Ipswich & District CAB Jan 2010
Bureau Manager Job Description and Person Specification
Role Context
It is the overall task of the Bureau Manager to develop, coordinate and manage the provision of a comprehensive advice service across the defined area of benefit. A significant component of the manager’s role will be to assist the governing body in the development of a strategic business plan, together with a programme of implementation which takes account of changing political and financial environments. The Bureau Manager is accountable to the governing body.
Managing the Job
Key tasks:
1. Taking responsibility for the overall management and delivery of the Bureau’s Business Plan
2. Developing an implementation plan which sets out:
o The processes and the sequence of tasks and timescales needed to achieve the objectives of the development plan;
o A detailed analysis of the tasks that must be undertaken
o The clear identification of the individuals accountable for undertaking each of the activities
o A timetable showing when tasks must be undertaken and when progress should be reviewed.
o An accurate assessment of the resources that will be needed
3. Developing significant and constructive working partnerships across a wide range of organisational and professional boundaries.
4. Setting task objectives and priorities.
5. Reviewing performance through establishing performance criteria and measuring results including outcomes for clients.
6. Income generation – securing financial resources in line with the Bureau’s strategic development plan from both statutory and non-statutory sources
7 Budget control - maintaining day-to-day financial control within agreed parameters. Ensuring the appropriate financial regulations and controls are in place.
8. Quality management - identifying quality standards and devising strategies for measuring the quality of service
9. Resource management - forecasting future requirements, planning, resource allocation, negotiating.
10. Communication and information - developing and establishing information systems, and preparing information for management.
11. Contract management - specifying requirements, monitoring the Bureau’s performance, ensuring contracts are delivered to specified requirements
12. Ensuring that the governing body are proved with appropriate management and other information relating to the Bureau’s progress in achieving objectives in all areas
13. Developing and implementing policies including the promotion of equal opportunities and challenging discrimination which is fundamental to both the strategic development of the service and the Bureau’s approach to clients.
The Management and Development of Staff
Key tasks:
1. Leadership and motivation - to inspire staff to be creative and to achieve the aims and objectives of the bureau
2. Recruiting and selecting staff in conjunction with members of the appropriate sub- committee. Assist in the development of selection criteria and interviewing techniques and processes
3. Setting targets and appraising performance for both individuals and for staff groups. Identify the training and development needs of individuals and staff groups.
4. Ensuring all management systems including human resources and ICT are effective, reviewed regularly and improved where necessary
5. Managing poor performance and discipline
6. Developing staff (training and coaching)
7. Supervising staff and volunteers
8. Handling conflict - identifying and minimising interpersonal and interdepartmental conflict
9. Problem solving and decision-making
10. Establish a structure of meetings which underpin the day-to-day operation of the service
11. Managing meetings
12. Communications: ensuring effective communication channels are in place throughout the organisation which are informing, briefing, influencing and interpreting.
13. Presentation skills, coaching skills
14. Establishing and maintaining a safe and healthy working environment function as Health and Safety Officer.
Managing Service Development
Key tasks: