Deputy Director Financial Controls

Office of the First Minister and Cabinet Office

Welsh Government

Job and Person Specification Purpose

The Deputy Director Financial Controls is responsible to the Director of Finance for developing and implementing the right systems, skills, controls and policies across the finance function to maximise delivery within the (WG); ensuring that Cabinet Secretaries and the Welsh Government board receive accurate and timely financial advice, exercising control of In Year financial reserves, managing and delivering two supplementary budgets on behalf of the for Finance & LG each year and maintaining the confidence of external stakeholders such as HM Treasury and the National Assembly by ensuring excellence in the quality of information provided and statutory reporting.

The post holder is also Senior Responsible Officer (SRO) of the Future Budget Project which is tasked with review of existing processes and design of new processes to allow for increased borrowing and tax powers devolved by the UK Government to . The successful design and implementation of new procedures will be crucial in ensuring confidence of Ministers; the Assembly; and the Welsh public in our ability to operate and capitalise on these new powers.

As Deputy Director responsible for the corporate shared services, the post holder is tasked with the delivery of the established Shared Service Centre for Welsh Government including Finance, 1St Point of Contact and helpdesk and HR Shared Service activity including pay.

The Deputy Director Finance is directly responsible for the external and internal support arrangements for finance and HR systems (from July 2016) including Paygrants and new processes implemented by the Procure to Pay (P2P) project. The post is also tasked with ensuring the WG retains the necessary expert knowledge to ensure that the organisation achieves maximum VfM from all external support providers and supports the wider business through timely improvements to applications.

2 The post leads in a number of key areas that directly contribute to the successful delivery and future improvements of services. The Deputy Director Finance must ensure that the organisation has the right skills, processes and policies to deliver VfM from a budget that is reducing in the face of an increasing demand for services and that the Welsh Government continues to train and develop professionally qualified staff.

Key responsibilities

 Lead the Finance team and deliver continuously improved ways of working across the deputy directorate.  Provide advice to the Cabinet Secretary for Finance and Local Government on a range of financial topics, including the management of In Year budgets and supplementary budgets.  Oversee in year budget and reporting activities including a continuous improvement in management information provided.  Management of the future budgeting project (how WG will manage budgeting following devolution of tax raising powers) and contributing to the development of the Welsh Treasury.  Maintain a strong working relationship with senior managers.  Lead the corporate shared services team. Ensure delivery of improvements to existing services and performance reporting and identify areas for expansion in the services provided.  Manage business as usual activities and prioritise changes to finance and HR systems.  Deliver improvements in finance processes, performance and skills throughout the WG.  Drive forward the availability of in house finance training.  Develop finance policy in accordance with priorities of the WG.  Maintaining a good working relationship with ICT providers (mainly SAP and IBM) and our external support provider (Gapgemini).

3 Person Specification:

Qualifications

CCAG or CIMA qualified.

Experience

The post holder must have a proven track record of success as a leader in finance and policy development experience.

Expertise in the following is desirable:

 Working closely with and providing advice to Ministers.  Working as part of a senior management team to ensure that corporate aims and objectives of the organisation are achieved;  Good communication skills and the ability to build strong relationships with a wide range of internal and external bodies;  Strong knowledge of public sector financial processes and procedures;  Good influencing and negotiating skills.

The Welsh Government champions diversity and the benefits that can be achieved by attracting and retaining talented applicants who are representative of communities across Wales.

Welsh Language

Welsh language skills are not essential for this position. Nevertheless applications are therefore welcomed in both English and Welsh.

4 Competencies Applicants are required to demonstrate competency against the full range of leadership and SCS core skills identified for Senior Civil Servants as part of the Civil Service competency framework.

Details of these skill areas, together with more information on the professional knowledge and related experience expected of the potential postholder can be seen at:

 Civil Service Competencies

A brief summary of these skills is included at Annex A.

In addition applicants are required to demonstrate competency against the following Welsh Government finance competences:

 Principles of finance in the Welsh Government  In year budgeting and financial management  Evidence based decision making  Financial planning

All Civil Servants are expected to conduct themselves in accordance with the Civil Service Code, a copy of which can be found at Annex B

TERMS OF APPOINTMENT

The post is available to permanent Civil Service employees on a lateral or promotion basis.

5 Location The post is pan Wales and the post holder may work from any of the Welsh Government Offices. However, there is an expectation that due to the nature of the work and the need to meet with Ministers the successful applicant will work from Cardiff 2-3 days a week.

