions, identifying solutions and achieving the best possible outcomes.

Planning & Implementing

• Develops, monitors and adjust plans as necessary.
• Leads projects and plans for resources required to deliver.
• Communicates the plans to appropriate staff/stakeholders.
• Uses appropriate range of tools and techniques to plan and manage the process/project.
• Focuses on results and delivers outcomes.
• Shows determination and commitment.
• Shows flexibility.

Respecting Others

• Develops a culture of Equality and Diversity.
• Empowers people to achieve best practice in this area.
• Adapts to different audiences.
• Demonstrates integrity and consistency in decision making.
• Ensures team members value diversity.
• Demonstrates clear and consistent leadership in promoting equality and diversity.
• Ensures full access to services for all.
• Responds efficiently and appropriately where there is evidence of unfairness.
• Respects confidentiality wherever appropriate.
• Challenges inappropriate behaviour.
• Upholds a high standard of fairness and ethics in words and actions.

Driving Performance

• Translates strategic visions into realistic plans to drive performance.
• Takes an interest in why performance standards are not being met and develops plans to address the issues.
• Understands and considers the impact of both internal and external factors in performance.
• Addressees problems, does not personalise failure.
• Looks to reinforce learning and knowledge of others.
• Generates excitement for a course of action.
• Leads, develops and empowers staff to provide a seamless service delivery.

Motivating Others

• Talks to team members to understand how best to motivate them.
• Understands feelings and views can be different and takes them into consideration.
• Shows confidence in the team.
• Looks to expand the decision making remit of others.
• Understands strengths and weaknesses of staff.
• Is aware some individuals are motivated by more autonomy, while others need more control over their work.

Operational Management

• Thinks of creative ways of obtaining/using resources.
• Gets things done and builds momentum.
• Seeks to automate efficient processes.
• Builds in performance and quality indicators.
• Prioritises effectively.
• Builds in contingencies to deal with the unexpected.
• Has systems in place to monitor progress.
• Drives efficiencies and seeks opportunities to deliver value for money and savings.

Working Together

• Works cooperatively with other departments to develop and improve services.
• Seeks to understand what is critical to others.
• Delivers services in a way that reflects customer needs rather than organisational boundaries.
• Brings partners and projects together at the right time, in the right way.
• Fosters joint learning, training and problem solving.

Empowering Leadership

• Sets and communicates clear directions.
• Demonstrates awareness of own leadership style.
• Leads by example.
• Develops self and others.
• Inspires in others self‑motivation to achieve goals.
• Empowers staff by recognising success.
• Has a clear vision, motivates and encourages the team.