Role Description Head of House Museums Portfolio

Transcription

1 Role Description Head of House Museums Portfolio Cluster Planning and Environment Agency Sydney Living Museums Division/Branch/Unit Curatorial & Museums Division/House Museums Portfolio Location Vaucluse House, Rouse Hill House & Farm and The Mint Classification/Grade/Band Clerk Grade 11/12 Role Number HMP001 ANZSCO Code PCAT Code Date of Approval 13 April 2018 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 Curatorial & Museums Division includes the Curatorial & Exhibitions Team, City Museums Portfolio and House Museums Portfolio. The Division provides visitor and operational management of SLM s twelve museum sites structured into two portfolios: City Museums Portfolio (Hyde Park Barracks Museum, Justice & Police Museum, Museum of Sydney, Susannah Place Museum, The Mint and Caroline Simpson Library & Research Collection), and House Museums (Elizabeth Bay House, Elizabeth Farm, Meroogal, Rouse Hill House & Farm, Rose Seidler House and Vaucluse House). The Curatorial & Exhibitions Team produces exhibitions at our museums, interprets our properties, presents stories from the collections, and manages publications to engage over 1 million visitors annually onsite and online. Primary purpose of the role Manage a diverse portfolio of sites, buildings and collections to ensure their sustainability, conservation and interpretation, and use in accordance with the Historic Houses Trust Act Key accountabilities Provide business leadership and guidance to the House Museums Portfolio Team to ensure effective delivery of heritage, visitor, education, programming, commercial and operational services and outcomes. Develop, implement and evaluate short, medium and long term strategies and budgets to support the effective operation and strategic enhancement of the portfolio's assets. 1

2 Contribute to the ongoing development of strategic asset management and maintenance plans for SLM to enable the development of capital and recurrent funding bids. Manage day to day operations and issues across the Portfolio sites to ensure each is open to the public and programs, events, activities, retail sales, venue hire and other visitor services and activities are achieved with high standards of customer service. Ensure the conservation and management of the sites, buildings and collections which comprise the House Museums Portfolio meet the requirements of the Historic Houses Act 1980, the NSW Heritage Act, 1977 to achieve best practice in collections, landscape and building management. Initiate and manage innovative portfolio strategies to find new ways to enable people to engage with, enjoy and have access to the buildings, sites and collections in the portfolio. Contribute, as a member of the Curatorial & Museums Division senior management team, to leadership of the Division, articulating direction, providing guidance, and setting performance expectations for staff to ensure alignment with SLM's overall objectives and targets. Provide leadership and direction to facilitate the delivery of the highest standards of customer service, programs and visitor experiences, heritage conservation, site management and presentation across the Portfolio sites. Key challenges Reconciling SLM s core mission to conserve and interpret historic buildings, sites and collections, with the need to deliver greater access and involvement, with increasing reliance on commercial revenue generating activities. Balancing competing priorities across a diverse portfolio to meet unique and complex management challenges. Identifying and implementing strategies to generate revenue and maximise accessibility and participation across the sites. Key relationships Who Internal Executive Director and Directors, Sydney Living Museums Why Communicate information related to the House Museums Portfolio against objectives and potential outcomes which may have impact on strategy or budget performance. Provide stakeholder and 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. Provide stakeholder and public relations advice in relation to the House Museums Portfolio and the impacts on the SLM brand. Provide with accurate and timely data and information relating to the performance of the House Museums Portfolio to enable fully informed strategic decisions related to the ongoing management of, and investments in the portfolio Director Curatorial & Museums Receive advice and guidance on business objectives and discuss future directions. Seek endorsement of annual plans and budgets for the House Museums Portfolio. Communicate information related to performance against budget and potential variations which may have impact on budgeting or budget Role Description Head of House Museums Portfolio 2

