Role Description Role Title: Accounts Team Leader Directorate: Corporate Services Location: Bircham Newton Reports to: Senior Financial Accountant Role Purpose: (This should be a single sentence which describes why this role exists and its contribution. It should be specific to the role in question and not a general statement which might apply to a number of varied roles.) To be accountable to the Senior Financial Accountant for the day to day management of the Accounts Receivable and Payable section in respect of all its operations in accordance with CITBConstructionSkills policies and procedures. Role Accountabilities: (Role Accountabilities are statements of the ‘deliverables’ required of a job. They answer the question ‘What are the main areas in which a job holder must get results in order to achieve the Role Purpose?’ They are presented as a series of one-sentence statements. Each statement relates to a separate end result that must be accomplished within the role. These should be wider than a list of tasks or activities.) Line management responsibility for the Accounts Payable and Receivable staff and control of the Accounts Payable and Receivable functions Manage and maintain an efficient credit control and debt collection function, setting and reviewing credit limits, monitor the effectiveness of debt collection procedures to maximise cash collection and minimise bad debts. Liaise with relevant customers and CITB-ConstructionSkills departments to ensure the effective operation of the Section. Manage and maintain an efficient accounts payable function, ensuring that all undisputed invoices are paid within agreed terms, and liaising with relevant vendors, CITB-ConstructionSkills departments/offices to clear disputed invoices for payment or credit as required. Ensure the accurate and timely processing of sales and purchase invoices, credit notes, expense and imprest claims and other documents Accurately maintain customer and vendor accounts on the accounts receivable and payable ledgers respectively and ensure monthly reconciliations of control and suspense accounts are carried out within the agreed month end timetable. Ensure that all adjustments are effected as necessary. Liaise with the Cashiers’ Section regarding cash allocation. Regularly review ledger balances and identify bad debts and write them off in line with the agreed policy. To write, review and maintain quality procedures Produce monthly Management Information reports and payment statistics for the purpose of monitoring payment and debts collection performance, as required. Comply with the Financial Procedures Manual and implement internal/external audit recommendations as necessary. Ensure that all correspondence and telephone calls are dealt with courteously, expeditiously and correctly. Represent the Section on matters associated with these responsibilities and where appropriate deputise for the Senior Financial Accountant. Role Description Business Impact: (Level of business responsibility; business/functional/departmental strategy. Include an org chart of where the role sits within the organisation. Key performance measures; which measures does the role directly / indirectly impact? Financial responsibilities; setting / owning budgets, revenue generation, controlling costs. Reporting requirements.) Recommend/implement credit limits based on research/experience Prioritise and pursue outstanding debts Identify and write off bad debts Where necessary, agree settlement plans with customers Follow up and seek resolution to complex customer/vendor queries referred by the team KPIs managed – debtor days, creditor days, % paid within terms, timely processing of supplier invoices People Management/Team Leadership: (This covers people and team leadership responsibilities, how many people and what type of role. Include an org chart/full details of the role’s direct or ‘dotted line’/indirect reports.) Direct line responsibility for one senior clerk and six account controllers Manages their performance and seeks to improve their efficiency, allocating responsibility accordingly. Structures and manages their personal development to ensure that their skills meet company and individual objectives Manages staff in accordance with ConstructionSkills policies and procedures. Reviews departmental structure and proposes changes as appropriate. Carries out Performance Planning process. Carries out on-the-job coaching and support. Devises and implements staff training plans. Knowledge, Skills and Experience: (Knowledge, skills and experience needed to perform the role effectively. Is the role focussed on one particular subject or across a number of subjects, one particular department or across departments, internally only or externally – such as knowledge of a particular industry or specialisation. Are there particular activities that must have been experienced, qualifications attained or professional memberships required?) Educated to A level standard or equivalent with a minimum of 3 GCSEs including English and Maths AAT or ICM membership an advantage Experience of managing a small team Significant AP/AR experience General accounting knowledge Use of computerised financial systems Role Description Communication/Relationships: (Key interfaces/contacts, internal and external. Complexity of communication – providing information, persuading, influencing, negotiating, on what subjects and to whom. Level of key external and internal relationships/stakeholders.) External suppliers (query resolution) External customers (debt management) Internal CSkills departments (query resolution, sharing best practice) Managers at all levels (expenses) Directors (problem escalation, expenses) External and Internal auditors Decision Making: (Decision making; what key decisions have to made, when, how often. What is the potential impact of the decisions made on the business, i.e. does the role have the capacity to make decisions that will shape the direction of the department, directorate, overall organisation or industry?) Whether a customer should be credit or cash Short term increases in credit limits Economic viability of credit accounts Pay/don’t pay for vendors taking account of HM Treasury guidelines Dispute resolution Timing of payment runs Change Management: (The impact of the role on changing business requirements/challenges. Complexity and level of problem solving; are the answers readily available in work instructions / policies / procedures or is the role required to develop new solutions / initiatives / strategies for a variety of problems / situations etc; what investigation is required; where can information be found?) Continually reviewing existing procedures and systems and identify enhancements in order to maximise efficient use of resources. Resolution of complex queries Identify and share best practice in AP/AR throughout the organisation Effective allocation and up-skilling of scarce resource to ensure day to day requirements are fulfilled Interpretation of Corporate policies and communication throughout the wider business Key Competencies (The main competencies that are required to be evidenced to be successful in the role, ideally 3 or 4. Further details of the Competency Framework are on the Hub at ‘Career Development’ under ‘How we do it’ or discuss with your HR Manager.) Strategic awareness - advanced Courage and conviction – core Curiosity – advanced Impact and Influencing – advanced Role Description Building capability - advanced Special Conditions/Other Requirements: (Any particular conditions associated with the role, e.g. travel requirements, working arrangements? Any other requirements in the role not already covered above?) Role Description For use by Role Evaluation panel Contribution Factors: Functional Knowledge Knowledge of functional work and activities; function complexity Business Expertise Organisational as opposed to technical expertise Leadership Nature and breadth of leadership Problem Solving Mental agility in analysis, judgment and decision-making Nature and area of impact Overall level of responsibility and area of impact within the organisation Interpersonal skills Role Evaluation: Level and type of ‘people’ skills Band: Management / Professional Grade: E