Role Description Manager, ICT Cluster Planning and Environment Agency Australian Museum Division/Branch/Unit Corporate Resources & Commercial Location Sydney CBD Classification/Grade/Band Clerk 9/10 Kind of Employment Ongoing Full Time Role Number 50001233 ANZSCO Code 135199 PCAT Code 3226668 Date of Approval September 2017 Agency Website http://australianmuseum.net.au Agency overview The Australian Museum (AM) operates within the NSW Department of Planning and Environment and was founded in 1827 as the first museum in Australia. The AM provides access, engagement and scientific research to increase our understanding of natural history and culture, particularly of the Australasian region. The AM holds more than 18 million objects of biological, geological and cultural collections and develops programs, exhibitions and school and community education initiatives onsite, online and offsite. The AM s purpose is to make nature, Indigenous cultures & science accessible and relevant to everyone. For more information, visit the website. Primary purpose of the role The Manager, ICT is responsible for the business-aligned and customer-service focussed operations of the Australian Museum s ICT unit covering administration, support, maintenance and enhancement of all Australian Museum ICT systems; from endpoints through to underlying platforms & infrastructure, business applications and IP telephony. The position is also responsible for managing a range of ICT projects that constantly look to transform the delivery model of ICT services to Australian Museum stakeholders, leveraging the latest technologies and ICT service models. Key accountabilities Proactively manage and provide technical leadership for the organisation s ICT infrastructure and underlying technology platforms as well as managing and negotiating service provider contracts, monitoring the process, tracking metrics, capturing results and measuring performance. 1
Ensure that the organisation s ICT Service Desk provides professional and customer-focussed support for all ICT users, working to agreed unit standards and guidelines; Ensure that the organisation s business technology systems are optimised for business need and perform to the satisfaction of organisational business owners; Manage transformational ICT projects to ensure that the organisation continues to utilise cloud-based, managed service, externally hosted, outsourced and hybrid ICT delivery models; Manage and lead a team of technical experts at various levels of skills and experience to deliver unit objectives in an environment of high performance and professional development; Ensure that ICT systems and services adhere to streamlined processes supported by up-to-date procedures and systems documentation, in order to minimise inefficient and redundant work practices. Manage the performance of direct reports through assessment, development and coaching to ensure that service delivery is efficient and effective and that staff are motivated to perform to capacity. Works closely with information managers across the museum to promote and implement strategic information management frameworks, policies and directions as well as providing ICT technical expertise on internal and external cross functional projects; Key challenges Balancing the strategic needs of the position with the day to day operational demands and decisions involved in managing multiple complex systems, projects and relationships. Optimise the allocation of resources to maintain the stability of ICT services whilst supporting the innovative use of technology across the organisation. Keeping up to date with innovation and developments across a wide range of technologies to contribute to strategic direction and the development of proposals so that outcomes which meet business needs are delivered. Key relationships Who Internal Why Director, Corporate Resources Escalate issues, keep informed, advise and receive instructions; Provide management reports on the overall operation of the ICT unit; Make strategic recommendations on the optimal delivery of ICT services. ICT Team Inspire and motivate team, provide direction and manage performance; Guide, support, coach and mentor team members; Lead team to work collaboratively to contribute to achieving the unit s business objectives. Australian Museum staff & volunteers Provide ICT technical expertise and leadership, meeting organisational business requirements in a professional and courteous manner. External Department of Planning & Environment and other government Actively build sustainable and positive relationships; Ensure alignment with state-wide and cluster-specific government ICT policies. Role Description Manager, ICT 2
Who Why ICT service providers Negotiate and manage contracts, agencies, contractors and suppliers to ensure ROI and agreed delivery of materials and services. Counterparts from the broader cultural, creative and scientific sectors Represent Australian Museum interests; Work in partnership to deliver sector change. Role dimensions Decision making The role operates under the strategic guidance of the Director, Corporate Resources but has overall responsibility for the optimal performance of the Australian Museum s ICT systems and services; The role operates with significant autonomy day-to-day to make operational decisions pertaining to the ICT unit; The role project manages all aspects of major ICT projects, once that project has been defined and approved; the role will contribute significantly to the definition and scope of ICT projects; The role contributes significantly to the overall strategic direction on use of technology at the Australian Museum in general. Reporting line The role reports to the Director, Corporate Resources Direct reports 3 direct reports, plus contractors & volunteers as required. Budget/Expenditure Financial delegation of approx. $15,000 Essential requirements Adequate knowledge and experience in order to deliver the Key Accountabilities and perform to the Focus Capabilities (both NSW Public Sector and SFIA) outlined in this Role Description; Appropriate information technology tertiary qualification. Capabilities for the role 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 This role also utilises an occupation specific capability set which contains information from the Skills Framework for Information Age (SFIA). The capability set is available at www.psc.nsw.gov.au/capabilityframework/ict 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 Manager, ICT 3
