Role Description Chief Executive Office of Local Government

Transcription

1 Role Description Chief Executive Office of Local Government Cluster Planning & Environment Agency Office of Local Government Division/Branch/Unit Agency Head Location Nowra Classification/Grade/Band Senior Executive Band 3 Senior Executive Work Level Standards Agency Head Role Number TBC ANZSCO Code PCAT Code Date of Approval TBC Agency Website Agency overview The Department of Planning & Environment is the lead NSW Government agency in long term planning for a growing NSW and delivery of better outcomes in the areas of planning, local government and the environment. The Office of Local Government is a key agency within the cluster, supporting an effective local government sector in NSW. The organisational purpose of the Office is To strengthen the Local Government Sector and its outcome is Successful councils engaging and supporting their communities. The Office has a policy, legislative, investigative and program focus in matters ranging from Local Government finance, infrastructure, governance, performance, collaboration and community engagement. The Office strives to work collaboratively with the Local Government sector and is the key adviser to the NSW Government on Local Government matters. Primary purpose of the role The Chief Executive leads the provision of strategic policy and manages the legislative framework for optimal local government service delivery. The role provides a leadership and partnership interface between State Government and Local Government to foster a strong, modern, strategically focused and financially sustainable local government sector in NSW. Key accountabilities Lead implementation of NSW Government policy, strategic direction and program reforms to strengthen local council collaboration and capacity in priority policy areas and place local councils in a strong position to guide community growth and deliver quality services and infrastructure. Provide leadership to optimise active council community support and engagement for a diverse range of initiatives through development, implementation and evaluation of policy frameworks, strategies, innovative and better practice programs and projects, benchmarks and standards, resources and community education programs. 1

2 Lead improvements to the local government system through a new streamlined Local Government Act, procurement legislative changes, council governing rules, the way the State works with councils, and the support councils receive to enhance delivery and management of various council programs and schemes. Lead long term strategic vision and business planning, solutions development, performance analysis and measurement reporting, regulatory frameworks, resource management, cost saving measures and business improvement assessment tools and processes to achieve effective and efficient local government management. Lead development of a coordinated monitoring program to maintain contemporary knowledge of current national and international best practice local government management, emerging issues and local government legislation in other states, assess implications and recommend application to priority sector reform. Lead oversight of the Lord Howe Island Board administration and provision of advice and support to the Board as necessary. Key challenges Support the Minister in the implementation of the reform agenda and sustainable solutions and manage numerous complex, politically sensitive, and high level government, media and public interest issues. Deliver key strategic directions to integrate the current and future role of the Office of Local Government within government taking into account social justice principles and political, economic and environmental considerations and influences at a State level while remaining responsive to local needs and issues. Anticipate, assess and manage the impact of major technical, policy and legal change processes across a large number of councils with diverse and conflicting views and agendas. Partner collaboratively with councils and key sector organisations to ensure community service delivery expectations are met, to achieve structural and administration savings and efficiencies, to reduce red tape and service complaints and to increase community confidence in financially sound and operationally efficient councils Key relationships Who Internal Secretary Office of Local Government managers External Minister for Local Government Cross cluster and cross government sector stakeholders Why Provide high level strategic, authoritative, evidence based critical analysis and advice on key local government initiatives, long term service opportunities, program risks and emerging issues. Obtain agreement for strategic direction, business plans, program outcomes and performance measures. Represent and ensure proactive consideration of local government and related community interests at the highest level. Guide achievement of program outcomes. Develop effective systems to establish and measure accountabilities. Foster input, collaboration and engagement.to develop and implement cross team initiatives and programs. Provide high level strategic, authoritative, accurate, timely, and evidence based critical analysis and advice. Keep informed on key local government strategic and critical policy initiatives, legislative review and identified sector risks. Facilitate optimal engagement and contribution to strategic directions. Role Description Chief Executive Office of Local Government 2

