Role Description DIRECTOR, PUBLIC SCHOOLS NSW, EDUCATIONAL SERVICES

Transcription

1 Role Description DIRECTOR, PUBLIC SCHOOLS NSW, EDUCATIONAL SERVICES Cluster/Agency DEPARTMENT OF EDUCATION Division/Branch/Unit Location Classification/Grade/Band Senior Executive Work Level Standards Kind of Employment ANZSCO Code Role Number PCAT Code SCHOOL OPERATIONS & PERFORMANCE DIVISION VARIOUS Date of Approval July 2015 Agency Website Work Contribution Stream: DEPARTMENT OF EDUCATION Agency overview The NSW Department of Education serves the community by leading the provision of world-class education. The department protects young children by regulating preschool and long day care providers. Once children move into school, we provide them with a world-class primary and secondary education. We also work to advance the wellbeing of Aboriginal people. The Department is one of the largest organisations in Australia with around 100,000 employees located across the state, and manages an annual budget that accounts for approximately one quarter of the State s total budget. School Operations and Performance Division School Operations and Performance Division leads and directs the operations of more than 2200 NSW public schools to maximise the academic achievements of all students and create a culture of success, learning and a desire to achieve, underpinned by innovative, adaptive and supportive strategies that also supports the quality of teaching and educational leadership at the school level. The division is responsible for managing policy, strategies and operations that support principals, teachers and students in preschools, infants, primary, secondary, central and community schools, specialist and comprehensive schools, specific purpose schools, intensive English and environmental education centres. The overarching goal of School Operations and Performance Division is to achieve the best possible outcomes for the students in our public schools from preschool to year 12. 1

2 Primary purpose of the role The Director, Public Schools NSW, Educational Services provides state wide leadership and strategic advice for the implementation of initiatives and reforms that are forward focused and responsive to educational, social and technological developments to prepare all students in NSW public schools to meet the challenges of a dynamic regional and global future. The Director is part of a collaborative, consultative executive team working closely with the Executive Director in the development, implementation and review of strategies, systems and processes to achieve the department s strategic directions. Key accountabilities Provide strategic leadership and direction for the provision of educational services to approximately 550 public schools in both metropolitan and rural locations across the state to support schools in the delivery of the curriculum Pre Year 12, professional learning and leadership development and in meeting the educational needs of students. Lead and direct a large team of educational and customer service staff in the delivery of specialist services to principals, staff and students. Act as the key contact for State Office Directorates in consultation with the Directors Public Schools NSW to plan and coordinate policy, compliance and learning systems matters for public schools across the state. Monitor, evaluate, plan and coordinate the distribution of school-based educational services and support programs in mainstream schools and special settings for students with disabilities and additional learning needs, for students in Out of Home Care and to support the attendance of students at school Work collaboratively with State Office directorates to facilitate the implementation of strategic policy developments and initiatives affecting educational services to schools and ensure effective communication to schools across the state. In collaboration with Directors, Public Schools NSW, provide strategic support for principals in their management of school-based issues including staffing, financial and community matters and collaboratively plan to implement local initiatives that meet the priorities of Government policy, direction and objectives Provide expert advice to the Executive Director, Public Schools NSW and Directors Public Schools NSW on policy and operational matters related to the delivery of educational services and resources to public schools across the state. Manage contentious issues to ensure efficient and prompt resolution of issues of educational, industrial, legal and political significance. Key challenges Ensuring the provision of high quality service to a large number of schools in a timely and efficient manner under a new model of delivery. Developing and maintaining collaborative relationships across the School Operations and Performance Division to facilitate the provision of specialist services and resources to schools. Building a proactive team of specialist staff to deliver crucial services to school principals in a time of cultural change where the accountability for decision making has been devolved to the local level. Role Description 2

