Job Description
November 2016
Role: Head of Corporate Planning, Financial Analysis and
Projects
Business Function: Corporate Services
Reports to: Chief Financial Officer
Pay Band/ Starting Salary: Pay Band H - £48, 435
Location: Hermiston Quay, 5 Cultins Road, Edinburgh
Type of Contract: Permanent, full-time
Terms and conditions
The post is subject to the standard terms and conditions provided with the application pack.
Purpose of the role and overall context
This critical group-wide role exists in order to ensure that the Trust’s overall corporate plans (both short term
budgets and longer terms financial strategy) are prepared to an overall standard that underpins their importance,
recognising that these are both presented to and approved by the Board of Trustees. Financial sustainability is a key
watchword for the Trust and, particularly as we move into a new phase of the Trust’s evolution, with a number of
high profile initiatives and investments being undertaken, it is vitally important that the financial projections (inc.
business cases) that these are based on are robustly prepared and have been subjected to the appropriate level of
professional scrutiny and challenge.
There are proposed to be three key elements to this newly-created role:
1. Corporate planning
2. Financial analysis
3. Projects
Working as a key member of the Corporate finance team, the post holder will work closely with colleagues
throughout the Trust, including operations, finance and senior management in driving forward the desired
improvements in the Trust’s work in these three important areas. The Trust’s whole approach to planning, both
short-term and long-terms, are being refreshed and updated with much greater emphasis being placed at a property
level – under the responsibility of the Chief Operating Officer – and this Corporate role is envisaged to drive forward
the desired improvements, as well as set the overall planning approach (including format of templates, related
timetables etc) that will be followed. As part of this revised approach, it is expected that the planning at property
level will be expanded significantly from what it has been in the past, and also be extended to increasingly look
further ahead (ideally towards a three to five year outlook) as opposed to the annual planning cycle that has been
undertaken in the past. Crucially, in light of the significant investment being made by the Trust on its change
programme, it is also vitally important that the costs and benefits related to the change programme are fully
modelled into our financial projections and are also properly tracked and reported.
In terms of financial analysis, there is real scope for a far greater level of scrutiny and analysis of the Trust’s reported
financial performance, ideally at an individual property level (further analysed by activity at property), with a view to
better understanding the key drivers behind performance and to help act as a challenge to the business and
operations in an attempt to drive continued improvements in reported performance. Working alongside the finance
managers, the Corporate Planning and Financial Analysis function will be expected to “interrogate” the financial
performance of properties and, working closely with operations, agree actions to improve and optimise financial
performance and financial returns. With this being done on a regular and ongoing basis, including improving clarity
on key performance drivers, this is then expected to feedback into subsequent planning and forecasting exercises to
ensure that the financial plans and forecasts have a degree of robustness and link to reported actuals and the impact
of proposed changes, including future investments, are properly reflected in those plans.
As far as projects are concerned, it is expected that the proliferation of projects we have seen in the past will be
reduced significantly, with far more of these being included – more properly – in the annual plans produced by each
of the properties. “Projects” in the Trust have been defined in the past as being individual or identifiable “one-off”
elements of expenditure outside of normal operational budgets, and have ranged from as little as £10k to as much as
£5m and have typically been funded from the Trust’s General Income Fund or from other designated funds that may
have arisen from legacies, donations, or grants. As has been stated above, it is being proposed that – going forward –
the planning done at the properties will be extended in terms of its reach, both by reference to timescale and also the
breadth of work to be addressed and covered as part of the planning process.
“Property Planning” in the Trust is the discipline whereby the heritage-, economic-, and social-significance of its
properties are assessed a long-term vision devised for their sustainability coupled with three to five year action plans
for delivery towards the vision. This process had been coordinated centrally in the past, somewhat disconnected from
the underlying properties themselves, and typically involved significant technical input from specialist staff of all
disciplines (e.g. conservation, commercial, finance) as well as property staff/ volunteer involvement and local
community and stakeholder participation. Under the change programme most, if not all, of this is now going to sit
within the control and overall responsibility of the Chief Operating Officer and – as stated previously – it is intended
that more fulsome and better overall coordinated planning of all of this will reside at that level, albeit supported by a
process that is controlled, managed and reviewed by the Corporate Planning team.
Key activities
Each of the three main elements of the role are outlined in more detail below.
1. Corporate planning:This role is key to leading, developing and supporting the Trust’s overall corporate planning process. Covering
both short-term (annual) planning and longer-term financial strategy, the role plays a vital part in establishing a
centralised, group-wide, function that leads from the front in terms of setting the overall tone of the Trust’s
planning processes and the drive towards “world class” planning by:
a. Professionally and proactively identify, develop and implement group-wide procedures in support of
enhanced planning and forecasting routines for the Trust;
b. Move towards introducing far greater transparency to the Trust’s planning process, including
working with the newly created operations directorate to reduce the proliferation of separate projects
and a move towards more “inclusive” planning at property/ cluster level.
c. Provide a degree of robust challenge to support the delivery of property plans ensuring operations
group understand the technical standards that are required of them in terms of their submissions to
Corporate;
d. Working closely with the CFO, and other members of the SMT, take overall control and ownership
of the Trust’s planning processes. This will include setting the overall timetable for the planning
process, and distribution of templates for completion and submission as well as a review and
challenge role on the submitted plans.
e. Identification of suitable planning and reporting tools in support of the Trust’s planning process.
f. Maintain visibility of both costs and benefits of the Trust’s change programme agenda.
g. Manage a small central team, including utilising other finance resources, to support the overall
planning process.
h. Prepare reports and documents for both the SMT and Board and other ad-hoc exercises as required
or directed by CFO.