Hours This is full time role; job share will be considered.

Remuneration The SCS pay system is a simple broadband structure based on job evaluation groups. The structure has three core bands, Deputy Director, Director, Deputy and Director General. This role is at Deputy Director level. The starting pay on promotion into the Senior Civil Service will attract 10% increase in base pay or be at the Senior Civil Service pay band minimum, whichever is greater.

However staff promoted from executive band 1 (Grade 6) currently at the Executive Band maximum, the increase will be capped at 5% or be at the Senior Civil Service pay band minimum, whichever is the greater. Welsh Government starting pay on promotion refers.

Annual leave The successful candidate will be appointed on the modernised Senior Civil Service terms and conditions.

Existing civil servants There are 8 days bank holidays and 1 privilege day to be taken at fixed times of the year.

6 Promotion

If an existing civil servant is promoted into or within the Senior Civil Service, their annual leave allowance is based on their period of continuous employment in the Civil Service, as shown below:

Length of service

• Up to 1 year - 25 days annual leave entitlement • 1 year - up to 2 years - 26 days annual leave entitlement • 2 years - up to 3 years - 27 days annual leave entitlement • 3 years - up to 4 years - 28 days annual leave entitlement • 4 years - up to 5 years - 29 days annual leave entitlement • 5 years or more - 30 days annual leave entitlement

Retirement There is no mandatory retirement age for Senior Civil Servants.

Terms and Benefits . Pension Scheme . Occupational Health Services, including counselling and eye care provision. . Leave provisions including: o Carers’ Leave o Paid and unpaid maternity leave o Flexible paid paternity leave o Flexible paid adoption leave

Pension scheme The Welsh Government offers an attractive occupational pension scheme. Details of the current scheme can be found on the Civil Service Pensions website at: www.civilservice-pensions.gov.uk.

7 Conflicts of interest

Candidates must note the requirement to declare any interests they may have that might cause questions to be raised about their approach to the business of the Welsh Government.

They are required to declare any relevant business interests, share holdings, positions of authority, retainers, consultancy arrangements or other connections with commercial, public or voluntary bodies, both for themselves and for their spouses/partners.

The successful candidate will be required to give up any conflicting interests and his/her other business and financial interests may be published.

Official Secrets Act The post is covered by the Official Secrets Act.

Diversity and Equality

The Welsh Government is committed to providing services which embrace diversity and which promote equality of opportunity. Our goal is to ensure that these commitments are embedded in our day-to-day working practices with all our customers, colleagues and partners.

To do this we are committed to valuing diversity and celebrating difference within our workforce, with the aim of being an exemplar of diversity and inclusion by 2020. Key to supporting this agenda and providing peer support are four Board sponsored Staff Networks (Disability Awareness and Support (DAAS); Minority Ethic Support Network (MESN); Prism (Lesbian Gay Bisexual Transgender+) and Women Together).

Disabled people, those from a BAME background, women and people identifying as LGBT+ are under-represented in the Welsh Government Senior Civil Service and applicants from these groups are particularly welcome.

8 Guaranteed Interview Scheme

The Welsh Government, as an Equal Opportunities Employer actively encourages applications from people with disabilities, and operates a guaranteed interview scheme for disabled people (as defined by the Disability Discrimination Act 1995).

Candidates who meet the minimum essential experience, skills, ability, knowledge and qualifications criteria for this appointment set out in the person specification will be guaranteed an invitation to an initial interview. If you qualify for this scheme please make this clear in your covering letter.

Please also advise us of any special arrangements for interview you will require, to enable us to make the appropriate arrangements.

The Civil Service Commissioners The Welsh Government’s recruitment processes are underpinned by the principle of selection for appointment on merit on the basis of fair and open competition as outlined in the Civil Service Commissioners' Recruitment Principles which can be found at: http://civilservicecommission.independent.gov.uk/

If you feel your application has not been treated in accordance with the Recruitment Principles and you wish to make a complaint, you should contact the HR Director Office of the First Minister and Cabinet Office, Welsh Government, Cathays Park, Cardiff CF10 3NQ in the first instance.

If you are not satisfied with the response you receive from the Welsh Government you can contact the Office of the Civil Service Commissioners.

9 Pre-appointment checks Before the appointment of the successful candidate can be confirmed, the Welsh Government will undertake background and security checks. As part of this, we will need to confirm your identity, check your employment history over the past five years, nationality and immigration status, Health, and criminal record (unspent convictions only). The successful candidate must hold or be willing to obtain security clearance to Security Check (SC) level before taking up post. The time scales for security clearance can vary however from receipt of completed paper work it can take between 10 to 12 weeks.

