NSW INSTITUTE OF SPORT ROLE DESCRIPTION Role title: Senior Coordinator Sport Reports to: Manager High Performance Sport and Excellence Area: Sport and Excellence Organisation: NSW Institute of Sport Location: Sydney Olympic Park, NSW Roles that report to this role: Senior Sport Consultant(s) Workforce profile number: Role description number: Date of approval: ORGANISATIONAL CONTEXT The NSW Institute of Sport [NSWIS] supports Australian athletes to become world s best. We are a nationally focused high performance centre, Olympic and Paralympic training facility based at Sydney Olympic Park, reaching all regions of NSW. In partnership with the national high performance sport system and national and state sporting bodies we enable, impact and support targeted athletes, coaches and performance support staff to prepare for international competition. Performance is at the centre of all that we do and our people are our greatest performance advantage. ROLE PURPOSE The Senior Coordinator Sport is primarily responsible for successful development, implementation and maintenance of processes and capability for sport performance planning and coordination that effectively aligns coaches, HP staff, sport partners, including SSO s and NSO s, to agreed national system, NSWIS sport and athlete performance outcomes. In addition, the Senior Coordinator Sport will be responsible for providing sport specific coordination/administration services to sports / projects as a part of a high performance sport team. An inherent function of all senior, coordination and management roles in the high performance division includes leadership accountability. All roles at this level have staff supervision responsibilities and, where available and agreed, may have additional leadership functions associated with: 1. Leadership of Sport 2. Coordination of Performance Teams 3. National Coordination roles 4. Leadership of Clusters 5. Projects/Higher Duties KEY CHALLENGES The key challenges are: - Development, implementation and maintenance of sport planning and management systems, including sports planning, agreements, monitoring, review and reporting Page 1 of 9
- Building strong relationships with HP Management Team, HP Team, Coaches and Sport - Creating alignment between sport planning and management processes and accountability for sport outcomes - Providing effective coordination/sport administration services for allocated sports and projects - Assisting to build organisational capability in the area of HP sport planning and management KEY RELATIONSHIPS Who NSWIS Management (OEC, HPMT) Sport Management Staff NSO/SSO AIS Sport/Coaches NSWIS staff Performance teams NIN Purpose To collaborate in the planning, management and leadership process that supports the achievement of organisational and sport outcomes. To enable and empower staff performance, drive innovation and create a high performance environment where staff can achieve performance success. To share information and expertise to increase performance and ensure unit sustainability. To support the performance and sustainability of the sport program and partnership. To deliver a high performance program aligned with both system and sport outcomes. To deliver a high performance program aligned with National program and performance outcomes. To work collaboratively towards organisational and sport outcomes. To enhance sport performance so athletes/teams can perform at their best and achieve sporting success at national and international competitions. To work collaboratively within the National system. OUR CULTURE: PERFORMANCE CENTRED Principles Values Behaviours Find it Courage Acknowledge performances and confront challenges Encourage real conversations and say what needs to be said Explore innovative opportunities and take calculated risks Create the space to foster growth and learn from experiences Bring it Excellence Champion the behaviours we expect in others Seek and listen to feedback Set clear expectations that support performance Empower and inspire others to enhance their capability continuously Own it Accountability Commit to the outcome/action and see it through. Consider the impact of our actions on others. Give credit to others and reinforce the strength of the team. Take swift action to address performance issues Fight for It Passion. Advocate for our people, services and for high performance outcomes. Support continuous improvement and invest in good ideas. Go the extra mile to get the best result and bring people along. Set an example for others by doing what needs to be done Drive it Tenacity. Confront problems with a solution focused mindset - how would we?. Approach challenges with determination and an open mind. Make brave decisions and allow for mid-course corrections. Find the energy to keep moving forward Together Team Work. Communicate frequently, openly and share information. Foster open and honest conversations and encourage constructive debate. Encourage collaboration and value contribution. Uphold the values of fun, laughter and family Page 2 of 9
