NSW SENIOR EXECUTIVE SERVICE

Transcription

1 NSW SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position Title: Reports to: Location: Director, Service Delivery and Support General Manager, Information and Communications Technology Sydney Date: January 2010 PRIMARY OBJECTIVES: The position holder is responsible for setting the strategy, planning, defining, implementing and managing the Information and Communications Technology (ICT) Service Delivery and Support framework for the Department of Education and Training, ensuring high levels of integration with business strategies to deliver reliable, efficient and cost effective ICT support and service delivery solutions. The position has responsibility for establishing a service culture by providing strategic leadership and direction to the department s ICT support and service delivery areas in the provision of support services that are reliable, responsive and address business needs within a defined total cost of ownership. As a member of the Information Technology Directorates Directors Team, the position holder provides high level input to the ICT strategic planning to ensure maximum performance in meeting corporate objectives, community expectations and government targets and standards. The position holder provides advice to the General Manager, ICT, and guidance to other Directors, on information technology strategy, service delivery and support plans and policies to enhance and promote the development of effective technologically solutions, which meet business needs in a cost effective manner. ORGANISATIONAL ENVIRONMENT The Department of Education and Training is an innovative organisation focused on provision of service to the community through the delivery of quality education and training. It is the role of senior staff in the department to lead the development of an organisational culture which is focused on the work of staff in schools and TAFE Institutes. Senior staff serve and support students, staff and the community; promote the development of key relationships and values; and work collaboratively with 1

2 interest groups. They also value team work, problem solving and strategic issues management; and promote the significant role of education and training for the social and economic future of NSW. More than 1.5 million students (in schools, TAFE and ACE) in NSW benefit from the services of the Department of Education and Training. To achieve this, the department has a recurrent budget of approximately $12.4 billion and a workforce of over 96,000 FTE. Its size and capacity for coordination provide opportunities to integrate the provision of education and training in ways that had not been possible traditionally. The challenges and opportunities facing the department are immediate and significant. Success depends on providing quality support to teachers in schools, TAFE Institutes, communities and industries; ensuring that high quality learning and teaching are everyone s central focus; providing students with the knowledge, understanding, skills and values for productive and rewarding lives; and providing vocational education and training of the highest quality. This ongoing focus is needed to meet the needs and aspirations of the community and industry, and to implement government initiatives in the provision of educational technology. The Department of Education and Training will meet these challenges and opportunities by strengthening its focus on support for teaching and learning; leading the growth of the market position of public schools; ensuring accountability to the Government and community; and implementing an ethos of customer service throughout the department. The department is committed to promoting public schools and TAFE and the teachers who work in them; and creating harmonious and productive relations with the teaching profession (and those who represent its members), the community and industry. Rapidly changing information and communications technology provides further opportunities for the Department of Education and Training to apply and adapt work practices to e-business, online curriculum, flexible delivery of services and products, and strategic use of executive information to inform corporate and educational decisions. Provision of high quality public education and training requires the concerted effort of every senior officer of the department. These efforts require close alignment of policy and support through the department s directorates and portfolios with the needs of schools and TAFE Institutes. The staffing environment of the Department of Education and Training is diverse and complex. Staff are employed under a number of Acts of Parliament, with the majority being covered by the Teaching Service Act 1980 and the Public Sector Employment and Management Act 2002 (this includes staff employed under Chapter 1A of the Public Sector Employment and Management Act 2002 in the Department of Education and Training, or the TAFE Commission Division, to enable the TAFE Commission to exercise its functions). Every senior officer of the department will ensure that all staff, regardless of the awards governing their employment, are committed to the corporate priorities. The department is facing a challenging period of increased strategic investment and 2

3 re-alignment of priorities directed at delivering improved educational outcomes and operational effectiveness. Many of these initiatives and strategies are contained in the department s ICT Strategic Plan Information Technology is seen as a key enabler in the Education Sector as evidenced by recent State and Federal programs aimed at transforming the use of ICT in the classroom. Additionally the department s LMBR program has commenced the critical design phase with systems implementation to begin in early The Information and Communications Technology area operates in an environment of significant technological change and extreme complexity. The Directorate is responsible for: managing information management resources to ensure tangible benefits to the department s performance and productivity; and aligning all information management resources with the department s corporate goals, corporate strategic plan and with the Government s Information Management and Technology Blueprint. The Directorate sets the strategic ICT direction that complements and drives the department's strategic agenda, as well as the establishment of effective systems and applications which are required to: meet the public sector reform agenda for the: - Council on the Cost and Quality of Government productivity and efficiency savings through improved management systems - State Government s e-commerce, - Leadership role for the broadband and telecommunications initiatives working groups for the People First State ICT Strategic plan. Provide a technology infrastructure that facilitates the delivery of high quality education and administrative services Underpin the delivery of technologies that support new education pedagogies Provide a communication framework that allows student and staff access to the Government's largest communication network. The Directorate is chartered with the development of strategies and systems that underpin and drive key organisational change programs. This is achieved through extensive consultation and communication with key stakeholders across the department. This often includes developing and translating a strategic vision into process re-engineering initiatives that deliver improved departmental efficiency and effectiveness. REPORTING RELATIONSHIPS The position of Director, Service Delivery and Support reports to the General Manager, Information and Communications Technology. Other positions reporting to the General Manager, Information and Communications Technology are: Director, Infrastructure Services Director, Teaching and Learning Systems Director, Policy and Investment Senior Manager, Corporate Systems Enterprise Architect 3