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 Occupation / profession specific capabilities Capability Set Category and Sub-category Level and Code Service Management Service Strategy IT Management Service Management Service Operation Problem Management Business Change Business Change Implementation Project Management Strategy & Architecture Technical Strategy & Planning Emerging Technology Monitoring Level 5 - ITMG Level 5 - PBMG Level 4 - PRMG Level 4 - EMRG Role Description Manager, ICT 4
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 Relationships Commit to Customer Service Results Deliver Results Be flexible, show initiative and respond quickly when situations change 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 situations 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 framework within which they operate Act to prevent and report misconduct, illegal and inappropriate behaviour 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 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 Manager, ICT 5
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Results Think and Solve Problems Results Demonstrate Accountability Business Enablers Technology Business Enablers Project Management People Management Manage and Develop People 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 Take responsibility and be accountable for own actions Understand delegations and act within authority levels Identify and follow safe work practices, and be vigilant about their application by self and others Be alert to risks that might impact the completion of an activity and escalate these when identified Use financial and other resources responsibly Show commitment to the use of existing and deployment of appropriate new technologies in the workplace Implement appropriate controls to ensure compliance with information and communications security and use policies Maintain a level of currency regarding emerging technologies and how they might be applied to support business outcomes Seek advice from appropriate technical experts to leverage information, communication and other technologies to achieve business outcomes Implement and monitor appropriate records, information and knowledge management systems protocols and policies 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 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 Role Description Manager, ICT 6
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators 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 Occupation specific capability set (Skills Framework for the Information Age SFIA) Category and Sub-category Service Management Service Strategy Service Management Service Operation Business Change Business Change Implementation Strategy & Architecture Technical Strategy & Planning Level and Code Level 5 ITMG Level 5 PBMG Level 4 PRMG Level 4 EMRG Level Descriptions IT MANAGEMENT (ITMG)) - Takes responsibility for the design, procurement, installation, upgrading, operation, control, maintenance (including storage and communication of data, voice, text, audio and images) and effective use of IT infrastructure components and monitors their performance. Provides technical management of an IT operation, ensuring that agreed service levels are met and all relevant procedures are adhered to. Schedules and supervises all maintenance and installation work. Ensures that operational problems are identified and resolved. Provides appropriate status and other reports to specialists, users and managers. Ensures that operational procedures and working practices are fit for purpose and current. PROBLEM MANAGEMENT (PBMG) Ensures that appropriate action is taken to anticipate, investigate and resolve problems in systems and services. Ensures that such problems are fully documented within the relevant reporting system(s). Coordinates the implementation of agreed remedies and preventative measures. Analyses patterns and trends. PROJECT MANAGEMENT (PRMG) Defines, documents and carries out small projects or sub-projects (typically less than six months, with limited budget, limited interdependency with other projects, and no significant strategic impact), alone or with a small team, actively participating in all phases. Identifies, assesses and manages risks to the success of the project. Prepares realistic plans (including quality, risk and communications plans) and tracks activities against the project schedule, providing regular and accurate reports to stakeholders as appropriate. Monitors costs, timescales and resources used, and takes action where these deviate from agreed tolerances. Ensures that own projects are formally closed and, where appropriate, subsequently reviewed, and that lessons learned are recorded. EMERGING TECHNOLOGY MONITORING (EMRG) - Maintains awareness of opportunities provided by new technology to address challenges or to enable new ways of working. Within own sphere of influence, works to further organisational goals, by the use of emerging technologies and products. Contributes to briefings and presentations about their relevance and potential value to the organisation. Role Description Manager, ICT 7