3 Who Why performance. Provide advice related to heritage and conservation issues related to the House Museums Portfolio. Contribute to SLM-wide issues and share expert specialised knowledge. Provide with accurate and timely data and information relating to the performance of the House Museums Portfolio to enable fully informed strategic decisions related to the ongoing management of, and investments in the portfolio Leadership Group Work collaboratively with the Leadership Group to develop a coherent, shared vision for visitor experience and access to and engagement with SLM. Work collaboratively to achieve strategic project and development objectives. Identify, assess and respond to SLM engagement issues, and share expert specialised knowledge. Corporate & Commercial Division Ensure staff in the portfolio comply with and report on relevant workplace and other policies including Risk Management, Equal Employment Opportunity (EEO), Codes of Conduct and other requirements. Manage Occupational Health and Safety practices and procedures across the portfolio to comply with Workplace Health & Safety (WHS) legislation and policy, including the proactive management of risks and hazards. Provide leadership and direction to the portfolio in supporting and increasing revenue raising activities for commercial services, development & fundraising activities. Report on the House Museums Team business activities and programs in relation to organisational budgets and objectives. Strategy & Engagement Division Ensure Portfolio activities and staff support and enhance the brand, positioning and profile of the institution. Collaborate with to facilitate the delivery of programs, exhibitions and events. Heritage & Collections Division Work closely with recommending strategic plans, priorities and targets for conservation, heritage management, maintenance and capital works to ensure effective implementation. Head of Curatorial & Exhibitions, Head of Collections & Access, Head of Heritage Head of Experience & Learning, Head of Web & Screen Media Ensure projects meet heritage and curatorial objectives, collections care and installation requirements, building and venue requirements, access and aesthetic standards. Ensure portfolio staff participate in teams to support and enhance the development and delivery of education programs and public programs at the House Museums Portfolio sites. Collaborate with the Head of Experience & Learning on the effective management of volunteers. Ensure portfolio staff actively engage with developing and sharing content for web. House Museums Portfolio Team Provide leadership, guidance and support to staff in the House Museums Team. Seek specialist advice from staff according different discipline specialists in the team. Role Description Head of House Museums Portfolio 3

4 Who Why Set performance requirements and manage team performance and development. External Key external stakeholders including leaseholders, government departmental representatives, professional associations and networks Represent and promote the interests of Sydney Living Museums in a range of forums. Developing and maintaining effective working relationships. Industry peers, local and regional partnerships 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. Liaise with to develop and facilitate strategies and Portfolio activities. External Service Providers Negotiate and approve contracts or service level agreements with external providers. Ensure that contracts are satisfactorily delivered. Role dimensions Decision making This role: Takes active ownership of own work. Prioritises and manages multiple tasks and demands including matters with critical turnaround times. Develops and fosters efficient lines of communication with key stakeholders. 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 Director, Curatorial & Museums for decisions that require significant change to approach; that are likely to escalate; cause undue risk; create substantial precedent; or are outside of delegation limits. Provides high quality business management analysis and advice to the SLM Executive and senior managers across the organisation, which is relied upon in decision making processes. Manages a diverse workforce across multiple sites. Reporting line This role reports to the Director, Curatorial & Museums Direct reports The following roles report directly to the Head of House Museums Portfolio: Portfolio Curators x 2 Assistant Portfolio Curators x 2 Visitor Services Coordinators x 2 Customer Services Officer x2 Building & Facilities Coordinator x 1 Food & Beverage Supervisors x 2 The role is responsible for a total staff of 37, including 35 casual staff. Role Description Head of House Museums Portfolio 4

5 Budget/Expenditure Recurrent Expenditure: $3.5M Financial delegations (per transaction): General Expenditure $100K; Capital Expenditure $100k. Essential requirements Qualifications or extensive experience in an area relevant to heritage property management such as architecture, building or land management. Possession of a valid driving licence. Cleared and current NSW Working With Children Check. Ability to work weekends as required. 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. Role Description Head of House Museums Portfolio 5

6 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. NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Manage Self 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 Role Description Head of House Museums Portfolio 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Relationships Commit to Customer Service Relationships Work Collaboratively Results Deliver Results Results Plan and Prioritise Business Enablers Project Management Demonstrate a high level of personal motivation Promote a culture of quality customer service in the organisation Initiate and develop partnerships with customers to define and evaluate service performance outcomes Promote and manage alliances within the organisation and across the public, private and community sectors Liaise with senior stakeholders on key issues and provide expert and influential advice Identify and incorporate the interests and needs of customers in business process design Ensure that the organisation s systems, processes, policies and programs respond to customer needs 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, communication and collaboration across the organisation and cross-government Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions 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 Take into account future aims and goals of the team/unit and organisation when prioritising own and others work Initiate, prioritise, consult on and develop team/unit goals, strategies and plans Anticipate and assess the impact of changes, such as government policy/economic conditions, on team/unit objectives and initiate appropriate responses Ensure current work plans and activities support and are consistent with organisational change initiatives Evaluate achievements and adjust future plans accordingly Prepare scope and business cases for more ambiguous or complex projects including cost and resource impacts Access key subject-matter experts knowledge to inform Role Description Head of House Museums Portfolio 7

8 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Optimise Business Outcomes 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 House Museums Portfolio 8