Role Description Principal Advisor Strategic Relations

Transcription

1 Role Description Principal Advisor Strategic Relations Cluster Planning and Environment Agency Sydney Living Museums Division/Branch/Unit Directorate Location The Mint Classification/Grade/Band Clerk Grade 11/12 Role Number DIR024 ANZSCO Code PCAT Code Date of Approval 20 April 2018 Agency Website Agency overview Sydney Living Museums (SLM) 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. This role works directly with the Executive Director, supporting the Executive and Directorate team with strategic advice, and works closely with the Director, Strategy & Engagement in liaison with Strategic Projects, Development & Fundraising, the Macquarie St Renewal Project and Indigenous Strategy. The functions of the Executive, with the Strategy & Engagement Division, include effective managing SLM s external relations, especially Government relations, stakeholder engagement, donors and corporate partners; delivering strategic projects designed to renew our facilities and interpretation at our current sites, develop business cases that consider new at risk heritage sites that could form part of the SLM portfolio; create compelling innovative and engaging education and public programs to grow audiences, enhance perceptions of SLM and increase public appreciation for heritage. Primary purpose of the role Act as the primary interface to coordinate and manage Sydney Living Museums external government relationships and strategic stakeholder engagement. 1

2 Key accountabilities Cultivate and manage high level State and local government relationships at ministerial and departmental levels to lead strategic projects related to government policy, priorities and emerging issues. Secure, manage and maintain government support and advocacy for current and future projects to enable the agency to meet its strategic objectives as detailed in SLM s strategic plan ( ). Deliver high level strategic and policy advice to the Executive to ensure alignment with legal and regulatory compliance and business priorities. Develop Ministerial briefs and key communications to manage government reporting requirements on behalf of the Executive as directed. Provide expert advice and oversight to ensure the values, goals and success measures of SLM s strategic plan ( ) are reflected in policies, briefings and external communications. Research and produce strategic funding submissions on behalf of the Executive and manage approvals to achieve alignment with the goals and success measures of SLM s strategic plan ( ). Coordinate the compilation of information for Sydney Living Museums Annual Report to verify accuracy and compliance with government reporting. Prepare briefs and manage access of information to enable positive and productive meetings between the Executive Director and relevant Secretaries and Ministers. Key challenges Maintaining awareness of current issues impacting SLM, to enable the proactive management of relationships in sensitive political and community environments, and the prevention of potential problems. Influencing and advocating strategic projects and opportunities across Sydney Living Museums to align the delivery of programs and strategic projects to the objectives of the Strategic Plan ( ). Operating in a complex, multi-stakeholder environment subject to ongoing changes and providing policy advice and forward planning to ensure strategic decision making is integrated with wider government goals Key relationships Who Internal Why Executive Director Provide timely and considered strategic and policy advice, and effective high level liaison and communication support, to manage external relations with all levels of Government and core strategic stakeholders. Receive advice and guidance on business objectives and discuss future directions. Provide expert advice and recommendations on developments in government. Raise awareness of any issues with the potential to escalate, or which may have unforeseen impact on, SLM's performance Executive and Directorate Work collaboratively with to achieve organisational objectives, identify and assess cross divisional impacts and share knowledge. Provide expert advice and assurance on communication and engagement strategies and plans. Raise awareness of any issues with the potential to escalate, or which may have unforeseen impact on SLM's performance Role Description Principal Advisor Strategic Relations 2

