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Role Description

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

Cluster	Health
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
ANZSCO 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
	Act with Integrity Be ethical and professional, and uphold and promote the public sector values	Represent the organisation in an honest, ethical and professional way and encourage others to do so Act professionally and support a culture of integrity Identify and explain ethical issues and set an example for others to follow Ensure that others are aware of and understand the legislation and policy framework within which they operate Act to prevent and report misconduct and illegal and inappropriate behaviour	Adept
	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
	Communicate Effectively Communicate clearly, actively listen to others, and respond with understanding and respect	Tailor communication to diverse audiences Clearly explain complex concepts and arguments to individuals and groups Create opportunities for others to be heard, listen attentively and encourage them to express their views Share information across teams and units to enable informed decision making Write fluently in plain English and in a range of styles and formats Use contemporary communication channels to share information, engage and interact with diverse audiences	Adept
	Work Collaboratively Collaborate with others and value their contribution	Build a supportive and cooperative team environment Share information and learning across teams Acknowledge outcomes that were achieved by effective collaboration Engage other teams and units to share information and jointly solve issues and problems Support others in challenging situations Use collaboration tools, including digital technologies, to work with others	Intermediate
	Demonstrate Accountability Be proactive and responsible for own actions, and adhere to legislation, policy and guidelines	Assess work outcomes and identify and share learnings to inform future actions Ensure that own actions and those of others are focused on achieving organisational outcomes Exercise delegations responsibly Understand and apply high standards of financial probity with public monies and other resources Identify and implement safe work practices, taking a systematic risk management approach to ensure own and others’ health and safety Conduct and report on quality control audits Identify risks to successfully achieving goals, and take appropriate steps to mitigate those risks	Adept
	Finance Understand and apply financial processes to achieve value for money and minimise financial risk	Understand basic financial terminology, policies and processes, including the difference between recurrent and capital spending Consider financial implications and value for money in making recommendations and decisions Understand how financial decisions impact the overall financial position Understand and act on financial audit, reporting and compliance obligations Display an awareness of financial risk, reputational risk and exposure, and propose solutions to address these	Intermediate
	Manage and Develop People Engage and motivate staff, and develop capability and potential in others	Collaborate to set clear performance standards and deadlines in line with established performance development frameworks Look for ways to develop team capability and recognise and develop individual potential Be constructive and build on strengths by giving timely and actionable feedback Identify and act on opportunities to provide coaching and mentoring Recognise performance issues that need to be addressed and work towards resolving issues Effectively support and manage team members who are working flexibly and in various locations Create a safe environment where team members’ diverse backgrounds and cultures are considered and respected Consider feedback on own management style and reflect on potential areas to improve	Intermediate

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
	Display Resilience and Courage	Be open and honest, prepared to express your views, and willing to accept and commit to change	Advanced
	Value Diversity and Inclusion	Demonstrate inclusive behaviour and show respect for diverse backgrounds, experiences and perspectives	Intermediate
	Commit to Customer Service	Provide customer-focused services in line with public sector and organisational objectives	Intermediate
	Influence and Negotiate	Gain consensus and commitment from others, and resolve issues and conflicts	Foundational
	Deliver Results	Achieve results through the efficient use of resources and a commitment to quality outcomes	Foundational
	Plan and Prioritise	Plan to achieve priority outcomes and respond flexibly to changing circumstances	Intermediate
	Think and Solve Problems	Think, analyse and consider the broader context to develop practical solutions	Intermediate
	Technology	Understand and use available technologies to maximise efficiencies and effectiveness	Intermediate
	Procurement and Contract Management	Understand and apply procurement processes to ensure effective purchasing and contract performance	Foundational
	Project Management	Understand and apply effective planning, coordination and control methods	Foundational
	Inspire Direction and Purpose	Communicate goals, priorities and vision, and recognise achievements	Foundational
	Optimise Business Outcomes	Manage people and resources effectively to achieve public value	Foundational
	Manage Reform and Change	Support, promote and champion change, and assist others to engage with change	Foundational

Public Service Commission