Role Description Team Leader, Policy & Program Animal Biosecurity

Transcription

1 Role Description Team Leader, & Program Animal Biosecurity Cluster Industry Agency Department of Primary Industries Division/Branch/Unit DPI Biosecurity & Food Safety / Animal Biosecurity Location Orange/ or other negotiable location Classification/Grade/Band Professional Officer 6 Role Family Adapted//Lead ANZSCO Code PCAT Code Date of Approval May 2018 Agency Website Agency overview The NSW Department of Industry leads the state government's contribution to making NSW a place where people want to live and work and businesses choose to invest and grow. We support all areas of economic activity where NSW has competitive strengths. We also have responsibilities for: skill formation and development to match industry demand partnering with stakeholders in stewardship and sustainable use of the state's natural resources; and supporting economic growth in the regions. Our strategies are built on close relationships to understand industry's needs. We deliver a wide range of training and specialist advisory services; and we help to secure efficient and dependable government decisionmaking that contributes to business confidence. We measure our success by the: growth in quantity of employment and the value of output; and the competitiveness and sustainability of industries in NSW We focus on four cultural attributes to deliver our outcomes: Ownership, Customer Experience, Innovation and Collaboration. These attributes are the pillars of our Corporate Plan. NSW Primary Industries (NSW DPI) supports the development of profitable primary industries that create a more prosperous NSW and contributes to a better environment through the sustainable use of natural resources. Within NSW DPI, the Biosecurity & Food Safety Branch is responsible for effective management and risk minimisation of biosecurity threats to NSW as well as the through-chain regulation of food safety. It delivers a 1

2 risk based approach to policy and compliance, and provides regional engagement and coordination in response to emergency incidents and natural disasters impacting primary industries and the food sector. Primary purpose of the role Lead a program of veterinary policy development and projects that deliver targeted, evidence-based strategic animal biosecurity and public health (including zoonosis) outcomes. The role liaises extensively with other Branches within DPI and with stakeholders in other state government agencies and industry. The role may act in capacity as the Deputy Chief Veterinary Officer (DCVO) if required. Key accountabilities Lead the delivery of an animal biosecurity and public health (including zoonosis) policy program area including problem identification, evidence collation and analysis, policy option development, consultation, identification of success measures and evaluation strategies, and program planning to develop cost-effective, targeted, evidence-based policy Lead the provision of expert veterinary and technical advice for the assigned program area to the Group Director, Deputy Director General, Ministers and DPI executive to inform decision making on proposed and established animal health and welfare, public health and biosecurity policy and legislative frameworks Represent the Department in state and national policy forums and negotiations to advise on veterinary, technical and strategic policy issues and obtain feedback Lead the preparation of briefings, papers, submissions, Ministerial and other correspondence, speeches and reports in relation to the work of the Branch and DPI Maintain awareness of relevant animal biosecurity, welfare and related issues, nationally and internationally, approaches of other jurisdictions, and advances in academic and veterinary thinking to shape policy and program positions and outcomes Deliver within the program management framework robust comprehensive project and policy reports and documents, that withstand expert external scrutiny for all recommended policies and proposed intervention measures Foster links with key central agencies, partners such as Local Land Services and Office of Environment & Heritage, stakeholders, academic institutions and other jurisdictions to ensure DPI policy is continuously improving and developing best practice and relevant policy solutions, leveraging a whole of government approach and reducing red tape, costs and other impediments As the DCVO, support and assist the Group Director Animal Biosecurity/CVO, by acting for and on behalf of the CVO as required including by coordinating and leading the development and implementation of animal biosecurity and veterinary strategies, the prevention, preparation, response and recovery activities required for emergency animal pest and disease management and representing NSW and DPI at state and national forums. Key challenges Lead provision of accurate timely veterinary and technical advice and policy recommendations on a range of complex issues given the need to understand the problem and formulate responses within short-time frames, often without prior notice 2

