Vision Providing world class musical experiences that inspire all New Zealanders. achieved by

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1 Job Description job description Position title NZSO Vision, Mission & Values Vision Providing world class musical experiences that inspire all New Zealanders. achieved by Mission Deepening and expanding musical connections and engagement with our communities. through A national fulltime full size symphony orchestra, which Performs to an international standard is Excellent in performance has Relevant and engaging programming, Reaches large and diverse audiences and asserts Musical and artistic leadership. A symphony orchestra which has Best practice operations, a shared & productive organisational culture, sustainable management of all resources, and, excellent systems and processes. Values What we do How we do it How we behave We value excellent engagement. We value creative excellence. We value excellent relationships. We identify strongly with one another and with New Zealanders. We ensure that our work is relevant to our audiences. We communicate openly and honestly with one another & with NZers We are passionate about our music and strive to share it widely. We are innovative and creative in all aspects of our activities. We are inspired to be excellent in all our performances. We always act with fairness, honesty and transparency. We trust, respect, acknowledge and support each other. We always act with integrity New Zealand Symphony Orchestra page:1 Job Description 18 May 2017

2 Job Description Purpose of Role To provide strategic leadership of the NZSO's artistic functions and activities and to manage their delivery through efficient planning and utilisation of assets and resources. Dimensions of Role The is responsible for managing an operational budget of (currently) approximately $1.75 million and a permanent staff complement of c full time equivalents (FTE) based in the NZSO's offices in Wellington as delegated by the Chief Executive from time to time. The does not have responsibility for managing the personnel budget for the permanent staff of the Artistic Planning Department. The is an employee of the NZSO. Terms and conditions of employment are set out in the job description for the role, employment agreement, NZSO Personnel Manual and other applicable policies and procedures. Technical Specifications Responsible to: Responsible for: Key Working Relationships: Working relationships: Location: Terms and conditions of employment: Chief Executive Artistic Planning Department Music Director / titled Conductor(s) Chief Executive Strategic Leadership Team members Artistic Planning Department staff Concertmaster Section Principals Players and artists Music and arts industry personnel Wellington Refer individual employment agreement Core Competencies The core competencies required for successful performance in the role are set out in Appendix 1. There are 14 core competencies grouped under four factors: Factor Competencies Strategic Skills Functional/Technical Skills Problem Solving Skills Operating Skills Priority Setting Planning Dealing with Ambiguity Managing & Measuring Work Courage Conflict Management Personal & Interpersonal Skills Customer Focus Negotiating Managing Vision & Purpose Self Knowledge Building Effective Teams Interpersonal Savvy Organisational Positioning Skills Political Savvy New Zealand Symphony Orchestra page:2 Job Description 18 May 2017

3 Job Description NZSO Senior Leader Contribution The contributes by: Strategy Development. Identifying ways to support, influence and develop the NZSO s strategic direction while enabling the delivery of high quality and timely service through collaborating with, and stimulating, high performance in others. Department Strategy. Helping to shape and realise the NZSO s strategic plans, conceptualising and defining ideas for the Department and converting these into practices for medium to long term time horizons. Operations. Balancing day to day operational challenges with medium and longer term strategic considerations to enable the NZSO to achieve its goals. Collective Responsibility. Taking a collective responsibility for leadership in terms of the NZSO s overall performance and the organisational accountabilities relating to the management of financial and staff resources. Support. Assisting and supporting the Chief Executive in leading and managing the NZSO as a member of the Strategic Leadership Team (SLT). NZSO Senior Leader Accountabilities The is accountable for: Strategy Implementation. Contributing to strategy development and implementation by ensuring that systems deliver reliable information, coordinating business plans that implement strategy, communicating strategy and plans to staff, reporting on progress, mitigating risks and monitoring and reporting results. Functional Expectations. Delivering functional expectations by achieving the required services and outcomes, driving change and building capacity and capability in the Artistic Planning Department, allocating resources to support priorities and representing the NZSO effectively in its operating context. Leading Change. Leading change by designing and improving processes, systems, policies and services, guiding direct reports and stakeholders through the benefits of change and gaining buy-in for enhancements and new developments. Personal Leadership. Demonstrating personal leadership by modeling the NZSO s standards and codes of conduct, displaying excellence and continuous improvement, upholding the NZSO s Vision, Mission and Values, setting clear expectations of behaviour and conduct, collaborating to share knowledge and experience, constructively challenging the ideas and views of others and being open to feedback. Delivering Results. Delivering results by taking responsibility to resolve issues, conflicts or problems directly, making timely and effective decisions, meeting targets, managing within budgets, optimising performance through planning, monitoring, reporting and mitigating risk and by improving performance through system improvements including the use of technology. Managing People. Managing people by recruiting and developing staff to meet and exceed role expectations, using staff management systems to drive performance, coaching and mentoring, setting performance expectations and upholding governance systems and processes. New Zealand Symphony Orchestra page:3 Job Description 18 May 2017

