elizabeth Harrison

I am responsible for the contract
management of a number residential providers and for negotiating rates with them. This includes but is not limited to the
reviewing of Care Inspectorate documents and working with them to take forward necessary performance measures. I evaluate
tender submissions. I am responsible for tracking the residential Individual Placement Assessment forms and work with business
support colleagues to ensure we hold accurate data at all times to ensure supplier payments, financial accuracy and director level
access. I oversee the Secure placements tracker and provide live data to the Secure Team manager each month, update the
tracker with his comments for business support ensuring compliance and supplier payment. I prepare Waivers along with service
areas. These are required in the event that the requirements of 11.9.2 of the council's contract standing orders are not met and the
use of a consultant is required as a matter of urgency the urgency provisions set out in provision 4 of the Council's Committee
Terms of Reference and Delegated Functions and the Waiver provisions contained in Contract Standing Order 9 where appropriate
should be followed. I prepare Service Level Agreements, contract extensions and variations. Issue them and store securely the
3/15
final versions. I support in the preparation of Data Protection Impact Assessments when required. In collaboration with
commissioning officers. I prepare reports and Integrated Impact Assessments for CLT. I analyse, collate and present various
types of financial and supplier data I provide advice in response to stakeholder's enquiries relating to Fostering, Education, Third
Party Grants and Children's Services. These can be internal and external. I recently completed a large piece of work on Balance of
Care. This involved data collation and preparation, analysis of spend, past, present, and future predictions – this considered all
areas including the impact on vulnerable people, financial impacts and included collating vendor and service information. This was
provided to allow the Director to make an informed decision in relation to the way services are provided and funded. It has led to a
business case which will be presented before committee for approval before bringing about a remodelling of the entire residential
estate. I lead my own projects and implement changes within the services ensuring new robust processes for commissioning in
Children, Education & Justice Services department. This work is multi-disciplinary and involves working with various stakeholder –
the service area, business support, finance, internal audit and commissioning I do regular analysis project work for finance brought
about by the unexpected CPI rate. I lead on finance year end/year start work and work closely with finance to ensure the financial
position is accurate. I am trained on the Public Contract Scotland Tender which involves updating the Scottish Government system
with all contract information and then implementing full using of this for managing contracts going forward, I will also be providing
training when necessary to colleagues within the team. I support the performance and improvement planning of suppliers when
necessary. Providing guidance advice and support. I worked with my colleague to support Care Visions who had recently been
graded below the standard requirement. We met with all involved and discussed and agreed a performance plan. I have excellent
communications skills and ensure that all stakeholders are included in communications applicable to them. These skills are used
daily in supplier management work I am working on the new residential Framework Tender and have been since the beginning. I
am a GSMO for Connected Communities Grant Monitoring. I still to attend the Resource Authorisation and Review Group which
reviews the Out of Authority, Residential placements (including Education & Secure)

I was brought in to this project specifically to
help reduce the financial impact in and around the looked after children who are placed in out of authority residential placements.
This involved working alongside Executive Director, Service Directors, Senior Management and various other services within the
directorate to deliver the outcomes which included:
• reducing the financial impact in and around the looked after children who are placed in out of authority residential placements,
• Ensuring that it is clear why each child is in placement.
• Ensuring that they do not stay longer than is best for them.
• Ensuring the outcomes of the children have been met and will be met going forward
• Ensuring compliance with the Promise
• Ensuring there are clear plans going forward for exiting planning
• To prevent longer stays for future placements
• Ensuring we are paying what has been agreed with senior Managers and not what has been driven by the providers idea of need.
The work involved:
• Creating a project plan and update progress – to Kathy at regular intervals
• Attending Resource Authorisation and Review Group with the purpose of ensuring appropriate outcomes for children and that
decisions are in line with our values, including Edinburgh's Promise. It will ensure that best value is being achieved and that
resource allocation is having a positive impact on children.
• Input into new policies and guidance and Terms of Reference
• Fully understanding the budget responsibilities and approvals process
• Working with finance to prepare an initial monitoring forecast
• Go through the tracker and updates provided by team leaders, ensuring that it is 100% accurate
• Consider what other local authorities have done to bring this cost down and input new ideas in terms of ways of working
• Reviewing all available resources and understand all of them – including the costs
• Identify placements which should be coming to an end and contact social workers for an update
• Meetings with various providers to discuss individual placements and young persons need
• Ensuring all placements had a review date
• Read and understand the balance of care concept
• Ensuring I was fully versed on Promise Plan 21-24 and aware of the new one
• Create a project end report which included relevant recommendations including suggestions for longer-term plans

