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MSF5234/ REV 0106ANNEX B

MCA Role ProfileJob Title TSD FINANCIAL BUSINESS PARTNER

Location MCA HQ, Spring Place, Southampton

Job reference

Reports to Programme Manager

Direct Reports None Indirect Reports None

1 - Job Purpose To ensure that the TSD Section Heads and Director Technical Services have sufficient funding to meet their current and future objectives and deliverables.support the TSD senior management team in fulfilling their financial responsibilities of the directorateProvision of high quality financial management guidance and information relative to TSD business, including analysis, reporting and budget submissionsunderstanding the cost drivers of tsd to support local decision making

Key Responsibilities Provision of high quality financial management information to provide input to:-

Future business planning Periodic Management reporting for resource and cash

accounts Fees costing and amendments Production of the TSD Business Plan Financial Annex Statutory reporting under TSD Corporate Governance

statement

Assist with the development and implementation of Activity Reporting, to support analysis and interpretation of Activity Based Management Information (ABMI), to ensure that the directorate acheives continuous improvement and efficiency gains.

Provision of desk-based financial training of staff within the Directorate.

Liason with NAO or other Audit bodies reviewing TSD financial accounting practice

Liaise with the Management Accounts within Finance Directorate/SSC to ensure adequate input into the ongoing accuracy of the Agency’s financial information

Liaise with the Contracts team within the Finance Directorate/SSC to identify financial and contractual implications of business decisions within TSD

Assist the TSD Budget Holders in the completion of the Investment Appraisal in accordance with HM Treasury Greenbook and DfT/MCA Investment Appraisal Framework, to support TSD business case development, management papers or other capital and programme expenditure

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An Executive Agency of the Department for Transport


Prepared by: J. Morphew Date 7.2.07 Authorised by: R. Parkes Date 7.2.07

To be revised on: Date 7.2.07

2 - Essential minimum qualifications and other Specific requirements

Desirable Qualified AAT, qualified/ part qualified CCAB or significant relevant experienceExposure to up to date financial management techniques as included in the Resource Accounting Manual and the Financial Reporting Manual or International Accounting Standards

Demonstrate knowledge of the Government procurement processDoes the Role require Security clearance? and/orCriminal Record Bureau clearance? (Please tick YES or NO as appropriate.)

YESYES

NO X NO X

3 - FOR RECRUITMENT AND SELECTIONTECHNICAL COMPETENCIES

Area of Skill/Knowledge LevelFinancial Reporting and Analysis 4Budgeting 4Investment Appraisal 3

BEHAVIOURAL COMPETENCIESCompetency Group Level Level Statement Full/PotentialTeam Working A Improves the effectiveness of

the team and generates team spirit.

Full

Managing and Developing yourself

A Continually looks for ways of testing abilities and expanding horizons

Full

Customer Service A Anticipates customers future requirements

P

Problem Solving H Resolves problems where established guidelines and precedents provide no clear lead.

Full

Professionalism H REPRESENTS AND PROTECTS THE IMAGE OF THE ORGANISATION AND IS PERSUASIVE AND CONVINCING

Full

Planning & Prioritising H SETS GOALS AND OBJECTIVES FOR OTHERS AND TRACKS PROGRESS

Full

Information Gathering and A Uses high level analysis tools and interprets trends

P

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Analysis

Level Technical Competencies - Level StatementsLevel 0

No knowledge required

Level 1

Overview knowledge, an appreciation of the subject

The jobholder needs to have knowledge of the key principles but is not expected to apply the knowledge in detail

Level 2

Basic knowledge and experience

The jobholder has to have a good grasp of the fundamentals of the areas of knowledge but needs to refer to other sources for detailed information when required to deal with other than the most straightforward situations. Supervision and guidance from more experienced colleagues is expected

Level 3

Detailed knowledge with more experience

The job holder needs to have built on basic knowledge and experience of a range of applications and deals with the majority of situations encountered on own initiative

Level 4

Specialist

The job holder needs to consistently apply a detailed knowledge and experience and is an acknowledged source of guidance and advice in the most difficult and complex areas

4 - FOR PERFORMANCE AND DEVELOPMENTTECHNICAL COMPETENCIES

Area of Skill/Knowledge Required for LevelExperience of working within a Financial Management environment

Understanding the requirements of the job description. Dealing with Finance Directorate, Internal and External Auditors, etc in a knowledgable manner

4

Budgetary experience- lead the budget process, analyse bids and produce consolidated budgets on behalf of TSD; monitor and analyse performance against budget; make recommendations to TSD Senior Managers

Production of Directorate Annual budgets; production of periodic management accounts and subsequent variance analysis

4

Investment appraisal Knowledge of investment appraisal techniques for development / scrutiny of business cases

3

Knowledge of costing processes Fees and costing work; dealing with Management Accounts, MOD and HM Treasury in a

