Role Description Building Services and Operations Manager

Cluster

Trade & Investment

Agency

Australian Museum

Division/Branch/Unit

Corporate Resources/Building & Security Services

Location

Sydney CBD

Classification/Grade/Band

Clerk, Grade 9/10

Kind of Employment

Temporary

Role Number

50037133

ANZSCO Code

511112

PCAT Code

1232292

Date of Approval

21 April 2015

Agency Website

http://australianmuseum.net.au/

Agency overview The Australian Museum is a State Government agency which operates within the NSW Department of Trade and Investment. The Australian Museum provides access, engagement and scientific research to increase our understanding of natural history and culture, particularly of the Australasian region. The Australian Museum holds 18.5 million objects of biological, geological and cultural collections and develops programs, exhibitions and activities onsite, online and offsite. The Australian Museum’s mission is to inspire exploration, understanding and care for our world and it was founded in 1827 as the first museum in Australia.

Primary purpose of the role The Building Services and Operations Manager is responsible for the effective management of the Museum's built assets and major plant.

Key accountabilities     

Manage the effective operation and service delivery of the Building Services unit Ensure that the Australian Museum complies with all relevant legislation and polices Provide leadership and direction to the team to motivate staff and foster a commitment to quality customer service Proactively implement policies and practices to ensure management of facilities and provision of related services that are responsive to the changing environment Manage permanent or/or ad hoc teams to ensure project outcomes are achieved

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

Responsible for following, maintaining and implementing all NSW Government procurement policies and guidelines as well as following NSW Government documentation and archiving standards.

Key challenges 



Delivering effective outcomes in an environment compromised by heightened security environment, aging plant and facilities, buildings with various levels of compliance, increasing costs and a greater impact of legislative standards/controls Ensuring efficient and cost effective resources management in the provision of building and system services

Key relationships Who

Why

Internal Manager

Work Team

External Vendors/Service Providers



Escalate issues, keep informed, advise and receive instructions



Inspire and motivate team, provide direction and manage performance



Participate in meetings to share information and project programming



Participate in discussions and decisions regarding implementation of best practice and innovation in delivery of outcomes



Negotiate contracts and service agreements



Manage contracts and monitor provision of services to ensure compliance

Role dimensions Decision making The position has significant autonomy and makes decisions relating to the day to day operation of the Building Services branch to ensure the efficient and cost effective achievement of the Unit’s objectives.

Reporting line Head, Building and Security Services

Direct reports Building Maintenance Coordinator Grade 7/8

Budget/Expenditure Approx $1 million annually

Essential requirements 1. Extensive experience in building plant and equipment management, particularly air conditioning, fire detection, sprinklers, gas suppression and others 2. Adequate knowledge and experience in order to deliver the Key Accountabilities and perform to the Focus Capabilities outlined in this Role Description Role Description Building Services and Operations Manager

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3. Appropriate tertiary qualifications or demonstrated, equivalent, relevant professional experience.

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

Advanced

Act with Integrity

Adept

Manage Self

Adept

Value Diversity

Intermediate

Communicate Effectively

Intermediate

Commit to Customer Service

Intermediate

Work Collaboratively

Advanced

Influence and Negotiate

Adept

Deliver Results

Adept

Plan and Prioritise

Intermediate

Think and Solve Problems

Intermediate

Demonstrate Accountability

Intermediate

Finance

Intermediate

Technology

Intermediate

Procurement and Contract Management

Adept

Project Management

Adept

Manage and Develop People

Adept

Inspire Direction and Purpose

Intermediate

Optimise Business Outcomes

Intermediate

Manage Reform and Change

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.

Role Description Building Services and Operations Manager

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NSW Public Sector Capability Framework Group and Capability

Level

Behavioural Indicators

Personal Attributes

Advanced

 Stay calm and act constructively in highly pressured and unpredictable environments  Give frank, honest advice in the face of strong, contrary views  Accept criticism of own ideas and respond in a thoughtful and considered way  Welcome new challenges and persist in raising and working through novel and difficult issues  Develop effective strategies and show decisiveness in dealing with emotionally charged situations, difficult and controversial issues

Adept

 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

Intermediate

 Support a culture of quality customer service in the organisation  Demonstrate a thorough knowledge of the services provided and relay to customers  Identify and respond quickly to customer needs  Consider customer service requirements and develop solutions to meet needs  Resolve complex customer issues and needs  Co-operate across work areas to improve outcomes for customers

Advanced

 Build a culture of respect and understanding across the organisation  Recognise outcomes which resulted from effective collaboration between teams  Build co-operation and overcome barriers to information sharing, communication and collaboration across the organisation and cross-government  Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions

Adept

 Negotiate from an informed and credible position  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

Display Resilience and Courage

Personal Attributes Act with Integrity

Relationships Commit to Customer Service

Relationships Work Collaboratively

Relationships Influence and Negotiate

Role Description Building Services and Operations Manager

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NSW Public Sector Capability Framework Group and Capability

Level

Behavioural Indicators 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

Adept

 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

Adept

 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

Adept

 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

Deliver Results

Business Enablers Procurement and Contract Management

Business Enablers Project Management

Role Description Building Services and Operations Manager

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NSW Public Sector Capability Framework Group and Capability

Level

Behavioural Indicators

People Management

Adept

 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 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

Manage and Develop People

Role Description Building Services and Operations Manager

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