4 Positions reporting directly to the Director, Service Delivery and Support are: Manager, Service Support Manager, Field Services Manager, Service Desk Manager, Operations and Management Reporting Service Delivery Managers (4) Executive Officer, Service Delivery and Support A further ninety eight positions report indirectly to the Director, Service Delivery and Support. ROLE OF THE POSITION The Director, Service Delivery and Support is responsible for ensuring that requirements and expectations of departmental customers are met by the delivery of functional, high-quality, flexible and sustainable ICT services. This is achieved by management of service delivery to meet specified levels and quality of service negotiated with business management and reflecting sustainable ICT capabilities. The Director, Service Delivery and Support is responsible for defining, planning, implementing and delivering high quality ICT service support to all users, this includes but is not limited to the management of the following functions and areas: Service Desk: Providing a single point of contact for all information technology users to lodge incidents, for information technology owners to lodge change and service requests, and to facilitate the restoration of normal operational services with minimal impact on the customer and within agreed service levels and priorities. Field and Desk Side Support: Working in conjunction with a central service desk, internal and external support providers to resolve user problems and undertake planned activities (installations, moves, adds and changes) that cannot be undertaken remotely. This includes onsite desk side support and corporate locations support and management. Service Delivery Management: Delivering effective and efficient services to all directorates; defining the services portfolios and service catalogue for each portfolio, continuously measuring, reviewing and improving the standard of IT services they deliver to users. The standard and scope of service will be agreed with key user groups and information owners through documented service level agreements. Incident Management: Defining, implementing and delivering incident management services based on best practice processes and capable of restoring normal service operation (as defined within service level agreements) as quickly as possible, minimising the adverse impact on the operation of the department, and ensuring that agreed levels of service quality and availability are maintained. Problem Management: Improving the effectiveness of all services by proactively preventing the occurrence of incidents, problems and errors. Service Culture: Leading and fostering a customer focused environment and adopting a set of behaviours in support of a service culture to consistently achieve service outcomes that meet and exceed customer expectations. 4

5 Service Quality and Compliance: Ensuring ITD service delivery and support processes and practices conform to the requirements quality and IT service delivery standards, systems and best practices. This also includes developing, implementing and encouraging a culture of compliance with appropriate policies and standards. The Director, Service Delivery and Support also: Leads the delivery of excellent technical/non-technical service support through the department s Service Desk and Field Support teams to staff and students in NSW public schools colleges and the department s corporate locations with a focus on outstanding customer service, satisfaction and timeliness within the organisation s budget. Strategically plans, directs and manages the support requirements for ICT projects and operational services to ensure that the requirements of stakeholders are met and that current and future infrastructure and services delivered within the department are effectively supported. Provides leadership and sets priorities for internal and external service providers including the Regional Information Technology Managers in the provision of ICT support and service delivery to school and colleges in line with the Directorate s strategic plans and objectives. Designs, implements and directs an effective reporting framework that provides senior management and the ITD Executive with reliable and meaningful analytics on incident, request, change and problem management and usage trends in line with agreed KPI s and incident management processes. In consultation with Information Technology Directorate Directors, identify and addresses gaps between the department s ICT Service Delivery and Support requirements and identifies strategies to improve current services and prepare to meet future challenges. Reports to the General Manager, ICT on the achievement of objectives and performance of the branch in line with agreed quality measures and standards. KEY ACCOUNTABILITIES Develop, implement and manage support systems and processes which meet current and future needs of the business in client focused environment. Work with Information Technology Directors to develop strategic and operational support plans for the department, translate plans into activities that enable execution and lead the execution of these plans. Identify, acquire and support technology based solutions which assist DET to meet and exceed client expectations. 5