KEY ACCOUNTABILITIES Role Description Effective Plan and drive allocated internal cross sport and targeted population coordination - projects/partnerships that require managing time, budget, and resources Internal Projects / across a number of sports to meet objectives. Partnerships Proactively develop and use collaborative work relationships to accomplish work goals Delegate decision making authority and task responsibilities to team members to maximise success for the individual and allocated project/ partnerships Establish project/ partnerships plans based on prioritised tasks, available resources, work schedules, and project milestones utilising NSWIS project/sport plan proforma (linked to HP strategic focus and measures of effectiveness) Set high standards of performance, quality, and accountability to ensure achievement of successful project outcomes Implement and Maintain System Improvement Efforts/Initiatives for HP Sport Planning and Management High Involvement Team Member HP sport partnerships, projects and allocated sports Assist HP Manager - Sport & Excellence to implement and maintain systems and process that make effective use of available resources and opportunities for sport planning and management including: o systems to identify long term and annual program/athlete key performance indicators and targets, relative to success profiles for Podium Performance, Pathway Performance and Campaign Performance sports and projects o systems for establishing, maintaining and reviewing formal Partnership Agreements with NSWIS sports and sport venues (locally and regionally) o systems for monitoring and evaluating the performance of sport partnerships against success measures and performance outcomes with sport program partners o determining the best fit sports administration staff to achieve delivery of the highest quality administration and support to achieve sport outcomes Use technology to enhance sport planning and management systems, including applications such as AMS, sharepoint, website, cloud based, smartabase etc. In consultation with HP Management Team, establish systems for implementing process improvements for sport planning and management by prioritising and assigning tasks, resources, and accountabilities Delegate decision making authority and task responsibility for improving systems and processes for sport management Encourage others to implement and accept change in work systems or processes Work cooperatively with the HP Management Team, HP Team, Coaches and HP staff / performance teams to accomplish group goals Communicate clear information and instructions to other team members Help a team achieve its goals by sharing information, involving team members in decision, and demonstrating commitment to the team Anticipate problems or opportunities and take immediate action to address them, in consultation with HP Manager Sport & Excellence Page 3 of 9
Build strong relationships with HP Management Team, HP Staff, Coaches and Sport Create Alignment Between Sport Planning and Management Systems/Processes and Accountability for Sport Outcomes: Operational Allocated Sports coordination and administration (as required) Staff- Professional Excellence Planning (PEP) Set high standards of performance, quality and accountability for oneself and others Establish mutually beneficial, long-term relationships with key stakeholders including the HP Management Team, Coaches, Performance staff, HP staff, Sport partners and athletes Build mutually beneficial, long-term relationships with key stakeholders by meeting sport and organisational needs or exceeding their expectations Gain key stakeholder confidence by being honest and consistent, keeping commitments, exchanging ideas openly, and providing support Pursue opportunities to build mutually beneficial relationships with other NSWIS operational areas and networks In conjunction with the HP Manager - Sport & Excellence, establish clear goals that align Sport Management efforts with Sport Outcomes; ensure synergies between people, processes, and strategies to drive flawless execution of Sport Management Systems Implement and maintain Sport Management systems that identify performance objectives for Squad Sports, track performance, and evaluate progress toward sport outcomes o targets for athlete progression (across 4 key areas) o NSWIS sport / athlete targets o international sport success measures o squad program success profiles Build a cohesive work group within Sport Management by assisting to clarify accountabilities for sport management, involving the HP Management Group in decisions, providing resources to execute Sport Management system strategies, aligning HP Strategy and Management committee to achievement of Sport Outcomes Coordinate accurate and timely internal and external reports and communications as required to the Board, CEO, Director High performance etc., including Annual and Board reports in line with NSWIS style guides and requirements including NSWIS scholarship athlete results and talent results In consultation with HP Manager - Sport & Excellence, coordinate the collection of sport performance data to assist with effective decision making across high performance sports Description Deliver quality sport coordination support services to any allocated group of sports or projects Facilitate management of approved budgets for allocated sports with Coaches and program partners driving efficient use of resources Manage and appraise the performance of any allocated performance and administration staff aligning their performance for success Implement opportunities to enhance sport s capacity to achieve performance outcomes in conjunction with program partners, the high performance management team, coaches and other relevant expertise Meets monthly or quarterly with employees and management to plan and discuss performance, monitor progress and consider future requirements Proactively drives the formal PEP process with all employees (where applicable) Commits to delivering on the agreed professional development plan Page 4 of 9
