Role Description Executive Director Library and Information Services & Dixson Librarian

Transcription

1 Executive Director Library and Information Services & Dixson Librarian Cluster Agency Division/Branch/Unit Location Planning & Environment State Library of NSW Library and Information Services Sydney CBD Classification/Grade/Band Senior Executive Band 2 Kind of Employment Ongoing Role Number ANZSCO Code PCAT Code Date of Approval July 2014 (amended September 2017) Agency Website Agency overview The State Library of New South Wales is an Executive Agency of the NSW Department of Planning and Environment. The State Library of New South Wales is one of Australia s oldest and most important public institutions. Collecting actively since 1826, the Library preserves and presents the social, cultural and scientific history of our State and our Nation for the benefit of all. Its rich collections, both physical and digital, alongside partnerships with the public library network across NSW and other vibrant collaborations enable Australians to examine their past and imagine their future. In short, the Library occupies a unique position at the very heart of our civil society. Primary purpose of the role The manages and builds the Library s extensive, unique collections, the content delivery of online and onsite information services and provides strategic advice to the State Librarian on their development and improvement. Key accountabilities Lead, plan, direct and provide strategic advice on the management of the Library s collections and information services including collection development, acquisition, access, preservation, and information service delivery to maintain the enduring historical record in the context of rapid digital evolution and obsolescence. Contribute at the senior executive level to the strategic planning and management of the State Library, working collaboratively with the Executive and other senior managers to provide corporate leadership, specialist advice, financial planning and management, stimulation for Foundation projects and delivery of agreed programs and services. 1

2 Lead, manage and develop the Library s collections valued at $3.15 billion and an annual collection budget of approximately $6.5M so that collection accessibility is enhanced in new and engaging ways; the collections which document history, culture and society are developed in all physical and digital formats; and contemporary and digital collecting is strengthened. Provide high level leadership and advice in collection development strategies, in collaboration with the Mitchell Librarian, to provide a structured program for the ongoing development and enhancement of the State Library collections as well as embracing emerging and challenging digital formats. Lead innovation and the continuous improvement to the delivery of online and onsite library and information services and programs to all clients and community groups throughout New South Wales; monitor client satisfaction and ensure that service standards are met. Lead and direct strategy related to the onsite and offsite storage and conservation of the Library s collections to protect the State s most valuable cultural asset; collaborate with the Director, Digital Experience & CIO to develop robust digital preservation strategies and storage mechanisms to provide ongoing access to the collections for future generations. Lead and manage the performance of direct reports by setting work objectives, assessing performance and providing feedback, development and coaching; lead and motivate staff of the Division to increase staff engagement, achieve high standards of work performance and provide opportunities for skill enhancement and ongoing professional development. Promote a positive, healthy, safe and inclusive work environment, including promotion and implementation of equal employment opportunity, cultural diversity and ethical practice and meeting all obligations as an officer under work health and safety legislation in a timely and effective manner. Key challenges Leading the planning, evaluation and transformation of collection development and public access, using all the means available. Inspiring and leading strategy and innovation in library and information services and fostering a culture of transformation that enables the Library to achieve its aspirations. Adopting a whole of organisation approach to all aspects of library and information services with a strong emphasis on addressing current and future reader needs. Assisting with the development of key external relationships to maintain current and foster new partnerships which will benefit the Library. Key relationships Who Why Internal State Library Executive Team To consult and collaborate; provide expert advice and briefings on Library developments and issues; report on strategic progress and operational matters State Librarian, Library Council of NSW and its committees State Library of NSW Foundation, supporters and partners To consult and plan for the development and implementation of initiatives related to services and activities of the Division To provide information and report on issues and progress in relation to matters pertaining to the Division To consult and collaborate on the development and delivery of agreed activities and programs Divisional and other Library Managers To consult and plan for the development and implementation of initiatives and programs 2

