Director Service & Project Delivery

Director Service & Project

Delivery

INFORMATION PACKAGE

2

Director Service and Project Delivery

Contents

Background on Wingecarribee LGA and Council’s organisation p 3

Organisation Chart p 6

Position Description and Person Specification p 7

3


Background Information

THE REGION AND ORGANISATION

Rarely does an opportunity arise to work within a new Executive Team to rebuild an

organisation and restore its connection to its community. This role at Wingecarribee Shire

Council provides such an opportunity – to work with a highly respected, newly appointed

General Manager and with newly appointed Directors to re-establish the Council as an

innovative, responsive and community focused organisation and to deliver innovative and

inspiring leadership.

Wingecarribee Shire is located 75 kilometres from the south-western fringe of Sydney and

110 kilometres from Sydney’s central business district. The Shire has a total area of

approximately 2,700 square kilometres, 56 per cent of which is north of the Wingecarribee

River.

It is comparable in size to

that of urban Sydney,

averaging 55 kilometres

from east to west and 45

kilometres from north to

south, with its geographic

centre north-west of

Berrima and its

demographic centre to

the south-east of Bowral.

Much of the Shire is

located at or above 640

metres above sea level.

The Wollondilly and

Wingecarribee Rivers flow

through the west of the

Shire, through deep

sandstone valleys and

much of this area forms

part of the catchment for

Warragamba Dam. The

South of the Shire is

bounded by Uringalla

Creek and includes the

villages of Bundanoon,

Wingello and Penrose. This area is a sandstone plateau dissected by deep gorges. This Shire

is an important catchment area for water supply to Sydney, Wollongong and the Northern

Shoalhaven.

4


The main towns are:

• Bowral

• Moss Vale

• Mittagong

• Bundanoon

As well, there are smaller villages

including Hill Top, Yerrinbool, Colo Vale,

Robertson, Berrima, New Berrima, Exeter,

Burrawang, Penrose, Willow Vale, Alpine,

Balaclava, Renwick, Wingello, Sutton

Forest, Avoca, Fitzroy Falls and Balmoral

Village.

The pattern of development is one of small towns and villages, separated by a semi-rural

landscape. Eastern parts of the Shire, known as the ‘Yarrawa Brush’ by early settlers, are

bounded by the Illawarra Escarpment and Morton National Park.

The north of the Shire is characterised by rugged Eucalypt bushland. This area forms part of

the catchment for Sydney's water supply and three major storage dams (Avon, Nepean

and Cordeaux).

The current Wingecarribee Shire Council came into being on 1 January 1981 following the

amalgamation of Mittagong Shire Council, Bowral Municipal Council and the former

Wingecarribee Shire Council. Moss Vale was chosen as headquarters, mainly because it

had the most appropriate Civic building to house the larger council.

The name of Wingecarribee was retained principally because the Wingecarribee River was

the one significant geographical feature common to all three areas.

Wingecarribee is said to mean “a flight of birds”, or “waters to rest beside”. The Oxley family

spelt it Wingecarribbee and Macquarie recorded it in 1816 as Winge Karribee. The current

spelling was adopted by Surveyor Mitchell in 1838.

Although Council has faced significant

challenges over the last few years, a new

General Manager, a commitment to strong

ethical leadership and a focus on Council’s

customers and the community are driving

significant change. Council is now seeking

to appoint a new Executive Team with deep

leadership capabilities to mobilise, create

and innovate and to foster an agile, diverse

and responsive organisation where people

are encouraged to be accountable, find

solutions and share ideas.

5


Please link to the Council website to learn more about Wingecarribee Shire Council, Local

Government Area and the organisation:

www.wsc.nsw.gov.au

6


Organisation Chart

General Manager

Executive Manager

Strategic Outcomes Executive Manager

People + Culture

Director Corporate Strategy +

Resourcing

Director Communities + Place

Director Service + Project

Delivery

Role: about how decisions are made

+ ensure systems + resources are

aligned to strategy

Outcomes:

• Organisation is resourced to

deliver on strategic

outcomes

• Good governance + best

value in the procurement

• Legislative compliance

• Service and project delivery

supported to perform

Functions:

• Communications + media

• Corporate strategy +

performance

• Customer services

• Finance, procurement + fleet

• Governance: risk

management, insurance

• Information technology +

communications

• Internal audit + legal

• Records

Future + now

Role: about the look and feel of

WSC + working with the

community

Outcome/s:

• Building capacity +

enabling our

community

• Focus on engagement

+ partnerships

• Education, awareness +

compliance

Functions:

• Community

development

• Community

engagement

• Compliance +

regulation

• Environment +

sustainability

• Health + building

• Place management

• Statutory planning

(DA’s)

Now

Role: about delivery of

services + projects to the

community

Outcome/s:

• Services meet

community needs +

expectations

• Best value in delivery

• Innovation + best

practice is applied to

service delivery

Functions:

• Animal shelter

• Assets

• Community recycling

centre

• Direct services to the

community including:

libraries, children's

services, visitor centre

• Infrastructure +

Services

• Project delivery

• Saleyards

• Waste

• Water + sewer

Now

Role: to take a strategic view to planning

for the future + delivery of complex

projects

Outcome/s:

• planning for the future is well

managed + integrated with

stakeholder input

• complex projects apply a systems lens

Functions: strategic land use planning;

economic development; integrated

transport planning; sustainability; social

planning; IP&R

Future + now

Role: Foster a healthy + productive

workplace

Outcome/s:

• Engaged + skilled workforce

• Innovative + agile workplace

• Healthy + positive workplace culture

Functions: Internal communication, WHS +

wellbeing; human resource functions (

attraction / retention; learning +

development; industrial relations etc.)

Future + now

7


Position Description – Director Service and Project Delivery

The Opportunity

This role focusses on the delivery of services and projects to the community

The Service Delivery and Projects Directorate has a focus on delivering outcomes around:

• Services that meet community needs and expectations

• Offering best value in service and project delivery

• Applying innovation and best practice in delivery

Key functions (*) in this area include:

• Services and facilities such as the Animal shelter, sale yards

• Community resources – waste management; community recycling centre; water and sewer services

• Assets - Infrastructure + Services

• Community services, recreation and open space including: libraries, children's services, visitor centre

• Project delivery

* There may be some changes to the functions following further consultation post appointment

Key objectives:

1. To deliver quality services that meet community expectations and strategic projects in an efficient and

effective manner achieving best value. This may be through direct service provision, contractors or

shared services.

2. To work collaboratively with the General Manager, Director, Managers and staff to ensure compliance

with organisational direction and culture, and the execution of Council’s functions in respect of Service

Delivery and Special Projects.

3. To “live” the organisational values and management behaviours as outlined in the Individual

Performance Agreement, thereby providing staff with a role model in terms of working across the Division

to deliver outcomes for the benefit of Council and the community.

4. To ensure Council’s assets and infrastructure and services network that is safe, efficient and meets the

expectations of the community.

These objectives are achieved through Council’s CSP, Delivery and Operational Plans

Branch Service Delivery and Projects Position Grade Executive

Division Service Delivery and Projects Position Status Full-time – Contract 5 years

Reports To General Manager Standard Hours Per Week 35

Direct Reports TBC – approx. 7 Position Delegations Yes

Indirect Reports TBC – approx. 290 FTE Position Budget Responsibility Yes

Position Number Award Local Government (State)

Award

Date PD Authorised 16 July 2021 Award Band Executive – Performance

Contract

8


Key Responsibilities:

1. Leadership and Management

▪ Contribute to the leadership of Council, and the pursuit of organisational excellence, continuous

improvement and a constructive organisational culture

▪ Ensure appropriate human resource management including performance management,

training, equalities, WH&S and risk management.

▪ Provide constructive leadership to the Division engendering an environment which supports and

promotes team work through cooperation, collaboration, communication, sharing of relevant

information, provision of responsive and accurate advice and maintenance of effective liaises

between and within Divisions.

▪ Ensure a team and project approach to Division responsibilities

▪ Provide financial and management leadership with regard to Division responsibilities and ensure

efficient Divisional activities are provided within budget

▪ Monitor reports and other information provided by staff to Council and ensure Council decisions

are actioned without undue delay

▪ Support the General Manager and other Directors in their Executive leadership capacity

▪ Set high standards of performance and holding self, team members, colleagues, external

contractors, service providers etc. accountable for results and actions.