2. Financial analysis:
Working with the wider finance population, as well as also with operations and the SMT, develop and
introduce a robust process of challenge and review of reported financial performance, including identification
and development of a suite of agreed KPIs for use in evaluating reported financial performance:
a. Introduce a monthly review process of reported financial performance, focusing at both a property
and cluster level to identify key drivers of performance and divergence in levels of performance.
b. Develop a robust set of KPIs that get to the underlying key drivers of business performance, and
which can be fully understood and measured/ monitored by operations management with a view to
being able to positively influence and impact on performance by clear actions.
c. Develop enhanced reporting capability on performance, including greater use of graphs and trends
data as opposed to purely numerical based reports.
d. Undertake ad-hoc financial analysis exercises for the CFO.
e. Professionally and proactively identify, develop and implement group-wide procedures in support of
enhanced financial analysis (and related financial metrics) used within and throughout the Trust;
3. Projects:
In conjunction with the wider corporate planning efforts, and working with the colleagues in the finance
function, as well as also with operations and the SMT, develop and maintain appropriate systems for
recording, reviewing and controlling projects expenditures:
a. Proactively identify, develop and implement systems and procedures to support the delivery of
projects in the Trust - this might include integrated work planning systems;
b. Develop whole concept of “improved” business cases in support of all projects/ investment
expenditures. This should include standard templates and agreed “metrics” for evaluating proposals,
as well as better overall process for sign off and approval of these.
c. Manage a small team (including related finance resource) to support the delivery of agreed/
approved projects;
d. Introduce concept of post investment reviews for review and assessment of past investment
approvals, and comparison to original financial projections;
e. Monitor and report, in an agreed and consistent format, project delivery across the Trust to all key
stakeholders (including SMT, Board and ARMC);
The current duties of this job do not require a criminal records (Disclosure Scotland) check to be carried out.
Scope of role
Technical;
 Corporate Planning:
o Leads on all group planning exercises, including both short-term (annual plans) and longer-term
financial strategy. Works in conjunction with operations directorate (and other department heads) in
relation to them preparing necessary inputs into wider planning process.
o Heavy financial and modelling bias to much of this work – financial modelling (and reporting) skills
essential.
o Key that linkage is made between “financial” and “operations” aspects of the process so that full
corporate planning process is fully integrated and not disjointed or disconnected.
 Financial Analysis:
o Again, by its very nature, very financial and detail oriented in terms of fully understanding the key
drivers and factors influencing reported results.
o Breadth and diversity of much of what the Trust does means that a good broad understanding of
business and operations (and the key drivers) is needed to ensure that proper and detailed analysis is
conducted.
 Projects:
o Corporate lead, in conjunction with operations (principally properties/ clusters) on projects systems
and processes for what is expected to be a reduced level of projects activity, including those
covering: Visitor services, facilities, activities;
 Commercial or business developments;
 Conservation of the natural or cultural heritage;
 Support systems;
 Legislative compliance.
o Responsible for review and challenge of project applications, project delivery plans, including
detailed interrogation and review of submitted business cases in support of proposed investments/
expenditures.
People Management
 Direct line management of staff (and potential volunteers):
o Projects Coordinator
 Expected to work closely, and be dependent on, support from projects accounting resource (for actuals) that
sits elsewhere within finance function.
 Dependent on the level of ongoing project expenditure, which is expected to reduce, there should be a
significantly reduced level of activity for the Projects Panel to review and approve. To the extent there is such
activity, this role will be heavily involved as part of the Project Review Team/ Project Panel.
 Works closely with Trust staff at all levels who are involved in project application and delivery, but in
particular with managers who are responsible/ accountable as project sponsors and project managers. Under
the proposed new arrangements, these are increasingly expected to sit fully under and within the COO’s
control;
 Works closely with CFO, SMT, Heads of Service, Group Managers, Advisory Panels (governance) and
standing Committees (governance) to ensure their support for the delivery of projects;
 Works closely with (in particular) Chief Operating Officer and senior cluster management teams on matters
relating to property management planning.
Financial Management
 Is a budget holder, responsible/accountable for expenditure relating directly to the employment costs of own
staff;
 In conjunction with finance/ accounting staff resource, coordinates financial aspects of project applications as
approved by including identification, monitoring and reporting for financial variances within agreed limits, and
with the approval of the Chief Financial Officer and Director of Corporate Services.
Required qualifications, skills, experience & knowledge
Essential:
The following is required:
 Strong financial modelling skills and expertise.
 Good financial knowledge and ability to interpret and assimilate complex financial information, and make
linkage to operational and business activities.
 Understanding and significant experience of running complex projects within established project
management guidelines;
 Understanding and experience in managing and working with multi disciplinary teams;
 Highly developed organisational skills;
 Highly numerate and skilled in managing and interpreting financial data;
 Positive team management skills, including fixed-term/temporary/volunteer staff;
 Current driving licence valid for driving in the UK and ability to travel throughout Scotland as and when
required.
Desirable:
 Direct experience of managing multi-disciplinary activities and ad hoc teams;
 Understanding and appreciation of property management planning, preferably in a development and
conservation context;
 Experience in developing and supporting project and/or planning systems at a strategic management level;
 Experience and knowledge in funding project activities (to support business activities in property plans and
project development);
 Strong and effective communication skills (both written and oral), including influencing/ persuasion skills;
 A passion and enthusiasm for Scotland’s heritage.
Behavioural Competencies
As a Band H role, this role would be expected to exhibit the following competencies at Level 3 (see separate
document for details of each level):
The Key Activities, Scope of Role, and Required Qualifications, Skills, Experience & Knowledge reflect the
requirements of the job at the time of issue. The Trust reserves the right to amend these with appropriate
consultation and/or request the post-holder to undertake any activities that it believes to be reasonable within the
broad scope of the job or his/her general abilities.