Role Description Head of Government Relations

Transcription

1 Role Description Head of Government Relations Cluster/Agency Department/Agency Division/Branch/Unit Location Planning & Environment Sydney Living Museums Directorate The Mint Classification/Grade/Band Clerk Grade 9/10 Kind of Employment Ongoing ANZSCO Code Role Number DIR012 PCAT Code Date of Approval 09 July 2015 Agency Website Department/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, Curatorial & 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, The Mint, Museum of Sydney, Rose Seidler House, Rouse Hill House & Farm, Susannah Place Museum 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 $242 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 $29 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 Directorate supports the corporate governance functions of SLM including the work of the Executive, Board and Committees, and manages external relationships with Government and cultural stakeholders. 1

2 The Directorate develops and oversees strategy, policy and planning; coordinates public affairs and liaison with external stakeholders; manages the relationship between SLM and Ministerial offices; and supports the work of the Executive Director and Directors. It coordinates organisation-wide performance reporting and the Annual Report and associated key performance data. Primary purpose of the role The Head of Government Relations supports the effective management of SLM relationships across Government and strategic stakeholders (local, national and international); directly supports Executive and Board communication, planning and reporting; facilitates key strategic projects and related funding initiatives; and delivers tasks with a high level of administrative expertise that ensures the role s accountabilities are achieved on time, within budget and to highest standards of quality. Key accountabilities Coordinate effective two way communication support for the Executive Director s office with key Government stakeholders (local, State, national, international) including ministerial, cabinet and interdepartmental stakeholders to ensure the agency s Executive is fully informed of and promptly responding to relevant and current issues. Attend Board meetings, transcribe minutes and assist in establishing and implementing strategic reporting systems to ensure timely and effective high level communication between the Executive and Board. Develop essential planning and meaningful reporting to Government, Trustees and stakeholders (i.e. strategic planning, Annual Report, Council of Australian Museum Directors, Government KPIs) to ensure consistency with Government objectives by maintaining awareness of current practices and procedures. Develop and maintain collaborative working relationships with key stakeholders, both external and internal, to facilitate the provision of timely expert strategic and high-level policy advice to the Executive on directions, issues, policy developments and legislation to support informed decision making across the agency. Manage external affairs and communications with key heritage, museum, cultural, tourism stakeholders to obtain their optimal contribution and develop opportunities through the coordination of agency s international engagement strategy for brand and reputation growth. Research and develop strategic funding submissions on behalf of the Executive to identify opportunities for growth and diversified funding streams to assist the agency in meeting its objectives as outlined in the corporate plan. Critically analyse and interpret public sector policies and programs to effect positive change in the role and reputation of Sydney Living Museums as a Government agency. Provide high level coordination and support for identified strategic projects, including engagement of specialist external services, to ensure relevant projects are delivered on time and at expected levels. Key challenges Addressing complex and sensitive policy issues and providing considered strategic advice and policy solutions often within short timeframes to enable the Executive to make prompt and informed decisions. Maintaining a strategic overview of all Sydney Living Museums activities as well as an understanding of the wider external context in which it operates to ensure advice and direction provided is considered and relevant. Ensuring the agency has relevant strategic and business plans in place to be able to report on corporate performance and achievements in a timely manner. Role Description Head of Government Relations 2

3 Key relationships Who Internal Executive Director Executive and Team Leaders External Key external stakeholders including government departmental representatives, professional associations and peak industry bodies Government agencies at all levels (local, State, Federal, international) Industry peers Role dimensions Decision making This role: Why Receive guidance from and provide regular updates on projects, issues and priorities. Provide ongoing support as requested. Develop presentations, speeches and briefings for the Executive Director s use. Work collaboratively with to achieve organisational objectives, identify and assess cross divisional impacts and share knowledge. Coordinate strategic planning in conjunction with the Executive. Develop and maintain functional working relationships to liaise, consult, engage and collaborate with. Represent and promote the interests of Sydney Living Museums in a range of forums. Liaise and negotiate with when representing Sydney Living Museums interests on strategic projects. Establish effective networks with other public sector and broader industry peers 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. Broad understanding of key stakeholders across cultural, heritage, tourism, infrastructure, museum, environmental and leisure sectors. Takes active ownership of own work. 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 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. Reporting line This role reports to the Executive Director. Direct reports Nil Role Description Head of Government Relations 3

4 Budget/Expenditure Nil Essential requirements Relevant tertiary qualifications or a strong track record of successfully providing quality briefings, policy advice, correspondence and submissions to an Agency Head. 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. Experience providing policy advice and managing an agency s relationships with other agencies across government. Strong organisational skills with the ability to undertake and complete several tasks concurrently while maintain attention to detail and meeting deadlines. Maintain a professional approach in dealing with stakeholders at all levels including the ability to act with tact and diplomacy. Experience in high level executive support and protocol with demonstrated excellent initiative, discretion and attention to detail Excellent skills in understanding the use of data in report writing and strategic planning. Excellent verbal and written communication skills including writing for a variety of audiences. 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. 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 Role Description Head of Government Relations 4

5 NSW Public Sector Capability Framework Capability Group Capability Name Level Finance Technology Procurement and Contract Management Project Management 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 Manage Self Relationships Work Collaboratively Relationships Influence and Negotiate 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 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 Role Description Head of Government Relations 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Deliver Results Results Think and Solve Problems Business Enablers Project Management Take responsibility for delivering on intended outcomes Make sure team/unit staff understand expected goals and acknowledge success Identify resource needs and ensure goals are achieved within budget and deadlines Identify changed priorities and ensure allocation of resources meets new business needs Ensure financial implications of changed priorities are explicit and budgeted for Use own expertise and seek others' expertise to achieve work outcomes 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 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 Role Description Head of Government Relations 6