1 Blue Mountains City Council City within a World Heritage National Park POSITION DESCRIPTION Manager Strategy and Performance Branch Strategy and Performance Status L3 Manager Reports to Director Strategy and Corporate Services Salary Grade [insert] Position Code TBC Date PD Approved 7 June 2019 Overview This position manages the Strategy and Performance Branch, one of five Branches within the Strategy and Corporate Services Directorate. Strategic Resourcing Allocation Branch Finance Branch STRATEGY AND CORPORATE SERVICES DIRECTORATE Strategy & Performance Branch Human Resources Branch Business & Information Systems Branch The Strategy and Corporate Services Directorate provides high-level strategic leadership and direction for the organisation and for the City, supporting achievement of a more sustainable organisation and City – socially, environmentally and economically. It is responsible for developing, updating and reporting on the Council’s legislatively required Integrated Plans. Responding to the Integrated Plans, the Directorate leads preparation of Service Business Plans across all service areas of the Council, ensuring the Council is ‘strategy led’ and focused on delivering best value services within available funding. This Directorate provides a range of internal Corporate Services to the organisation – including Business and Information Services - that support and enable the other Directorates to provide services to the community. It also leads the development of organisational capabilities and culture that align to the current and future needs of the City and the delivery of the Blue Mountains adopted Community Strategic Plan.
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Blue Mountains City Council City within a World Heritage National Park
POSITION DESCRIPTION
Manager Strategy and Performance
Branch Strategy and Performance Status L3 Manager
Reports to Director Strategy and
Corporate Services
Salary Grade [insert]
Position Code TBC Date PD Approved
7 June 2019
Overview
This position manages the Strategy and Performance Branch, one of five Branches within the
Strategy and Corporate Services Directorate.
Strategic
Resourcing
Allocation
Branch
Finance
Branch
STRATEGY AND
CORPORATE SERVICES
DIRECTORATE
Strategy &
Performance
Branch
Human Resources
Branch
Business &
Information
Systems
Branch
The Strategy and Corporate Services Directorate provides high-level strategic leadership and
direction for the organisation and for the City, supporting achievement of a more sustainable
organisation and City – socially, environmentally and economically.
It is responsible for developing, updating and reporting on the Council’s legislatively required
Integrated Plans. Responding to the Integrated Plans, the Directorate leads preparation of Service
Business Plans across all service areas of the Council, ensuring the Council is ‘strategy led’ and
focused on delivering best value services within available funding.
This Directorate provides a range of internal Corporate Services to the organisation – including
Business and Information Services - that support and enable the other Directorates to provide
services to the community. It also leads the development of organisational capabilities and culture
that align to the current and future needs of the City and the delivery of the Blue Mountains adopted
Community Strategic Plan.
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Position Purpose The Manager Strategy and Performance is responsible for ensuring the Council is “strategy-led”
and “service-focused” and fulfils its requirements under the Integrated Planning and Reporting
Framework. These requirements at their highest level include guiding achievement of a more
sustainable Local Government Area – socially, economically and environmentally.
The position plays a key role in setting long-term direction for, and reporting on overall performance
of, the City and the organisation, against objectives of the Blue Mountains Community Strategic
Plan. In close collaboration with staff, this position guides the long-term direction for Council
services including development of 10 and 4-year service business plans.
As part of Integrated Planning, the position is responsible for reviewing and updating the Blue
Mountains Community Strategic Plan in close consultation with community and for developing the
Council’s 4-Year Delivery Program and 1-Year Operational Plan. Supporting this, the position
implements an annual organisational business planning process and manages an Enterprise
Project Management Office - which drives strengthened project planning and delivery of key
strategic priority outcomes.
This position supports the work of the Council to achieve all Key Directions of the Blue Mountains
Community Strategic Plan 2035 and makes a particular contribution to the LEAD Key Direction,
which has the following aspirations and aims:
LEAD – Inspiring Leadership
A sustainable city has inspiring community and civic leadership that acts responsibly in the
broader interests. It aspires to transform local communities into better places for current and
future generations.
