Role Description Executive Director HI Asset Management Unit

Transcription

1 Role Description Executive Director HI Asset Management Unit Cluster Agency Division/Branch/Unit Location Classification/Grade/Band Senior Executive Work Level Standards Kind of Employment Role Number ANZSCO Code PCAT Code Date of Approval NSW Website Agency website NSW Health Ministry of Health Health Infrastructure North Sydney Work Contribution Stream: Professional/Technical/Specialist Ongoing Agency overview For more information go to: Health Infrastructure (HI) helps meet NSW Health s needs by managing the planning, design and delivery of health infrastructure capital works. It unites the skills and resources of the health, design, commercial, engineering and construction industries to deliver world-class infrastructure and healthcare services to the people of NSW. Primary purpose of the role The Executive Director HI Asset Management Unit is a senior member of the HI Leadership Team. The role reports directly to the Chief Executive and deputises for the Chief Executive when required. The role leads the newly created directorate within HI, the HI Asset Management Unit (HI-AMU) to support the management of NSW Health assets and facilities in support of the provision of world-class and safe patient care. Assets include property, plant and equipment, including medical equipment. Key accountabilities Establish and lead the newly created Health Infrastructure Asset Management Unit (HI-AMU) to support the delivery of best practice asset management and subject matter expertise across NSW Health. Define asset management performance standards and provide a consistent and coordinated approach to asset management across NSW Health. Provide key support to the Ministry of Health in developing asset management policies and strategies for NSW Health and support LHDs and the Ministry of Health in defining best practice asset management (controls, compliance and assessment) in NSW Health s large and complex asset portfolio including procurement and strategic commissioning approaches. Lead and facilitate the asset maintenance program governance framework including asset maintenance Role Description ED Assets Management July

2 related committees and working parties, for property plant and equipment, including medical equipment. Provide state wide support and compliance monitoring for NSW Health s assets. Drive the further development of portfolio-wide comprehensive risk management and compliance monitoring programs to gain an improved and detailed understanding of the risk extent and quantum of risk / liability across the portfolio. Establish the Asset Validation and Maintenance Planning (AVAMP) and Life Cycle Costing (LCC) Program (expanded AVAMP Program) and ensure the concurrent operation of the existing Asset Validation and Maintenance Planning (AVAMP) Program and the Asset Refurbishment & Replacement Program (ARRP) in their current forms until such time as the NSW HI State Asset Management Unit is fully established. Lead the implementation of the AFM Online asset management software across all Local Health Districts, as part of the AFM Online Implementation program. Represent HI and the Ministry of Health in consultations and negotiations with key stakeholders including other government jurisdictions to optimise the outcomes for NSW Health and the NSW Government. Key challenges Managing the multiple stakeholders, budget and activity strands while providing support to the maintenance functions for NSW health facilities that operate 24 hours a day, 7 days a week, 365 days a year. Providing consistent approach and processes with programs and projects across multiple sites and Local Health Districts. Reforming asset management practices in alignment with Government reforms and managing extensive change to the way NSW Health manages its assets and facilities. Key relationships Who Why Ministerial Ministry of Health to whom HI is responsible Provide input into policy development Provide input into development of Strategy, Systems & Governance Framework Business Case Approvals Preparing Briefs Internal CE & Executive Directors Direct Reports Provide advice and recommendation on strategies and programs. Set performance expectations and manage performance and development Lead, guide, support and coach to ensure deliverables are met. External Interdepartmental and intergovernmental committees, project and working groups LHDs and other health entities Maintain collaborative relationships; represent the position of NSW Health and Health Infrastructure. Provision of asset maintenance related services to LHDs. Other NSW Government Agencies Non-government organisations Share information, identify areas for collaboration & take advantage of synergies. Maintain collaborative relationships; consult on policy and projects. Role Description ED Assets Management July

3 Who Vendors/Service Providers and Consultants HAC Why Negotiate and approve contracts and service level agreements. Manage contracts and monitor provision of service to ensure compliance with contracts and service arrangements. Maintain relationships and develop capabilities of external service providers. Collaborate and provide information for decision making on property and equipment portfolio. Role dimensions Decision making The Executive Director Asset Management leads the implementation of asset and facility management reform across NSW Health, in alignment with Government reforms. This role provides recommendations and briefings to the Chief Executive of Health Infrastructure and the Ministry of Health with a high level of autonomy within the limits of the approved delegations. The position is fully accountable for the quality, integrity and validity of the content of advice provided in relation to this portfolio. The role s functional responsibilities are broad in scope, complex and highly specialised; and include Ministerial and other financial and administrative delegations, as appropriate to the performance of duties assigned to the position. Reporting line Chief Executive, Health Infrastructure Direct reports Asset Refurbishment & Replacement Program (ARRP) Director, Asset Manager (currently managing team of five) Program Director, AFM Online Implementation (currently managing team of eight) Additional direct report roles to be specified Budget/Expenditure Currently the ARRP program operates on a capital budget of $500m over ten years. Additional recurrent budget for the implementation of recurrent state-wide programs will be made available. Essential requirements Extensive senior management experience in a senior asset and facility management setting within the social infrastructure or property sectors including a demonstrated track record of strategic innovation in a complex and large scale environment. Relevant tertiary and/or post graduate qualifications in an Asset Management/ Facility Management (AM/FM) related field, or demonstrated equivalent, relevant professional experience, preferably gained in a large, complex and decentralised work environment. 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 Role Description ED Assets Management July

4 The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in bold. 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 Highly Adept Highly 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 Role Description ED Assets Management July

5 Personal Attributes Manage Self Relationships Commit to Customer Service Highly Highly Promote and model the value of self-improvement and be proactive in seeking opportunities for growth Actively seek, reflect and integrate feedback to enhance own performance, showing a strong capacity and willingness to modify own behaviours Manage challenging, ambiguous and complex issues calmly and logically Model initiative and decisiveness Create a culture which embraces high quality customer service across the organisation, ensuring that management systems and processes drive service delivery outcomes Engage and negotiate with stakeholders on strategic issues related to government policy, standards of customer service and accessibility, and provide expert, influential advice Ensure that responsiveness to customer needs is central to the organisation s strategic planning processes Set overall performance standards for service delivery across the organisation and monitor compliance Relationships Work Collaboratively Results Deliver Results Highly 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 Create a culture of achievement, fostering on-time and onbudget 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 Role Description ED Assets Management July

6 Results Think and Solve Problems Business Enablers Procurement & Contract Management Highly Highly Establish and promote a culture which encourages initiative and emphasises the value of continuous improvement Engage in high-level critical analysis of a wide range of complex information and formulate effective responses to critical policy issues Identify and evaluate organisation-wide implications when considering proposed solutions to issues Apply lateral thinking and develop innovative solutions that have long standing, organisation-wide impact Ensure effective governance systems are in place to guarantee quality analysis, research and reform Ensure that whole-of-government approaches to procurement and contract management are integrated into the organisation s policies and practices Ensure that effective governance processes are in place for the organisation s provider, supplier and contractor management, tendering, procurement and contracting policies, processes and outcomes Monitor and evaluate both compliance and effectiveness of procurement and contract management within the compliance organisation People Management Manage and Develop People People Management Optimise Business Outcomes Refine roles and responsibilities over time to achieve better business outcomes Recognise talent, develop team capability and undertake succession planning Coach and mentor staff and encourage professional development and continuous learning Provide timely, constructive and objective feedback to staff Address and resolve team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way Implement performance development frameworks to align workforce capability with the organisation s current and future priorities and objectives 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 ED Assets Management July

7 People Management Manage Reform and Change Highly 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 Role Description ED Assets Management July