4 Job Description Key Functions There are eight key functions for the role of. These are set out in Appendix 2 together with associated performance criteria. 1 Strategy & Leadership 2 Programme Development 3 Programme Implementation 4 Artistic Leadership 5 International Touring 6 Financial Management, Budgeting & Planning 7 Team Leadership & Membership 8 Health & Safety New Zealand Symphony Orchestra page:4 Job Description 18 May 2017

5 Job Description person specification Position title Skills Superior communication Superior negotiation and conflict resolution Superior decision-making Significant and positive interpersonal skills Planning Financial management and budgeting Strategy development The ability to: Move between high-level strategic and operational planning Manage and motivate staff Lead and build teams Manage and implement change Design and manage workflows Act as a company advocate in all contexts Display a high degree of self-sufficiency and motivation Identify and ensure that key drivers of success are addressed at every level Technical/Professional Knowledge To have demonstrated expertise and understanding in the following: Orchestral and chamber music repertoire; the history of Western art music NZ cultural traditions as they apply to the NZSO International artist contract standards and negotiation principles Domestic and international fee structures and levels The standard role and responsibilities of all contracting parties HR requirements of the orchestra Key drivers of artistic performance Marketing processes Operational, live production and recording processes Use of standard and orchestral/performing arts information systems Maintaining a positive and influential network of agents and musicians New Zealand Symphony Orchestra page:5 Job Description 18 May 2017

6 Job Description Personal Attributes Adhere to the values of the NZSO Act with integrity Meet the standards expected of a senior state servant High level of motivation Capable of independent thought and action Personal resilience Flexibility in relation to day-to-day demands of the role and the organisation Strong personal values and professionalism Sound judgment Capacity for useful critical appraisal Qualifications Tertiary qualifications in the Arts, Music, Performance Practice or similar preferred New Zealand Symphony Orchestra page:6 Job Description 18 May 2017

7 NZSO Core competencies for Senior Managers *(Lominger) - APPENDIX 1 Strategic Skills Functional/Technical Skills *(24) Problem Solving (51) Dealing with Ambiguity (2) Operating Skills Priority Setting (50) Planning (47) Managing and Measuring work (35) Courage Conflict Management (12) Personal and Interpersonal Skills Customer Focus (15) Negotiating (37) Managing Vision & Purpose (65) Self Knowledge (55) Building Effective Teams (60) Interpersonal Savvy (31) Organisational Positioning Skills Political Savvy (48) Has the functional and technical skills set that is required to successfully accomplish position requirements. Applies rigorous logic and robust methods to solve difficult problems and find effective solutions. Looks beyond the obvious and sees hidden problems. Copes effectively with uncertainty and change. Is able to act without having the total picture and when things are in the air. Focuses his or her time and that of others on the critical few priorities. Quickly identifies what will help or hinder achievement and removes road blocks. Ensures plans are in place to implement strategy and initiatives. Monitors and refines implementation, anticipating and adjusting for problems. Evaluates results. Assigns responsibility for work, setting clear objectives with measures. Monitors progress and results. Sums up situation accurately and quickly. Establishes the mid ground to enable constructive resolutions of issues and conflict. Focuses their efforts and those of their team on meeting current and future needs and expectations of customers. Negotiates with internal and external parties to reach agreement that meets organisational needs without damaging the long term relationship. Uses tact and diplomacy that result in agreement of various options. Not afraid to face a difficult situation and take a tough stand. Communicates a compelling vision and sense of purpose to inspire and engage people. Shows the path and milestones to achieving the vision. Is aware of his or her personal strengths, weaknesses, opportunities and limits. Is open to feedback and learns from experiences and mistakes. Brings people together to create effective teams with high morale. Shares wins and successes and creates a feeling of belonging to the team. Relates well to people from different backgrounds. Establishes rapport to build effective relationships. Demonstrates tact and is able to diffuse challenging situations. Understands how people and organisations function. Is comfortable managing organisational dynamics. Anticipates and effectively manages through complex political situations Reference. FYI - For Your Improvement, A guide for Development and Coaching; Michael M. Lombardo & Robert W. Eichiner New Zealand Symphony Orchestra page:7 Job Description 18 May 2017