Application Process We welcome applications in Welsh or English. Applications made in Welsh will not be treated less favourably than those made in English.

Completed application form, an up to date CV, together with a personal statement of suitability for the post should be submitted by via the Welsh Government on line system by 23:55pm on 30 October 2016

Nine box grid markings will be considered as part of the evidence for all candidates at Executive Band and Senior Civil Service levels. If you would like to discuss this role further, please contact Gawain Evans on 02920370222.

Interviews will be held at Welsh Government Offices, Cathays Park, Cardiff on Friday, 18th November 2016.

The Welsh Government encourages flexible working.

10 Annex A

Deputy Director Skills

Strategic Cluster – Setting Direction

1. Seeing the Big Picture

Anticipate and predict the long term impact of national and international developments, including economic, political, environmental, social and technological, on own area

Identify and shape how own area fits within and supports the work of the Department and priorities for the national interest, public and economic good

Develop an in-depth insight into customers, citizens, services, communities and markets affected by their area and the wider public sector context

Create joined up strategies and plans that have positive impact and add value for stakeholders, citizens and communities

Shape strategies and plans which help put into practice and support the Department’s vision and long-term direction, including those shared with other departments

2. Changing and Improving

Seek, encourage and recognise ideas, initiative, improvements and measured risk taking within own area to deliver better approaches and services

Encourage a culture of imaginative thinking, learning from experience and expanding mindsets and genuinely listen to ideas from employees and stakeholders

Identify step changes that quickly transform flexibility, responsiveness and quality of service

Challenge the status quo in own and related areas to achieve value-adding improvements and change

Lead the transformation of services to users, moving to a digital approach whenever possible

Create effective plans, systems and governance to manage change and respond promptly to critical events

11 3. Making Effective Decisions

Interpret a wide range of political and national pressures and influences to develop strategies

Create a culture and ensure systems and procedures are in place for the secure and careful handling of government and public information within own area

Ensure involvement and consultation where necessary and take decisive action when required

Articulate options and large-scale reputational risks and impacts, including economic, environmental, political and social, and recommend plans to manage and mitigate

Take quick, confident decisions at a strategic level to move things forward to meet organisational goals

Outline direction of travel, recommendations and decisions for their area

People Cluster - Engaging People

4. Leading and Communicating

Lead from the front, ensuring visibility and communicating in a straightforward, truthful and candid way

Actively promote the Department’s reputation externally and internally – build a sense of pride and passion for public service

Inspire staff and delivery partners to engage fully with long term vision and purpose of the Department, supporting them to make sense of change

Actively promote diversity and equality of opportunity inside and outside the Civil Service, valuing difference and external experience

Communicate with conviction and clarity in the face of tough negotiations or challenges, surface tensions and resolve ambiguities

Influence external partners, stakeholders and customers successfully – secure mutually beneficial outcomes

12 5. Collaborating and Partnering

Proactively create, maintain and promote a strong network of connections with colleagues across the Department, wider Civil Service and externally

Promote team working with peers, shares knowledge and resources with peers and across functions

Encourage and establish principles of working effectively across boundaries to support the business

Encourage teams to engage with a variety of delivery partners and stakeholders and listen to their feedback

Build high performing teams within own area, aligned around common goals

Set out clear expectations that bullying, harassment and discrimination are unacceptable

6. Building Capability for All

Champion development, talent and career management for all staff and make learning a reality by encouraging and providing a range of development experiences

Create an inclusive environment, one from which all staff, including under- represented groups, can benefit

Encourage work-place based learning, ensure colleagues take responsibility for their own learning and share it to build organisational capability

Support teams to succeed, devoting dedicated time to empowering people through coaching and mentoring and sharing expertise/knowledge

Identify capability requirements to deliver Departmental 3-5 year strategy and grow sustainable capability across all groups including those identified as having high potential

Role model continuous learning and self development, evaluating own effectiveness and growth and planning next learning steps accordingly

13 Performance Cluster - Delivering Results

7. Achieving Commercial Outcomes

Identify and implement different ways of working deployed in other sectors e.g. using resources, assets and commercial arrangements

Promote a strong focus on the needs of customers, suppliers and other delivery partners to develop new commercial models for the delivery of policy and business goals