3 Undertaking relationship management at a senior level with government agencies and negotiating whole-of-government positions in association with other State and national Government agencies and stakeholders Establishing rigorous project management and policy development and delivery frameworks and tools; managing multiple policy issues, implementing and reviewing systems and methodologies Key relationships Who Internal Group Director Animal Biosecurity & Chief Veterinary Officer, Director Animal Biosecurity Programs Why Receive advice and report on progress and discuss future objectives; provide expert advice and contribute to decision making; identify emerging risks and issues, their implications and propose solutions. Program Leaders Form a technical and program leadership team where problems are shared, standards are set, resources allocated, collaboration and outcome focus underpinning. Animal Biosecurity Team Guide, support, coach and mentor team members; lead discussion regarding key projects and deliverable, risk and issues; ensure coordination of resource and expertise. Internal stakeholders Provide expert advice on range of program and project issues and strategies; optimise engagement to achieve defined outcomes; manage expectations and resolve issues; External Other government agencies, universities, research institutions, other industry and community stakeholders Provide expert advice on range of technical and policy issues and strategies; optimise engagement to achieve defined outcomes; consult and negotiate on key policy issues and control strategies; represent NSW policy and strategies; establish national priorities and approaches. Local Land Services Provide technical advice, consult, liaise with and negotiate on biosecurity issues, priorities, projects, obligations and risk mitigation strategies. Primary producers and members of the public Partner in delivery of biosecurity priorities Provide advice on biosecurity obligations and risk mitigations strategies. Other government agencies Provide technical advice, consult, liaise with and negotiate on biosecurity issues, priorities, projects, obligations and risk mitigation strategies. Collaborate on the management of significant biosecurity issues. Industry professionals/consultants Seek/maintain specialist knowledge/advice and collaborate on the implementation of organisation strategies, and to keep abreast of best practice in biosecurity risk management. Primary industries representatives including peak bodies and NSW Identify industry needs and expectations and provide technical advice, consult with and negotiate on biosecurity and risk management 3

4 Who Farmers' Association Why solutions. Role dimensions Decision making There is a high level of independence in carrying out the role as well as frequent liaison with internal and external stakeholders. The role involves the exercise of powers conferred under Biosecurity legislation. Determines policy and project advice, priorities and direction on a wide range of animal biosecurity issues impacting animal and public health (including zoonosis), animal welfare and or biosecurity Ensures all documents, reports, ministerial correspondence, project proposals and submissions are completed within required timeframes and to a high standard Provides technical and policy advice to Group Director and national committees to inform decision making. Reporting line Director Animal Biosecurity Programs Direct reports 4-5 Direct reports. Budget/Expenditure Nil Essential requirements Degree in Veterinary Science, from a recognised tertiary institution or the equivalent academic qualification that meet the requirements for registration as a Veterinarian in NSW. Extensive experience in biosecurity risk identification, and management, problem solving and policy solution development; Experience in managing and/or coordinating resources in an animal biosecurity emergency situation 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. 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 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 Represent the organisation in an honest, ethical and professional way and encourage others to do so Demonstrate professionalism to support a culture of integrity within the team/unit Set an example for others to follow and identify and explain ethical issues Ensure that others understand the legislation and policy 5

6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Manage Self Relationships Commit to Customer Service Results Think and Solve Problems Results Demonstrate Accountability Business Enablers Project Management framework within which they operate Act to prevent and report misconduct, illegal and inappropriate behaviour 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 Take responsibility for delivering high quality customerfocused 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 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 Assess work outcomes and identify and share learnings to inform future actions Ensure that actions of self and others are focused on achieving organisational outcomes Exercise delegations responsibly Understand and apply high standards of financial probity with public monies and other resources Identify and implement safe work practices, taking a systematic risk management approach to ensure health and safety of self and others Conduct and report on quality control audits Identify risks to successful achievement of goals, and take appropriate steps to mitigate those risks Prepare clear project proposals and define scope and goals in measurable terms Establish performance outcomes and measures for key 6

7 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators People Management Manage and Develop People People Management Inspire Direction and Purpose 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 Define and clearly communicate roles and responsibilities to achieve team/unit outcomes Negotiate clear performance standards and monitor progress Develop team/unit plans that take into account team capability, strengths and opportunities for development Provide regular constructive feedback to build on strengths and achieve results Address and resolve team and individual performance issues, including unsatisfactory performance in a timely and effective way Monitor and report on performance of team in line with established performance development frameworks 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 7