Main Responsibilities

Specifically, this role is responsible for:

A. Leading delivery of the finance function and all aspects of financial management • Being accountable to the Board for ensuring that Family for Every Child has highly effective functions for financial planning, forecasting, assurance and compliance • Being accountable for championing a results oriented ‘value for money’ culture, based on evidence and underpinned by accurate financial data and well-informed decision-making • Monitoring, maintaining and planning the financial health, security and compliance, including provision and interpretation of timely management information and effective cash flow and reserves management • Developing and reporting on the financial and non-financial performance indicators needed by the Board and Leadership Team • Monitoring organisational risks and leading on implementing strategies for managing and/or mitigating those risks as set by the Finance & HR Board Committee

B. Leading development and implementation of the Digital Strategy and IT management • Ensuring that Family for Every Child has the infrastructure, systems, equipment and skills required for the most effective and adaptable ways of working • Ensuring Family for Every Child embraces the digital world and is digitally enabled and skilled to achieve its mission • While facilitating adaptability and innovation, ensuring that technology and use of data is safeguarded, and meets the full expectations of anyone whose data is held or used • Champion information governance at Family for Every Child, ensuring that the charity complies with its obligations and achieves the level of data maturity consistent with its aims and values-based approach to supporters, members and others

C. Leading on governance and compliance • Ensuring that Family for Every Child meets all legal and compliance standards and reporting requirements of a UK charity, US not for profit and NZ charitable trust. • Developing and implementing best practice governance practices, working with the

CEO and Chairs to pan and develop the activities of the Boards

D. Leading on organisational planning • Leading on the design and implementation of organisational planning, emphasising the portfolios of activity key to delivering the strategic plan while ensuring there is effective accountability across the management structure • Providing leadership, advice and guidance on financial and resource planning for new developments, investments and ongoing ‘business as usual’ • Working alongside the fundraising team, ensuring the strategic planning, modelling and forecasting for future income and adjusting plans and strategies accordingly

Main Responsibilities

E. Leading people and operational management • Overseeing delivery and maintenance of progressive people policies and processes covering all aspects of people management • Monitoring the reporting of key people and operational management indicators • Overseeing organisational development, including the enhancing of skills, behaviours and culture • Ensuring that facilities provision is managed effectively and efficiently to support the

Secretariat in all aspects of their work • Ensuring that security and insurance measures are effective and appropriate to the needs of the Secretariat, Board and membership

F. Managing the Finance & Corporate Resources Team This role leads five areas: Finance, Digital, Governance, Planning and People & Operations.

Family for Every Child’s bookkeeping and accounting services are provided by an outsourced partner who is working with the International Finance Manager to bring in new cloud based systems for invoice, UK payroll, management accounts, statutory submissions and reporting. The International Finance Manager is responsible for supporting the Secretariat with all aspects of financial management across the three entities.

Governance activities include supporting the three Boards and this work is resourced in house with the support of a Governance Officer.

A small sub-team of 3 staff is headed up by the Head of Global HR & Operations with responsibility for people management, facilities management, security and IT.

Key to this will be: • Managing the Finance & Corporate Resources Team of 5 people across different cultures, countries and time zones, with direct line management responsibility for 3 staff • Carefully allocating workload and priorities, and facilitating cross team working and sharing of knowledge and experience • Supporting, enabling and developing individual team members • Building the effectiveness and satisfaction of the whole team, and fostering the desired culture • Forging strong relationships between the Finance & Corporate Resources Team as a whole and individually with other teams in the Secretariat Brokering relationships and potential difficulties with other stakeholders as necessary Assessing, adding and overseeing the management of consultants who add capacity to the team Delivering reliable, open, transparent internal communications up, down and across the team and wider organisation.

G. Co-Leading the Secretariat Working with colleagues in the Leadership Team to: • Translate the vision and strategy for all members and stakeholders • Grow and develop the wider network of internal and external partners • Manage the work and approach of the Secretariat ensuring effective use of resources to deliver the best results, and monitoring performance of the whole Alliance

As part of the Leadership Team this role takes collective responsibility in: • Weaving and coordinating across the Alliance to achieve the impact we want • Drafting and planning implementation of global strategy • Designing and embedding a results framework • Driving financial sustainability and integrity • Enabling strategic use of resources to achieve the greatest impact across the whole portfolio of work • Building systems, processes and capacity across the Alliance to enable delivery • Providing information, analysis and data for the Board to effectively lead the Alliance • Developing and role-modelling the desired culture and ways of working • Acting as ‘confident’ diplomat, being able to negotiate with members who are passionate about the work they are doing and their involvement in the network • Working with members to help them understand a more focused approach in terms of activities and thematic focus • Facilitating and coordinating cross Alliance working and delivery