Role Description Executive Director Public Libraries and Engagement

Transcription

1 Role Description Executive Director Public Libraries and Engagement Cluster Planning & Environment Agency State Library of NSW Division/Branch/Unit Public Libraries and Engagement Location Sydney CBD Classification/Grade/Band Senior Executive Band 2 Kind of Employment Ongoing Role Number ANZSCO Code PCAT Code Date of Approval July 2014 (reviewed October 2017) Agency Website Agency overview The State Library of New South Wales is one of Australia s oldest and most important public institutions. Collecting actively since 1826, the Library preserves and presents the social, cultural and scientific history of our State and our Nation for the benefit of all. Its rich collections, both physical and digital, alongside partnerships with the public library network across NSW and other vibrant collaborations enable Australians to examine their past and imagine their future. In short, the Library occupies a unique position at the very heart of our civil society. The Public Libraries and Engagement Division leads engagement with the people of NSW and beyond. By providing strategic advice and services to support public libraries, including the State Library s objects and duties towards public libraries under the Library Act, an evocative exhibition and event program and strong and varied external partnerships, the Division drives the State Library's commitment to provide rich opportunities for access to its services and collections. The Division also manages the Library's commercial activities and the work of the State Library Foundation. Primary purpose of the role In support of the State Librarian, the role leads, plans, directs and provides strategic advice on the State Library s engagement with the people of NSW and beyond through fulfilment of the State Library s objects and duties towards public libraries under the Library Act, an innovative and engaging exhibition and event program, strong and varied external partnerships and management of the Library's commercial activities and the work of the State Library Foundation. Key accountabilities Provide professional leadership, innovation and continuous improvement to the creative development and execution of the divisional strategy and the effective forward planning, development and management of the team and the Division to meet current and future needs of the Library and direct government relations to 1

2 foster fruitful interaction with all tiers of government and to support the achievement of NSW Government priorities. Lead, plan and direct the development and delivery of a coordinated public library service strategy, including specialist services for the people of New South Wales; lead and direct the public library grants and subsidies program in accordance with the Library Act and Regulation and aligned with strategy and priorities of the NSW Government, State Library and Library Council of NSW. Lead, plan and direct the development and implementation of strategy and approach to enhance the Library's marketing, including a whole of organisation focus on publicity, brand management, publications, customer relationship management and external communications, to achieve high visibility and build renown in NSW, nationally and internationally. Lead and direct the ongoing development of strategy and programs to increase private revenue streams via the Library Foundation and expansion of current and new commercial activities of the Library to support the State Library to achieve its strategic goals in compliance with legal, and financial and fiduciary requirements. Lead and direct an events and exhibitions program that is ambitious, evocative and creative, to attract diverse audiences and grow visitation on site, online and on tour throughout NSW, nationally and internationally Contribute at the senior executive level to the strategic planning and management of the State Library, working collaboratively with the Executive and other senior managers to provide corporate leadership, specialist advice, financial planning and management and delivery of agreed programs and services with emphasis on brand identity and renown, internal and external communications and sustainable revenue growth. Lead and manage the performance of direct reports by setting work objectives, assessing performance and providing feedback, development and coaching; lead and motivate staff of the Division to increase staff engagement, achieve high standards of work performance and provide opportunities for skill enhancement and ongoing professional development. Promote a positive, healthy, safe and innovative work environment, including promotion and implementation of equal employment opportunity, cultural diversity and ethical practice and meeting all obligations as an officer under work health and safety legislation in a timely and effective manner. Key challenges Developing strategies for new or improved service initiatives designed to sustain and develop the NSW network of public libraries through cooperation with local authorities and libraries. Developing and maintaining a leading-edge marketing and business development strategy and the infrastructure to support it. Achieving the optimal exposure and profile for the Library s active and diverse programs with limited resources in a very competitive environment to drive greater awareness and usage of Library resources, services and facilities. Securing significant revenue growth in an increasingly competitive and complex fiscal environment. Role Description Executive Director Public Libraries and Engagement 2