8 Key Functions for the APPENDIX 2 Strategy & Leadership 1 Contribute to the development and realisation of the NZSO's strategic plans. 2 Provide strategic leadership to the Artistic Planning Department that supports the achievement of the requirements of the New Zealand Symphony Orchestra Act (2004). 3 Devise and recommend artistic development strategies for the NZSO. 4 Act as an advocate and leader in the: a. education, community and outreach activity b. artistic development and programming, and c. product development of the NZSO. 5 Identify opportunities to increase the NZSO's artistic capabilities and performance capacity. 6 Formulate strategies which further the technical standards of the NZSO while maintaining its long term financial viability. 7 Represent the NZSO in national and international arts and orchestral fora and meetings. Active participation in the development and implementation of the NZSO strategic plan. A strategic plan for the Artistic Planning Department is developed and implemented. NZSO achieves or exceeds its performance quality targets. NZSO performance activities are cost effective. Programme Development 1 Develop the performance activities of the NZSO to maximise the artistic return-on-investment in the Orchestra. 2 Create strategic programming pathways that also reflect emerging trends and requirements in the international music sector. 3 Identify and negotiate with international artists who will enhance the global reputation of the NZSO and provide appropriate opportunities for New Zealand artists. 4 Develop and/or negotiate programmes for national and international touring; education, outreach and community activity; the NZSO National Youth Orchestra; recordings; and, special projects and events. 5 Identify and analyse opportunities and manage negotiations for the commercial hire of the NZSO and ensure appropriate service delivery. 6 Liaise with national and international orchestras and organisations on programming and artistic matters. 7 Facilitate input from the titled Conductor(s)/Music Director and the Chief Executive into artistic planning and programming. New Zealand Symphony Orchestra page:8 Job Description 18 May 2017

9 Schedules of performance activities are developed in accordance with agreed strategies and guidelines and finalised within agreed timeframes. Activities, programmes and artists support the status of the NZSO as New Zealand's national orchestra and the legislative requirement to perform to an international standard. Long term artistic planning is undertaken. Appropriate commercial hires of the NZSO are secured and services delivered to a high standard. Players are consulted about programming including via the Players Committee and the Artistic Planning Forum and directly through the Concertmaster and Section Principals. Performance activities are coordinated with other New Zealand orchestras as required under the recommendations of the Orchestra Sector Review. Programme Implementation 1 Oversee all artistic aspects of the implementation of the NZSO's public and performance programmes. 2 Ensure that the NZSO's artist contracts are legally sound, comply with NZSO policies and accurately specify the work and performance required of the contractor or artist. 3 Ensure that both the NZSO and the artists and their agents perform their contractual duties and advise where remedial action may be required. 4 Ensure the maximum performance quality is achieved having regard to available rehearsal time, workload capacity and the abilities of the Orchestra. 5 Ensure that all interactions with artists demonstrate the highest levels of professionalism on the part of all relevant staff. 6 Provide expert advice on artists and repertoire for the NZSO's marketing, development and communications functions. 7 As delegated by the Chief Executive, make decisions in relation to artistic matters and ensure that relevant members of the Strategic Leadership Team are consulted as/if required. Programmes are delivered to the highest possible standards. Artists have an artistically creative and productive positive experience of working with NZSO and are excellent in performance. Titled Conductor(s)/Music Director's requirements are met and issues identified and rectified. Contracts for national and international artists are fair, mutually beneficial and within NZSO budget parameters. Guest artists are adequately prepared and briefed about their NZSO engagements and their contribution and are aware of their contractual obligations. New Zealand Symphony Orchestra page:9 Job Description 18 May 2017