3 Key relationships Who Internal Executive Directors, State Office Directors, Directors PSNSW Senior officers and directors across School Operations and Performance division Why To provide high level strategic and authoritative policy advice. To discuss the educational services needs of approximately 550 public schools and to plan for effective coordinated service delivery. To ensure schools have access to quality advice and resources to support the learning and engagement of students. To inform the development of policy and process that is relevant to schools across the State. To provide expert advice and recommendations. To develop productive and collaborative working relationships across the School Operations and Performance division. Principals To discuss issues and the level of support and services required by principals in individual schools To discuss the individual needs of schools where support is of a more complex and contentious nature and requires tact and sensitivity. External Principals associations, NSW Teachers Federation, NSW Parents and Citizens Associations, NSW Aboriginal Education Consultative Group Inc, key Government agencies, key interest groups. ROLE DIMENSIONS Decision making To develop collaborative and productive working relationships to benefit students and communities. To resolve contentious and serious matters with political and/or media interest. The Director is directly responsible for the decisions affecting the coordination and delivery of educational support services to a designated group of schools and is accountable for the decisions made in the day to day management of the Educational Services Team. The Director has the delegation for the expenditure of physical and financial resources to achieve the accountabilities for the delivery of high quality educational services to schools. The role has the delegation to resolve contentious and potentially serious issues at the local level, engaging when appropriate with external agencies for resolution. The Director is accountable to the Executive Director for the content, accuracy and integrity of briefings, submissions and other documentation regarding the activities of the unit. Reporting line The position reports directly to the Executive Director, Public Schools NSW. Role Description 3

4 Direct reports Macquarie Park 13 direct reports: Learning and Leadership Coordinator (PEO) x 3 Learning and Engagement Coordinator (PEO) x 5 Customer Services and Administration (CL7/8) x 3 (CL 1/2) x 2 The approximate size of the team is 92 Tamworth 13 direct reports: Learning and Leadership Coordinator (PEO) x 3 Learning and Engagement Coordinator (PEO) x 5 Customer Services and Administration (CL7/8) x 3 (CL 1/2) x 2 The approximate size of the team is 141 Ultimo 13 direct reports Learning and Leadership Coordinator (PEO) x 3 Learning and Engagement Coordinator (PEO) x 5 Customer Services and Administration (CL7/8) x 3 (CL 1/2) x 2 The approximate size of the team is 99 Wagga Wagga 13 direct reports Learning and Leadership Coordinator (PEO) x 3 Learning and Engagement Coordinator (PEO) x 4 Customer Services and Administration (CL7/8) x 3 (CL 1/2) x 3 The approximate size of the team is 127 Budget/Expenditure The Director, Public Schools NSW, Educational Services has a financial delegation of up to $200,000. Essential requirements Appropriate tertiary qualifications in a relevant discipline such as education, business, management, social sciences or communications, and/or equivalent knowledge and experience Capacity to lead staff in implementing the Department s Aboriginal Education and Training policies and to ensure quality outcomes for Aboriginal people. Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at This role also utilises an occupation specific capability set which contains information from the Skills Framework for the Information Age (SFIA). The capability set is available at This role also utilises an occupation specific capability set. 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 Role Description 4

5 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 Occupation / profession specific capabilities Capability Set Category, Sub-category and Skill Level and Code Occupation / profession specific capabilities Capability Set Role Description 5

6 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 Act with Integrity Personal Attributes Manage Self Personal Attributes Value Diversity Relationships Communicate Effectively Highly Create a climate which encourages and supports openness, persistence and genuine debate around critical issues Provide sound exposition and argument for agreed positions while remaining open to valid suggestions for change Raise critical issues and make tough decisions Respond to significant, complex and novel challenges with a high level of resilience and persistence Consistently use a range of strategies to keep control of own emotions and act as a stabilising influence even in the most challenging situations 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 Monitor ethical practices, standards and systems and reinforce their use Act on reported breaches of rules, policies and guidelines 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 Translate negative feedback into an opportunity to improve Maintain a high level of personal motivation Take the initiative and act in a decisive way Encourage and include diverse perspectives in the development of policies and strategies Leverage diverse views and perspectives to develop new approaches to delivery of outcomes Build and monitor a workplace culture that values fair and inclusive practices and diversity principles Implement methods and systems to ensure that individuals can participate to their fullest ability Recognise the value of individual differences to support broader organisational strategies Present with credibility, engage varied audiences and test levels of understanding Translate technical and complex information concisely for diverse audiences Role Description 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Relationships Commit to Customer Service Relationships Work Collaboratively Relationships Influence and Negotiate Results Deliver Results 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 Take responsibility for delivering high quality customer-focused services Understand customer perspectives and ensure responsiveness to their needs Identify customer service needs and implement solutions Find opportunities to co-operate with internal and external parties to improve outcomes for customers Maintain relationships with key customers in area of expertise Connect and collaborate with relevant stakeholders within the community Highly Establish a culture and supporting systems that facilitate information sharing, communication and learning across the sector Publicly celebrate the successful outcomes of collaboration Seek out and facilitate opportunities to engage and collaborate with stakeholders to develop organisational, whole-of-government and cross jurisdictional solutions Identify and overcome barriers to collaboration with internal and external stakeholders Influence others with a fair and considered approach and present persuasive counter-arguments Work towards mutually beneficial win/win outcomes Show sensitivity and understanding in resolving acute and complex conflicts Identify key stakeholders and gain their support in advance Establish a clear negotiation position based on research, a firm grasp of key issues, likely arguments, points of difference and areas for compromise Pre-empt and minimise conflict within the organisation and with external stakeholders 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 Role Description 7

