Role Description Manager, Branch Programs

Transcription

1 Role Description Manager, Branch Programs Cluster Planning & Environment Agency Office of Environment and Heritage Group/Division/Branch/Unit National Parks and Wildlife Service/Park Operations Division Location Various Classification/Grade/Band Clerk Grade 11/12 Role Number Generic ANZSCO Code PCAT Code Date of Approval August 2017 Agency Website Agency overview The NSW Office of Environment and Heritage (OEH) aims to enrich life in NSW by helping the community to conserve and enjoy our environment and heritage. For more information go to Primary purpose of the role Lead and manage the development, planning and implementation of key branch programs and translate strategies into operational outcomes to contribute to the environmental, social and economic needs of the people of NSW and to inspire the community to love their national parks. Key accountabilities Lead and manage a team to develop, plan and implement programs across pest and weed control, threatened species and environmental restoration, visitor and recreation, interpretation and education and community engagement and joint management. Lead, direct and manage the development, implementation and review of operational and strategic plans at a branch level and influence corporate priorities, strategies and programs to ensure OEH meets legislative and operational requirements. Identify and respond to a range of critical issues impacting the operational environment of the branch by developing and equipping project teams to achieve stated outcomes. Manage resources effectively including appropriate resource and skill allocation to ensure the Branch workforce is structured to maintain optimal capability and flexibility for incident planning, coordination and response that protect life, property and the natural, cultural and recreational values of parks and reserves. Develop and communicate management plans, work schedules, programs and other operational frameworks to ensure that OEH s capacity to protect and conserve assets and values is maximised. 1

2 Provide expert advice on the development, planning and implementation of branch programs including identifying operational issues, risks and opportunities to inform high level decision making and planning activities within the organisation. Monitor the capture of information and data to ensure information systems are maintained, in a ready to be audited state at all times and are current to deliver high quality reporting and support evidence based decisions. Key challenges Manage and contribute to strategic and operational planning and decision making at the branch level, including maintaining knowledge of developments relevant to conservation, environmental management and visitation. Maintain knowledge of relevant legislation, natural and cultural heritage conservation and visitor experience issues, and applying this within a framework of defined policies, practices and procedures. Maintain and develop relationships with staff across other Park Operations and Park Programs branches to collaborate, share knowledge and resources, and ensure a consistent approach to manage and delivering work. Key relationships Who Internal Why Director/Supervisor Receive broad guidance, provide expert advice, consult and negotiate on key operational priorities and exchange information. Team Provide guidance and leadership, exchange information and promote their ongoing professional development. Branch/Divisions Collaborate and consult on cross branch/divisional programs and projects, exchange information. External Stakeholders/clients Develop and maintain effective relationships with stakeholders and explore collaborative opportunities and other partnerships to increase volunteer and community participation and engagement and promote the products, services and programs of NPWS. Role dimensions Decision making The Manager, Branch Programs operates with a high level of autonomy and is expected to determine key operational objectives in consultation with the Director. It is responsible for the day to day management of staff, including assigning work and reviewing performance objectives. The role is required to exercise authority and make independent decisions, whilst ensuring it collaborates with stakeholders to gather a diverse range of information and views prior to making decisions. The role is fully and individually accountable for the quality, integrity and validity of advice provided, and for the successful delivery of projects/programs on time and within budget. Role DescriptionManager, Branch Programs 2

3 The Manager, Branch Programs consults with the Director on issues that are controversial, sensitive, may have adverse ramifications or cause significant variations to projects and programs. Reporting line The role reports to the allocated Branch Director. Direct reports There are up to nine (9) direct reports. Budget/Expenditure TBC Essential requirements Demonstrated knowledge and extensive experience in conservation, heritage, asset and land management, visitor experience, and community consultation. 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 DescriptionManager, Branch Programs 3

4 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 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 Act with Integrity 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 Role DescriptionManager, Branch Programs 4

5 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Relationships Communicate Effectively Results Deliver Results Business Enablers Project Management People Management Manage and Develop People Monitor ethical practices, standards and systems and reinforce their use Act on reported breaches of rules, policies and guidelines 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 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 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 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 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 Role DescriptionManager, Branch Programs 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Manage Reform and Change Intermediate timely and effective way Implement performance development frameworks to align workforce capability with the organisation s current and future priorities and objectives Promote change processes and communicate change initiatives across the team/unit Accommodate changing priorities and respond flexibly to uncertainty and ambiguity Support others in managing uncertainty and change Role DescriptionManager, Branch Programs 6