We value our inspirational civic leadership whose stewardship and decision-making benefits
present and future Blue Mountains residents. Our leaders work together effectively with the
community, local organisations and other levels of government to achieve a more sustainable,
successful and resilient Blue Mountains, environmentally, socially and economically.
By 2035 we are a more sustainable, successful and resilient Blue Mountains
Appendix 1 outlines the 4-Year Priority Actions, currently within the Council’s Delivery Program
2017-2021, that the Manager Strategy and Performance is responsible for delivering.
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Position Dimensions
Service Key Functions
Strategic and Governance Service - Strategy and
Performance
Setting long term strategic direction for the City and the organisation
Monitoring and reporting on performance of the City (State of City Report) and the Organisation (Quarterly Financial Reports, Six Monthly and Annual Reports and End of Council Term Report) against the set strategic direction and objectives
Managing and guiding implementation of the Integrated Planning and Reporting Framework – ensuring Council meets legislative requirements
Managing the Enterprise Project Management Office
Managing key projects delivering priority strategic outcomes as required
Managing and coordinating development, review and update of 10 and 4 year Service Business Plans for each Council Service
Branch Reports
Direct Reports 3
Indirect Reports 7
Decision Making
The Manager Strategy and Performance makes judgements or recommendations based on
advanced analytical or creative thought and influences a number of community groups through
policy application and development. Planning and consultation is required internally and externally
to plan, coordinate and deliver services.
Outcomes to be delivered
Strategy Led and Service Focused
Implement the Council’s Delivery Program and Operational Plan (DPOP) strategies and
actions to deliver Community Strategic Plan outcomes that are identified as the Branch
Manager’s responsibility (see Appendix 1)
Within corporate guidelines, contribute to developing, implementing and reporting on Service
Business Plan/s (strategic financial, workforce and asset planning) for services delivered by
the Branch.
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Ensure data required for monitoring and reporting service performance, for which the
Branch is responsible, is collected, stored and made available
Leadership as a Member of the Senior Leadership Team
Support the Directors in carrying out their roles
As Managers and team members, take collective responsibility for: - good governance in a collaborative, non-competitive workplace environment - contribution to effective enterprise risk management - oversight and decision-making related to legislative and other compliance issues - compliance driving the achievement of the organisation’s Vision, Mission and Values
Attend and participate, individually and collectively as appropriate, in Senior Leadership Team meetings
Leadership as Branch Manager
Demonstrate passion and sense of purpose for the Branch’s role that leads and inspires staff and translates sense of purpose into their individual roles
Take responsibility for decisions, policies and actions within the scope of the role, including administration, governance and implementation
Meet leadership obligations to report, explain and be answerable
Work and collaborate with other parts of the organisation as needed and required
Culture
Instil the organisation’s values across the Branch
Model, support and encourage behaviour that shapes a safe, collaborative, fair and just culture across the Directorate and within the Branch
Model, support and encourage a culture of learning that, as a priority, ensures staff are well trained and equipped to carry out their individual roles
Workplace Health and Safety
As an Officer, as defined under the relevant WHS legislation, comply with all due diligence obligations in respect to WHS. This includes but is not limited to:
o Formulation and implementation of policies and procedures to ensure compliance with WHS legislation and the provision of sufficient resources to do this
o Ensuring duty of care through keeping up to date on relevant WHS matters o Ensuring incidents, hazards, risks and well-being are understood, minimized and
managed effectively in a timely manner across Council and within your Directorate o Providing advice and support to line management to ensure they are able to
comply with Councils WHS policies and WHS legislation o Ceasing or directing the cessation of unsafe work
At all times comply with Councils Asbestos Management Plan and Policy
Model the principles of a fair and just culture
Operational and Service Excellence
Achieve organisational objectives and meet all statutory and legal requirements involved in managing and delivering the Branch’s services and functions
Support residents to live sustainably in a World Heritage environment through integration of a sustainable community focus within service delivery
Promote, encourage and acknowledge continual improvement in the Directorate and Branch to achieve more effective and efficient service delivery
Model and promote excellence in customer service