3

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knowledgeable manner for Aviation cost recovery

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BEHAVIOURAL COMPETENCIESCompetency Group

Competence Indicator Level Level Statement

Team WorkingBuilding good relationships

Diplomacy A Effectively manages areas of potential conflict within agency and when dealing with external bodies

Understanding A Understands differing standpoints of those both within and outside immediate team; adopts an appropriate style to accommodate them

Respect For Others H Responds objectively to other views; willing to support team over personal agenda

Contribution Earning respect A A source of guidance and wisdom for benefit of immediate and wider team groups

Support and sharing A Generates team spirit; supports the team when the going gets tough; encourages contributions and ideas

Flexibility A Easily and willingly takes on different roles and responsibilities as team or task changes

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Competency Group


Managing Others

Leadership Communicating the vision

H Communicates both specific and broader objectives verbally and in writing to direct & indirect team members; able to present a case to team members, choosing methods most suited to getting results

Accountability H accepts responsibility for actions of direct & indirect team members and their effect on results delivered by section, location, or branch

Setting an example H Acts as a role model; displays high standards of integrity in the work place; acts on promises made and upholds and enforces The Dignity At Work and Health and Safety Policies

Creating team spirit A Develops a sense of common purpose; promotes mutual respect between members; able to handle dissent within the team; encourages challenges to ideas and opinion; able to adopt informal or formal style as appropriate to task completion

Loyalty H Voices concern within the appropriate forum; supports decisions by more senior people despite personal reservations

Managing Others

Delegation H Explains task objectives, how they fit with wider goals, what is required from team members; knows when to step in with corrective action or guidance on delegated tasks and when not to

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Managing performance

A Oversees group progress against objectives; focuses on risk areas; identifies barriers to achievement; facilitates actions to overcome them

Developing Others

Instruction, coaching, mentoring

H Undertakes to transfer personal knowledge, skills and insight to others to improve individual and group capability; encourages personal development

Identifying and meeting needs

H Negotiates and agrees development objectives and needs within formal processes; initiates and supports appropriate learning opportunities

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Competency Group


Managing and Developing Yourself

Self knowledge Confidence H Prepared to think beyond current levels; proposes ideas and solutions to others for consideration and authority to proceed

Willingness to learn

Learning from others A Seeks out, adapts and adopts best practice both internally and externally

Following up training opportunities

A Shows full commitment to personal and professional self-development. Actively seeks opportunities and courses within the MCA and outside it to further their career

Self motivation Flexibility A Willingly takes on different roles and responsibilities as environment changes; actively looks for change methods and processes where these might improve results

Taking responsibility A Accepts personal responsibility for quality of work and results of section, branch, location; thrives on a sense of achievement and seeks out ways of contributing more; acts on own initiative whenever possible

Coping with challenges

A Relishes difficulties as challenges to be overcome; takes firm decisions even in uncertain circumstances ; deals effectively with the personal and emotional difficulties of others

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Competency Group


Customer Service

Identifying customer needs

Customer focus A Anticipates customers’ future requirements; understands broader business objectives and priorities; leads and manages others in taking a customer first approach; takes a leading role in developing new or improved services

Customer dialogue A Actively seeks opportunities for face to face contact with customers and customer groups to develop mutual understanding; commands respect amongst customers for recognising their needs

Meeting needs Quality of contact H Takes ownership of customer problems and maintains contact until they are resolved; volunteers additional help and services

Meeting expectations A Acts as a role model in demonstrating customer service principles; ensures problems and disputes are resolved on a win-win basis

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Competency Group


ProfessionalismRepresentation Enthusiasm and

loyaltyH Represents and protects

the image of the branch, location, agency to the outside world

Integrity Commitment A Demonstrates the highest level of trustworthiness by example and style. Regarded as a role model in managing relationships with customers and stakeholders. Has confidence to challenge dubious practices

Discretion H Balances openness against the need to respect the confidences of superiors, colleagues, and customers; exercises judgement in how to communicate sensitive issues up the line

Promotion Self confidence H Makes and presents a case persuasively and convincingly to customers and stakeholders; has confidence to balance flexibility with firmness

Presentation H Presents technical matters so that audience can understand the issue; Is comfortable with verbal presentations to external audiences

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Competency Group


Dealing with Change

Adaptability Responsiveness H Demonstrates a positive attitude to change to staff ; communicates reasons for change; develops and implements improvement programmes

Proactivity A Encourages development of ideas and initiatives; fosters a spirit of innovation; continually reviews & challenges processes and established ways of doing things

Managing change

Helping others to adapt

A Draws on experience to provide constructive ideas and opinions; facilitates acceptance of change through feedback and modifying processes to accommodate voiced concerns

Overcoming blocks A Understands reasons for resistance to change; identifies how people will be affected; factors in these concerns to manage change activities

