Role Description Manager, Marketing & Membership

Transcription

1 Role Description Manager, Marketing & Membership Cluster Justice Agency Australian Museum Branch/Unit Marketing, Communications & Development/Marketing & Membership Location Sydney CBD Classification/Grade/Band Clerk Grade 11/12 Kind of Employment Temporary Role Number ANZSCO Code PCAT Code Date of Approval July 2016 Agency overview The Australian Museum (AM) operates within the NSW Department of Justice; it was founded in 1827 and is the first museum in Australia. The AM provides access, engagement and scientific research to increase our understanding of natural history and culture, particularly of the Australasian region. The AM holds more than 18 million objects of biological, geological and cultural collections and develops programs, exhibitions and school and community education initiatives onsite, online and offsite. The AM s purpose is to make nature, Indigenous cultures & science accessible and relevant to everyone. For more information, visit the website. Primary purpose of the role To lead the development and implementation of the AM s marketing and membership strategies to increase attendance, memberships, revenues and awareness, build loyalty and to enhance the AM s brand. The role leads a team of marketing and membership professionals to deliver effective marketing and brand campaigns, tourism initiatives and drive membership acquisition and loyalty. Working with the Director, Marketing, Communications & Development, the Manager, Marketing & Membership is expected to drive and lead innovation. Key accountabilities Lead the development and implementation of integrated marketing and membership strategies and marketing campaigns for the AM to deliver increased revenues, attendance and awareness, and to drive loyalty ensuring program and project KPIs, goals and objectives are achieved Develop and manage the AM s brand reputation, raise the AM s profile and position the AM as a leading institution locally, nationally and internationally, and ensure consistent brand representation across all channels 1

2 Develop and implement membership acquisition and retention strategies to significantly grow the AM s membership base Develop and implement a research framework for the AM to provide market intelligence, audience insights, evaluation and advice on industry trends and innovation Relationship management of a portfolio of partners and specialist collaborators to deliver expertise and resources to the AM including securing media and marketing partnerships Manage the marketing and membership teams including planning, financial management, resource allocation, team management and development, and performance management within a culture of innovation and success Prepare and manage marketing and membership budgets and financial reports, and undertake analysis on campaign performance to evaluate effectiveness and identify improvements to outcomes and process Manage events including exhibition openings, member events and other events as required Key challenges Manage simultaneous, complex and multi-dimensional projects with competing demands Deliver effective marketing and membership outcomes within tight timeframes and limited resources in a constantly changing environment Compete with other cultural, scientific and not-for-profit organisations for visitor awareness and spend in a competitive market Key relationships Who Internal Executive and Management Teams Marketing, Communications and Development Division Why Provide expert advice, guidance and support on marketing, brand, market and audience research, tourism trends and insights Foster alignment and collaboration within the Division Other Australian Museum business Implement effective marketing strategies for AM programs and units activities and ensure support for related initiatives and directives Resolve conflicting priorities and opinions Ensure all communications are in line with the AM s brand Direct reports Inspire and motivate team, provide direction and manage performance Trustees Provide reports, information and briefings as required External Strategic partners including NSW State Government, Destination NSW and other government departments Maintain and foster positive relationships Provide information and advice as requested Represent AM interests Corporate Partners Maintain and foster positive relationships Deliver agreed partnership benefits related to media, marketing and communications Agencies, suppliers and contractors Negotiate and manage contracts, agencies, contractors and suppliers to ensure ROI and agreed delivery of materials and services Members Respond to member feedback, issues and complaints in a timely manner Role Description Manager, Marketing and Membership 2

3 Counterparts from the broader cultural, creative and scientific sectors Represent AM interests Work in partnership to deliver change Role dimensions Decision making This role: Has a high level of autonomy and is fully accountable for the delivery of marketing and memberships strategies and plans on time, within budget and to expectations in terms of quality, deliverables and KPIs Refers to the Director, Marketing, Communications and Development decisions that require significant change to project outcomes or time frames; are likely to escalate or create substantial or contentious precedent; require a higher administrative or financial delegation, or submission to a higher level of management Provides direction and leads the marketing & memberships teams to achieve KPIs and is responsible for managing their day-to-day operations and assessment of performance outcomes Contributes to the overall direction of the Australian Museum as a member of the Management Team Approves operating expenditure for Marketing and Memberships Reporting line This role reports to the Director, Marketing, Communications and Development Direct reports 6 direct reports plus contractors, volunteers and interns as required Budget/Expenditure This role has a financial delegation of $30,000 and is responsible for planning the organisation s marketing and membership expenditure of approximately $1,060,000 per annum. Essential requirements Relevant tertiary qualifications in marketing or a related field and extensive experience in developing and implementing successful marketing strategies and campaigns, including creative and concept development Experience in developing and implementing successful membership or subscription strategies Adequate knowledge and experience in order to deliver the Key Accountabilities and perform to the Focus Capabilities outlined in this Role Description. 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 Manager, Marketing and Membership 3

4 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 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 Stay calm and act constructively in highly pressured and unpredictable environments Give frank, honest advice in the face of strong, contrary views Accept criticism of own ideas and respond in a thoughtful and Role Description Manager, Marketing and Membership 4

5 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Relationships Communicate Effectively Relationships Commit to Customer Service Results Deliver Results Results Think and Solve Problems considered way Welcome new challenges and persist in raising and working through novel and difficult issues Develop effective strategies and show decisiveness in dealing with emotionally charged situations, difficult and controversial issues 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 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 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 onbudget 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 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 Role Description Manager, Marketing and Membership 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Project Management People Management Manage and Develop People 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 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 Define and clearly communicate roles and responsibilities to achieve team/unit outcome Negotiate clear performance standards and monitor progress Develop team/unit plans that take into account team capability, strengths and opportunities for development Provide regular constructive feedback to build on strengths and achieve results Address and resolve team and individual performance issues, including unsatisfactory performance in a timely and effective way Monitor and report on performance of team in line with established performance development frameworks Role Description Manager, Marketing and Membership 6