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A Financially Sustainable Council
Contribute to the review, update and achievement of the Council’s Resourcing Strategy every four-year Council Term
Manage, maintain and deliver best value Directorate services: o With funding allocated through the Long-Term Financial Plan o With workforce skills and capabilities matched to achieving Directorate and Branch
goals o With assets in risk-free condition that are fit for purpose and have service capacity
General
Any other duties within area of skill as directed
Stakeholder Engagement
Internal Stakeholder Engagement Focus
Councillors and the
Council (elected body)
Develop and deliver formal briefings and reports for Councillors and
the Council as required
Other Directorates and
other Branches in the
Directorate
Collaborative, whole of organisation approach to service delivery and
achieving organisational goals
Direct Reports Direct reports are informed and equipped to carry out their roles and
understand how their work contributes to the achievement of
organisational goals
External Stakeholder Engagement Focus
Local residents Biannual Community Survey of a random sample of residents to
assess satisfaction with Council performance and service delivery
Community and local
organisations
Engagement and consultation on the review and update of the
Community Strategic Plan and Resourcing Strategy
Other levels of
Government and
government agencies
Engagement and liaison on implementation of Integrated Planning
and Reporting Framework, key strategic outcome projects and other
matters as required
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Corporate Obligations
Manage direct reports The direct reports to this position are:
Program Leader Strategy and Corporate Planning
Program Leader Corporate Reporting
Program Leader Strategic Outcomes and Project Management
Ensure Workplace Health
and Safety
Ensure, model, comply and co-operate with Workplace Health
and Safety policies, procedures, instructions and safe systems
of work. Provide a work environment free from hazards and
ensure the health and safety of self, staff and other people
affected by the workplace.
Risk Management
Manage work practices to mitigate all identified risks, identify
and report additional risk and threats and assist in devising
strategies to mitigate those risks.
Code of Conduct
Adhere to Council’s Code of Conduct and the policies and
procedures that support it.
Delegations
Authority to operate within Delegations attached to the
position. Delegate responsibility and authority to the right
person, providing the necessary authority, resources and
support.
Customer Service
Model and promote excellence in customer service
Continuous Improvement
Model continuous improvement. Identify inefficient work
practices and recommend changes where appropriate.
Professional Development Model, promote and engage with staff in relation to
professional development
Financial Management
Manage allocated budgets and expenditure, ensuring the
Council lives within its means. Undertake relevant checks and
apply any required regulation, process and/or procedure in
dealing with financial matters
Contract Management Ensure active, appropriate and safe contract management
Procurement
Conduct activities in accordance with the Council’s Purchasing
and Procurement Policy and Procedures
Information and Records
Management
Create required and appropriate records in Council’s electronic
records management system and ensure staff under your
management are responsibly managing records and
information to ensure against loss, removal or destruction.
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Selection Criteria
Essential Requirements
Tertiary qualifications of relevance to the position related to strategic planning, corporate
planning and reporting, business management, urban and regional planning and/or
significant experience in a similar role
Skills and Experience
High level skills and experience in strategic planning and strategy development for cities
and /or organisations
Understanding and experience in implementing the NSW Integrated Planning and
Reporting Framework
Understanding and commitment to the aspiration of achieving a more sustainable local
Government Area and Council organisation – environmentally, socially and economically
Demonstrated skills and experience in implementing organisational or city performance
monitoring and reporting systems
Proven ability to deliver results and respond effectively to changing circumstances
Proven ability to manage a multi-disciplinary team, communicate effectively and work
collaboratively with people at all levels
High level project management skills
Proven ability to lead, drive and achieve a strong customer service culture
Behavioural Capabilities
Blue Mountains City Council is guided by the Local Government Capability Framework and has
developed the following set of capabilities that provide clear expectations about performance and
behaviour for positions in the Council.
Candidates need to demonstrate competence (Adept) in all five areas. Highlighted in bold are
capabilities which are currently an important focus (Advanced) for this position and need to be
addressed particularly in an application.
