Role Description Head of House Museums Portfolio

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1 Role Description Head of House Museums Portfolio Cluster Agency Division/Branch/Unit Location Department of Planning & Environment Sydney Living Museums Classification/Grade/Band Clerk Grade 11/12 Kind of Employment Programming & Public Engagement Division/House Museums Portfolio Vaucluse House, Rouse Hill House & Farm and The Mint Ongoing ANZSCO Code Role Number HMP001 PCAT Code Date of Approval 23 February 2015 Agency Website Agency overview Historic Houses Trust of NSW (HHT), incorporating Sydney Living Museums (SLM), is a statutory authority of, and principally funded by, the NSW Government. The Historic Houses Trust is one of a number of agencies administered through the Office of Environment and Heritage (OEH), reporting to the Minister for Heritage. OEH regulates industry, protects and conserves the NSW environment, manages over 850 national parks and reserves and protects the natural, cultural and built heritage in NSW. SLM provides custodial care for significant historic places, buildings, collections and landscapes with integrity, and enables people to enjoy and learn about them. SLM was established under the Historic Houses Act 1980 to manage, conserve and interpret the properties vested in it for the education and enjoyment of the public. SLM s portfolio includes houses, museums, landscapes, a library and collections of paintings, furniture and objects. SLM is managed through four Divisions Heritage & Collections, Programming & Public Engagement, Commercial & Marketing Services and Operations & Governance. SLM cares for 11 of the State's most important historic houses, museums and their collections: Elizabeth Bay House, Elizabeth Farm, Hyde Park Barracks Museum, Justice & Police Museum, Meroogal, Museum of Sydney, Rose Seidler House, Rouse Hill House & Farm, Susannah Place Museum, The Mint and Vaucluse House. All are listed in the NSW State Heritage Register. The Museum of Sydney and the Hyde Park Barracks are on the National Heritage list, with Hyde Park Barracks also on the UNESCO World Heritage List. SLM s portfolio assets are valued at more than $230 million including buildings, land and museum collections. It also maintains 38 hectares of land including public spaces, farmland and gardens, as well as infrastructure such as roads, farm dams, 8 kilometres of fences and gates. The agency collects, catalogues and conserves material relating to core themes of domestic material culture, the history of art, architecture and design, and aspects of Sydney s social history related to its sites. The collections held at museums are valued at more than $28 million and comprise 250,000 archaeological artefacts, more than 47,500 objects, more than 130,000 glass-plate negatives, a library collection and a growing digital collection all of cultural significance to the history of NSW. The Programming & Public Engagement Division includes the Curatorial & Exhibitions, Programs, Education, Volunteering, Web and Screen Media Teams. The Division produces exhibitions at SLM's 1

2 museums, interprets the properties, presents stories from the collections, runs educational and public programs, and manages publications, web and social media platforms to engage over 1 million visitors annually onsite and online. The Division also includes the City Portfolio (comprised of the Justice & Police Museum, Museum of Sydney and Susannah Place Museum), and the House Museums Portfolio (comprising Elizabeth Bay House, Elizabeth Farm, Meroogal, Rose Seidler House, Rouse House & Farm and Vaucluse House). Primary purpose of the role The Head of House Museums Portfolio manages a diverse portfolio of sites, buildings and collections to ensure their sustainability, conservation and interpretation, and use in accordance with the Historic Houses Trust Act The role ensures the highest standards of customer service, programs and visitor experiences, heritage conservation, site management and presentation, and identifies and implements strategies which generate revenue and maximise accessibility and participation across the sites. Key accountabilities Provide business leadership and guidance to the House Museums Portfolio Team to ensure effective delivery of heritage, visitor, education, programming, commercial and operational services and outcomes. Develop, implement and evaluate short, medium and long term strategies and budgets which support the effective operation and strategic enhancement of the portfolio's assets. Contribute to the ongoing development of strategic asset management and maintenance plans for SLM to enable the development of capital and recurrent funding bids. Manage the day to day operations and issues response across the sites within the portfolio, ensuring that each is open to the public; and programs, events, activities, retail sales, venue hire and other visitor services and activities achieve high standards of customer service. Ensure that the conservation and management of the sites, buildings and collections which comprise the House Museums Portfolio, meets the requirements of the Historic Houses Act 1980, the NSW Heritage Act, 1977 and best practice in collections, landscape and building management. Initiate and manage innovative portfolio strategies, including local and regional partnerships, to find new ways to enable people to engage with, enjoy and have access to the buildings, sites and collections in the portfolio Contribute, as a member of the Programming & Public Engagement Division senior management team, to leadership of the Division, articulating direction, providing guidance, and setting performance expectations for staff to ensure alignment with SLM's overall objectives and targets. Ensure that Director Programming & Public Engagement, Executive Director, other SLM executives and senior managers, the HHT Board of Trustees and other key stakeholders are provided with accurate and timely data and information relating to the performance of the House Museums Portfolio to enable fully informed strategic decisions related to the ongoing management of, and investments in the portfolio. Key challenges Reconciling SLM s core mission to conserve and interpret historic buildings, sites and collections, with the need to deliver greater access and involvement, with increasing reliance on commercial revenue generating activities. Balancing competing priorities across a diverse portfolio which includes unique and complex management challenges. Role Description Head of House Museums Portfolio 2