8 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Plan and Prioritise Results Think and Solve Problems Results Demonstrate Accountability Business Enablers Finance Understand the links between the business unit, organisation and the whole-of-government agenda Ensure business plan goals are clear and appropriate including contingency provisions Monitor progress of initiatives and make necessary adjustments Anticipate and assess the impact of changes, such as government policy/economic conditions, to business plans and initiatives, and respond appropriately Consider the implications of a wide range of complex issues, and shift business priorities when necessary Undertake planning to transition the organisation through change initiatives and evaluate progress and outcome to inform future planning 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 Design and develop systems to establish and measure accountabilities Ensure accountabilities are exercised in line with government and business goals Exercise due diligence to ensure work health and safety risks are addressed Oversee quality assurance practices Model the highest standards of financial probity, demonstrating respect for public monies and other resources Monitor and maintain business unit knowledge of and compliance with legislative and regulatory frameworks Incorporate sound risk management principles and strategies into business planning Understand core financial terminology, policies and processes, and display a knowledge of relevant recurrent and capital financial measures Understand impacts of funding allocations on business planning and budgets, including value for money, choice between direct provision and purchase of services, and financial implications of decisions Understand and apply financial audit, reporting and compliance obligations Identify discrepancies or variances in financial and budget reports, Role Description 8

9 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Technology Business Enablers Procurement and Contract Management Business Enablers Project Management People Management Manage and Develop People and take corrective action where appropriate Seek specialist advice and support where required Make decisions and prepare business cases paying due regard to financial considerations Demonstrate a sound understanding of technology relevant to the work unit, and identify and select the most appropriate technology for assigned tasks Identify opportunities to use a broad range of communications technologies to deliver effective messages Understand, act on and monitor compliance with information and communications security and use policies Identify ways to leverage the value of technology to achieve team/unit outcomes, using the existing technology of the business Support compliance with the records, information and knowledge management requirements of the organisation Apply legal, policy and organisational guidelines and procedures in relation to procurement and contract management Develop well written, well-structured procurement documentation that clearly sets out the business requirements Monitor procurement and contract management processes to ensure they are open, transparent and competitive, and that contract performance is effective Be aware of procurement and contract management risks, and what actions are expected to mitigate these Evaluate tenders and select providers in an objective and rigorous way, in line with established guidelines and principles Escalate procurement and contract management issues where required 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 Highly Ensure performance development frameworks are in place to manage staff performance, drive development of organisational capability and undertake succession planning Drive executive capability development and ensure effective Role Description 9

10 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Inspire Direction and Purpose People Management Optimise Business Outcomes People Management Manage Reform and Change succession management practices Implement effective approaches to identify and develop talent across the organisation Model and encourage a culture of continuous learning and leadership, which values high levels of constructive feedback, and exposure to new experiences Instill a sense of urgency around addressing and resolving team and individual performance issues and ensure that this is cascaded throughout the organisation Promote a sense of purpose and enable others to understand the links between government policy and organisational goals Build a shared sense of direction, clarify priorities and goals and inspire others to achieve them Work with others to translate strategic direction into operational goals and build a shared understanding of the link to core business outcomes Create opportunities for recognising and celebrating high performance at the individual and team level Work to remove barriers to achievement of goals Initiate and develop longer-term goals and plans to guide the work of the team in line with organisational objectives Allocate resources to ensure achievement of business outcomes and contribute to wider workforce planning Ensure that team members base their decisions on a sound understanding of business principles applied in a public sector context Monitor performance against standards and take timely corrective actions Keep others informed about progress and performance outcomes Clarify purpose and benefits of continuous improvement for staff and provide coaching and leadership in times of uncertainty Assist others to address emerging challenges and risks and generate support for change initiatives Translate change initiatives into practical strategies and explain these to staff and their role in implementing them Implement structured change management processes to identify and develop responses to cultural barriers Occupation specific capability set (Skills Framework for the Information Age SFIA) Category, Sub-category Level and Code Skill and Level Description Role Description 10