Personal attributes
o Manage self
o Display resilience and adaptability
o Act with integrity
o Demonstrate accountability
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Relationships
o Communicate and engage
o Community and customer focus
o Work collaboratively
o Influence and negotiate
Results
o Plan and prioritise
o Think and solve problems
o Create and innovate
o Deliver results
Resources
o Manage finances
o Manage assets and tools
Technology and information
o Manage procurement and contracts
Workforce Leadership
o Manage and develop people
o Inspire direction and purpose
o Optimise workforce contribution
o Lead and manage change
Appendix 2 provides more detailed information on the Local Government Capability Framework
and lists the essential behavioural criteria at the level required for this position.
Appendix 3 provides more detailed information on the behavioural indicators for the priority
Focus Capabilities – that is, indicators or examples of the behaviour we expect to see
demonstrated.
Further information regarding the Local Government Capability Framework is available at
D1206.04 Commence review of corporate performance measurement and reporting framework (FFtF 1b)
Strategic & Governance
Manager Strategy and Performance
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Strategy 1.2.b - Actively engage, consult and inform the community about decisions, policies and plans
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
1212 Engage community on the update of the Community Strategic Plan and the 10 year Resourcing Strategy - including affordable and acceptable levels of service
D1212.03 Commence community engagement on how best to achieve affordable and acceptable levels of service given available funding (FFtF 5a)
Strategic & Governance
Manager Strategy and Performance
D1212.04 Complete Community Engagement Strategy (legislative requirement) for the update of the Community Strategic Plan (FFtF 5a)
Strategic & Governance
Manager Strategy and Performance
objective 1.3
All levels of government provide value for money
sustainable services and infrastructure
Strategy 1.3.a - Review services on a regular basis to ensure they are providing value for money and are relevant in meeting the changing needs of the community
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
1301 Plan and review Council’s services to achieve best value affordable service provision that meets assessed community needs
D1301.04 Review and strengthen the Council’s Service Business Planning so that it guides and supports Asset Management Planning and best value service provision (FFtF 2e, 5d)
Strategic & Governance
Manager Strategy and Performance
D1301.05 Develop Service Business Plans that align strategies with financial, asset and workforce plans (FFtF 5c)
Strategic & Governance
Manager Strategy and Performance
D1301.06 Review and update the BMCC Service Framework: Guidelines for achieving Best Value Services (FftF 5b)
Strategic & Governance
Manager Strategy and Performance
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objective 1.4
All levels of government and the community work together
to achieve a more sustainable, successful and resilient
Blue Mountains
Strategy 1.4.a - Planning and coordination between the Council and other levels of government and the community achieves a more sustainable, successful and resilient Blue Mountains
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
1402 Negotiate and implement the City Deal with Australian and NSW Governments
D1402.03 Coordinate the delivery of the City Deal program (FFtF 6a)
City Wide strategic planning
Manager Strategy and Performance
1404 Improve and better align planning and reporting between the Council, State Agencies and adjoining councils
D1404.02 Commence engagement with the key State agencies, adjoining councils and partners in the update of the Blue Mountains Community Strategic Plan and Resourcing Strategy (FFtF 6e)
Strategic & Governance
Manager Strategy and Performance
objective 3.3
The Blue Mountains community is resilient and prepared for
natural disasters
Strategy 3.3.c - Plan for risk and natural disasters and improve the resilience of communities and systems within the city in adapting and responding to bushfire, storms, flooding, hail and other climate-related natural disasters
4 yr priority ID
DELIVERY PROGRAM 4–year Priority Action
2019-2020 ID
OPERATIONAL PLAN 2019-2020 Action
Service Responsible Manager
3321 Participate in the Resilient Sydney initiative and identify ways of strengthening resilience within the Blue Mountains
D3321.02 Progress actions that support the Resilient Sydney initiative
City Wide Strategic Planning
Manager Strategy and Performance
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Appendix 2: Capabilities for the Position
The Blue Mountains City Council, guided by the Local Government Capability Framework, has
developed a set of capabilities that provide clear expectations about performance and behaviour
required for holding positions in the Council.
