Band 8a Senior Finance Business Partner

Essential

• *Qualified CCAB accountant. Post holder must comply with all the professional ethics of the Accounting body to which they are registered.
• *Educated to Degree level.
• *Participates in continuing professional development and maintains their professional registration.
• *Provides advice, guidance and training to Finance and Information Department staff as well as non-financial managers.
• *Full working knowledge of General Ledger system and associated software.
• *High level of computer literacy.

Desirable

• *Post graduate qualifications e.g. Masters, MBA
• *Appropriate understanding of the different accounting treatments required for the NHS by legislation or Department of Health policies.

Essential

• *Significant management accounting experience.
• *Staff management experience including recruitment, selection, objective setting, appraisals and managing performance.
• *Presentation of highly complex financial and non-financial information.
• *Inspiring confidence & developing highly effective working relationships with finance, clinical and non-finance colleagues, including those at a senior level.
• *Presentation of financial information and leading financial discussions at management level meetings.
• *Supporting managers and clinicians in the use of service line reporting & patient level cost information.

Essential

• *Expert understanding of management accounting processes and best practice. Including forecasting, modelling, trend analysis.
• *High level financial management skills, ability to work proactively to identify and appropriately mitigate emerging financial risks.
• *Highly developed analytical and interpretative skills to enable an extensive understanding of financial, information and performance management needs of a large and complex organisation they will be able to produce and present financial and non-financial information to employees across the organisation.
• *Demonstrate high standards of interpersonal, influencing, communication and organisational skills.
• *Work autonomously and under pressure to meet strict reporting deadlines.
• *High level IT skill on the usage of systems including financial ledgers systems, budget setting, costing, payroll etc.
• *Excellent communication skills (written and verbal)
• *Strong report writing skills
• *Strong interpersonal skills
• *Presentation skills
• *Strong technical accounting knowledge
• *Financial analysis and forecasting
• *Ability to work under pressure and plan / prioritise workload
• *Attention to detail
• *Ability to use own initiative
• *Self-motivated
• *Proactive & innovative approach to problem solving
• *Persuasion & influencing skills
• *Corporate awareness
• *Excellent team leader

Desirable

• *Detailed understanding of the financial analysis required for the submission of service development business cases, including SWOT, Sensitivity analyses, payback period, Internal rate of return, discounted cash flows etc.
• *Knowledge of other non-financial KPIs and the interdependency with the financial position, e.g. 18 weeks, 4 hour ED target.
• *Detailed knowledge of the commissioning regime; knowledge of the structure of the national tariff, and also the effects of policies such as QIPP, CQUINS and emergency readmissions on divisional income
• *Complex financial modelling skills
• *Change management skills
• *Identifies financial risks together with associated mitigation or solutions
• *Responsible for ensuring appropriate levels of discipline and grievance within scheme of delegation.
• *Very high levels of concentration required in dealing with complex financial issues.
• *Need for all data to be checked, reconciled and balanced before issued.
• *Ability to react to changing priorities and to deliver results within tight timescales.
• *At certain times of the year there is the requirement to concentrate for long periods on specific complex issues.
• *Deals with staff performance, disciplinary issues and manages sickness and absence of senior finance staff.
• *Drives contentious financial conversations through the division, often in conflict with clinical and management views.
• *VDU use