11 Occupation specific capability set (Skills Framework for the Information Age SFIA) Category, Sub-category Level and Code Skill and Level Description Occupation / profession specific capabilities Role Description 11

12 Role Description DIRECTOR, PUBLIC SCHOOLS NSW Cluster/Agency Department of Education Division/Branch/Unit Location SCHOOL OPERATIONS & PERFORMANCE DIVISION 65 positions Classification/Grade/Band Senior Officer Grade 3 Senior Executive Work Level Standards Kind of Employment ANZSCO Code Role Number PCAT Code Date of Approval JULY 2015 Agency Website Work Contribution Stream: DEPARTMENT OF EDUCATION Agency overview The NSW Department of Education serves the community by leading the provision of world-class education. The department protects young children by regulating preschool and long day care providers. Once children move into school, we provide them with a world-class primary and secondary education. We also work to advance the wellbeing of Aboriginal people. The Department is one of the largest organisations in Australia with around 100,000 employees located across the state, and manages an annual budget that accounts for approximately one quarter of the State s total budget. School Operations and Performance Division School Operations and Performance Division leads and directs the operations of more than 2200 NSW public schools to maximise the academic achievements of all students and create a culture of success, learning and a desire to achieve, underpinned by innovative, adaptive and supportive strategies that also supports the quality of teaching and educational leadership at the school level. The division is responsible for managing policy, strategies and operations that support principals, teachers and students in preschools, infants, primary, secondary, central and community schools, specialist and comprehensive schools, specific purpose schools, intensive English and environmental education centres. The overarching goal of School Operations and Performance Division is to achieve the best possible outcomes for the students in our public schools from preschool to year 12. Primary purpose of the role The Director, Public Schools NSW provides state wide leadership and strategic advice for the implementation of initiatives and reforms that are forward focused and responsive to educational, social and technological developments to prepare all students in NSW public schools to meet the challenges of a dynamic regional and global future. 1

13 The Director is part of a collaborative, consultative executive team working closely with the Executive Director in the development, implementation and review of strategies, systems and processes to achieve the department s strategic directions. Key accountabilities Provide educational leadership and support to principals in their crucial school leadership role ensuring high standards of student performance are achieved. Ensure principals engage in an ongoing process of school self-assessment against the School Excellence Framework. Ensure principals are accountable for the effective leadership and management of the school, achieving key accountabilities, meeting the personalised learning needs of students and achieving the best possible outcomes through the implementation of an effective Performance Development Framework supported by clear and constructive feedback on performance. Provide educational leadership and support for principals professional learning and capacity building to enhance leadership skills and professional practice in the school and guide principals through the learning and business systems that support local decision making and authority and the development of collaborative links between communities of schools. Provide strategic leadership and support for principals in the management of complex operational and educational school based issues and resolution of contentious issues that have been raised where independent consultation and review is required or may attract media attention. Manage contentious issues to ensure efficient and prompt resolution of issues of educational, industrial, legal and political significance. Facilitate the development and maintenance of professional networks of school leaders across communities of schools including aspiring leaders and induction of new leaders Work collaboratively with principals, Principals School Leadership and Directors of Educational Services in coordinating and facilitating the provision of appropriate support and resources. Establish, maintain and enhance highly effective relationships with local government agencies, councils, various community groups, unions and principal councils to establish and maintain effective liaison to present and discuss progress on programs and initiatives and resolve sensitive issues. Support the development and implementation of localised whole of government initiatives. Provide strategic advice in conjunction with corporate services on the future requirements of the school provision in relevant geographic locations. Key challenges Improving the performance of principals and staff and raise the level of student success and achievement. Meeting the educational and professional needs of principals and maximise their ability and skills in successfully managing their school systems, staff and delivery of high quality educational and support programs to students. Resolve contentious issues and disputes at a local level through consultation and mediation with principals and staff and other concerned parties. Build sound working relationships with all internal and external stakeholders that support principals in the management of staffing, financial and community issues. Role Description: Director, Public Schools NSW 2

