Role Description Executive Director

Transcription

1 Role Description Executive Director Agency Location Independent Planning Commission Sydney Classification/Grade/Band Senior Executive Band 2 Senior Executive Work Level Standards Role Number ANZSCO Code PCAT Code Date of Approval Agency Website Work Contribution Stream: Agency heads Agency overview The Independent Planning Commission is a NSW Government Agency established on 1 March It operates independently of other Government agencies including the Department of Planning & Environment. The key functions of the Commission include: determination of applications for major development as a consent authority, or under delegation from the Minister providing independent expert advice on planning and development-related matters. The Commission plays an important role in strengthening transparency and independence in the decisionmaking processes for major development and land use planning in NSW. It provides an additional level of scrutiny in the provision of independent expert advice or determination of major development applications, particularly where: there is a high level of community interest a political donation has been made a potential or perceived conflict of interest exists complex environmental issues arise. Primary purpose of the role Under the general direction of the Commission Chair, the Executive Director heads the Secretariat to the Commission, ensuring provision of the support needed for the Commission to deliver on its statutory responsibilities with a high level of professionalism and in a timely manner. 1

2 Key accountabilities Coordinate all support to the Commission Chair who leads the Commission Manage the Commission s day-to-day workings, ensuring the Commission can make high quality decisions on state significant development matters, which by definition are of sizeable value and impact; and provide high quality advice as requested within agreed timelines Ensure high quality reports are prepared reflective of the determination authority accorded to the Commission; and are prepared within agreed timelines Ensure all necessary procedural correctness and policies are in place, at times with assistance of external or in-house legal, but also as a matter of course; orchestrate access to a range of high-calibre experts (legal, technical, media) as needed Ensure all needed systems are in place and are operating smoothly and effectively including for project management; correspondence tracking; document preparation; financial reporting; Ministerial reporting; and procurement of specialist services. Ensure an effective working between the Commission and the Department of Planning & Environment which prepares assessment reports for the Commission and which also provides financial, HR, ICT and some legal services to the Commission. Ensure services provided by the Department are provided at a high-performance level and in a timely manner in accordance wiith standards agreed in a formal manner between the agencies Ensure the Commission acts independently at all times and is perceived by all to be independent; develop and implement effective policies, practices, tools, systems and processes to support the operations and independence of the Commission and deliver outcomes Lead and direct the Secretariat staff and ensure a safe working environment which will allow them to thrive; identify and articulate appropriate performance goals, benchmarks and other measures to support a highperformance and disciplined culture Act as the primary escalation point for urgent, complex or highly sensitive issues, determining appropriate responses and the need for further escalation Oversee effective communication processes for the Commission; and, under the direction of the Commission Chair, lead and direct strategic planning and business processes to ensure planning and decision making are informed by high quality and evidence-based advice Ensure effective communication with relevant Ministerial Offices; all Commissioners; and heads of relevant agencies. Key challenges Ensuring a service orientation in the Secretariat that ensures Commission deadlines are met in an orderly manner and the Commissioners are supported well in their work Identifying and understanding issues, competing interests and priorities to ensure that the Commission Chair is fully briefed Providing quality advice and recommendations that take into account the broad range of issues relating to development assessment provisions, competing stakeholder views and interests, and community expectations, often within short timeframes Maintaining the independence of the Commission while at the same time maintaining good working relationships with key agencies and stakeholders Ensuring the Commission produces high quality reports within agreed timelines with the Commissioners involved in any particular case being and feeling fully supported in their work. Role Description Executive Director 2

3 Key relationships Who Internal Why Commission Chair and Members Ensure Commission Chair has appropriate and timely briefing and recommendations on all needed matters for decision Ensure appropriate support is available at all times so all Commission panel deadlines are met in an orderly and fully supported manner Provide accurate quality advice and technical analysis to the Commission on State significant planning and development review and determination matters Keep informed of new or emerging issues Communicate information related to outcomes against budgets and performance measures Recommend new approaches, strategies, practices and solutions to improve program delivery Team members Provide leadership, guidance and support Set performance requirements and manage team performance and development Share information and encourage ideas to improve panel program/service delivery outcomes External NSW government agencies including Department of Planning and Environment, and Local Government stakeholders Community and industry stakeholders including owners/developers/operators, private sector, legal profession and media representatives Foster collaborative and sustainable relationships and partnerships to negotiate and forward mutual interests Liaise to ensure timely expert information is provided in relation to submissions and public hearings and meetings Provide high quality advice on Commission processes and current planning matters before the Commission Foster effective, collaborative and sustainable working relationships to ensure effective program and service delivery Represent the Commission in a range of forums Provide high quality advice on Commission processes and current planning matters before the Commission Respond to enquiries, negotiate complex and sensitive matters and resolve concerns in a timely manner External Service Providers Where engaged, monitor performance standards and program/service outcomes to ensure high quality and effective outcomes Role dimensions Decision making The Executive Director: is accountable to the Commission Chair for the operations and planning to achieve overall agreed work program commitments Role Description Executive Director 3

