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Role Description

Administration Officer – Level 3 NSW Community Forensic Mental Health Services, Community Transitions Team

Agency	Justice Health Forensic Mental Health Network
Division/Branch/Unit	Community Forensic Mental Health
Role Number	225765
Classification/Grade/Band	Administration Officer Level 4
Senior executive work level standards	Not Applicable
OSCA Code	1111111
PCAT Code	TBC
Date of Approval	27 October 2024
Agency Website	https://www.nsw.gov.au/health-and-wellbeing/justicehealth

Agency overview

Justice Health and Forensic Mental Health Network (Justice Health NSW) is an essential part of the broader NSW public health system.

We provide health care to adults and young people involved in forensic mental health and criminal justice systems. We serve patients with complex health needs in community, inpatient, and custodial settings.

We have the opportunity to improve the lives of those who need it most and have limited contact with mainstream health services in the community.

The Community Transitions Team is an arm of the Statewide Community Forensic Mental Health Service. The team will be community based but provides assertive prison in-reach services to support patients' transitions. The aim is to develop mental health care plans, establish necessary therapeutic supports for patients, and provide follow-up community care to patients leaving custody. The team will, in turn, promote positive health outcomes and community participation.

Our primary mission is to connect people with complex mental health needs and offending histories to high quality, comprehensive care to reduce reoffending, readmission to hospital and promote and enhance community safety.

Primary purpose of the role

The Community Transitions Team (CTT), one of the three services comprising the NSW Community Forensic Mental Health Services (CFMHS), is a community-based service providing comprehensive support to people with serious mental health needs to transition from custody into the community.
The Administration Officer Level 3 position maintains the day to day functioning of the NSW CFMHS office at Olympic Park and acts as an initial point of contact for the NSW CFMHS, including calls from Local Health Districts, patients and a range of external stakeholders. The position calls for the provision of a wide range of clerical, administrative, keyboard and data entry skills. This includes organising and tending to administrative and clerical activities, such as formatting medicolegal reports, management of clinical file information and CFMHS databases. The position provides administrative support to the CTT.

Key accountabilities

• Participate in a collaborative team environment and work closely with the Administration Officer Level 6 NSW CFMHS
• Act as a first point of contact for the service, tactfully screening calls and taking necessary action for the Clinical Director, Service Director, and other Community Forensic Mental Health Service staff. This includes, responding to enquiries, providing relevant information as required, taking and recording messages and/or transferring calls to relevant staff.
• Assisting the Manager CTT with a number of tasks using the approved systems including: staff payment using Health Roster; processing travel and conference bookings for the CFMHS staff; update purchasing for the CFMHS cost centre; assist with data collection via PAS/CHIME
• Corporate and clinical filing and document management according to JH&FMHN policy
• Provide clerical support to committees, preparing and distributing agenda and minutes and accompanying papers.
• Update the weekly intake-referral database and the clinician caseload database for the CFMHS and CTT operational meetings
• Manage all incoming mail and direct to the appropriate person if a specific individual is required. Compile correspondence for the Service Director and Clinical Director’s signature
• Perform any other duties as directed by the Manager, Community Transitions Team.
• Willingness to work with other arms of the NSW CFMHS, such as the Forensic Consultation and Assessment Team, or the Treatment and Rehabilitation Clinic, on request from Service Director or Clinical Director NSW CFMHS.

Key challenges

• Working in a team environment, where content might be distressing, and demands might be conflicting
• Providing timely assistance to the service for the completion of urgent tasks.

Key relationships

Who	Why
Internal
Manager CTT/Service Director/Clinical Director	This position reports directly to the Manager CTT for all operational and administrative issues; but may receive requests from the CFMHS Clinical and Service Directors.
Administration staff	Providing support and working closely with AO6 and AO4 staff members
CFMHS and CTT Clinicians	Provision of administrative support where required

Role dimensions

Decision making

•1. Proven ability to work as part of a team, and provide support to all levels of staff
2. Ability to act as the first point of contact, maintain a professional and helpful approach, transfer telephone calls, take messages and diplomatically manage distressed callers.
3. Demonstrated ability to manage sensitive content, maintain confidentiality, maintain accountability and professionalism
4. Demonstrated ability to prioritise a demanding workload while maintaining attention to detail

Reporting line

Manager - Community Transitions Team

Direct reports

Budget/Expenditure

Key knowledge and experience

The role and responsibilities are to be carried out in a manner consistent with delegations, policies, procedures and operations systems of JHFMHN, and in line with both the NSW Health Code of Conduct and JHFMHN Code of Conduct.