3 Who Why External Local, state and national libraries To consult and collaborate within NSW, nationally and internationally Key stakeholders, partners and sponsors To liaise, identify opportunities, plan and develop future services and programs; and increase connections with regional communities and groups The library and information sector To share information, consult and collaborate within NSW, national and internationally Library clients, visitors and the general public To monitor feedback on existing services and standards and to identify needs and priorities for future service and program developments Role dimensions Decision making Develops strategies, programs and key performance indicators across the diverse areas of the Division to achieve State Library strategic outcomes. Leads strategy and policy relating to provision, management and innovation in library and information services to the people of New South Wales in accordance with relevant government policy, legislative, industrial and related reporting requirements. Determines the continuing development and safeguarding of the State Library s collection as the state s most valuable cultural asset including the implementation of robust governance. Exercises high level autonomy and authority for the functional areas of the Division. Reporting line This role reports to the NSW State Librarian. Direct reports Manager, Collection Access & Description Manager, Collection Care Manager, Collection Strategy & Development Manager, Information & Access Manager, Data Quality, Systems & Standards Manager, Research & Discovery Coordinator, Professional Development Coordinator, Projects & Policy Collection Management Transformation Lead Executive Assistant Indirect reports: 165 (FTE) 3

4 Budget/Expenditure Divisional expenditure: Value of collection: Annual collection budget: $17.9M $3.15B $6.5M Essential requirements Tertiary qualifications in an appropriate field. Experience at a senior management level in leading multi-faceted services, including contemporary collection management and information services, the development, implementation and evaluation of information services and programs, and an in-depth understanding of current issues, challenges and directions of library and information management and technology. Experience in business transformation and managing significant budgets and major assets. Criminal records and probity checks. 4

5 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 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 Highly Highly Highly Highly Adept Adept Highly 5

6 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 Display Resilience and Courage Relationships Communicate Effectively Relationships Influence and Negotiate Highly Highly Create a climate which encourages and supports openness, persistence and genuine debate around critical issues Provide sound exposition and argument for agreed positions while remaining open to valid suggestions for change Raise critical issues and make tough decisions Respond to significant, complex and novel challenges with a high level of resilience and persistence Consistently use a range of strategies to keep control of own emotions and act as a stabilising influence even in the most challenging situations Present with credibility, engage varied audiences and test levels of understanding Translate technical and complex information concisely for diverse audiences Create opportunities for others to contribute to discussion and debate Actively listen and encourage others to contribute inputs Adjust style and approach to optimise outcomes Write fluently and persuasively in a range of styles and formats Engage in a range of approaches to generate solutions, seeking expert inputs and advice to inform negotiating strategy Use sound arguments, strong evidence, and expert opinion to influence outcomes Determine and communicate the organisation s position and bargaining strategy Represent the organisation in critical negotiations, including those that are cross-jurisdictional, achieving effective solutions in challenging relationships, ambiguous and conflicting positions Pre-empt and avoid conflict across organisations and with senior internal and external stakeholders Identify contentious issues, direct discussion and debate, and steer parties towards an effective resolution 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Deliver Results Results Think and Solve Problems Highly Results Highly Demonstrate Accountability 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 Direct the development of effective systems for the establishment and measurement of accountabilities, and evaluate ongoing effectiveness Promote a culture of accountability with clear line of sight to government goals Set standards and exercise due diligence to ensure work health and safety risks are addressed Inspire a culture which respects the obligation to manage public monies and other resources responsibly and with probity Ensure that legislative and regulatory frameworks are applied consistently and effectively across the organisation Direct the development of short and long term risk management frameworks to ensure the achievement of government aims and objectives Business Enablers Technology Show commitment to the use of existing and deployment of appropriate new technologies in the workplace Implement appropriate controls to ensure compliance with information and communications security and use policies 7

8 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Inspire Direction and Purpose People Management Manage Reform and Change Highly Maintain a level of currency regarding emerging technologies and how they might be applied to support business outcomes Seek advice from appropriate technical experts to leverage information, communication and other technologies to achieve business outcomes Implement and monitor appropriate records, information and knowledge management systems protocols and policies 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 Drive a continuous improvement agenda, define high level objectives and translate these into practical implementation strategies Build staff support and commitment to announced change, and plan and prepare for long-term organisational change, with a focus on the wider political, social and environmental context Create an organisational culture that actively seeks opportunities to improve Anticipate, plan for and address cultural barriers to change at the organisational level 8