am responsible for the contract
management of a number of providers and for negotiating new rates with residential providers suppliers. This includes but is not
limited to the reviewing of Care Inspectorate documents and working with them to take forward the necessary performance
measures. I evaluate tender submissions. I am responsible for tracking the residential Individual Placement Assessment forms
and work with business support colleagues to ensure we hold accurate data at all times to ensure supplier payments, financial
accuracy and director level access. I oversee the Secure placements tracker and provide live data to the Secure Team manager
each month, update the tracker with his comments for business support ensuring compliance and supplier payment. I prepare
Waivers along with service areas. These are required in the event that the requirements of 11.9.2 of the council's contract standing
orders are not met and the use of a consultant is required as a matter of urgency the urgency provisions set out in provision 4 of
the Council's Committee Terms of Reference and Delegated Functions and the Waiver provisions contained in Contract Standing
Order 9 where appropriate should be followed. I prepare Service Level Agreements, contract extensions and variations. Issue them
and store securely the final versions. I support in the preparation of Data Protection Impact Assessments when required. In
collaboration with commissioning officers. I prepare reports and Integrated Impact Assessments for CLT. I analyse, collate and
present various types of financial and supplier data I provide advice in response to stakeholder's enquiries relating to Fostering,
Education, Third Party Grants and Children's Services. These can be internal and external. I recently completed a large piece of
work on Balance of Care. This involved data collation and preparation, analysis of spend, past, present, and future predictions –
this considered all areas including the impact on vulnerable people, financial impacts and included collating vendor and service
information. This was provided to allow the Director to make an informed decision in relation to the way services are provided and
funded. It has led to a business case which will be presented before committee for approval before bringing about a remodelling of
the entire residential estate. I lead my own projects and implement changes within the services ensuring new robust processes for
commissioning in Children, Education & Justice Services department. This work is multi-disciplinary and involves working with
various stakeholder – the service area, business support, finance, internal audit and commissioning I do regular analysis project
work for finance brought about by the unexpected CPI rate. I lead on finance year end/year start work and work closely with
finance to ensure the financial position is accurate. I am trained on the Public Contract Scotland Tender which involves updating
the Scottish Government system with all contract information and then implementing full using of this for managing contracts
going forward, I will also be providing training when necessary to colleagues within the team. I support the performance and
improvement planning of suppliers when necessary. Providing guidance advice and support. Recently I worked with my colleague
to support Care Visions who had recently been graded below the standard requirement. We met with all involved and discussed
and agreed a performance plan. I have excellent communications skills and ensure that all stakeholders are included in
communications applicable to them. These skills are used daily in supplier management work.