▪ Provide leadership to direct reports, engaging in recruitment and selection, learning and

development initiatives, performance management (including the setting of KPIs as per Council's

Operating Plan) and regular communication/team meetings.

▪ Ability to coach and mentor staff to achieve strategic and operational outcomes.

▪ Be responsible for the overall planning, policy development and coordination of service delivery

and responding appropriately to externally generated events/pressures which impact on the

delivery of services.

▪ Oversee the development of management information systems and statistical recording within

each program area and production of regular reports showing delivery of services to a specified

standard.

▪ Monitor issues and changing trends by: coordinating the collection and sharing of needs based

data; analysing this data and presenting status reports to the General Manager and Council;

initiating innovative responses to community needs and market forces.

▪ Develop and implement strategic and business plans to achieve financial, quality management,

customer service and best practice objectives.

▪ Participate in the management of the Council and contribute to the formulation of forward

plans for the overall organisation.

2. Communication, Consultation & Engagement

▪ Promote the Council’s image as an efficient, effective and customer focussed organisation

▪ Establish regular consultative processes and build partnerships with the community and staff

▪ Positively advocate and promote Council to the community, stakeholders and staff.

▪ Ensure a high level of customer experience for residents of and visitors to Council through

effective leadership.

▪ Communicate effectively with internal and external stakeholders to identify and establish

partnerships aimed at improving access to resources and service outcomes.

▪ Ensure the promotion of community/user understanding of the aims and policies of Council

services and promote resident participation in the form and delivery of services.

▪ Ensure the provision of opportunities for consumer participation and feedback regarding the

quality of service delivery, planning and policy development.

9


3. Financial

▪ Develop and implement business plans that deliver positive financial outcomes.

▪ Lead the development of the budget process for the Division in line with the long term financial

plan, in collaboration with the Management Team to support the delivery of strategic priorities.

▪ Monitor the Divisions performance against the budget and operating plan and act

appropriately on trends and variances in a timely manner to ensure the effective and efficient

achievement of all budget and plan objectives.

4. Technical and Operational

▪ Lead a multi-disciplinary team to deliver on the priorities as set out in the Community Strategic

Plan and other key strategies

▪ Lead and manage functional areas developing Council as a key authority and demonstrating

best practice.

▪ Ensure a high level of customer service, collaboration and cooperation across all divisions of

Council

▪ Remain abreast of relevant local government trends and legislation to ensure Council's currency

and compliance.

▪ Work within a multi-disciplinary management team to develop and implement community and

Council objectives providing expert professional advice.

▪ Ensure the provision of services is effective and efficient and that processes/systems are fit for

purpose and continuously reviewed to ensure the delivery of the best possible service to the

community whilst demonstrating value for money.

▪ Foster and support a culture of continuous improvement and business excellence, recognising

achievement and innovation.

▪ Identify strategic threats and opportunities which could impact on the community and

organization

▪ Coordinate and priorities resources to achieve the strategic and objectives of Council in

accordance with the Community Strategic Plan and its associated programs.

▪ Provide specialist advice to the Council, General Manager and the Executive.

▪ Ensure that all directorate activities are in accordance with statutory requirements and Council

policy.

5. General

▪ Address legislative and statutory compliance

▪ Support the Council in their governing body and representational roles

▪ Prepare reports to Council that are of a high standard, timely and accurate.

▪ Proactively uphold Council's commitment to workplace safety, risk mitigation and EEO acting to

rectify where necessary.

▪ Ensure effective contract and stakeholder management (where service providers are

engaged), suitable resource deployment and delivery within time and quality specifications.

▪ Develop comprehensive policies aimed at supporting efficient, high quality service delivery

▪ Manage the Divisions resources to achieve organisational goals within budgetary guidelines,

achieving required rates of return wherever appropriate.

▪ Analyse reports and other materials which relate to issues and programs.

▪ Prepare submissions relation to portfolio responsibilities

▪ Understand Records Management obligations and responsibilities by ensuring your, and the

division’s, accurate and prompt registration of all customer requests within the appropriate

system, actioning and responding to assigned tasks within the prescribed timeframe and

according to the relevant policies and procedures of Council.