4 is fully accountable for the content, accuracy, validity and integrity of advice provided makes decisions and acts within strategic plans and priorities, legislative and regulatory frameworks, financial and accounting policy and statutory requirements, and Commission policy and procedural guidelines is accountable and responsible for the effective management and use of human, financial and other resources within set budget and resource parameters Reporting line The Executive Director manages the Commission s operations under the guidance of the Commission Chair. The Executive Director is formally accountable to the Chief Financial and Operating Officer, Department of Planning and Environment Direct reports Approximately 6 direct reports Budget / Expenditure In excess of $4m Essential requirements Degree qualification in a relevant discipline and/or equivalent relevant experience at a senior management level. Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at Capability summary Below is the full list of capabilities and the level required for this role. The capabilities listed in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Role Description Executive Director 4

5 NSW Public Sector Capability Framework Capability Group Capability Name Level Display Resilience and Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan and Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change Highly Highly Highly Highly Highly Highly Highly Highly Focus capabilities The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the role s key accountabilities. NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Act with Integrity Personal Attributes Manage Self Highly Highly Champion and act as an advocate for the highest standards of ethical and professional behaviour Drive a culture of integrity and professionalism across the organisation, and in dealings cross-government, crossjurisdiction and outside of government Define, communicate and evaluate ethical practices, standards and systems and reinforce their use Create and promote a climate in which staff feel able to report apparent breaches of rules, policies and guidelines and act promptly and visibly in response to such reports Promote and model the value of self-improvement and be proactive in seeking opportunities for growth Role Description Executive Director 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Relationships Communicate Effectively Relationships Work Collaboratively Relationships Influence and Negotiate Results Deliver Results Highly Highly Highly Actively seek, reflect and integrate feedback to enhance own performance, showing a strong capacity and willingness to modify own behaviours Manage challenging, ambiguous and complex issues calmly and logically Model initiative and decisiveness Articulate complex concepts and put forward compelling arguments and rationales to all levels and types of audiences Speak in a highly articulate and influential manner State the facts and explain their implications for the organisation and key stakeholders Promote the organisation's position with authority and credibility cross-government, cross jurisdictionally and outside of government Actively listen, and identify ways to ensure all have an opportunity to contribute Anticipate and address key areas of interest for the audience and adapt style under pressure Establish a culture and supporting systems that facilitate information sharing, communication and learning across the sector Publicly celebrate the successful outcomes of collaboration Seek out and facilitate opportunities to engage and collaborate with stakeholders to develop organisational, whole-of-government and cross jurisdictional solutions Identify and overcome barriers to collaboration with internal and external stakeholders Influence others with a fair and considered approach and present persuasive counter-arguments Work towards mutually beneficial win/win outcomes Show sensitivity and understanding in resolving acute and complex conflicts Identify key stakeholders and gain their support in advance Establish a clear negotiation position based on research, a firm grasp of key issues, likely arguments, points of difference and areas for compromise Pre-empt and minimise conflict within the organisation and with external stakeholders Create a culture of achievement, fostering on-time and onbudget quality outcomes in the organisation Identify, recognise and celebrate success Establish systems to ensure all staff are able to identify direct connection between their effort and organisational outcomes Identify and remove potential barriers or hurdles to ongoing and long term achievement of outcomes Initiate and communicate high level priorities for the organisation to achieve government outcomes Use own professional knowledge and expertise of others to drive organisational and government objectives forward Role Description Executive Director 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Think and Solve Problems Business Enablers Project Management People Management Manage and Develop People People Management Inspire Direction and Purpose Highly Undertake objective, critical analysis to draw accurate conclusions that recognise and manage contextual issues Work through issues, weigh up alternatives and identify the most effective solutions Take account of the wider business context when considering options to resolve issues Explore a range of possibilities and creative alternatives to contribute to systems, process and business improvements Implement systems and processes that underpin high quality research and analysis Prepare scope and business cases for more ambiguous or complex projects including cost and resource impacts Access key subject-matter experts' knowledge to inform project plans and directions Implement effective stakeholder engagement and communications strategy for all stages of projects Monitor the completion of projects and implement effective and rigorous project evaluation methodologies to inform future planning Develop effective strategies to remedy variances from project plans, and minimise impacts Manage transitions between project stages and ensure that changes are consistent with organisational goals Ensure performance development frameworks are in place to manage staff performance, drive development of organisational capability and undertake succession planning Drive executive capability development and ensure effective succession management practices Implement effective approaches to identify and develop talent across the organisation Model and encourage a culture of continuous learning and leadership, which values high levels of constructive feedback, and exposure to new experiences Instill a sense of urgency around addressing and resolving team and individual performance issues and ensure that this is cascaded throughout the organisation Promote a sense of purpose and enable others to understand the links between government policy and organisational goals Build a shared sense of direction, clarify priorities and goals and inspire others to achieve them Work with others to translate strategic direction into operational goals and build a shared understanding of the link to core business outcomes Create opportunities for recognising and celebrating high performance at the individual and team level Work to remove barriers to achievement of goals Role Description Executive Director 7