These capabilities, described in terms of demonstrable behaviour, bring into focus the behaviours
and attitudes that together make up Council’s desired culture by emphasising how we do the things
we do and making transparent what “good” looks like.
These capabilities are an important element in our recruitment and selection process and
candidates are required to address these in their applications.
The Capabilities are also involved in the full range of workforce management and development
activities: role design and description, performance management, learning and development and
strategic workforce planning etc.
Overleaf is the full list of capabilities and the level required for this position. While all capabilities
are required to be demonstrated, the capabilities in bold are the priority focus for this position.
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Local Government Capability Framework
Capability Group Capability Name Level
Personal attributes
Manage Self Adept
Display Resilience and Adaptability Adept
Act with Integrity Adept
Demonstrate Accountability Adept
Relationships
Communicate and Engage Advanced
Community and Customer Focus Advanced
Work Collaboratively Advanced
Influence and Negotiate Adept
Results
Plan and Prioritise Advanced
Think and Solve Problems Adept
Create and Innovate Adept
Deliver Results Advanced
Resources
Finance Adept
Assets and Tools Adept
Technology and Information Adept
Procurement and Contracts Adept
Workforce Leadership
Manage and Develop People Adept
Inspire Direction and Purpose Advanced
Optimise Workforce Contribution Adept
Lead and Manage Change Advanced
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Appendix 3: Focus Capabilities and Behavioural Indicators
Local Government Capability Framework
Group and Capability Level Behavioural Indicators
Relationships
Communicate and Engage
Advanced
Presents with credibility and engages varied audiences
Translates complex information concisely for diverse audiences
Creates opportunities for others to contribute to discussion and debate
Demonstrates active listening skills using techniques that contribute to a deeper understanding
Is attuned to the needs of diverse audiences adjusting style and approach flexibly
Prepares (or coordinates preparation of) high impact written documents and presentations
Relationships
Community and Customer
Focus
Advanced
Demonstrates a thorough understanding of the interests, needs and diversity in the community
Promotes a culture of quality customer service
Initiates and develops partnerships with customers and the community to define and evaluate service outcomes
Ensures that the customer is at the heart of business process design
Makes improvements to management systems, processes and practices to improve service delivery
Works towards social, environmental and economic sustainability in the community/ region
Relationships
Work Collaboratively
Advanced
Builds a culture of respect and understanding across the organisation
Facilitates collaboration across units and recognises outcomes resulting from effective collaboration between teams
Builds co-operation and overcomes barriers to sharing across the organisation
Facilitates opportunities to develop joint solutions with stakeholders across the region and sector
Models inclusiveness and respect for diversity in people, experiences and backgrounds
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Local Government Capability Framework
Group and Capability Level Behavioural Indicators
Results
Plan and prioritise
Advanced
Insures business plans and priorities are in line with organisational objectives
Uses historical context to inform business plans and mitigate risks
Anticipates and assess 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
Deliver Results
Advanced Sets high standards and challenging goals for self and others
Delegates responsibility appropriately and provides support
Defines what success looks like in measurable terms
Uses own professional knowledge and the expertise of others to drive results
Implements and oversees quality assurance practices
Workforce Leadership
Inspire Direction and
Purpose
Advanced Translates organisational vision and strategy into operational goals to help staff understand their own contribution
Builds a shared sense of purpose through involving people in defining priorities and cascading goals
Regularly communicates progress against business unit and organisational goals
Creates opportunities for recognising and celebrating high performance at the individual and team level
Workforce Leadership
Lead and Manage Change
Advanced Translates change initiatives into practical strategies, including the role of staff in implementing them
Analyses the change context to identify the level of consultation and involvement required from staff and stakeholders
Develops appropriate approaches to involve staff and stakeholders at various stages of the project
Implements structured processes to manage structural, system, process and cultural barriers to change
Provides coaching and leadership in times of uncertainty and difficulty for staff