▪ Participate in local and regional committees related to areas of responsibility.

▪ Carryout additional tasks within your skill set as assigned by the General Manager.

10


Note: An employee may be directed to carry out such duties that are within the limits of the employee’s skills,

competencies and training.

Essential Criteria

1. Bachelor degree or similar in the field of Engineering, Community Development, Business

Management or equivalent

2. Extensive experience in a senior management or Executive role in local government

3. Current Class C Drivers Licence

4. Strong and proven financial management skills

5. Strategic and business management skills

6. Outstanding communication skills (both written and verbal) and conflict resolution skills.

7. Highly developed analytical and problem-solving abilities

8. Demonstrated ability to work effectively in a political environment to deliver community outcomes.

9. Demonstrated exceptional interpersonal, communication and negotiation skills with diverse groups,

including Mayor, Councillors, stakeholders and with staff at all levels.

10. Excellence people management skills with demonstrated ability to facilitate and implement positive

change.

11. Computer literacy, preferably in Microsoft Office and other associated Local Government

applications.

12. Thorough knowledge of work health and safety and risk management practices; principles of equal

employment opportunity, code of conduct and ethical practice.

Desirable Criteria • Post graduate degree in management or other related discipline

Physical Requirements The position may have some or all of the following requirements:

▪ Sitting, squatting or kneeling for lengthy periods.

▪ Climbing stairs and/or in and out of trucks and similar plant.

▪ Walking over rough terrain.

▪ Working in dusty areas, noisy environments or areas with obnoxious odours (with appropriate personal

protection equipment provided) or in inclement weather.

▪ Use of manual dexterity including lifting, pushing and pulling.

11


Capabilities

Council has adopted the Local Government Capability Framework which describes the core knowledge,

skills and abilities for a role, expressed as behaviours, and which set out the clear expectations about

performance in Council: “how we do things around here”. It builds on organisational values and creates

a common sense of purpose for all employees.

Council’s Capability Framework provides the platform for annual performance appraisal so that there is

a common basis for learning, professional development and salary progression.

Below is the full list of capabilities and the expected level of competence required for this position. The

ones in bold are the essential capabilities. The ones in italics are focus capabilities specific for this position.

The ones where the level is blank are not core capabilities but may still be important. More detailed

information is contained in your annual Personal Performance Plan.

Local Government Capability Framework

Capability Group Capability Name Level

Personal Attributes

Manage Self Advanced

Display Resilience & Adaptability Highly Advanced

Act with Integrity Highly Advanced

Demonstrate Accountability Highly Advanced

Relationships

Communicate and Engage Highly Advanced

Community and Customer Focus Highly Advanced

Work Collaboratively Highly Advanced

Influence and Negotiate Highly Advanced

Results

Plan and Prioritise Advanced

Think and Solve Problems Highly Advanced

Create and Innovate Highly Advanced

Deliver Results Highly Advanced

Resources

Finance Highly Advanced

Assets and Tools Highly Advanced

Technology and Information Advanced

Procurement and Contracts Advanced

Workforce Leadership

Manage and Develop People Highly Advanced

Inspire Direction and Purpose Highly Advanced

Optimise Workforce Contribution Highly Advanced

Lead and Manage Change Highly Advanced

12


Essential and Focus Capabilities

The essential and focus capabilities for the position are those judged to be most important

at the time of recruiting to the position. They are the ones that an employee is rated on as

part of their annual Performance Assessment.


Group and Capability Expected Level

Expected Behaviours

Personal Attributes

Manage Self

Show drive and motivation, an awareness of strengths and weaknesses, and a commitment to learning.