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Competency Group


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Planning and Prioritising

Setting priorities

Balancing the urgent and the important

A Takes a long term view of project priorities in the light of MCA short & long term objectives

Resourcing H Manages available resources to achieve task objectives

Developing plans

Preparation H Prepares formal plans for individual and group activities for approval; briefs others on task objectives and work instruction

Organisation H Organises teams and projects to work to defined outcomes and objectives

Setting objectives H Sets achievable time and output goals for tasks undertaken by others;

Implementing plans

Monitoring progress and outcomes

H Tracks progress against defined goals; communicates accordingly

Coping with chaning priorities

H Manages and resets task priorities in changing circumstances; revises plans & objectives as work proceeds

Problem Solving

Judgement Applying experience A Displays confidence in own judgement, but responds constructively to others’ experience and opinions; able to assess the relevance of other’s experience to problem in hand; demonstrates sensitivity to political & interdepartmental working.

Applying concepts A Not bound by earlier decisions and prior solutions when considering problems; homes in on key issues and principles

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Risk Assessment

Weighing up options H Seeks out relevant information to assist with decision making; considers likely outcomes of various courses of actions; recognises and considers risk areas and the likelihood of success

Decision making

Using initiative H Makes sound decisions where established guidelines and precedents provide no clear lead; looks outside current practice & externally to guide decision making

Competency Group


Delivering Results

Achievement Focus

Structured approach

A Develops and instigates new approaches and procedures ; maintains a broad view of high level processes and inter relationship of formal processes and tasks; sets high level goals; defines suitable KPI’s

Deadline accomplishment

A Provides and organises resources to ensure that deadlines are met for time critical tasks and processes

Resilience A Maintains staff morale in complex & difficult situations and in changing circumstances

Continuous Improvement

QMS awareness

Quality mindedness

A Develops new processes and procedures within context of QMS to ensure delivery of quality services; takes a role in the management of the QMS as a whole

Policies and procedures

Improvement H Manages and implements MCA procedures (including Health and Safety) develops new approaches, operating procedures, and controls to enhance ability of branch, location, agency to fulfil quality remit

Innovation Ideas generation

H Actively seeks better ways of working; initiates actions to implement improvements

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Competency Group


Information Gathering and Analysis

Numeracy Comfort with numbers

A Interprets complex and/or conflicting data from different sources; develops processes for complex data sorting & analysis; presents complex numeric data in appropriate and understandable formats

Literacy Language comprehension

H Interprets and applies wording in rules and regulations, codes of practice, statutory documentation, policies and procedures where the meaning is unclear or ambiguous

Research Using information sources

A Specifies research programmes and content; commissions detailed research and analysis internally or externally

Analysis Collation A Uses high level analysis tools, e.g. Discounted Cash Flow, Database Queries, Strategic Analysis tools, to make sense of complex and conflicting data

Interpretation A Uses graphical analysis to assess and interpret trends; resolves discrepancies in outcomes of analysis

Security of Computer Hardware

No loss of, damage to or interference with hardware

H Ensures effective security of all hardware within one geographical location or at a Headquarters store

Security of Electronic Information

No loss of, damage to or interference with information

H Ensures that passwords for personal and shared accounts remain known only to authorized users of those passwords; ensures that the sharing of information is maintained within the limits of business need

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Competency Group


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Verbal Communication

Self expression

Providing explanations

A Highly articulate and persuasive when speaking ; can communicate effectively with people at all levels

Influencing Persuasion A Uses formal or informal influencing techniques to resolve and achieve mutual agreement on differences of opinion

Group participation

Discussion contribution

H Takes lead in informal discussion forums allowing all participants to contribute

Written Communication

Literacy Use of appropriate language

H Expresses technical concepts and complex ideas clearly and concisely; avoids over complication in use of technical language

Document Preparation

Purpose A Prepares technical & advisory reports that clearly set out objectives, research, and other information, including presentation of complex data, which include clearly argued recommendations for action

IT systems application

Complexity H Able to integrate functionalities of available software e.g. Excel, Word, PowerPoint, Visio etc to produce complex documentation

Business Awareness

External environment

External influences

H Has a good understanding of the general environment within which the MCA operates, with a particular understanding of matters affecting their branch, location, and customer base; can act sensitively with this knowledge

Strategic awareness

Contribution of role

A Understands the high level aims of the MCA and the need to place these over branch, location, and personal objectives; Initiates changes to meet changing strategies

Financial Awareness

Accountability A Develops high level and significant financial plans and budgets; fully accountable for expenditure against plan

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Managing Projects

Project planning

Planning and control

H Develops formal project plans, costs and time elements. Implements project reviews, financial and quality control

Project management

Use of tools and techniques

H Uses standard project management tools and techniques, including Gantt charting, critical path, risk management; coordinates activities of project team members

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