14 Key relationships Who Internal Executive Directors, State Office Directors, Directors PSNSW, Directors Educational Services Line managers, senior officers and directors across School Operations and Performance division Why To provide high level strategic and authoritative policy advice. To ensure schools have access to quality advice and resources to support the learning and engagement of students. To provide expert advice and recommendations. To develop productive and collaborative working relationships across the School Operations and Performance division. A network of principals For the provision of educational leadership, education performance standards, external validation processes and direction to enhance their personal development. External Principals associations, NSW Teachers Federation, NSW Parents and Citizens Associations, NSW Aboriginal Education Consultative Group Inc, key Government agencies, key interest groups. To develop collaborative and productive working relationships to benefit students and communities. To resolve contentious and serious matters with political and/or media interest. ROLE DIMENSIONS Decision making The Director is directly responsible for a network of principals for their performance and achievement of accountabilities at the school level and is accountable for the advice and direction provided to principals regarding professional development, performance enhancement and the management of staff and resources under their control. The Director is accountable to the Executive Director to ensure that advice, briefings and recommendations are current and has the delegation to resolve contentious and potentially serious issues at the local level and engage with external agencies for their resolution. Reporting line The role reports directly to the Executive Director, Public Schools NSW. Direct reports The role has direct report of a network of principals of public schools across NSW. Macquarie Park: 15 x Directors PSNSW. Direct reports vary between Tamworth: 18 x Directors PSNSW Direct reports vary between Ultimo: 15 x Directors PSNSW Direct reports vary between Wagga Wagga: 17 x Directors PSNSW Direct reports vary between Role Description: Director, Public Schools NSW 3

15 A team of Directors, Public Schools NSW also has a team of administrative support staff who are direct reports. Macquarie Park: Administrative Officer (CL 5/6 x 6.5), Administrative Support Officer (CL 1/2 x 6.5) Tamworth: Administrative Officer (CL 5/6 x 11), Administrative Support Officer (CL 1/2 x 7) Ultimo: Administrative Officer (CL 5/6 x 6.5), Administrative Support Officer (CL 1/2 x 6.5) Wagga Wagga: Administrative Officer (CL 5/6 x 10), Administrative Support Officer (CL 1/2 x 5) Budget/Expenditure The role has a finance delegation of up to $200,000. Essential requirements Appropriate tertiary qualifications in a relevant discipline such as education, business, management, social sciences or communications, and/or equivalent knowledge and experience Capacity to lead staff in implementing the Department s Aboriginal Education and Training policies and to ensure quality outcomes for Aboriginal people Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at This role also utilises an occupation specific capability set which contains information from the Skills Framework for the Information Age (SFIA). The capability set is available at This role also utilises an occupation specific capability set. 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 Highly Highly Role Description: Director, Public Schools NSW 4

16 NSW Public Sector Capability Framework Capability Group Capability Name Level 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 Occupation / profession specific capabilities Capability Set Category, Sub-category and Skill Level and Code Occupation / profession specific capabilities Capability Set 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 Highly Create a climate which encourages and supports openness, Role Description: Director, Public Schools NSW 5

17 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Display Resilience and Courage Personal Attributes Act with Integrity Personal Attributes Manage Self Personal Attributes Value Diversity Relationships Communicate Effectively persistence and genuine debate around critical issues Provide sound exposition and argument for agreed positions while remaining open to valid suggestions for change Raise critical issues and make tough decisions Respond to significant, complex and novel challenges with a high level of resilience and persistence Consistently use a range of strategies to keep control of own emotions and act as a stabilising influence even in the most challenging situations 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 Monitor ethical practices, standards and systems and reinforce their use Act on reported breaches of rules, policies and guidelines 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 Translate negative feedback into an opportunity to improve Maintain a high level of personal motivation Take the initiative and act in a decisive way Encourage and include diverse perspectives in the development of policies and strategies Leverage diverse views and perspectives to develop new approaches to delivery of outcomes Build and monitor a workplace culture that values fair and inclusive practices and diversity principles Implement methods and systems to ensure that individuals can participate to their fullest ability Recognise the value of individual differences to support broader organisational strategies 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 Role Description: Director, Public Schools NSW 6