3 Key relationships Who Internal Why State Library Executive Team To consult and collaborate; provide expert advice and briefings on Library developments and issues; report on strategic progress and operational matters State Librarian, Library Council of NSW and its committees State Librarian, State Library of NSW Foundation To consult and advise on State Library objects and duties towards public libraries under the Library Act To provide information and report on issues and progress in relation to matters pertaining to the Division To consult and collaborate on the development and delivery of agreed initiatives and programs To report on performance Divisional and other Library Managers To consult and plan for the development and implementation of initiatives and programs External Public Libraries Consultative Committee, Library Development Grants Committee, LIAC Advisory Board, Cultural and Linguistic Advisory Board The Minister for the Arts, Department of Planning & Environment, Create NSW, Division of Local Government, Department of Premier & Cabinet and local government authorities To consult and advise on the development and delivery of agreed initiatives and programs To collaborate in strategic partnerships To monitor feedback and identify needs and priorities for future development. Through the State Librarian, advise on issues and initiatives concerning matters related to the Divisional program and/or public libraries Local, state and national libraries To consult and collaborate within NSW, nationally and internationally Partners, benefactors and supporters To develop relationships and build partnerships To consult and seek support for strategy and initiatives To communicate effectively on the progress of strategy and The library and information, cultural heritage and museum sectors Role dimensions Decision making To share information, consult and collaborate within NSW, nationally and internationally on matters of mutual interest Develops strategies, programs and key performance indicators across the diverse areas of the Division to achieve State Library strategic outcomes. Advises on strategy and policy relating to the provision and management of services to public library and advises on the distribution of grants and subsidies for endorsement by the Library Council and/or approval by the Minister. Advises on the divisional strategy and its execution relating to public programs, marketing, brand management, publications, customer relationship management, external communications, revenue streams and the work of the Library Foundation. Exercises high level autonomy and authority for the functional areas of the Division. Reporting line This role reports to the NSW State Librarian. Direct reports Director, Foundation & Executive Manager, Advancement Role Description Executive Director Public Libraries and Engagement 3

4 Manager, Public Library Services Manager, Media & Communications (Including Government relations) Manager, Commercial Manager, Exhibitions & Design Leader, Research Executive Assistant Indirect reports: (FTE) 55 (Headcount) Budget/Expenditure Divisional expenditure: Divisional personnel expenditure Grants/subsidies to local authorities: $10.4M $6.7M $28.3M Library Development Grants program: $3M Essential requirements Relevant tertiary qualifications. Extensive strategic and tactical work experience within a creative, cultural or broader services environment. Extensive experience in building and managing customer and stakeholder relationships, including negotiating partnerships and collaborative projects across a broad range and depth of activities. Experience in dealing with fiduciary matters and the interpretation of legislation, and an understanding of public library operations. Criminal history record and probity checks. 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 Executive Director Public Libraries and Engagement 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 Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change Highly Highly Highly 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 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 Role Description Executive Director Public Libraries and Engagement 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Act with Integrity Personal Attributes Manage Self Relationships Work Collaboratively Relationships Influence and Negotiate Highly Highly 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 Promote and model the value of self-improvement and be proactive in seeking opportunities for growth Actively seek, reflect and integrate feedback to enhance own performance, showing a strong capacity and willingness to modify own behaviours Manage challenging, ambiguous and complex issues calmly and logically Model initiative and decisiveness 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, communication and collaboration across the organisation and cross-government Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions Engage in a range of approaches to generate solutions, seeking expert inputs and advice to inform negotiating strategy Use sound arguments, strong evidence, and expert opinion to influence outcomes Determine and communicate the organisation s position and bargaining strategy Represent the organisation in critical negotiations, including those that are cross-jurisdictional, achieving effective solutions in challenging relationships, ambiguous and conflicting positions Pre-empt and avoid conflict across organisations and with senior internal and external stakeholders Identify contentious issues, direct discussion and debate, and steer parties towards an effective resolution Role Description Executive Director Public Libraries and Engagement 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Plan and prioritise Business Enablers Finance People Management Manage and Develop People People Management Inspire Direction and Purpose 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 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 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 timely and effective way Implement performance development frameworks to align workforce capability with the organisation s current and future priorities and objectives 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 Role Description Executive Director Public Libraries and Engagement 7

8 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators 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 Role Description Executive Director Public Libraries and Engagement 8