10 Artistic Leadership 1 Develop, implement and maintain recruitment strategies for titled Conductor/Music Director roles, including consultation, search, communication and trialing of candidates. Support associated contract negotiations managed by the Chief Executive. 2 Develop constructive relationships with all relevant artist management companies to position the NZSO as a competitive and attractive option for prospective titled Conductor/Music Director candidates. 3 Manage the NZSO relationship with titled Conductor(s)/Music Director and work with them in developing artistic programmes. A wide range of prospective titled Conductor/Music Director candidates is explored and engaged to conduct the NZSO. NZSO titled Conductor/Music Director positions are considered desirable appointments for conductors on the rosters of relevant artist managements. World class and viable candidate fields are identified. International Touring 1 Project management of international tours as required by the Chief Executive.. 2 Ensure that the terms of service contracts with sponsors, artists, venues and other providers are consistent and deliverable and have been tested by the responsible department. 3 Monitor all NZSO contracting activities for relevance, consistency and identify potential contractual impediments to proposed touring activities. 4 Manage and negotiate consultation including those with players' committees, artist agencies and NZSO functional managers. 5 Ensure that all legal obligations (including permits, visas and terms of local contracts) connected with international touring are identified and met. A practical and comprehensive tour project plan is developed, approved and implemented. All service contracts and contracting activities are appropriate and correctly executed. All legal obligations are identified and met. All aspects of the project are monitored and managed. Relevant parties are consulted and their requirements negotiated and agreed. Logistical issues are addressed and resulting plans fully agreed and documented. Necessary information is obtained and distributed to relevant parties and stakeholders in an appropriate fashion. New Zealand Symphony Orchestra page:10 Job Description 18 May 2017

11 Financial Management, Budgeting & Planning 1 Lead and manage business planning for the Department.. 2 Lead and manage the preparation of budgets for the Department in accordance with guidelines set by the Chief Financial Officer as delegated by the Chief Executive. 3 Support and contribute to the development of the NZSO's plans and budgets. 4 Implement and manage budgets in accordance with NZSO policies, procedures and delegated authorities. 5 Proactively manage and monitor the implementation of plans and budgets and provide timely notification of potential significant variances and the implementation of appropriate mitigation strategies. 6 Report on the operational and financial performance of the Department in accordance with reporting standards and deadlines and as required. Departmental plans and budgets are prepared in accordance with NZSO policies and timeframes and meet required standards. Plans and budgets are monitored, regularly reviewed, proactively managed and timely action is taken to address significant issues and variances. All income, expenditure and financial management complies with NZSO policies and procedures, is appropriately authorised and is in accordance with staff delegations. All reports comply with standards and agreed timeframes. Team Leadership & Membership 1 Proactively lead and manage the Department staff to promote high performance and a positive and constructive organisational culture within a team environment. 2 Recruit, induct, develop and performance manage staff to build and maintain a high performing and committed team. 3 Establish, monitor and regularly review staff roles and structures to ensure optimum use of resources. 4 Administer and manage staff in accordance with NZSO guidelines, policies and procedures. 5 Participate in and work co-operatively as a member of the Strategic Leadership Team and undertake projects and activities on behalf of the Chief Executive. 6 Ensure open and clear communication is maintained within the Department, SLT and across the organisation. Staff are managed in accordance with NZSO guidelines, policies and procedures and all reporting and administrative deadlines are met. The Department performs well and meets its financial and planning targets. The Department has a positive working culture and coordinates and cooperates effectively across the organisation. The participates fully as an effective member of SLT. New Zealand Symphony Orchestra page:11 Job Description 18 May 2017

12 Health and Safety 1 Ensure that a safe working environment is provided for all Department staff and all NZSO personnel and contractors. 2 Ensure that the Department complies with all applicable Health and Safety in Employment legislation in all aspects of its work. 3 Ensure that all requirements of NZSO Health and Safety guidelines, plans, policies and procedures are met including the identification and management of hazards, prompt notification, reporting and investigation of accidents and incidents, staff training needs for safe work and the implementation of appropriate rehabilitation and return to work plans as required. 4 Departmental work sites are inspected and assessed. All Health and Safety reporting is timely, accurate and comprehensive. Responses to accidents and incidents are prompt and any required remedial actions or mitigations and investigations undertaken without delay. Hazards are reported and preventative and corrective action taken. Employees with injuries are identified quickly and early intervention is taken to avoid deterioration of condition. Health and Safety training needs are identified and appropriate training provided. Health and Safety inspections of the work site are undertaken as required. New Zealand Symphony Orchestra page:12 Job Description 18 May 2017