Role Description Head of Heritage

Transcription

1 Role Description Head of Heritage Cluster Agency Division/Branch/Unit Location Department of Planning & Environment Sydney Living Museums Heritage & Collections Division/Heritage Team The Mint, Sydney Classification/Grade/Band Clerk Grade 11/12 Kind of Employment Ongoing ANZSCO Code Role Number HC010 PCAT Code Date of Approval 4 December 2017 Agency Website Agency overview Sydney Living Museums is a leading government agency in Australia with responsibility for conserving, managing, interpreting and activating places and sites of local, national and international significance. Established in 1980, our collection includes the UNESCO World Heritage listed Hyde Park Barracks, The Mint, Australia s oldest surviving government building through to the twentieth century Rose Seidler House, which marks the arrival of the modernist movement to Australia. The collection is unlike other museums in that the significance of each is in the whole, and not just in the parts. The awareness of place frames each narrative. Our audiences are local, regional, national and international. Sydney Living Museums is a state cultural institution, reporting to the Minister for the Arts. The Heritage & Collections Division brings together a team of professionally and technically specialised capabilities which focuses on the conservation, preservation and presentation of the organisation s collections, sites, buildings and gardens. The activities of the Heritage & Collections Division include conservation management planning, collections and access, conservation, capital works and maintenance, endangered houses projects, and landscaping. Primary purpose of the role Provide operational leadership and expert advice in conservation, heritage management, collections care and capital works across Sydney Living Museums to conserve and present the properties, collections and landscapes to the highest standards for the access, enjoyment and education of all visitors. Key accountabilities Provide strategic advice on care and management of physical collections of state significance comprising furniture and furnishings, musical instruments, artworks, archaeology, and archival documents to ensure their conservation in accordance with relevant policies, legislation and best practices. Develop, implement and evaluate strategies and budgets for the Heritage Team s projects to manage conserve and maintain the agency s buildings, sites and collections. 1

2 Manage and coordinate capital works projects, including project management, procurement, consultant engagement, cost planning, tendering and contract administration, quality control, and project reporting to comply with NSW government guidelines and codes of practice for procurement, purchasing delegations and requirements. Contribute to the ongoing development of strategic asset management and maintenance plans for the agency to enable the development of capital and recurrent funding bids. Continuously collaborate with the Principal Project Officer Capital Minor Works to ensure works are planned and carried out in accordance with the Historic Houses Act 1980, the Heritage Act 1977, and The Burra Charter principles and practices. Lead the agency's strategy for the development, implementation, review and evaluation of Conservation Management Plans and other heritage management documents, working with Portfolio Heads and teams across the agency to enable their successful implementation. Contribute, as a member of the Heritage Group senior management team, to leadership of the Group, articulating direction, providing guidance, and setting performance expectations for staff to ensure alignment with SLM's overall objectives and targets. Ensure that Director Heritage, Executive Director, other SLM executives and senior managers, the Board of Trustees and other key stakeholders have access to high quality, reliable data and information relating to the conservation and management of buildings, sites and collections, and capital projects, to make fully informed strategic decisions about the future of SLM. Key challenges Achieving an appropriate sustainable balance between the core mission of conservation and interpretation of historic buildings, sites and collections given the need to deliver greater community access and involvement to ensure continued cultural value of the portfolio. Leading and motivating staff to recognise and overcome the communications, resourcing and practical challenges that arise given that the agency has limited resources dispersed over a number of diverse sites. Developing and implementing strategies to improve public knowledge and awareness of SLM s diverse collections, sites and stories. Key relationships Who Internal Executive Director and Directors, Sydney Living Museums Board of Trustees Why Report on Heritage Team business activities and programs in relation to organisational budgets and objectives. Provide ongoing information and data related to the progress, status and performance of major capital works projects. Contribute expert advice related to heritage, conservation, and capital asset management and maintenance programs, strategies and opportunities. Alert the Executive Director and Directors to any issues which may escalate, or which may have unforeseen impact on SLM's performance or achievement of objectives. Communicate information related to performance against budget and potential variations which may have impact on budgeting or budget performance. Communicate information related to performance against budget and potential variations which may have impact on budgeting or budget performance. Role Description Head of Heritage 2