Manage strategic commercial relationships and delivery arrangements actively and effectively to provide ongoing value for money to the tax payer

Develop and apply market and economic understanding and insights, working with commercial experts, to support sound commercial decision-making and recommendations

Take a wide view, successfully achieving common goals with organisations that have different priorities

Ensure teams appreciate how market demands, investment decisions and other commercial considerations such as funding and pricing models influence suppliers and the delivery of services

8. Delivering Value for Money

Understand the financial position of own area, the organisation and the wider economy and recognise impacts of this when delivering services

Make and encourage strategic choices on spend, challenge high risk costly projects and forgo non-priority expenditure

Promote and visibly demonstrate a culture of value for money in own area/function in order to focus managers on getting a good return for taxpayers’ money

Interpret a wide range of financial and management information and use financial data effectively in decisions

Develop robust business cases, with fully costed options identifying clear policy advantages and/or returns on investment to assist decision making

Understand and manage the risks and cost-drivers for own areas of responsibility in the context of strategic priority

14 9. Managing a Quality Service

Facilitate flexible use of resources across grades through innovative structuring of teams and resources within own area

Clarify and articulate the diverse requirements of customers and delivery partners to support delivery of professional excellence and expertise

Use customer insight to determine and drive customer service outcomes and quality throughout own area

Translate complex aims into clear and manageable plans and determine resource requirements to support implementation

Maintain and improve service by managing risks to ensure own area and partners deliver against defined outcomes

Work collaboratively with customers or service delivery partners to manage, monitor and deliver against service level agreements

10. Delivering at Pace

Translate strategic priorities into clear outcome-focused objectives for managers and provide the energy and drive in achievement of these objectives

Take ownership of delivery against outcomes and give credit for others’ delivery

Maintain a strong focus on priorities, holding others to account for priorities and swiftly respond to changing requirements

Drive a performance culture within own area, allowing people space and authority to deliver their objectives

Act as a role model for delivery by injecting enthusiasm and energy to achieve results

Promote resilience and responsiveness in the organisation by being open and honest about challenges, and the actions required to address unexpected developments

15 Annex B

CIVIL SERVICE CODE

Presented to Parliament pursuant to section 5 (5) of the Constitutional Reform and Governance Act 2010.

Presented to the National Assembly for Wales pursuant to section 5 (7) of the Constitutional Reform and Governance Act 2010.

Civil Service values

1. The statutory basis for the management of the Civil Service is set out in Part 1 of the Constitutional Reform and Governance Act 2010.

2. The Civil Service is an integral and key part of the government of the United Kingdom1. It supports the Government of the day in developing and implementing its policies, and in delivering public services. Civil servants are accountable to Ministers2. They are in turn accountable to the National Assembly for Wales3.

3. As a civil servant, you are appointed on merit on the basis of fair and open competition and are expected to carry out your role with dedication and a commitment to the Civil Service and its core values: integrity, honesty, objectivity and impartiality. In this Code:

 ‘integrity’ is putting the obligations of public service above your own personal interests;

 ‘honesty’ is being truthful and open;

 ‘objectivity’ is basing your advice and decisions on rigorous analysis of the evidence; and

 ‘impartiality’ is acting solely according to the merits of the case and serving equally well Governments of different political persuasions.

1This Code applies to all civil servants who are members of staff of the Welsh Government. Other civil servants have their own versions of the Code. Similar Codes apply to the Civil Service and the Diplomatic Service.

2 In this version of the Code, “Ministers” means the First Minister for Wales, the Welsh Ministers, Deputy Welsh Ministers and the Counsel General to the Welsh Government. The Counsel General to the Welsh Government may not be an Assembly Member but he/she may participate in Assembly proceedings.

3 Civil servants advising Ministers should be aware of the constitutional significance of the National Assembly for Wales and of the conventions governing the relationship between the National Assembly and the Welsh Government. 16 4. These core values support good government and ensure the achievement of the highest possible standards in all that the Civil Service does. This in turn helps the Civil Service to gain and retain the respect of Ministers, the National Assembly for Wales, the public and its customers.

5. This Code4 sets out the standards of behaviour expected of you and other civil servants. These are based on the core values which are set out in legislation.

Standards of behaviour

Integrity

6. You must:  fulfil your duties and obligations responsibly;  always act in a way that is professional5 and that deserves and retains the confidence of all those with whom you have dealings6;  carry out your fiduciary obligations responsibly (that is make sure public money and other resources are used properly and efficiently);  deal with the public and their affairs fairly, efficiently, promptly, effectively and sensitively, to the best of your ability;  keep accurate official records and handle information as openly as possible within the legal framework; and  comply with the law and uphold the administration of justice.

7. You must not:  misuse your official position, for example by using information acquired in the course of your official duties to further your private interests or those of others;  accept gifts or hospitality or receive other benefits from anyone which might reasonably be seen to compromise your personal judgement or integrity; or  disclose official information without authority. This duty continues to apply after you leave the Civil Service.

Honesty

8. You must:

 set out the facts and relevant issues truthfully, and correct any errors as soon as possible; and

4 The respective responsibilities placed on the First Minister for Wales, the Welsh Ministers, Deputy Welsh Ministers and the Counsel General to the Welsh Government and special advisers in relation to the Civil Service are set out in their Codes of Conduct: www.wales.gov.uk/civilservicecode. Special advisers are also covered by this Civil Service Code except, in recognition of their specific role, the requirements for objectivity and impartiality (paras 10-15 below).

5This includes taking account of ethical standards governing particular professions.

6 Including a particular recognition of the importance of cooperation and mutual respect between civil servants working for the Welsh Government, and UK Government and other devolved administrations, and vice-versa. 17  use resources only for the authorised public purposes for which they are provided.

9. You must not:

 deceive or knowingly mislead Ministers, Parliament or others; or  be influenced by improper pressures from others or the prospect of personal gain.

Objectivity

10. You must:

 provide information and advice, including advice to Ministers, on the basis of the evidence, and accurately present the options and facts;  take decisions on the merits of the case; and  take due account of expert and professional advice.

11. You must not:

 ignore inconvenient facts or relevant considerations when providing advice or making decisions; or frustrate the implementation of policies once decisions are taken by declining to take, or abstaining from, action which flows from those decisions.

Impartiality

12. You must:

 carry out your responsibilities in a way that is fair, just and equitable and reflects the Civil Service commitment to equality and diversity.

13. You must not:

 act in a way that unjustifiably favours or discriminates against particular individuals or interests.

Political Impartiality

14. You must:

 serve the Government, whatever its political persuasion, to the best of your ability in a way which maintains political impartiality and is in line with the requirements of this Code, no matter what your own political beliefs are;  act in a way which deserves and retains the confidence of Ministers while at the same time ensuring that you will be able to establish the same relationship with those whom you may be required to serve in some future Government; and

18  comply with any restrictions that have been laid down on your political activities.

15. You must not:

 act in a way that is determined by party political considerations, or use official resources for party political purposes; or  allow your personal political views to determine any advice you give or your actions.

Rights and responsibilities

16. The Welsh Government has a duty to make you aware of this Code and its values. If you believe that you are being required to act in a way which conflicts with this Code, the Welsh Government will consider your concern, and make sure that you are not penalised for raising it.

17. If you have a concern, you should start by talking to your line manager or someone else in your line management chain. If for any reason you would find this difficult, you should raise the matter with The Welsh Government’s nominated officers who have been appointed to advise staff on the Code.

18. If you become aware of actions by others which you believe conflict with this Code you should report this to your line manager or someone else in your line management chain; alternatively you may wish to seek advice from your nominated officers. You should report evidence of criminal or unlawful activity to the police or other appropriate regulatory authorities. This Code does not cover HR management issues.

If you have raised a matter covered in paragraphs 16 to 18, in accordance with the relevant procedures7, and do not receive what you consider to be a reasonable response, you may report the matter to the Civil Service Commission8. The Commission will also consider taking a complaint direct.

Its address is:

Room G/8, Ground Floor, 1 , SW1A 2HQ Tel: 020 7271 0831 email: [email protected]

7The whistleblowing legislation (the Public Interest Disclosure Act 1998) may also apply in some circumstances. The Directory of Civil Service Guidance and the Civil Service Management Code give more information: www.cabinetoffice.gov.uk/conduct-ethics/civil-service.aspx.

8The Civil Service Commission’s Guide to Bringing a Complaint gives more information, available on the Commission’s website: www.civilservicecommission.org.uk.

19 If the matter cannot be resolved using the procedures set out above, and you feel you cannot carry out the instructions you have been given, you will have to resign from the Civil Service.

20. This Code is part of the contractual relationship between you and your employer. It sets out the high standards of behaviour expected of you which follow from your position in public and national life as a civil servant. You can take pride in living up to these values.

November 2010

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