Role Description Director Asset Management - Building and Facilities

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1 Role Description Director Asset Management - Building Cluster Agency Division/Branch/Unit Location NSW Health Health Infrastructure Asset Management North Sydney Classification/Grade/Band HSSE Band 1 Senior Executive Work Level Standards Role Number ANZSCO Code PCAT Code Work Contribution Stream: Service/Operational Delivery Date of Approval March 18 Agency Website and Agency overview Health Infrastructure (HI) plans and delivers infrastructure for NSW Health, provides advice to Government, the Ministry of Health and Local Health Districts regarding asset development and lifecycle management, and is a centre of expertise for existing Public Private Partnerships (PPPs). For more information go to and Primary purpose of the role The Director, Asset Management Building leads the development and implementation of asset management strategies supported by high quality asset management policies, systems and practices to achieve optimal return on investment and effective deployment of the NSW Health s building and facilities portfolio. This is a key leadership role in the Asset Management function that contributes to the delivery of the Asset Management Reform Strategy, provision of policy and strategy support, and direction to the Local Health Districts and the Ministry of Health in defining best practice asset management including controls, compliance and assessment of NSW Health s large and complex asset portfolio. Key accountabilities Lead change to support both the vision of the business and the development of LHD focused strategies, programmes, projects and initiatives Develop a strong, effective and efficient professional team through building the capability of each Asset Management team member to ensure an outcome focused approach in an ethical manner Contribute to the development and management of project plans, budgets and risk management plans consistent with the Health Infrastructure Corporate Plan, ensuring operational excellence 1

2 Leading Critical Maintenance projects state-wide. Successfully deliver all asset management implementation programs on time and within budget utilising processes that demonstrate rigor, value and tangible benefits for stakeholders Develop a project reporting framework that captures key data, analyses the information and presents the outputs in a logical and succinct fashion Develop relationships with key stakeholders across NSW Health and promote an understanding of strategic asset management and the capabilities and benefits of HI s asset management function Support and advise the Leadership Team in the development and implementation of asset management principles in buildings and facilities Key challenges Determining the best approach to reforming asset management practices in the context of diverse and changing needs and a politically sensitive operating environment Driving a greater commercial appreciation for protection of asset values in a context where commerciality is still evolving over time, and where sophistication levels have historically been comparatively low Creating a consistent and high level of compliance with asset management policy across all areas of the NSW Health as a key mainstream management obligation and performance expectation Key relationships Who Internal Why Executive Director Provide expert advice, counsel and recommendations on asset management, valuation, acquisition and disposal to influence strategic and operational decisions and initiatives Chief Executive, Executive Directors, Asset Management Leadership Team Direct Reports Lead, guide and support External Ministry of Health, LHDs, Public Health Organisations Report on progress towards business objectives and discuss future directions Participate in the formulation of NSW Health assets management strategies and solutions, compliance monitoring and sharing of information Provide expert asset management advice to influence decisions, create buy-in, share accountability and resolve conflicts Set performance expectations and manage performance and development Provide expert advice, counsel and recommendations on asset management, valuation, acquisition and disposal to influence strategic and operational decisions and initiatives Other NSW Government Agencies Establish professional networks and relationships to maintain currency of issues, share ideas and learnings, and collaborate on common responses to emerging and/or developing issues NSW Treasury and Treasury agencies Align the NSW Health s asset management strategies and practices with sector wide directions and requirements 2

3 Who Intra-NSW Health committees, project and working groups Vendors/Service Providers and Consultants Why Represent and exemplify the core values of the HI enabling the exchange of information, and make presentations, and progress business objectives Negotiate and approve contracts or service level agreements with external providers Manage contracts and monitor provision of service to ensure compliance with contracts and service arrangements Role dimensions Decision making The Director is accountable for team operations and planning to achieve overall agreed work program commitments and has autonomy and independence to determine day to day work priorities, deploy resources and allocate duties. The role is accountable and responsible for the effective management and use of human, financial and other resources within set budget and resource parameters. The Director is fully accountable for the content, accuracy, validity and integrity of advice provided and consults with the Executive Director on the more complex, sensitive, and contentious issues and that may have a significant impact on the organisation s functions. The Health Infrastructure vision, core values, and strategic plans and priorities provide the context for the role. The Director makes decisions and acts within Government and NSW Health legislative and regulatory frameworks, delegations, policy and procedural frameworks and guidelines. Reporting line The Director Asset Management - Building reports to the Executive Director Asset Management Direct reports Budget/Expenditure Essential requirements Tertiary qualifications in Asset Management, Project Management, Business Management,,, Engineering or other relevant discipline Demonstrated extensive experience in Asset Management, Reliability Engineering, Maintenance, Infrastructure Project Management Strong understanding of ISO 55000, PAS 55 and other asset management industry best practice Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at 3

4 Capability summary The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in bold. Refer to the next section for further information about the focus capabilities. 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 Adept Highly Highly Adept Highly Adept 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 Personal Attributes Manage Self Level Behavioural Indicators Act as a professional role model for colleagues, set high personal goals and take pride in their achievement Actively seek, reflect and act on feedback on own performance Translate negative feedback into an opportunity to improve 4

5 NSW Public Sector Capability Framework Group and Capability Relationships Communicate Effectively Relationships Work Collaboratively Results Deliver Results Results Think and Solve Problems Business Enablers Finance Level Highly Highly Behavioural Indicators Maintain a high level of personal motivation Take the initiative and act in a decisive way 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 crossgovernment, 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 Build a culture of respect and understanding across the organisation Recognise outcomes which resulted from effective collaboration between teams Build co-operation and overcome barriers to information sharing and communication and collaboration across the organisation and cross government Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions Create a culture of achievement, fostering on-time and on-budget 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 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 Apply a thorough understanding of recurrent and capital financial terminology, policies and processes to planning, forecasting and budget preparation and management 5

6 NSW Public Sector Capability Framework Group and Capability Business Enablers Project Management People Management Manage and Develop People Level Highly Behavioural Indicators Identify and analyse trends, review data and evaluate business options to ensure business cases are financially sound Assess relative cost benefits of direct provision or purchase of services Understand and promote the role of sound financial management and its impact on organisational effectiveness Involve specialist financial advice in review and evaluation of systems and processes used to identify opportunities for improvement Respond to financial and risk management audit outcomes, addressing areas of non-compliance Implement effective governance processes for acceptance of projects based on sound business cases Use historical, political and broader context to inform project directions and mitigate risk Obtain the commitment of key stakeholders to major project strategies, including cross-organisational initiatives, and ensure ongoing communication Ensure that project risks are managed effectively and appropriate strategies are in place to respond to variance Implement systems for monitoring and evaluating effective management, expenditure of project budgets and resources, to achieve organisational goals Refine roles and responsibilities over time to achieve better business outcomes Recognise talent, develop team capability and undertake succession planning Coach and mentor staff and encourage professional development and continuous learning Provide timely, constructive and objective feedback to staff Address and resolve team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way Implement performance development frameworks to align workforce capability with the organisation's current and future priorities and objectives 6