Role Description Project Manager - Capital Work Program Delivery Cluster/Agency Department/Agency Division/Branch/Unit Location Planning & Environment Sydney Living Museums Heritage & Collections Division/Heritage Team The Mint Classification/Grade/Band Clerk Grade 9/10 Kind of Employment Ongoing ANZSCO Code 511112 Role Number HC025 PCAT Code 119191 Date of Approval 14 July 2015 Agency Website Department/Agency overview www.sydneylivingmuseums.com.au Historic Houses Trust of NSW (HHT), incorporating Sydney Living Museums (SLM), is a statutory authority of, and principally funded by, the NSW Government. The Historic Houses Trust is one of a number of agencies administered through the Office of Environment and Heritage (OEH), reporting to the Minister for Heritage. OEH regulates industry, protects and conserves the NSW environment, manages over 850 national parks and reserves and protects the natural, cultural and built heritage in NSW. SLM provides custodial care for significant historic places, buildings, collections and landscapes with integrity, and enables people to enjoy and learn about them. SLM was established under the Historic Houses Act 1980 to manage, conserve and interpret the properties vested in it for the education and enjoyment of the public. SLM s portfolio includes houses, museums, landscapes, a library and collections of paintings, furniture and objects. SLM is managed through four Divisions Heritage & Collections, Curatorial & Public Engagement, Commercial & Marketing Services, and Operations & Governance. The Heritage & Collections Division brings together a team of professionally and technically specialised capabilities which focuses on the conservation, preservation and presentation of the organisation s collections, sites, buildings and gardens. The activities of the Heritage & Collections Division include conservation management planning, collections and access, conservation, capital works and maintenance, endangered houses projects, and landscaping. Primary purpose of the role Plan and schedule the delivery of an annual program of capital minor works and planned cyclical maintenance projects across Sydney Living Museums sites to ensure projects progress and are completed within budget and assigned timeframes at expected levels and meeting relevant legislative and statutory requirements. Key accountabilities Prepare schedules, plans and status reports for the Executive Finance monthly meetings to keep the Executive up to date on the progress of planned programs. 1
Anticipate the timing, costs and establish the quality required across all elements of projects when formulating project plans and schedules to identify and implement the most efficient ways to deliver projects the meet the agency s needs. Integrate benchmarking and best practice approaches to project planning and scheduling including continuous improvement of agency s project management practices, business processes and service outcomes to identify areas for improvement and growth. Lead the delivery of the minor works projects and budget expenditure in line with the agency s budget timeframes and cost-plans by tracking monthly project expenditure. Incorporate sustainability and environmental into project planning, scheduling and delivery to ensure the often complex conservation needs of the agency s different sites are taken into account. Develop and maintain systems, policies and make use of technologies to ensure best practice outcomes are implemented in the delivery of projects. Act as a key management representative in responding to the requirements of internal stakeholders and participate in meetings and presentations as required to maintain effective communication on budgets, project parameters and delivery. Key challenges Scheduling and coordinating complex works and maintenance programs involving multiple specialised disciplines across varying locations to ensure programs are completed at expected standards while compiling with planning approvals, relevant legislation, regulatory and statutory requirements. Developing and coordinating effective working relationships with a diverse range of internal and external stakeholders and nurturing strategic partnerships to deliver planned outcomes and overcome communication, resourcing and practical challenges that arise from an agency dispersed over a number of sites. Arranging projects in a way which minimises negative impact on the operations of Sydney Living Museums sites to optimise work potential thereby reducing costs yet retaining public access and enjoyment during the works. Key relationships Who Internal Head of Heritage Project Manager Capital Works Heritage Team Executive Heads of Portfolio, Building & Facilities Coordinator, Building & Facilities Officers, Building & Facilities Assistant and Museum Assistant Staff across the agency Why Receive overall direction, instruction and guidance from. Provide updates on projects, issues and priorities. Collaborate with to plan and schedule minor works and major maintenance programs in line with the delivery needs of the projects and project teams. Work with to gain and provide project management advice and support for capital works projects. Provide regular updates on planning, scheduling and progress of minor works and major maintenance projects. Work with key property staff to enable the successful completion of planned minor works and major maintenance projects on time and on budget. Work with to gain support and acceptance of the scheduling of minor works and major maintenance projects implementation. Role Description Project Manager - Capital Work Program Delivery 2
