Job Purpose
To support the preparation of the Mayor of London’s consolidated annual revenue budget, capital spending plan and capital strategy for the GLA group working closely with key functional bodies including Transport for London (TfL), the London Fire Commissioner (LFC) and the Mayor’s Office for Policing and Crime (MOPAC). To assist the Senior Financial Analyst in maintaining and developing the GLA’s medium term financial plan including forecasting, monitoring and accounting for the GLA’s income from council tax and retained business rates.
To lead as directed on the financial aspects of corporate projects and public finance issues including business rates retention, the financing of the Elizabeth line including the Crossrail business rate supplement and Mayoral Community Infrastructure Levy, the impact of Government Spending Reviews, council tax and business rates income maximisation projects delivered with London boroughs, statistical reporting of GLA group capital and revenue expenditure and budgets, the funding aspects of Enterprise Zones and designated areas in London including those for the Royal Docks and the Northern Line extension to Battersea Power Station and other regeneration and infrastructure projects.
Principal Accountabilities
To support the development of the Mayor of London’s revenue budget, capital spending plan and capital strategy providing advice as appropriate to senior managers and finance colleagues within the GLA and its functional bodies.
To negotiate and liaise with colleagues within the GLA and its functional bodies as appropriate to ensure the Mayor’s budget is developed in line with his/her budget guidance and timetable and is accurate, consistent and integrated across the GLA group.
To support the Senior Finance Manager in the ongoing management, monitoring, forecasting and year end accounting of revenues via the Business Rates Retention System and the Crossrail Business Rate Supplement liaising closely with the GLA’s Treasury function and growth from business rates retention zones (including for the Northern Line extension to Battersea Power Station and the Royal Docks), TfL, the LFC, MOPAC, the 32 London boroughs, the Corporation of London and the Ministry of Housing, Communities and Local Government (MHCLG).
To support the Senior Finance Manager in the forecasting and accounting of council tax revenues across the 33 London billing authorities. This will also include monitoring billing authority council tax support schemes and responding to any consultations they may undertake in developing their local schemes.
As directed by the Senior Finance Manager to support the development and monitoring of business rates and council tax income maximisation projects led by the 33 London billing authorities which the GLA agrees to fund ensuring that any funding agreements are put in place and funding claims received to ensure these are delivered on a timely and efficient basis.
To support the Senior Finance Manager in providing advice within the GLA on business rates policy issues and any lobbying work, including consultation responses undertaken relating to business rates, council tax and other local property taxation matters, working closely with colleagues in London Councils and London billing authorities. This may also include liaising with the GLA’s Economic and Business Policy teams as part of the GLA’s wider engagement with London’s business community.
To lead on designated areas of finance, budget or corporate projects e.g. undertaking research on the funding and financing of the GLA and the functional bodies and preparing policy options, reports, briefings and presentations for the Mayor, Mayoral advisers, Assembly Members and senior managers of the Authority and functional bodies.
To support the Senior Finance Manager on other related group and public finance issues including the financial impact of Government Budget and Spending Review announcements, the local government finance settlement, new and existing business rates retention zones (also known as designated areas) within the London area and existing and potential future Mayoral Development Corporations, infrastructure and transport projects, working with key stakeholders as applicable.
To support the Senior Finance Manager in relation to GLA Group budget monitoring, shared services and corporate procurement including supporting GLA internal review groups and preparing relevant data or statistical analysis.
To assist as directed by the Senior Finance Manager in analysing GLA group efficiency savings and to lead on the preparation and submission of the GLA Group’s capital and revenue financial statistical returns to Central Government and the Chartered Institute of Public Finance and Accountancy ensuring they are presented on a consistent basis and allow for any inter group financial transactions.
To realise the benefits of London's diversity by promoting and enabling equality of opportunities and promoting the diverse needs and aspirations of London's communities.
To realise the benefits of a flexible approach to work in undertaking the duties and responsibilities of this job and participating in multi-disciplinary cross-department and cross-organisational groups and project teams.
Key Relationships
Accountable to:
Senior Finance Manager
Accountable for:
Resources allocated to the role.
Principal contacts:
The Mayor, Mayoral advisers, senior managers of the Authority, London Assembly members, Functional Bodies of the GLA including TfL, LFC, MOPAC, the London Legacy Development Corporation (LLDC), the Old Oak and Park Royal Development Corporation (OPDC), the Oxford Street Development Corporation (OSDC), London Treasury Limited, London boroughs, the Corporation of London, London Councils, Government Departments including MHCLG and other external organisations.
PERSON SPECIFICATION
TECHNICAL REQUIREMENTS/EXPERIENCE/QUALIFICATIONS
A good working knowledge and understanding of local government finance, budget development and the statutory framework for local authority accounting including collection fund accounting
A CCAB (ICAEW, ACCA, CIPFA, ICAS, and Chartered Accountants Ireland) - https://www.ccab.org.uk/ - or CIMA (https://www.aicpa-cima.com/resources/landing/uk) qualified accountant or part qualified CCAB/CIMA accountant.
A general working knowledge of the national non domestic (business) rates and council tax system
BEHAVIOURAL COMPETENCIES
Stakeholder Focus
… is consulting with, listening to and understanding the needs of those our work impacts and using this knowledge to shape what we do and manage others’ expectations.
Level 3 indicators of effective performance
Understands diverse stakeholder needs and tailors team deliverables accordingly
Is a role model to others, encouraging them to think of Londoners first
Manages stakeholder expectations, so they are high but realistic
Removes barriers to understanding the needs of diverse stakeholders, including hard to reach groups
Focuses own and team’s efforts on delivering a quality and committed service.
Communicating and Influencing
…is presenting information and arguments clearly and convincingly so that others see us as credible and articulate and engage with us.
Level 3 Indicators of effective performance
Encourages and supports teams in engaging in transparent and inclusive communication
Influences others and gains buy-in using compelling, well thought through arguments
Negotiates effectively to deliver GLA priorities
Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement
Advocates positively for the GLA both within and outside the organisation
Planning and Organising
… is thinking ahead, managing time, priorities and risk, and developing structured and efficient approaches to deliver work on time and to a high standard.
Level 3 indicators of effective performance
Monitors allocation of resources, anticipating changing requirements that may impact work delivery
Ensures evaluation processes are in place to measure project benefits
Gains buy-in and commitment to project delivery from diverse stakeholders
Implement quality measures to ensure directorate output is of a high standard
Translates political vision into action plans and deliverables
Problem Solving
… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions
Level 3 indicators of effective performance
Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding
Actively challenges the status quo to find new ways of doing things, looking for good practice
Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues
Initiates consultation on opportunities to improve work processes
Supports the organisation to implement innovative suggestions
Responsible Use of Resources
… is taking personal responsibility for using and managing resources effectively, efficiently and sustainably
Level 2 Indicators of effective performance
Continually looks for opportunities to work more efficiently and sustainably
Reduces team impact on the environment by implementing methods for reducing use of, reusing and recycling resources
Improves local processes to maximise use of resources
Thinks in terms of maximum efficiency when planning resource allocation
Implements good practice on efficient use of resources
Organisational Awareness
… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly.
Level 3 Indicators of effective performance
Uses understanding of differences between the GLA and its partners to improve working relationships
Helps others understand the GLA and the complex environment in which it operates
Translates changing political agendas into tangible actions
Considers the diverse needs of Londoners in formulating GLA objectives
Helps others understand how the media and external perceptions of the GLA influence work