3 Key relationships Who Internal Executive Director and Directors, Sydney Living Museums Board of Trustees Director Programming & Public Engagement Operations & Governance Division Commercial & Marketing Services Division Head of Curatorial & Exhibitions, Head of Collections & Access, Head of Heritage Head of Programs, Head of Web & Screen Media Why Report on the House Museums Team business activities and programs in relation to organisational budgets and objectives. Provide ongoing information and data related to the progress, status and performance against plans and budgets. Alert the Executive Director and Directors to any issues which may escalate, or which may have unforeseen impact on SLM's performance or achievement of objectives. Communicate information related to potential expenditure variations which may have impact on budgeting or budget performance. Communicate information related to performance against budget and potential variations which may have impact on budgeting or budget performance. Provide advice related to heritage and conservation issues related to the House Museums Portfolio. Seek endorsement of annual plans and budgets for the House Museums Portfolio. Communicate information related to performance against budget and potential variations which may have impact on budgeting or budget performance. Contribute to SLM-wide issues and share expert specialised knowledge. Ensure that staff in the portfolio comply with and report on relevant workplace and other policies including Risk Management, Equal Employment Opportunity (EEO), Codes of Conduct and other requirements. Manage Occupational Health and Safety practices and procedures across the portfolio to comply with Workplace Health & Safety (WHS) legislation and policy, including the proactive management of risks and hazards. Ensure that the portfolio activities and staff support and enhance the brand, positioning and profile of the institution Provide leadership and direction to the portfolio in supporting and increasing revenue raising activities for commercial services, development & fundraising activities. Ensure that projects meet heritage and curatorial objectives, collections care and installation requirements, building and venue requirements, access and aesthetic standards. Ensure that portfolio staff participate in teams to support and enhance the development and delivery of education programs and public programs at the houses. Collaborate with the Head of Programs on the effective management of volunteers. Ensure that portfolio staff actively engage with developing and sharing content for web. Role Description Head of House Museums Portfolio 3

4 Who House Museums Portfolio Team External Key external stakeholders including leaseholders, government departmental representatives, professional associations and networks Industry peers External Service Providers Role dimensions Decision making Why Provide leadership, guidance and support to staff in the House Museums Team. Seek specialist advice from staff according different discipline specialists in the team. Set performance requirements and manage team performance and development. Represent and promote the interests of Sydney Living Museums in a range of forums. Establish effective networks with other public sector and broader industry peers accountable for heritage preservation, conservation, asset management and maintenance of historic and heritage assets, and 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. Negotiate and approve contracts or service level agreements with external providers. Ensure that contracts are satisfactorily delivered. This role: Provides regular reports, information and briefings for Director Programming & Public Engagement Division, SLM Executive, and Trustees, on specific projects, new initiatives, emerging issues and other matters as requested. Recommends strategic plans, priorities and targets for conservation, heritage management, maintenance and capital works, working closely with Heritage & Collections Division to ensure effective implementation. Provides high quality business management analysis and advice to the SLM Executive and senior managers across the organisation, which is relied upon in decision making processes. Reporting line This role reports to the Director, Programming & Public Engagement. Direct reports The following roles report directly to the Head of House Museums: Portfolio Curators x 2 Assistant Portfolio Curator Visitor Services Coordinators x 2 Customer Services Officers x 2 Customer Service Officer, Meroogal Building & Facilities Coordinator Food & Beverage Supervisors x 2 The role is responsible for a total staff of 76, including 37 casual staff. Role Description Head of House Museums Portfolio 4

5 Budget/Expenditure Recurrent Expenditure: $3.5M Capital Program: $1M Total Budget: $4.5M Financial delegations (per transaction): General Expenditure $100K; Capital Expenditure $100k. Essential requirements Qualifications or extensive experience in an area relevant to heritage property management such as architecture, building or land management. Demonstrated experience in managing a diverse workforce across multiple sites. Possession of a valid driving licence. Cleared and current NSW Working With Children Check. Capabilities for the role The 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. 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 Role Description Head of House Museums Portfolio 5

6 Capability Group Capability Name Level Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change 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. Group and Capability Level Behavioural Indicators Personal Attributes Manage Self Relationships Commit to Customer Service Relationships Work Collaboratively Results Deliver Results Look for and take advantage of opportunities to learn new skills and develop strengths Show commitment to achieving challenging goals Examine and reflect on own performance Seek and respond positively to constructive feedback and guidance Demonstrate a high level of personal motivation 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 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 Drive a culture of achievement and acknowledge input of others Investigate and create opportunities to enhance the achievement of organisational objectives Role Description Head of House Museums Portfolio 6

7 Group and Capability Level Behavioural Indicators Results Plan and Prioritise Business Enablers Project Management People Management Optimise Business Outcomes Make sure others understand that on-time and on-budget 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 Take into account future aims and goals of the team/unit and organisation when prioritising own and others' work Initiate, prioritise, consult on and develop team/unit goals, strategies and plans Anticipate and assess the impact of changes, such as government policy/economic conditions, on team/unit objectives and initiate appropriate responses Ensure current work plans and activities support and are consistent with organisational change initiatives Evaluate achievements and adjust future plans accordingly 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 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 Head of House Museums Portfolio 7