The Head of Planning and Governance is responsible for a set of key corporate functions. Working closely with the Chief Executive.....
The Head of Planning and Governance is responsible for a set of key corporate functions. Working closely with the Chief Executive, Chair and AGC Chair, the post holder will develop, implement and measure performance against corporate strategy, the corporate plan and annual business plans. They will take responsibility for corporate oversight of project and programme management and the running of the Chair and Chief Executives Office function as well as ensuring robust risk management arrangements. The Head of Planning and Governance will ensure that corporate decisions are taken and implemented effectively, and that board and committee business is conducted in accordance with standing orders. Strategic planning 1. Lead on the development of organisational strategy, a three year corporate plan (required by our framework agreement with our DHSC sponsors) and annual business plans, in liaison with the Authority, SMT and the Corporate Management Group, ensuring business planning and operational delivery arrangements are agreed and in place on an annual basis. This will include facilitating conversations among teams and managers about workflow, priorities, and interdependencies, and having oversight of the annual business planning process, leading prioritisation discussions as needed and line managing the Risk and Business Planning Manager. Corporate governance 2. Take overall responsibility for corporate governance and decision making through effective board and external advisor governance, and the recruitment, onboarding and development of members as needed, including the line management and development of the Board Governance Manager (BGM). 3. Take overall responsibility for ensuring up to date and appropriate governance policies and practices are in place, including the running of Authority and AGC meetings and Standing Orders, ensuring that annual reviews of Standing Orders and committee effectiveness take place. 4. Oversee the flow of work through the Authority, Corporate Management Group (CMG) and Project Assurance Group (PAG), ensuring that effective and timely decision-making is taking place, and that our strategy and business plans are being delivered through the activities that come before members or staff groups for consideration. 5. This will include oversight of the arrangements for board and committee agendas and meetings, such as scheduling, agenda planning, bundling and postings, minute taking, report production etc., working with the BGM, and leading on the shaping of future Board agendas, alongside SMT. 6. Attendance at and reporting to AGC as required by agendas and current work relating to planning, risk, performance and recent internal audits. This may also involve participation in or running of training for members from time to time. 7. Take overall responsibility for the timely recruitment, onboarding, training, and development of external members and panels, and dealing with the onboarding and induction of newly recruited Authority members. 8. Oversight of the Chair and CEOs office function, ensuring the Chair and Chief Executive have the administrative support they need. 9. Lead and coordinate the organisations response to external reviews and responses to Cabinet Office and Department requests for returns. Performance measurement 10. Take overall responsibility for corporate performance reporting, ensuring that the HFEA has in place a performance scorecard, reporting arrangements, and that both performance and reporting accuracy are both regularly reviewed and issues highlighted to SMT and the board. This will involve working closely with the RBPM and Corporate Performance Officer and considering ways of improving and updating our KPIs in line with current HFEA work and other organisations current practices. Project management 11. Take overall responsibility for the HFEAs project management methodology, ensuring that the Project Assurance Group (PAG), project managers and sponsors are well supported and that tools and processes are maintained and improved over time. This will include working with the RBPM and the Project Support Officer (PSO) to identify and resolve and issues and blockages with current projects, escalating to SMT as needed. Risk management 12. Leadership of the risk management function, ensuring we have in place a sound and up to date risk strategy and associated documentation, and liaising and networking with the DHSC and other ALBs as needed. This will include working with and advising the RBPM to ensure ongoing management of risks and reporting to SMT, the Audit and Governance Committee (AGC) and CMG on strategic and operational risk registers, the risk strategy and the internal incident system. The Head will also be responsible for leading a complete triennial review of the strategic risk register in response to each new strategy. 13. Lead on the setting of internal audit parameters for GIAA audits of areas of the teams work, and take responsibility for reviewing internal audit reports and agreeing management actions and required evidence, in collaboration with the relevant Manager. General management 14. Manage the planning and governance teams overall work, direction, staff and budgets. 15. Operate as an effective membership of the Finance and Planning leadership team. 16. Advising the Chair and Chief Executive on matters relating to planning, strategy, performance and governance, risk as needed.
