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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
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Director Service and Project Delivery
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.
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Director Service and Project Delivery
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.
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Director Service and Project Delivery
Please link to the Council website to learn more about Wingecarribee Shire Council, Local
Government Area and the organisation:
www.wsc.nsw.gov.au
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Director Service and Project Delivery
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
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Director Service and Project Delivery
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
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Director Service and Project Delivery
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.
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Director Service and Project Delivery
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.
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Director Service and Project Delivery
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.
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Director Service and Project Delivery
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
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Director Service and Project Delivery
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.
Local Government Capability Framework
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
• 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
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Director Service and Project Delivery
Local Government Capability Framework
Group and Capability Expected Level
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
• 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
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
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Director Service and Project Delivery
Local Government Capability Framework
Group and Capability Expected Level
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
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Director Service and Project Delivery
Local Government Capability Framework
Group and Capability Expected Level
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
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Director Service and Project Delivery
Local Government Capability Framework
Group and Capability Expected Level
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
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Director Service and Project Delivery
Local Government Capability Framework
Group and Capability Expected Level
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