Position Description Manager Indigenous Leadership and Engagement

Transcription

1 Position Description Manager Indigenous Leadership and Engagement Division Chief Operating Office Location Town Hall House, 456 Kent Street, Sydney Classification/Grade/Band Band 9 Position Code DB1006 Date position description approved 31 May 2018 Council overview At the City we understand our people are our most important asset. Working here you join a passionate and dedicated team delivering great things for our community and city. Our employees are central to achieving our exciting and ambitious Sustainable Sydney 2030 developing a green, global and connected city and continuing to provide valued community services. From our high-quality facilities to local services and initiatives, the City of Sydney is dedicated to delivering the best city environment for business, work, living and recreation. Council values Our people are custodians of public trust and confidence. In recognising this, we are committed to building a high performing culture built on the values of collaboration, courage, integrity, innovation, quality and respect. These six core values guide everything we do at the City. Primary purpose of the position The role of Manager Indigenous Leadership and Engagement leads the development and implementation of City of Sydney strategies and projects that support and celebrate Aboriginal and Torres Strait Islander communities and cultures in Sydney. The role aligns with the City of Sydney s commitment to Aboriginal and Torres Strait Islander communities articulated in Sustainable Sydney 2030; Reconciliation Action Plan; Eora Journey strategies and projects; A City for All, the City s Social Sustainability Policy and Action Plan; Creative City Cultural Policy and Action Plan and the City s support for the Declaration of the Rights of Indigenous Peoples. Key accountabilities

2 Lead the implementation of the City of Sydney s Cultural Protocols and advise the organisation on culturally appropriate practices and strengthening the organisation s cultural capability. Build and leverage the City s relationships with key Aboriginal and Torres Strait Islander organisations to maintain the City s reputation as a respectful and inclusive organisation that delivers on its commitments in partnership with the community. Manage the City s Aboriginal and Torres Strait Islander advisory panel to maintain a strong consultative body that provides ongoing insights for the City s programs and projects. Lead the strategic and cultural development of the Eora Journey program including significant cultural events and a local cultural centre to ensure the City s Eora Journey commitments respond to the community s aspirations for celebrating culture in Sydney. Oversee and report on the implementation of the Eora Journey Economic Development Plan to deliver on the commitments made to the community to work towards greater prosperity for Aboriginal and Torres Strait Islander communities. Oversee and report on the City s Reconciliation Action Plan to deliver the commitments made by the City to further reconciliation through respect, relationships and opportunities for Aboriginal and Torres Strait Islander peoples. Provide advice to the organisation on significant matters of importance to the Aboriginal and Torres Strait Islander community Key challenges Coordinating and delivering high profile projects and initiatives with significant public interest within a complex stakeholder environment. Balancing the expectations of the community within the parameters of local government regulations and City of Sydney policy and procedure. Building cultural capability across a diverse organisation. Key relationships Who Internal Why Director Receive advice and report on progress towards business objectives and discuss future directions Project Teams Strategic Engagement and Community Relations, Creative City, City Design, Strategy and Urban Analytics, Workforce Services, City Business and Safety, Social Programs and Services Provide expert advice and contribute to decision making Identify emerging issues/risks and their implications and propose solutions Guide, support, coach and mentor team members Lead discussions and decisions regarding key projects and deliverables Direct Reports Lead, direct, manage and support performance and development

3 Who Stakeholders RAP Working Group, Eora Journey Working Group External Stakeholders Metropolitan Local Aboriginal Land Council, Aboriginal and Torres Strait Islander Advisory Panel, community organisations and groups, RAP organisations and Indigenous businesses, government and non-government agencies and institutions including universities and education providers and cultural institutions. Vendors/Service Providers and Consultants Why Guide, support, coach and mentor Provide expert advice on a range of project related issues and strategies Optimise engagement to achieve defined outcomes Manage expectations and resolve issues Engage in, consult and negotiate the development, delivery and evaluation of projects Manage expectations and resolve issues Communicate needs, facilitate routine business transactions and resolve issues Negotiate and approve contracts and service agreements Manage contracts and monitor the provision of service to ensure compliance with contract and service agreements Key dimensions Decision making Exercise a high degree of delegated responsibility for decisions relating to development and implementation of program objectives and delivery frameworks. Negotiate with community, businesses and individuals and make decisions relating to program objectives and resolve issues Provides high-level advice with cultural perspective and oversees programs to ensure delivery within specified timeframes. The incumbent has the authority to take any reasonable steps to ensure that the smooth flow of operations is maintained providing the actions are consistent with the responsibilities of the position and subject to any limitations, corporate policies, procedures or safe work method statements. All personnel have the power to stop work in circumstances that are deemed an immediate risk to health and safety until a satisfactory resolution is agreed / implemented. Such circumstances may include life threatening situations or those that could result in loss of limb or other significant lost time injury. Reports to

4 Director, Chief Operations Office Direct reports Approximately 2 direct reports Community Engagement Coordinator x 2 Estimated number of indirect reports This position may have contractors or temporary staff reporting into them from time to time. Knowledge & Skills Identify as Aboriginal and/or Torres Strait Islander. Qualifications in a relevant degree or equivalent experience. Significant experience and proven ability engaging with Sydney-based Aboriginal organisations, communities and individuals to foster productive and harmonious working relationships. Significant experience implementing cultural protocols and providing cultural expertise within a large organisation. Demonstrated skills and experience leading teams to develop and deliver strategies and projects. Demonstrated skills in influencing and negotiating complex issues with a broad range of stakeholders with competing priorities. Demonstrated skills in managing staff and stakeholders. Understanding of the roles of three levels of government in Aboriginal affairs. Capabilities for the position The City s capability framework outlines the capabilities everyone needs to work well in their role. They are expressed as behaviours that show expected knowledge, skills and our values. There are capabilities for employees and managers which provide clarity, common language and consistency. Operates Strategically - Leads strategy development with partners both internal and external, creates a climate conducive to change, and ensures people are equipped with the tools and skills to implement strategy. Develops People and Culture Sets and models the organisation s culture. Leads by example by promoting professional development and continuous learning. Identifies and leverages talent within and outside the unit and organization. Coaches and mentors staff across the organization to perform at their best. Has the courage to have the tough conversations. Drives Results Identifies and communicates clear expectations of outcomes sought. Ensures effective workforce planning to help the unit deliver on objectives. Empowers individuals to remove road blocks to achieve results and coaches people to meet competing demands by establishing priorities to reflect evolving requirements. Displays Awareness of Self and Others Models personal insight, resilience and courage. Uses self- reflection to adjust behaviour and encourages self-reflection in

5 others as a development tool. Acts constructively in sensitive and unpredictable situations. Models values- based behaviours and does not waver under pressure. Cultivates Productive Relationships Keeps the business unit informed of broader issues that can influence team objectives and organizational relationships. Models partnership with other divisions and business units, suppliers, agencies and industry specialists to optimize knowledge, skills and resources. Manages Effectively Finance and resource management; Procurement and Contract Management; Risk Management and Compliance; Technology and Information Management; Project Management.