3 Who Why Director, Strategy & Engagement Receive guidance from and provide regular updates on projects, issues and priorities. Leadership, Senior Department Heads External Contribute to strategic planning, policy development and decision making. Raise awareness of any issues with the potential to escalate, or which may have unforeseen impact on SLM's performance or achievement of objectives. Engage, advise, coordinate and negotiate with relevant Senior Departmental Heads in matters of Government policy and effective external relations, such as strategic projects, indigenous affairs, development, and national and international cultural and museums sector. Provide expert advice and recommendations on developments in government. Communicate with to garner support and circulate relevant information. Develop and maintain effective working relationships. Key Government agencies Develop and maintain functional working relationships to liaise, consult, engage and collaborate with local, State and Federal Government. Represent and promote the interests of Sydney Living Museums in a range of forums. Liaise and negotiate with to enhance the profile and reputation of SLM. Collaborate with to identify partnership opportunities. Liaise with to manage external affairs and relationships. Collaborate with to ensure the smooth flow of advice, information, decision making, support and effective advocacy. Work with to obtain timely and effective response to government requests. External Stakeholders Liaise and negotiate with when representing Sydney Living Museums interests on strategy and strategic projects. Liaise and negotiate with to enhance the profile and reputation of SLM. Collaborate with to identify partnership opportunities. Liaise with to manage external affairs and relationships. Collaborate with to ensure the smooth flow of advice, information, decision making, support and effective advocacy. Work with to obtain timely and effective response to government requests Industry peers Establish effective networks 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. Develop a broad understanding of key stakeholders across cultural, heritage, tourism, infrastructure, museum, environmental and leisure sectors. Liaise and negotiate with to enhance the profile and reputation of SLM. Collaborate with to identify partnership opportunities. Collaborate with to ensure the smooth flow of advice, information, decision making, support and effective advocacy. Work with to obtain timely and effective response to government requests. Role Description Principal Advisor Strategic Relations 3

4 Role dimensions Decision making This role: Maintains efficient lines of communication. Prioritises and manages multiple tasks and demands including matters with critical turnaround times. Develops and fosters efficient lines of communication with key stakeholders. Analyses complex and conceptual information in a range of strategic project and policy areas. Works collaboratively with communities, consultants and specialist advisors to achieve project outcomes. Has a high level of autonomy and is fully accountable for the delivery of work assignments and projects on time and to expectation in terms of quality, deliverables and outcomes. Escalates decisions that require significant change to project outcomes or timeframes. Maintains a professional approach in dealing with stakeholders at all levels including the ability to act with tact and diplomacy. Act as the face of the agency when interacting with external stakeholders at all levels. Reporting line This role reports to the Executive Director. Direct reports Nil Budget/Expenditure Nil Essential requirements Tertiary qualifications and at least 5 years experience, relevant to this role, working in a multidisciplinary cultural, museum or heritage environment. Extensive experience in strategic project management and contributing to Executive decision making processes, including the ability to make sound judgements and act with discretion and sensitivity. 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 Principal Advisor Strategic Relations 4

5 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 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 Display Resilience and Courage Personal Attributes Manage Self 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 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 Act as a professional role model for colleagues, set high personal goals and take pride in their achievement Actively seek, reflect and act on feedback on own performance Role Description Principal Advisor Strategic Relations 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Translate negative feedback into an opportunity to improve Maintain a high level of personal motivation Take the initiative and act in a decisive way Relationships Communicate Effectively Relationships Work Collaboratively Relationships Influence and Negotiate Results Think and Solve Problems 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 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 and communication and collaboration across the organisation and cross government Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions Negotiate from an informed and credible position Lead and facilitate productive discussions with staff and stakeholders Encourage others to talk, share and debate ideas to achieve a consensus Recognise and explain the need for compromise Influence others with a fair and considered approach and sound arguments Show sensitivity and understanding in resolving conflicts and differences Manage challenging relations with internal and external stakeholders Pre-empt and minimise conflict 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 Role Description Principal Advisor Strategic Relations 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Project Management People Management Inspire Direction and Purpose Prepare clear project proposals and define scope and goals in measurable terms Establish performance outcomes and measures for key project goals, and define monitoring, reporting and communication requirements Prepare accurate estimates of costs and resources required for more complex projects Communicate the project strategy and its expected benefits to others Monitor the completion of project milestones against goals and initiate amendments where necessary Evaluate progress and identify improvements to inform future projects Promote a sense of purpose within the team and enable others to understand the strategic direction of the organisation Translate broad goals into operational needs and explain the links for the team Link team performance goals to team/unit goals to ensure implementation of government policy Ensure team objectives and outcomes lead to implementation of government policy Recognise and acknowledge high individual/team performance Role Description Principal Advisor Strategic Relations 7