6 Negotiate levels of service to be delivered and ensure that the current and future service requirements of the business are identified, understood and documented in SLA documents. Support and build service relationships with clients and stakeholders. Provide reports to an agreed schedule (or on request), including management and account performance reports. Attend vendor and customer service review meetings covering performance reports, service improvements, quality and service delivery and support processes. Ensure that service performance reviews are scheduled, carried out with customers regularly and are documented with agreed actions progressed and review the service scope, SLAs, OLAs and other agreements on a regular basis. As a member of the Information Technology Directorates Directors Team contribute to the development and management of the departments ICT Strategic Plan, the NSW Government ICT Strategic Plan and whole of government ICT initiatives. Direct the management of operational and business reporting in line with the needs of the business. As a member of the Information Technology Directorates Directors Team develop and maintain an accurate Service Portfolio, Service Catalogue, Application Portfolio and the corresponding maintenance procedures. Ensure all operational services and all services being prepared for operational running are recorded within the Service Catalogue and are consistent with the information within the Service Portfolio. Build and motivate a strong and cohesive team that is customer focused, are committed to the provision of service excellence, have the skills, knowledge, guidance and information they need to effectively carry out their responsibilities. Responsible for financial management of the service provision and resources. Provide high level strategic leadership to regional Information Technology staff to ensure that regions are aligned and committed to the Directorates plans and priorities. Ensure the accuracy and integrity of advice, correspondence, reports and briefings supplied by the Service Delivery and Support Branch for the Chief Information Officer, Deputy Director-General, Director-General and the Minister. Demonstrate commitment to core NSW public sector values of cultural diversity, equity and ethical practice, and a healthy safe and fair workplace; and lead staff in implementing these values. The position has a financial delegation of $300,000. 6

7 INTERPERSONAL RELATIONSHIPS The Director, Service Delivery and Support must liaise with other branch Directors and the General Manager, ICT about strategic directions of the department and in the determination of priorities. Internally the position has significant contact with senior officers within ITD and Regional Information Technology Managers. Externally the position has relationships with vendors and other Industry leaders in the provision of ICT support and service delivery. CHALLENGES AND CONSTRAINTS The Director, Service Delivery and Support is responsible for managing the ICT strategic Service Delivery framework for DET, ensuring high levels of integration with business strategies to deliver reliable, efficient and cost effective ICT support and service delivery solutions to underpin and reinforce DET s strategic direction and business priorities. The Director, Service Delivery and Support operates in a politically sensitive environment which is subject to increasing public and media scrutiny. The position holder will face challenges identifying measures to provide continuous services delivery improvement and effective support in a large, complex, rapidly changing and geographically dispersed environment with political and budgetary constraints. Other key challenges facing the Director, Service Delivery and Support include: Ensuring the stability and availability of ICT services to the levels expected by increasingly sophisticated users and managing the expectations of the business to a realistic level. Developing new and innovative ICT support solutions that make the most cost effective use of the department s resources, in a rapidly changing and diverse ICT and educational environment, with a focus on achieving ongoing cost savings and operational efficiencies. Ensuring that ICT support and service delivery plans are aligned to the department s strategy and goals. Effectively managing serious incidents in a very large high public profile department where political and educational issues attract strong media interest. Building relationships with stakeholders within and external to DET to improve credibility and trust, and reduce skepticism towards information technology initiatives. Maintaining current knowledge of industry trends and best practice in the area of ICT support and apply this knowledge to implement effective ICT support solutions that achieve efficiencies for the business. 7

8 Leading and motivating staff with an emphasis on continuous professional development to ensure that skills are appropriate for the department s changing support needs and developing ICT strategies in the 21 st century. Managing distributed teams in a number of Sydney and regional NSW locations. KNOWLEDGE SKILLS AND EXPERIENCE REQUIRED Outstanding leadership, management and interpersonal skills to lead a multidisciplinary team which works in a large, diverse and complex environment with particular emphasis on high quality service delivery. Knowledge and understanding of ITIL Service Management framework and successful experience applying ITIL practices in a large scale IT organisation. Proven high level achievement in planning, monitoring, and reviewing service delivery against strategic objectives in an IT environment including extensive experience and knowledge in the management of output and outcome based service level agreements. Knowledge of business theory, business processes, management, capital and recurrent budgets, understanding of the operation of schools, colleges and institutes. Demonstrated ability to lead, manage and motivate multidisciplinary teams and to work as a member of an executive team. Extensive experience developing and working with IT service processes, namely, incident, problem, change and SLA management. Demonstrated superior interpersonal skills, including the possession of high quality written skills, and capacity to participate in a range of forums across Government and non Government sectors. Successful experience in initiating policy development, research, analysis and evaluation and providing high quality advice to senior management. High level conceptual and interpretative ability. Capacity to lead staff in implementing the department s Aboriginal education and training policies and to ensure quality outcomes for Aboriginal people. 8