3 Who Local councils across NSW Local government associations, professional bodies and community groups Lord Howe Island Board Why Negotiate, persuade, influence and gain agreement on key structural reforms, performance improvements and better financial management. Contribute to consistent and effective regulatory and legislative frameworks. Model and communicate the position of the Office of Local Government with authority and credibility. Support council reviews, proposals and transition plans to address future community needs, structural options and financial sustainability. Foster effective strategic and cooperative alliances and collaboration for sharing of community support and engagement practices, resources, innovative joint solutions and resolution of service delivery impediments. Handle complex complaints about councils. Determine appropriateness of legislative, regulatory, guideline and financial compliance investigations and interventions between councils and the Government. Lead the management of council statutory acquisition, leasing and licensing, and public-private partnership applications and council involvement. Pre-empt, negotiate and resolve conflict with leadership stakeholders. Consult and collaborate to manage the review of legislation. Local Government Boundaries Commission, and Local Government Grants Commission Local Government Remuneration Tribunal Liaise between the Board and office of the Minister for the Environment and other State Government agencies. Nominate Commission members and ensure support provided. Undertake the role of Assessor. Participate in forums related to local government and community issues. Role Description Chief Executive Office of Local Government 3

4 Role dimensions Decision making This role: is the key adviser to the NSW Government on Local Government matters is fully accountable for the content, accuracy, validity and integrity of the advice provided, with advice and recommendations considered to be of critical importance makes major commitments and decisions that impact on whole of local government sector and achievement of NSW Government objectives leads senior staff to manage and achieve program, schemes, system and practice outcomes that comply with governing legislation and policies including statutory provisions of the Public Finance and Audit Act, NSW Treasurer s Directions and public sector management policies is required to comply with the powers conferred on the role within the provisions of the Local Government Act 1993, such as investigations and inquiries, pecuniary interest matters and public private partnerships represents the Office of Local Government at state/national meetings, and other committees and forums, to advocate and articulate the NSW Government s position and interests in relation to the achievement of local government objectives has overall responsibility for the efficient and cost effective management of all aspects of the Office of Local Government within set budget and labour cap parameters acts with considerable autonomy and independence in determining how to achieve results, allocate resources, the work performed, and service target guarantees Reporting line This role reports to the Secretary of the Department of Planning & Environment. Direct reports This role has eight (8) direct reports. Budget/Expenditure TBC Essential requirements Relevant tertiary qualifications or extensive executive management experience. Experience and knowledge of the government sector including State cabinet, parliamentary and legislative processes, and public sector management. Role Description Chief Executive Office of Local Government 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 levels required for this role. The capabilities in bold are the focus capabilities specified 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 Role Description Chief Executive Office of Local Government 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 Act with Integrity Relationships Commit to Customer Service Relationships Work Collaboratively Relationships Influence and Negotiate Model the highest standards of ethical behaviour and reinforce them in others Represent the organisation in an honest, ethical and professional way and set an example for others to follow Ensure that others have a working understanding of the legislation and policy framework within which they operate Promote a culture of integrity and professionalism within the organisation and in dealings external to government Monitor ethical practices, standards and systems and reinforce their use Act on reported breaches of rules, policies and guidelines 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 Establish a culture and supporting systems that facilitate information sharing, communication and learning across the sector Publicly celebrate the successful outcomes of collaboration Seek out and facilitate opportunities to engage and collaborate with stakeholders to develop organisational, whole-of-government and cross jurisdictional solutions Identify and overcome barriers to collaboration with internal and external stakeholders 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 Role Description Chief Executive Office of Local Government 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Deliver Results Results Think and Solve Problems Results Demonstrate Accountability Business Enablers Finance 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 Apply a thorough understanding of recurrent and capital financial terminology, policies and processes to planning, forecasting and budget preparation and management Identify and analyse trends, review data and evaluate business options to ensure business cases are financially sound Assess relative cost benefits of direct provision or purchase of services Understand and promote the role of sound financial management and its impact on organisational effectiveness Involve specialist financial advice in review and evaluation of systems and processes used to identify opportunities for improvement Respond to financial and risk management audit outcomes, addressing areas of non-compliance Role Description Chief Executive Office of Local Government 7

8 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Manage and Develop People People Management Optimise Business Outcomes Ensure performance development frameworks are in place to manage staff performance, drive development of organisational capability and undertake succession planning Drive executive capability development and ensure effective succession management practices Implement effective approaches to identify and develop talent across the organisation Model and encourage a culture of continuous learning and leadership, which values high levels of constructive feedback, and exposure to new experiences Instil a sense of urgency around addressing and resolving team and individual performance issues and ensure that this is cascaded throughout the organisation Ensure that organisational architecture is aligned to the organisation's goals and responds to changes over time Engage in strategic workforce planning, and strategic resource utilisation to ensure achievement of both the organisation's aims and goals and government's objectives Align workforce resources and talent with organisational priorities Role Description Chief Executive Office of Local Government 8