18 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Relationships Commit to Customer Service Relationships Work Collaboratively Relationships Influence and Negotiate Results Deliver Results Results Plan and Prioritise Take responsibility for delivering high quality customer-focused services Understand customer perspectives and ensure responsiveness to their needs Identify customer service needs and implement solutions Find opportunities to co-operate with internal and external parties to improve outcomes for customers Maintain relationships with key customers in area of expertise Connect and collaborate with relevant stakeholders within the community Highly Establish a culture and supporting systems that facilitate information sharing, communication and learning across the sector Publicly celebrate the successful outcomes of collaboration Seek out and facilitate opportunities to engage and collaborate with stakeholders to develop organisational, whole-of-government and cross jurisdictional solutions Identify and overcome barriers to collaboration with internal and external stakeholders Influence others with a fair and considered approach and present persuasive counter-arguments Work towards mutually beneficial win/win outcomes Show sensitivity and understanding in resolving acute and complex conflicts Identify key stakeholders and gain their support in advance Establish a clear negotiation position based on research, a firm grasp of key issues, likely arguments, points of difference and areas for compromise Pre-empt and minimise conflict within the organisation and with external stakeholders 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 Understand the links between the business unit, organisation and the whole-of-government agenda Ensure business plan goals are clear and appropriate including contingency provisions Monitor progress of initiatives and make necessary adjustments Role Description: Director, Public Schools NSW 7

19 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Think and Solve Problems Results Demonstrate Accountability Business Enablers Finance Anticipate and assess the impact of changes, such as government policy/economic conditions, to business plans and initiatives, and respond appropriately Consider the implications of a wide range of complex issues, and shift business priorities when necessary Undertake planning to transition the organisation through change initiatives and evaluate progress and outcome to inform future planning 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 Design and develop systems to establish and measure accountabilities Ensure accountabilities are exercised in line with government and business goals Exercise due diligence to ensure work health and safety risks are addressed Oversee quality assurance practices Model the highest standards of financial probity, demonstrating respect for public monies and other resources Monitor and maintain business unit knowledge of and compliance with legislative and regulatory frameworks Incorporate sound risk management principles and strategies into business planning Understand core financial terminology, policies and processes, and display a knowledge of relevant recurrent and capital financial measures Understand impacts of funding allocations on business planning and budgets, including value for money, choice between direct provision and purchase of services, and financial implications of decisions Understand and apply financial audit, reporting and compliance obligations Identify discrepancies or variances in financial and budget reports, and take corrective action where appropriate Seek specialist advice and support where required Make decisions and prepare business cases paying due regard to financial considerations Role Description: Director, Public Schools NSW 8

20 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Technology Business Enablers Procurement and Contract Management Business Enablers Project Management People Management Manage and Develop People Demonstrate a sound understanding of technology relevant to the work unit, and identify and select the most appropriate technology for assigned tasks Identify opportunities to use a broad range of communications technologies to deliver effective messages Understand, act on and monitor compliance with information and communications security and use policies Identify ways to leverage the value of technology to achieve team/unit outcomes, using the existing technology of the business Support compliance with the records, information and knowledge management requirements of the organisation Apply legal, policy and organisational guidelines and procedures in relation to procurement and contract management Develop well written, well-structured procurement documentation that clearly sets out the business requirements Monitor procurement and contract management processes to ensure they are open, transparent and competitive, and that contract performance is effective Be aware of procurement and contract management risks, and what actions are expected to mitigate these Evaluate tenders and select providers in an objective and rigorous way, in line with established guidelines and principles Escalate procurement and contract management issues where required 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 Highly Ensure performance development frameworks are in place to manage staff performance, drive development of organisational capability and undertake succession planning Drive executive capability development and ensure effective succession management practices Implement effective approaches to identify and develop talent across the organisation Model and encourage a culture of continuous learning and leadership, which values high levels of constructive feedback, and Role Description: Director, Public Schools NSW 9