Proactively participates in the talent reviews and succession planning process (where applicable) General Represent the NSWIS as required Work collaboratively with other sections/units of NSWIS towards organisational and sport outcomes Adheres to all the NSW Institute of Sport policies and procedures, particularly the Code of Conduct Reflects the NSWIS values in everyday work environment Complies with WHS legislation, company WHS policies, objectives and procedures. Contribute and participate in the health and safety of all staff, visitors and contractors. Page 5 of 9
SUCCESS PROFILE Experience 1. Minimum 7+ years experience in High Performance sport management/ coordination 2. 2+ years in multiple high performance environments 3. Proven ability in planning and organising systems to achieve enhanced sport planning and management outcomes 4. Experience in creating alignment between sport planning and management systems/processes and accountability for sport outcomes 5. Proven ability to take prompt action to identify opportunities and achieve goals with sport beyond what is required 6. Proven experience in developing and using collaborative relationships to achieve enhanced high performance sport outcomes 7. Success with setting high standards of performance in sport administration and assuming responsibility and accountability for successfully completing tasks 8. Experience in supervising staff and facilitating the completion of team goals Competencies 19. Influencing 20. Sport as a Business 21. Compelling Communication 22. Facilitating Change 23. Aligning Performance for Success 24. Coaching and Developing Others 25. Operational Decision Making 26. Delegation and Empowerment 27. Driving for Results 28. Monitoring Information 29. Sport, Athlete and Coach Focus 30. Building Partnerships 31. Guiding Team Success 32. Creating a Culture of Trust Knowledge 9. Relevant tertiary qualifications (or equivalent experience) 10. Knowledge and understanding of the key components/levers for successful high performance sport partnerships that can be used as a platform for program development, management, monitoring and review 11. Understanding of effective sport program performance monitoring systems 12. Extensive knowledge of planning and organising processes in High Performance sport 13. Understanding of the requirements of High Performance athletes and coaches 14. Knowledge and understanding of Australian High Performance sport systems 15. Intermediate/ knowledge of MS Office and other sports specific computer programs 16. First aid and resuscitation certificate 17. Working with children check 18. Current driver s license Personal Attributes 33. Energy 34. Innovation 35. Continuous learning 36. Strong ambition for athletes 37. Passion/Enthusiasm 38. Initiative 39. Adaptability Signature Full name (please print) Date signed Page 6 of 9
CAPABILITY SUMMARY The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at www.psc.nsw.gov.au/capabilityframework. 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. Capability Group Capability Name Level This image cannot currently be displayed. Display Resilience and Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan and Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management Manage and Develop People Inspire Direction and Purpose Optimise Business Outcomes Manage Reform and Change Intermediate Intermediate Intermediate Intermediate FOCUS CAPABILITIES The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the role s key accountabilities. Group and Capability Level Behavioural Indicators Personal Attributes Be flexible, show initiative and respond quickly when Display resilience & situations change courage Give frank and honest feedback/advice Listen when ideas are challenged, seek to understand the nature of the criticism and respond constructively Raise and work through challenging issues and seek alternatives Keep control of own emotions and stay calm under pressure and in challenging situation Page 7 of 9
Group and Capability Level Behavioural Indicators Personal Attributes Model the highest standards of ethical behaviour and Act with integrity 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 Relationships Present with credibility, engage varied audiences and Communicate effectively 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 Relationships Negotiate from an informed and credible position Influence & negotiate 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 Results Undertake objective, critical analysis to draw accurate Think & solve problems 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 Page 8 of 9
Group and Capability Level Behavioural Indicators Results Assess work outcomes and identify and share learnings Demonstrate to inform future actions accountability 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 People management Inspire direction & purpose People management Manage reform & change take appropriate steps to mitigate those risks 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 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 Page 9 of 9