Who External Key external stakeholders including networks, cultural organisations, local governments, heritage, history and other industries Contractors and partners Authorities Role dimensions Decision making This role: Why Consult with on minor works and major maintenance projects. Collaborate with to gain support for and facilitate effective project management and implementation. Liaise with on capital works and major maintenance projects and provide regular information on the progress of projects. Liaise on/in relation to statutory requirements such as development consent, heritage approvals, compliance certificates. Takes active ownership of own work. Prioritises and manages multiple tasks and demands including matters with critical turnaround times. Develops, writes and presents reports, submissions and interprets analytical date relating to the projects the role is involved with for internal and external stakeholders. Develops and fosters efficient lines of communication with key stakeholders. Analyses complex and conceptual information in a range of strategic project and policy areas. Works collaboratively with consultants and specialist advisors to achieve project outcomes. Has a high level of autonomy and is fully accountable for the delivery of work assignments and projects on time and to expectation in terms of quality, deliverables and outcomes. Escalates decisions that require significant change to project outcomes or timeframes. Reporting line This role reports directly to the Head of Heritage. Direct reports Nil Budget/Expenditure Nil Essential requirements Relevant qualifications and experience in project planning and delivery in building, architecture or heritage. Extensive experience successfully scheduling, planning and delivering minor works and major maintenance programs over a set period of time. Knowledge of current heritage conservation principles and practices in Australia, and knowledge of key legislation including the NSW Heritage Act 1977 and the Environmental Planning & Assessment Act 1979 and the Historic Houses Act 1980. Ability to work in complex and dynamic client/side relationship environments with stakeholders and interest groups covering government, community interest groups and environmental agencies. Experience in managing project budgets and scheduling works, staff resources and budgets, including developing and delivering project plans. Role Description Project Manager - Capital Work Program Delivery 3
Ability to work within the boundaries of heritage environment, legislation and statutory requirements particularly the Historic House Trust Act 1980 and the NSW State Plan. Excellent verbal and written communication skills including writing for a variety of audiences. Strong organisational skills with the ability to undertake and complete several tasks concurrently while maintain attention to detail and meeting deadlines. 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 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. 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 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. Role Description Project Manager - Capital Work Program Delivery 4
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Act with Integrity Personal Attributes Manage Self Relationships Communicate Effectively Relationships Work Collaboratively Results Deliver Results Results Plan and Prioritise 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 Look for and take advantage of opportunities to learn new skills and develop strengths Show commitment to achieving challenging goals Examine and reflect on own performance Seek and respond positively to constructive feedback and guidance Demonstrate a high level of personal motivation Tailor communication to the audience Clearly explain complex concepts and arguments to individuals and groups Monitor own and others' non-verbal cues and adapt where necessary Create opportunities for others to be heard Actively listen to others and clarify own understanding Write fluently in a range of styles and formats Encourage a culture of recognising the value of collaboration Build co-operation and overcome barriers to information sharing and communication across teams/units Share lessons learned across teams/units Identify opportunities to work collaboratively with other teams/units to solve issues and develop better processes and approaches to work 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 Understand the links between the business unit, organisation and the whole-of-government agenda Ensure business plan goals are clear and appropriate including Role Description Project Manager - Capital Work Program Delivery 5
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Procurement and Contract Management Business Enablers Project Management contingency provisions Monitor progress of initiatives and make necessary adjustments Anticipate and assess the impact of changes, such as government policy/economic conditions, to business plans and initiatives, and respond appropriately Consider the implications of a wide range of complex issues, and shift business priorities when necessary Undertake planning to transition the organisation through change initiatives and evaluate progress and outcome to inform future planning Apply legal, policy and organisational guidelines and procedures in relation to procurement and contract management Develop well written, well-structured procurement documentation that clearly sets out the business requirements Monitor procurement and contract management processes to ensure they are open, transparent and competitive, and that contract performance is effective Be aware of procurement and contract management risks, and what actions are expected to mitigate these Evaluate tenders and select providers in an objective and rigorous way, in line with established guidelines and principles Escalate procurement and contract management issues where required Prepare scope and business cases for more ambiguous or complex projects including cost and resource impacts Access key subject-matter experts' knowledge to inform project plans and directions Implement effective stakeholder engagement and communications strategy for all stages of projects Monitor the completion of projects and implement effective and rigorous project evaluation methodologies to inform future planning Develop effective strategies to remedy variances from project plans, and minimise impacts Manage transitions between project stages and ensure that changes are consistent with organisational goals Role Description Project Manager - Capital Work Program Delivery 6