Essential requirements

• A high degree of professionalism exhibited by maintaining confidentiality, good organisational skills, good communication skills, ability to multitask, and utilise problem solving skills

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
	Display Resilience and Courage Be open and honest, prepared to express your views, and willing to accept and commit to change	Respond constructively when in high pressure and unpredictable situations Give frank, honest advice in response to contrary views Be open to criticism of your 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 be decisive when dealing with emotionally charged situations and difficult issues Support and lead change and overcome discomfort when things are complicated, uncertain or unclear	Advanced
	Value Diversity and Inclusion Be inclusive and respect diverse backgrounds, experiences and perspectives	Seek diverse perspectives and engage with people with lived experience when developing policies and programs Build and monitor a workplace culture that enables diversity and has fair and inclusive practices Implement systems and practices to ensure people can participate to their full ability Create a positive and supportive team environment through diversity and inclusion practices where everyone belongs Address non-inclusive behaviours, practices and attitudes within your organisation Create a workplace culture that prioritises wellbeing and makes people feel safe and respected	Advanced
	Communicate Effectively Communicate clearly, pay attention to others and respond with understanding and respect	Present with credibility, engage diverse audiences and test whether they understand you Translate technical and complex information clearly and concisely for different audiences Create opportunities for others to contribute to discussion and debate Set an example by promoting information sharing across your organisation Manage complex communications that involve understanding and responding to multiple and divergent viewpoints Explore creative ways to share information and communicate with diverse audiences Leverage insights from people with lived experience to shape communication and engagement strategies Write clearly, concisely and persuasively in a range of styles and formats	Advanced
	Commit to Customer Service Provide customer-focused services in line with public sector and organisational objectives	Promote an inclusive, customer-focused culture in your organisation and consider new ways of working to improve customer experience Ensure that your organisation’s systems, processes, policies and programs collect customer feedback and insights, and use these to inform your response to customer needs Initiate and develop partnerships with customers to define and evaluate service performance outcomes Promote and manage partnerships within your organisation and across the public, private and community sectors Communicate with senior stakeholders about key issues and provide expert and influential advice Consider customers’ experience when designing business processes and improving services Encourage new ideas and creative ways to involve customers in designing business processes and improving services	Advanced
	Deliver Results Achieve results by using resources efficiently and committing to quality outcomes	Seek and apply the expertise of key individuals to achieve business outcomes Lead a culture of achievement and acknowledge others’ input Determine how outcomes will be measured and guide others on evaluation methods Investigate and create opportunities to enhance the achievement of business objectives Make sure others understand the need for on-time and on-budget results and how success is defined Control business unit output to ensure government outcomes are achieved within budget and on time Progress organisational priorities and ensure resources are acquired and used effectively	Advanced
	Think and Solve Problems Think, analyse and consider the broader context to develop practical solutions	Undertake objective, critical analysis to reach accurate conclusions that recognise and manage contextual issues Work through issues, weigh up alternatives and identify the most effective solutions in collaboration with others Consider the wider business context when thinking about options to resolve issues Explore a range of possibilities and creative alternatives to improve systems, processes and business practices Put systems and processes in place that are supported by high-quality research and analysis Look for opportunities to design innovative solutions to meet customers’ needs and service demands Evaluate the performance and effectiveness of services, policies and programs against clear criteria	Advanced
	Technology Understand and use available technology to maximise efficiencies and effectiveness	Promote using creative and accessible technology in your organisation Actively manage risk to ensure compliance with cyber security and acceptable use of technology, including record keeping, cybersecurity, privacy, and responsible artificial intelligence use Keep up to date with new technology and technological trends to understand how using them can support business outcomes Seek advice from appropriate subject matter experts about using technology to achieve business strategies and outcomes Lead the appropriate use of digital systems, ensuring outputs are aligned with legal, ethical, and organisational standards	Advanced

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
	Act with Integrity	Be ethical and professional, and uphold and promote the public sector values	Adept
	Manage Self	Be persistent, self-reflect and commit to learning	Adept
	Work Collaboratively	Collaborate with others and value their contribution	Advanced
	Influence and Negotiate	Gain consensus and commitment from others, and resolve issues and conflicts	Advanced
	Plan and Prioritise	Plan to achieve priority outcomes and respond flexibly to changing circumstances	Adept
	Demonstrate Accountability	Be proactive and responsible for your actions, and follow legislation, policy and guidelines	Adept
	Finance	Understand and apply financial processes to achieve value for money and minimise financial risk	Adept
	Procurement and Contract Management	Understand and use procurement processes to ensure effective purchasing and contract performance	Adept
	Project Management	Understand and use effective ways to plan, coordinate and control projects	Adept

Public Service Commission