Essential
- A CCAB qualified accountant (which includes ACCA and CIPFA).
- An in depth understanding and experience of financial management and budget formulation (which should include capital budgets).
- Excellent record of achievement operating at senior executive level within a relevant or comparable role and demonstrable understanding of the scrutiny and visibility of leading a high-profile organisation.
- Demonstrable experience of working effectively at the public/private interface, including managing relationships across political and partner organisation boundaries.
- Able to seamlessly oscillate between strategic and operational matters.
- A high level of credibility and business acumen to engender trust and confidence and to successfully influence a complex and diverse stakeholder mix.
- Proven ability to work in a complex and political environment.
Highly Desirable
- Experience of organisational leadership across wider functions or programmes than just finance (for example, managing wider corporate operations).
- Experience of commercial structuring in complex regeneration or development projects.
- Support and advise the CEO and OSDC Board in decision making.
Behavioural Competencies
Responsible use of resources
… is taking personal responsibility for using and managing resources effectively, efficiently and sustainably.
- Explores different options for funding and income generation
- Sets budgets, understanding current costs and challenging teams to deliver greater efficiency
- Monitors resource allocation across the organisation, ensuring OSDC works within budget and resources
- Ensures OSDC procures and uses resources fairly and responsibly and with regard for environmental efficiencies
- Leads initiatives to identify and deliver efficiencies across the GLA Group and through partnership working
Strategic thinking
…is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning those into a compelling vision for action
Level 4 indicators of effective performance
- Develops a positive and compelling vision of London’s future potential, demonstrating confidence in the strategic direction of OSDC
- Translates an understanding of the complex and diverse threats and issues facing London into positive action
- Proactively involves partners in strategic thinking, incorporating their views into plans and working with them to align strategic priorities
- Sets organisational priorities by identifying where time and investment is needed most
- Generates and leads strategic initiatives that reflect OSDC’s position as a regional authority
Decision making
…is forming sound, evidence-based judgements, making choices, assessing risks to delivery, and taking accountability for results
Level 4 indicators of effective performance
- Makes difficult decisions for the long-term benefit of the organisation
- Presents and instils confidence in strategic decision-making
- Consults stakeholders early in critical organisation-wide decisions
- Stands by the decisions and actions of OSDC
- Accepts and promotes accountability for OSDC’s decision-making
- Ensures the organisation balances effective risk management with the need for timely actions
Responding to pressure and change
…is being flexible and adapting positively, to sustain performance when the situation changes, workload increases, tensions rise or priorities shift.
Level 4 indicators of effective performance
- Demonstrates resilience in the face of challenge from staff, media and partner organisations
- Promotes OSDC as a flexible organisation, responding to the changing needs of Londoners
- Shows positivity in the face of external pressure, minimising negative impact
- Drives a culture of continuous improvement
- Sets the direction for organisational development and ensures effective communication of change initiatives
This job is ‘politically restricted’ under the Local Government and Housing Act 1989.