3 Who Director Heritage & Collections Head of City Museums Portfolio and Head of House Museums Portfolio Heritage Team Why Provide expert advice related to heritage, conservation, and capital asset management and maintenance programs, strategies and opportunities. Seek endorsement of annual plans and budgets for the Heritage Team. Communicate information related to performance against budget and potential variations which may have impact on budgeting or budget performance. Collaborate in identification, assessment and response to SLM-wide issues and share expert specialised knowledge. Work with teams in the Portfolios to develop capacity and expertise in heritage and project management. Engage with Heads of Portfolio to ensure that strategic and operational planning recognises the particular needs and priorities which exist across portfolios. Provide leadership to deliver effective conservation, preservation, building maintenance, capital works project delivery, horticulture and landscape maintenance, housekeeping, collections care, and object conservation activities for SLM's buildings, sites and collections, and Endangered Houses Fund projects. Provide technical leadership and guidance, and coach staff in the Team to ensure that appropriate skills, expertise and sound judgement are applied to the management of operations and projects. Set performance requirements and manage team performance and development. External Key external stakeholders including Represent and promote the interests of Sydney Living Museums in a range of leaseholders, government departmental forums. representatives, professional associations and networks Industry peers External Service Providers Establish effective networks with other public sector and broader industry peers accountable for heritage preservation, conservation, asset management and maintenance of historic and heritage assets, and with similar roles across other jurisdictions, to enable performance benchmarking, monitor industry trends, maintain currency, and collaborate on common responses to emerging and future issues. Negotiate and approve contracts or service level agreements with external providers (e.g. building trades, landscape architects, contractors) to ensure optimised return on investment for SLM. Ensure that contracts are satisfactorily delivered. Role dimensions Decision making This role: Role Description Head of Heritage 3

4 Provides regular reports, information and briefings for Director Heritage Group, SLM Executive, and Trustees, on specific projects, new initiatives, emerging issues and other significant matters as requested. Recommends strategic plans, priorities and targets for conservation, heritage management, maintenance and capital works, working closely with portfolio heads to support and monitor delivery. Provides expert knowledge and advice to the SLM Executive and senior managers across the organisation, which is relied upon in decision making processes. Operates with a high level of autonomy and is accountable for the delivery of work assignments and projects on time, within budget and to expectations in terms of quality, deliverables and outcomes. Refers to Assistant Director, Heritage for decisions that require significant change to strategic approach; that are likely to escalate; cause undue risk; create substantial precedent; or are outside of delegation limits. Plans, leads and organises the work of the team to achieve agreed business objectives and performance criteria. Reporting line This role reports to the Assistant Director, Heritage. Direct reports The following roles report directly to the Head of Heritage: Head of Collections Care Project Manager Capital Works Program Delivery Heritage Project Officer Capital Works The role is responsible for a total staff of 3. Budget/Expenditure Recurrent Expenditure: Endangered Houses Fund: Total Budget: $1.2M $0.2M $1.4M Financial delegations (per transaction): General Expenditure $100,000 Essential requirements Qualifications or extensive experience in developing and implementing complex projects in areas relevant to heritage conservation and management such as museum collections, architecture, building or land management including heritage gardens. Significant experience in initiating, developing and implementing capital works projects Extensive experience in coordinating of a range of specialist heritage disciplines to deliver projects and programs Ability to work within the boundaries of the Historic House Trust Act 1980 and the NSW State Plan. Current NSW drivers licence. Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at Role Description Head of Heritage 4

5 Capability summary Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus capabilities for this role. 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 Intermediate Intermediate 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. Role Description Head of Heritage 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Manage Self Relationships Communicate Effectively Results Deliver Results Results Plan and Prioritise Business Enablers Procurement and Contract Management Look for and take advantage of opportunities to learn new skills and develop strengths Show commitment to achieving challenging goals Examine and reflect on own performance Seek and respond positively to constructive feedback and guidance Demonstrate a high level of personal motivation Tailor communication to the audience Clearly explain complex concepts and arguments to individuals and groups Monitor own and others' non-verbal cues and adapt where necessary Create opportunities for others to be heard Actively listen to others and clarify own understanding Write fluently in a range of styles and formats Drive a culture of achievement and acknowledge input of others Investigate and create opportunities to enhance the achievement of organisational objectives Make sure others understand that on-time and on-budget results are required and how overall success is defined Control output of business unit to ensure government outcomes are achieved within budget Progress organisational priorities and ensure effective acquisition and use of resources Seek and apply the expertise of key individuals to achieve organisational outcomes Understand the links between the business unit, organisation and the whole-of-government agenda Ensure business plan goals are clear and appropriate including contingency provisions Monitor progress of initiatives and make necessary adjustments Anticipate and assess the impact of changes, such as government policy/economic conditions, to business plans and initiatives, and respond appropriately Consider the implications of a wide range of complex issues, and shift business priorities when necessary Undertake planning to transition the organisation through change initiatives and evaluate progress and outcome to inform future planning Apply legal, policy and organisational guidelines and procedures in relation to procurement and contract management Develop well written, well-structured procurement documentation that clearly sets out the business requirements Monitor procurement and contract management processes to ensure they are open, transparent and competitive, and that contract performance is effective Role Description Head of Heritage 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Project Management People Management Optimise Business Outcomes Be aware of procurement and contract management risks, and what actions are expected to mitigate these Evaluate tenders and select providers in an objective and rigorous way, in line with established guidelines and principles Escalate procurement and contract management issues where required 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 Develop workforce plans that effectively distribute organisational resources to achieve business goals Plan for strategic use of human resources that links to wider organisational aims and goals Encourage others to strive for ongoing performance improvement Align systems and processes to encourage improved performance and outcomes Role Description Head of Heritage 7