During this time due to structural changes
and staffing reviews I was aligned consecutively to a Locality Manager in Health and Social Care Directorate, a Head of Service in
Children's Services and 2 different Directors in Education and Children's Services.
I managed the Executives time and diary, ensuring they were where they should be at all times.
I was the first point of contact on the Executives business telephone line and use my knowledge of the service to manage calls
accordingly.
I arranged and coordinated meetings on a daily basis ensuring requirements were in place to allow them to be effective and
efficient. I recorded accurate minutes in line with current processes to allow for consistency across the directorate.
I dealt with all email and written communications for the Executives as well as ad hoc ones for Education and Children's Services.
This involved dealing with numerous stakeholders across the directorates as well as external ones. It also meant being fully aware
of external communications, media scrutiny and the implications they held.
5/15
I managed various projects including streamlining the Elected Member enquiries process for both Education service area and the
Children services area. I also provided training to the services to ensure compliance.
Once implemented I managed all enquiries and complaints from Elected Members, members of the public and external
organisations. These often included highly complex and sensitive matters. The process involved logging, tracking, collating details
and responding to all enquiries. I also reviewed and analysed performance of this and reported it to the Senior Management Team
on a regular basis.
I also led on implementing the current Directors open house online town hall sessions, again analysing data, attendance, enquiries
and outcomes. This involved listening to and taking forward requests from colleagues on how they would like the services to look
and function.
I supported, reviewed and provided constructive comments for the current Directors strategic plan looking at performance culture.
I managed all staffing matters, enquiries, IT and system access requests and approvals, expenses, recruitment, disciplinary
matters, performance and sickness management. I was responsible for ensuring all senior managers and teams completed
service area mandatory training and informing them of and encouraging them to take forward new opportunities for development.
I assisted with grievance and whistleblowing matters across the directorate when required. This involved advising service areas of
HR and corporate policies applicable depending on the subject matter.
I supported and managed Committee business, which meant working to tight deadlines, ensuring accuracy and version control, of
numerous reports.
I worked with the audit team ensuring audit actions for the Directorate were taken forward in line with agreed deadlines ensuring
the relevant evidence was provided.
I was responsible for all procurement requests/approvals via the Oracle system.
As part of a larger team, I provide cover for other executive assistants, senior executives and other staff members where
necessary.
I continually review, assess and improve the services and processes and welcome feedback on ways to streamline everyday tasks.
I collated all information relating to Health and Safety administration within the directorate.
I also supported the risk and resilience work within the directorate.

wide range of support and administration
for various teams in Transport
Enquiry and complaints management. This included following the current process and guidelines to ensure that both council
policy and statutory requirements were met. The process included logging, tracking, collating details and responding.
Finance
Raising Invoices in GLAR/Pro iV System, Recoverable Accounts, including crediting/cancelling invoices,
Preparing Contract Payments,
Managing telephone enquiries relating to Recoverable Accounts
Preparing Journal Entries,
Banking cheques,
Cecfats time sheet input,
6/15
Contribute to final year end processes for managers,
and Parking Reconciliations,
I had responsibility for parking reconciliations for auditing purposes.
I received daily reports from Parking Section which I then check against the CEC bank account. I then matched the figures with the
council ledger system to assure that the amount going into the bank matches the amount shown in the bank. I checked for
anomalies if there were any, I would then meet with the Parking team to establish why the error happened and then investigate
where missing payments had gone.
Typing
Formatting Committee reports
Formatting letters
Formatting Contracts
Formatting Internal and External Memos
Flexi
Inputting flexi adjustments
Running and provide employees with exception reports
Dealing with various flexi queries
Running and distribute weekly clockcard reports
Making amendments to Flexi hours where appropriate
Adding new employees to the flexi system
Removing employees from the system

wide range of administration and court
work relating to non-payment of rents and former tenancy arrears.
All pre court administration work
Analysing each case then deciding whether or not to lodge cases in court
Lodging cases in court
Determining whether or not cases should be returned to court following Sists (Shelved in court to allow for payments)
Raising incidental applications (take back to court following Sist)
Making payment arrangements and calculations
Writing up decrees
Processing time to pay applications
Processing recall of decree applications
Minute taking
Attending court, meeting with tenants and other court officials and negotiating outcomes for the council and the tenant. This
involved dealing directly with customers and managing often complex and sensitive complaints on the spot. This required a high
level of customer care and professionalism and also the ability to fully understand the situation within a short space of time.
Monitoring income – rent payments – SISTED CASES
Updating system information
Liaising with advice agencies and court officials
Attending workshops – to review the service

