Finance Business Partner - Projects (fixed term six months)

• Promote a modern and collaborative approach to engaging clinicians infinancial management. Ensuring the Associate Medical Director and the Associate Nursing Director are actively part of strategic business planning andlong-termfinancial modelling for a sustainable service. • Work collaborativelywith clinicians and management teams usingbenchmarking andService Level Reporting(SLR)to support the development of effective and efficient clinicalpathwaysand significant service and care model changes. Demonstrating efficiency for key national reporting requirements • Provideexpert advice onhighly complex,sensitiveand often contentious information to the Care Group on any change in local or external NHS policy or external reporting requirements, legislative changes or opportunities and risks that may have an impact on the directorate's financial performance.Forexample;development of strategictransformationalschemes across NHS footprints. • Research and network effectively to ensure the post holder's knowledge and awarenessof theimpact of local and external policy changes and opportunitiesand risksis maximized. • Support training programmes across all areas of financial and business activities tailored to the requirements ofCare Groupcolleagues. With expert advice on thefinancial elements ofBusiness Cases and service developments. Analytical and judgement • Maximise income receivable to the directorate by: • Providingexpert advice on any remaining national and local tariff variable contracts within the Care Group. • Ensure Service Level Agreements are in place for all non-NHS Clinical and Non-Clinical Income and prices are regularly reviewed and updated. • Minimise income lost or poor benchmarking/costing data through poor data capture, and support theCare Groupwith gaps in data analysis to be reported to the Information and Performance Teams, either for future central recording, or local measurement of potential CQUINS, penalties etc. • Be the key link between Operational Management and the Independent Sector and/or other large non-pay contracts, utilising procurementadviceand key relationships with outside agencies such as Care Homes. • Ensure an evidence-based and risk assessed approach to all decisions within theCare Group, ensuring financial risk is considered alongside clinical risk to the Trust. • Lead thedevelopment ofbusiness cases theCare Group,ensuring compliance with thesystem investment policy. Suggest and recommend changes formaintainingand developing business case documentation and investment and disinvestment decisions. Ensuring key performance indicators are agreed at the time of seeking approval andmonitoredafter implementation for dis-investment decision ifappropriate. Ensuring that all Capital Business Cases are subject to oversight by the Assistant Director of Financial Services. • Ensure business cases have an objective method of measuring benefits/KPI's and lead asystematic approach to reporting and supporting delivery expected benefits.Each investment must report on a post implementation against these agreed KPI's. • Ensure any investment decisions at any level are included in theCare Groupforecast for the year and the LTFM systems. Ensure teamskeep a log and audit trail of all investment and disinvestment proposals, including any cost avoidance to bemonitored. • Support theCare Groupto produce the post project evaluation of each of the business cases to Executive or Finance Committee todemonstratethe delivery of the expected benefits. This to be done in line with the time scales agreed in the business case usually 12-24 months after completion. • Partner theCare GroupTriumvirate Managers in planning, reporting and delivering of the Cost Improvement Programme (CIP) andefficiencydelivery, ensuring all Business Support staff are aware of the systems and process being used for CIP recording and reporting for accurate data to be transferred to the PMO (Programme Management Office). Job description Job responsibilities • Promote a modern and collaborative approach to engaging clinicians infinancial management. Ensuring the Associate Medical Director and the Associate Nursing Director are actively part of strategic business planning andlong-termfinancial modelling for a sustainable service. • Work collaborativelywith clinicians and management teams usingbenchmarking andService Level Reporting(SLR)to support the development of effective and efficient clinicalpathwaysand significant service and care model changes. Demonstrating efficiency for key national reporting requirements • Provideexpert advice onhighly complex,sensitiveand often contentious information to the Care Group on any change in local or external NHS policy or external reporting requirements, legislative changes or opportunities and risks that may have an impact on the directorate's financial performance.Forexample;development of strategictransformationalschemes across NHS footprints. • Research and network effectively to ensure the post holder's knowledge and awarenessof theimpact of local and external policy changes and opportunitiesand risksis maximized. • Support training programmes across all areas of financial and business activities tailored to the requirements ofCare Groupcolleagues. With expert advice on thefinancial elements ofBusiness Cases and service developments. Analytical and judgement • Maximise income receivable to the directorate by: • Providingexpert advice on any remaining national and local tariff variable contracts within the Care Group. • Ensure Service Level Agreements are in place for all non-NHS Clinical and Non-Clinical Income and prices are regularly reviewed and updated. • Minimise income lost or poor benchmarking/costing data through poor data capture, and support theCare Groupwith gaps in data analysis to be reported to the Information and Performance Teams, either for future central recording, or local measurement of potential CQUINS, penalties etc. • Be the key link between Operational Management and the Independent Sector and/or other large non-pay contracts, utilising procurementadviceand key relationships with outside agencies such as Care Homes. • Ensure an evidence-based and risk assessed approach to all decisions within theCare Group, ensuring financial risk is considered alongside clinical risk to the Trust. • Lead thedevelopment ofbusiness cases theCare Group,ensuring compliance with thesystem investment policy. Suggest and recommend changes formaintainingand developing business case documentation and investment and disinvestment decisions. Ensuring key performance indicators are agreed at the time of seeking approval andmonitoredafter implementation for dis-investment decision ifappropriate. Ensuring that all Capital Business Cases are subject to oversight by the Assistant Director of Financial Services. • Ensure business cases have an objective method of measuring benefits/KPI's and lead asystematic approach to reporting and supporting delivery expected benefits.Each investment must report on a post implementation against these agreed KPI's. • Ensure any investment decisions at any level are included in theCare Groupforecast for the year and the LTFM systems. Ensure teamskeep a log and audit trail of all investment and disinvestment proposals, including any cost avoidance to bemonitored. • Support theCare Groupto produce the post project evaluation of each of the business cases to Executive or Finance Committee todemonstratethe delivery of the expected benefits. This to be done in line with the time scales agreed in the business case usually 12-24 months after completion. • Partner theCare GroupTriumvirate Managers in planning, reporting and delivering of the Cost Improvement Programme (CIP) andefficiencydelivery, ensuring all Business Support staff are aware of the systems and process being used for CIP recording and reporting for accurate data to be transferred to the PMO (Programme Management Office).