Advanced • Demonstrates motivation to serve the community and organisation

• Initiates team activity on organisation/unit projects, issues and opportunities

• Seeks and accepts challenging assignments and other development opportunities

• Seeks feedback broadly and asks others for help with own development areas

• Translates negative feedback into an opportunity to improve

Personal Attributes

Display Resilience & Adaptability

Express own views, persevere through challenges and be flexible and willing to change

Highly Advanced

• Champions and acts as an advocate for the highest standards of ethical and professional behaviour

• Sets a tone of integrity and professionalism in the organisation and in dealings external to the organisation

• Defines, communicates and evaluates ethical practices, standards and systems and reinforces their use

• Creates a climate in which staff feel empowered to challenge and report inappropriate behaviour

• Acts promptly and visibly in response to complex ethical and people issues

Personal Attributes

Act with Integrity

Be honest, ethical and professional and prepared to speak up for what is right

Highly Advanced • Champions and acts as an advocate for the highest standards of ethical and professional behaviour





13




Expected Behaviours

Personal Attributes

Demonstrate Accountability

Take responsibility for own actions, commit to safety and act in line with legislation and policy

Highly Advanced • Champions and acts as an advocate for the highest standards of ethical and professional behaviour





Relationships

Communicate and Engage

Communicate clearly and respectfully, listen, and encourage input from others

Highly Advanced • Puts forward compelling arguments of critical importance to internal and external parties

• Explains complex concepts in ways which inform, persuade and motivate staff and other diverse audiences

• Anticipates and addresses key areas of interest for diverse audiences and adapts style under pressure

• Invites, actively listens and responds respectfully to questions, comments and suggestions

Relationships

Community and Customer Focus

Commit to delivering customer and community focused services in line with strategic objectives

Highly Advanced • Creates an organisational culture which embraces high quality customer service

• Ensures that management systems, processes and practices drive service delivery outcomes

• Ensures that community and customer needs are central to strategic planning processes

• Establishes systems to set and monitor service delivery standards in line with customer and community expectations

• Ensures council services contribute to social, environmental and economic sustainability in the community/region

Relationships

Work Collaboratively

Be a respectful, inclusive and reliable team member, collaborate with others, and value diversity

Highly Advanced • Communicates the expectation of collaboration across the organisation

• Celebrates successful outcomes of collaboration across the organisation, region and sector

• Establishes systems, structures and practices to facilitate sharing and learning across the organisation, region and sector

• Develops respectful relationships with stakeholders who hold different, even directly conflicting, views

• Sets a tone of inclusiveness and an expectation that all staff respect diversity in people, experiences and backgrounds

Relationships

Influence and Negotiate

Persuade and gain commitment from others, and resolve issues and conflicts

Highly Advanced

• Credibly promotes the organisation’s position in the community, region and sector

• Builds and maintains a wide network of professional relationships outside the organisation

14




Expected Behaviours

• Obtains the commitment of key stakeholders to major projects and ensures ongoing communication

• Uses understanding of decision making processes and networks to determine the organisation’s bargaining strategy

• Uses sound evidence-based arguments supported by expert opinion to influence outcomes

• Pre-empts and avoids conflict by identifying contentious issues and directing discussion towards an acceptable resolution

Results

Plan and Prioritise

Plan and organise work in line with organisational goals, and adjust to changing priorities

Advanced • Ensures business plans and priorities are in line with organisational objectives

• Uses historical context to inform business plans and mitigate risks

• Anticipates and assesses shifts in the environment and ensures contingency plans are in place

• Ensures that program risks are managed and strategies are in place to respond to variance

• Implements systems for monitoring and evaluating effective program and project management

Results

Think and Solve Problems

Think, analyse and consider the broader context to develop practical solutions

Highly Advanced • Quickly grasps unfamiliar concepts and deals comfortably with complexity

• Integrates deep knowledge and expertise of wide-ranging complex information across numerous subject areas and uses analytical reasoning to solve problems

• Critically analyses information and seeks diverse perspectives to formulate effective responses to policy issues

• Identifies and evaluates broader impacts of proposed policies and solutions Has a high level of independence to make good decisions based on available evidence, observed patterns and evaluation of risks and benefits

Results Create and Innovate Encourage and suggest new ideas and show commitment to improving services and ways of working

Highly Advanced • Models and promotes the value of initiative and continuous improvement

• Stays up to date with industry, national and global best practices and trends

• Encourages people to challenge the status quo and actively seek opportunities to improve

• Creates an organisational climate in which people feel supported to experiment to test new ideas and innovations