led a team of 5 - 3 Support Assistants, a Finance Officer and a Committee/Administration Officer.
7/15
Staff development, I actively encourage individual staff to improve their performance by setting objectives in line with the PRD
process.
I set priorities for the team and allocated work to ensure that Divisional objectives were met.
I assessed staff performance (via regular reviews) against agreed objectives and service standards then identified any
development needs and took appropriate action.
I applied legislative provisions and departmental policy, ensuring consistency of work and customer care within the team and
knew when to consult the Performance & Business Manager regarding complex cases or challenging customers.
I recruited and selected new staff members for the team.
I monitored the Performance and Business budget.
I produced monthly performance information from various sources - enter findings into Covalent and prepare monthly reports and
publish these on our Orb page.
I led on various projects including the annual customer survey.
I carried out various financial duties from Recoverable accounts to Journal Entries as well as year-end processes, using a number
of different systems.
I provide cover for both: my Finance officer and Committee/Administration Officer as well as general day to day tasks including
flexi administration.
I was responsible for Performance Management; I monitored and took action as and when required to maximise individual and
team performance.
Customer management, I provide a high level of customer service to internal and external customers.
I was responsible for the full oversight of the complaints process including reviewing our performance. This was recorded and
presented by me at monthly meetings to address any trends and developments. This was also included in our annual survey which
I was responsible for.

Portobello Town Hall:
Coordinating events, from initial enquiry to invoicing as well as raising purchase orders to pay external companies.
Flexi administration:
Inputting flexi adjustments
Running and provide employees with exception reports
Dealing with various flexi queries
Running and distribute weekly clock card reports
Making amendments to Flexi hours where appropriate
Adding new employees to the flexi system
Removing employees from the system
Orb updates:
For 3 teams - Health & Safety, Planning, Performance & Quality and Business Improvement Team
Meeting Coordination and administration:
8/15
Arranging various different meetings with internal and external clients, and regularly liaising with people from different
departments and organisations on their availability. Preparing agendas and other relevant paperwork prior to meeting. Booking
rooms. Taking, completing and distributing minutes. Ordering tea, coffee and lunch on oracle where applicable.
Events Coordination:
Agreeing attendance
Selecting venue
Arranging lunch
Preparing and producing ideas for activities on the day
Email Management:
Filtering emails according to my managers priorities bringing urgent emails to her attention and deciding upon which email can be
deal with or which need to be passed on.
Diary management:
Having a good knowledge of my managers priorities
Managing her time arranging, rearranging and cancelling meetings where required.
Providing daily/weekly schedules and printouts, confirming venues, dates and times regularly
Regularly review priorities with my manager, print of required paperwork, inform of conflicts and check postal mail daily and
distribute.
Telephone enquires; answering telephone calls for 2 teams, Business Support and Business Improvement. I have enough
knowledge to deal with the call or who to forward it to.
ICT support:
Services for Communities Systems - Assist and deal with various enquiries for different software/programmes including; Iworld,
App, Gal and Deal with enquiries relating to Requests for change and other IT related changes.
Project Support:
I supported the new complaints/capture process team meetings including delivering presentations to various sections
Project support
Services for Communities and the new complaints process
Staff awards
Long service awards

A wide range of support and administration
for various teams in Transport
Enquiry and complaints management. This included following the current process and guidelines to ensure that both council
policy and statutory requirements were met. The process included logging, tracking, collating details and responding.
Finance
Raising Invoices in GLAR/Pro iV System, Recoverable Accounts, including crediting/cancelling invoices,
Preparing Contract Payments,
Managing telephone enquiries relating to Recoverable Accounts
Preparing Journal Entries,
Banking cheques,
Cecfats time sheet input,
Contribute to final year end processes for managers,
and Parking Reconciliations,
I had responsibility for parking reconciliations for auditing purposes.
I received daily reports from Parking Section which I then check against the CEC bank account. I then matched the figures with the
council ledger system to assure that the amount going into the bank matches the amount shown in the bank. I checked for
anomalies if there were any, I would then meet with the Parking team to establish why the error happened and then investigate
where missing payments had gone.
9/15
Typing
Formatting Committee reports
Formatting letters
Formatting Contracts
Formatting Internal and External Memos
Flexi
Inputting flexi adjustments
Running and provide employees with exception reports
Dealing with various flexi queries
Running and distribute weekly clock card reports
Making amendments to Flexi hours where appropriate
Adding new employees to the flexi system
Removing employees from the system