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  Director of Performance and Resources
About the Role
Job Description
Person Specification
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How to Apply
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Director of Performance and Resources

About the Role

This new role within the Authority goes a long way beyond the traditional Section 151 officer duties, and represents an opportunity to be an influential senior management voice - influencing both Authority and Force policy and decision making. You will be dealing with strategic issues at the highest levels, influencing national and local policy direction. There will be close contact with Police Authority Members and local partner organisations and a hands-on management role with the Performance team of the Authority. You will be expected to develop relationships with internal and external audit and, particularly, with the Force Assistant Chief Officer (Support) who has overall responsibility for the financial management of the Force.

You will lead the Performance and Resources staff group, ensuring professional support to the Authority. You will advise on financial and performance risk management and ensure the efficient and effective financial administration of the Force and the Authority.

The Force’s capital budget is just under £9 million. The revenue budget is £157 million per annum and the Authority secretariat has a further budget of £1.2 million per annum.

As Director of Performance and Resources you will work closely with the Chief Executive and deputise in her absence. You will be expected, as a member of the Senior Management Team, to contribute fully towards the strategic management and development of the Authority.

Particular challenges will include building the Authority's financial confidence, improving risk management, and making the link between Force performance and available resources.

Key areas for development include the independent scrutiny of resources and finance issues; in particular this will involve working closely with the Audit and Strategy Committee to ensure complete confidence in a robust set of internal control measures.

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