21 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Inspire Direction and Purpose People Management Optimise Business Outcomes People Management Manage Reform and Change exposure to new experiences Instill a sense of urgency around addressing and resolving team and individual performance issues and ensure that this is cascaded throughout the organisation Promote a sense of purpose and enable others to understand the links between government policy and organisational goals Build a shared sense of direction, clarify priorities and goals and inspire others to achieve them Work with others to translate strategic direction into operational goals and build a shared understanding of the link to core business outcomes Create opportunities for recognising and celebrating high performance at the individual and team level Work to remove barriers to achievement of goals Initiate and develop longer-term goals and plans to guide the work of the team in line with organisational objectives Allocate resources to ensure achievement of business outcomes and contribute to wider workforce planning Ensure that team members base their decisions on a sound understanding of business principles applied in a public sector context Monitor performance against standards and take timely corrective actions Keep others informed about progress and performance outcomes Clarify purpose and benefits of continuous improvement for staff and provide coaching and leadership in times of uncertainty Assist others to address emerging challenges and risks and generate support for change initiatives Translate change initiatives into practical strategies and explain these to staff and their role in implementing them Implement structured change management processes to identify and develop responses to cultural barriers Occupation specific capability set (Skills Framework for the Information Age SFIA) Category, Sub-category Level and Code Skill and Level Description Occupation / profession specific capabilities Role Description: Director, Public Schools NSW 10

22 Occupation / profession specific capabilities Role Description: Director, Public Schools NSW 11

23 Role Description SAMPLE State Office Director Capabilities Note: Capabilities may vary for specific roles Cluster/Agency DEPARTMENT OF EDUCATION Division/Branch/Unit Location Classification/Grade/Band Senior Executive Work Level Standards Kind of Employment ANZSCO Code Role Number PCAT Code Date of Approval 2015 Agency Website DEPARTMENT OF EDUCATION Agency overview SCHOOL OPERATIONS & PERFORMANCE DIVISION SYDNEY CBD Work Contribution Stream: The NSW Department of Education serves the community by leading the provision of world-class education. The department protects young children by regulating preschool and long day care providers. Once children move into school, we provide them with a world-class primary and secondary education. We also work to advance the wellbeing of Aboriginal people. The Department is one of the largest organisations in Australia with around 100,000 employees located across the state, and manages an annual budget that accounts for approximately one quarter of the State s total budget. School Operations and Performance Division School Operations and Performance Division leads and directs the operations of more than 2200 NSW public schools to maximise the academic achievements of all students and create a culture of success, learning and a desire to achieve, underpinned by innovative, adaptive and supportive strategies that also supports the quality of teaching and educational leadership at the school level. The division is responsible for managing policy, strategies and operations that support principals, teachers and students in preschools, infants, primary, secondary, central and community schools, specialist and comprehensive schools, specific purpose schools, intensive English and environmental education centres. The overarching goal of School Operations and Performance Division is to achieve the best possible outcomes for the students in our public schools from preschool to year 12. Primary purpose of the role The Director provides state wide leadership and strategic advice for the implementation of initiatives and reforms that are forward focused and responsive to educational, social and technological developments to prepare all students in NSW public schools to meet the challenges of a dynamic regional and global future. 1

24 The Director is part of a collaborative, consultative executive team working closely with the Executive Director in the development, implementation and review of strategies, systems and processes to achieve the department s strategic directions. Key accountabilities Various Managing contentious issues to ensure efficient and prompt resolution of issues of educational, industrial, legal and political significance. Key challenges Establishing close working relationships across the School Operations and Performance Division to ensure the effective provision of advice and support to all stakeholders in adopting new ways of doing business. Ensuring that the needs of schools are foremost in the planning and implementation of ongoing projects by internal and external partners and that delivery of products and services is effective and timely Ensuring the advice provided of high quality, accurate and clearly articulated and meets the needs of students and teachers in public schools. Key relationships Who Internal Executive Directors, State Office Directors, Directors PSNSW, Directors Educational Services Senior officers and directors across School Operations and Performance Division External Principals associations, NSW Teachers Federation, NSW Parents and Citizens Associations, NSW Aboriginal Education Consultative Group Inc, key Government agencies, key interest groups. Why To provide high level strategic and authoritative policy advice. To ensure schools have access to quality advice and resources to support the learning and engagement of students. To provide expert advice and recommendations. To develop productive and collaborative working relationships across the School Operations and Performance division. To develop collaborative and productive working relationships to benefit students and communities. To resolve contentious and serious matters with political and/or media interest. ROLE DIMENSIONS Decision making The Director is accountable to the Executive Director and contributes to the setting of objectives, policies and strategies. The Director is accountable for the formulation, integrity and reliability of expert advice and recommendations to senior officers based on professional judgment and expertise, given options and implications. Role Description 2