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Role Description

Community Engagement & Communication Officer (SoS)
Community Engagement & Communication Officer (SoS)


Cluster Planning and Environment
Agency Department of parliamentary services
Division/Branch/Unit Environment, Energy and Science/Biodiversity and Conservation Division/Saving our Species
Role Number
Classification/Grade/Band Environmental Officer 9
Senior executive work level standards Not Applicable
ANZSCO Code 225311
PCAT Code 1119192
Date of Approval 04 August 2021
Agency Website www.dpie.nsw.gov.au

Agency overview

tba

Primary purpose of the role

Lead, coordinate, and oversee comprehensive administrative services, to ensure efficient business operations, and support managers and teams in achieving high-quality service delivery

Key accountabilities

1. Promote quality customer service, handling requests from a range of stakeholders, analysing, prioritising, acting, and responding, gathering more information as required, acting independently when appropriate.
2. Support efficient time management by responding to emails and enquiries, managing diary and meeting requests (negotiating with others according to priorities) and ensuring manager(s) are prepared for meetings, proactively sourcing relevant information.
3. Support team business outcomes by organizing meetings (face-to-face and virtual), travel and event arrangements, taking initiative around the detail.
4. Contribute to business outcomes by preparing papers for meetings of medium- high complexity, preparing the terms of reference and agenda then analysing meeting discussion and preparing accurate and succinct minutes.
5. Support accurate payroll and human resource information system processing by creating rosters and demand templates and ensuring all shifts are entered, and completing electronic forms for personnel changes, on own initiative.
6. Coordinate recruitment activities, ensure accurate data entry, and assist with interviews/ selection process organisation, seeking clarification as required to support the efficient hiring and onboarding of new staff.
7. Complete, track and follow up procurement, purchasing and stores orders (including set up for new staff) accurately to ensure efficient and cost-effective supply of team resources; monitor and reconcile purchasing/ procurement card (P-card) expenditure and assist with contract management/ procurement.
8. Develop knowledge of relevant information technology (IT) programs and provide team IT support, accurate data entry, report analysis and proactive responses as required to support a range of team processes.
9. Draft reports, correspondence, high- level documents (such as briefs and ministerials) and presentations, undertaking research, analysis, and initiative with detail, to support managers and team members.
10. Enable efficient and secure access to information by following corporate records policy and local practices for storage and retrieval of team/ service information.

Key challenges

Managing competing demands and maintaining focus on quality in a busy, dynamic environment.

Taking initiative, anticipating priorities in a changing environment

Key relationships

Who Why
Internal
Manager
  • Receive direction, feedback, and support, escalate complex challenges and potential improvements.
Child, Youth and Family senior managers and administration Team
  • Provide supervision and support to ensure key administrative functions are covered across the team/ service.
Internal Business Coordinators/Executive Offices/Business Management
  • Work in collaboration with other support staff to ensure
  • understanding and direction of people and culture, processes and
  • initiatives at team level.
Executive Assistants to the Executive Directors
  • Regular communication with the EAs requiring a professional customer service approach and an effective working relationship.
External
External Stakeholders

Role dimensions

Decision making

This role has autonomy and makes decisions under their direct control and refers to their manager’s
decisions that require significant change to outcomes or timeframes; are likely to escalate or require
submission to a higher level of management. This role is accountable for the delivery of work assignments
on time and to expectations in terms of quality, deliverables and outcomes

Reporting line

The role reports to the allocated Manager.

Direct reports

10

Budget/Expenditure

Nil

Key knowledge and experience

Successful experience in high level executive support at the executive level and experience providing
business support services to a varied organisation

Essential requirements

Relevant professional experience and training.

Capabilities for the role

The NSW public sector capability framework describes the capabilities (knowledge, skills and abilities) needed to perform a role. There are four main groups of capabilities: personal attributes, relationships, results and business enablers, with a fifth people management group of capabilities for roles with managerial responsibilities. These groups, combined with capabilities drawn from occupation-specific capability sets where relevant, work together to provide an understanding of the capabilities needed for the role.

The capabilities are separated into focus capabilities and complementary capabilities.

Focus capabilities

Focus capabilities are the capabilities considered the most important for effective performance of the role. These capabilities will be assessed at recruitment.
The focus capabilities for this role are shown below with a brief explanation of what each capability covers and the indicators describing the types of behaviours expected at each level.

FOCUS CAPABILITIES
Capability group/sets Capability name Behavioural Indicators Level
Personal Attributes Manage Self
Show drive and motivation, an ability to self-reflect and a commitment to learning
  • Adapt existing skills to new situations
  • Show commitment to achieving work goals
  • Show awareness of own strengths and areas for growth, and develop and apply new skills
  • Seek feedback from colleagues and stakeholders
  • Stay motivated when tasks become difficult
Intermediate
Relationships Communicate Effectively
Communicate clearly, actively listen to others, and respond with understanding and respect
  • Focus on key points and speak in plain English
  • Clearly explain and present ideas and arguments
  • Listen to others to gain an understanding and ask appropriate, respectful questions
  • Promote the use of inclusive language and assist others to adjust where necessary
  • Monitor own and others’ non-verbal cues and adapt where necessary
  • Write and prepare material that is well structured and easy to follow
  • Communicate routine technical information clearly
Intermediate
Results Deliver Results
Achieve results through the efficient use of resources and a commitment to quality outcomes
  • Seek clarification when unsure of work tasks
  • Complete own work tasks under guidance within set budgets, timeframes and standards
  • Take the initiative to progress own work
  • Identify resources needed to complete allocated work tasks
Foundational

Complementary capabilities

Complementary capabilities are also identified from the Capability Framework and relevant occupation-specific capability sets. They are important to identifying performance required for the role and development opportunities.

Note: capabilities listed as ‘not essential’ for this role are not relevant for recruitment purposes however may be relevant for future career development.

COMPLEMENTARY CAPABILITIES
Capability group/sets Capability Name Description Level
Personal Attributes Display Resilience and Courage Be open and honest, prepared to express your views, and willing to accept and commit to change Intermediate
Act with Integrity Be ethical and professional, and uphold and promote the public sector values Intermediate
Value Diversity and Inclusion Demonstrate inclusive behaviour and show respect for diverse backgrounds, experiences and perspectives Intermediate
Relationships Commit to Customer Service Provide customer-focused services in line with public sector and organisational objectives Intermediate
Work Collaboratively Collaborate with others and value their contribution Intermediate
Influence and Negotiate Gain consensus and commitment from others, and resolve issues and conflicts Intermediate
Results Plan and Prioritise Plan to achieve priority outcomes and respond flexibly to changing circumstances Foundational
Think and Solve Problems Think, analyse and consider the broader context to develop practical solutions Foundational
Demonstrate Accountability Be proactive and responsible for own actions, and adhere to legislation, policy and guidelines Foundational


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