• Uses diversity to foster innovation and drive change

15




Expected Behaviours

Results Deliver Results Achieve results through efficient use of resources and a commitment to quality outcomes

Highly Advanced • Creates a culture of achievement by setting stretch goals and high expectations for self and others

• Shares leadership responsibility and decision-making authority, where possible

• Drives organisational activity in an environment of ongoing change and uncertainty

• Identifies and removes potential hurdles to achievement of sustainable outcomes

• Completes performance goals as established in the Personal Goal Plan

Resources

Finance

Be a responsible custodian of council funds and apply processes in line with legislation and policy

Highly Advanced • Sets organisational strategies and plans with reference to key financial indicators

• Ensures that strategic decisions are made with appropriate advice from finance professionals

• Identifies the most appropriate financing and funding strategies to meet operational and capital needs

• Inspires a culture which respects the obligation to manage public monies and other resources responsibly

• Establishes effective governance to ensure the ethical and honest use of financial resources

• Actively pursues financial risk minimisation strategies, plans and outcomes

Resources Assets and Tools Use, allocate and maintain work tools appropriately and manage community assets responsibly

Highly Advanced • Engages in strategic planning to ensure the organisation’s assets support delivery of the strategic plan

• Ensures effective governance of the allocation, maintenance and investment in assets and tools

• Promotes the role of councils as custodians of community assets

• Actively pursues asset risk minimisation strategies, plans and outcomes"

Resources Technology and Information Use technology and information to maximise efficiency and effectiveness

Advanced • Implements appropriate controls to ensure compliance with information and communications security and use policies

• Implements and monitors appropriate records, information and knowledge management systems

• Seeks advice from technical experts on leveraging technology to achieve organisational outcomes

• Stays up to date with emerging technologies and considers how they might be applied in the organisation

16




Expected Behaviours

Resources Procurement and Contracts Understand and apply procurement processes to ensure effective purchasing and contract performance

Advanced • Ensures that organisational policy on procurement and contract management is implemented

• Applies knowledge of procurement and contract management risks to decisions

• Ensures others understand their obligations to manage and mitigate risks in procurement

• Implements effective governance arrangements to monitor provider, supplier and contractor performance

• Represents the organisation in resolving disputes with suppliers and contractors

Workforce Leadership Manage and Develop People Engage and motivate staff, develop capability and potential in others

Highly Advanced • Creates a climate in which people across the organisation want to do their best

• Ensures the organisation engages in effective performance management, development planning and talent identification

• Drives executive capability development and ensures effective succession management practices

• Creates a climate in which senior staff value regular feedback, continuous learning and new experiences

• Ensures workforce management systems, policies and practices are inclusive of all individuals Instils a sense of urgency around addressing performance problems among leaders in the organisation

Workforce Leadership Inspire Direction and Purpose Communicate organisational goals, priorities and vision and recognise achievements

Highly Advanced • Articulates a shared vision of the organisation’s future, described in measurable terms

• Champions the organisational vision and strategy, and communicates the way forward

• Generates enthusiasm and commitment to goals and cascades understanding throughout the organisation

• Communicates the context and parameters surrounding organisational strategies

• Celebrates success and high performance and supports regular workplace activities to build a positive culture

Workforce Leadership Optimise Workforce Contribution Hire and deploy people effectively and apply sound workforce planning principles

Highly Advanced • Ensures that operating models, systems, processes and workforce structure are aligned to key organisational strategies

• Oversees the workforce management strategy to ensure the organisation is the right size and shape to deliver outcomes

• Champions the benefits of diversity and ensures hiring practices attract diverse applicants and minimize selection biases

• Ensures talent management processes are in place to inform organisational development priorities and investment decisions

17




Expected Behaviours

Workforce Leadership Lead and Manage Change Initiate, support and champion change, assist others to accept and engage with change

Highly Advanced • Communicates a compelling case for change and articulates vision, objectives and benefits for different audiences

• Analyses the change context to develop the right change approach for the organisation, community and region

• Ensures regular communication throughout the change effort to build awareness, understanding, support and commitment

• Ensures organisational structures, systems, processes and leadership are aligned to support and embed changes

• Anticipates, plans for and addresses cultural barriers to change

Documents

Director Service & Project Delivery