MANAGER – STRATEGY AND ANALYSIS

Last Updated: September 2021 Version 1 Page 1 of 7 Owner: TAFE NSW Disclaimer: Printed copies of this document are regarded as uncontrolled.

MANAGER – STRATEGY AND ANALYSIS

BRANCH/UNIT Market Group

TEAM Strategy and Research

LOCATION Ultimo

CLASSIFICATION/GRADE/BAND TAFE Manager Level 4

POSITION NO. TBA

ANZSCO CODE 139999 PCAT CODE 2229192

TAFE Website www.tafensw.edu.au

1. ORGANISATIONAL ENVIRONMENT

TAFE NSW’s purpose is to skill the workforce of the future. It is Australia's leading provider of vocational education and training with over 500,000 annual enrolments and a proud history for setting the benchmark for quality service. As the NSW public provider, it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically, TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job training pathways for the most vulnerable in the community.

TAFE NSW offers the best of campus-based delivery as well as flexible, online and work-based learning. The TAFE NSW values of Customer First, Collaboration, Integrity and Excellence guide our team in strengthening communities, delivering world-class training for our students and producing job ready graduates for employers. The operating environment for TAFE NSW is dynamic as we leverage our scale, expertise, passion and reputation to meet the rapidly changing VET landscape.

TAFE NSW is committed to its students and customers and the role it plays in changing lives and opening up opportunities through learning.

2. POSITION PURPOSE

The Manager - Strategy and Analysis is responsible for managing the development and delivery of TAFE NSW corporate strategy, strategic plans and corporate KPI’s and targets, to enable the positioning of TAFE NSW as a sustainable and contemporary entity. The role also provides strategic advice and leads and undertakes data modelling and analysis on training demand, economic and workforce trends.

http://www.tafensw.edu.au/

TAFE NSW Position Description – Manager – Strategy and Analysis

3. KEY ACCOUNTABILITIES

1. Manage and coordinate the development of strategic and business plans and delivery of high quality, timely,evidence-based analysis and strategic advice relating to TAFE NSW corporate strategy to drive businessgrowth, operational excellence and innovation.

2. Build and maintain professional relationships with key stakeholders, including senior ministerial staff andsenior executives of central government agencies, to influence critical decision making and gather insights.

3. Determine requirements and lead the provision of data analysis, forecasting and establishment of keyperformance measures and targets aligned to the strategic and business plans.

4. Develop and deliver a robust strategic planning, analysis and modelling process to ensure opportunities arecapitalised on as they emerge and threats and risks are identified early to ensure proactive responses andminimal or nil impacts on the organisation.

5. Manage the provision of expert advice and data insights on external environmental changes, governmentinitiatives and the implications on demand for skills and TAFE NSW training delivery.

6. Assess strategic issues and risks to the realisation of strategic goals and business continuity and provide highquality strategic advice and analysis that delivers innovative and outcome driven solutions.

7. Drive the development and delivery of customised economic, demographic, labour market and industryanalytics to inform the development of the corporate strategy and operational plans, the alignment ofproduct offerings to skill needs and government priority areas, enabling informed decision making indeveloping regional service delivery plans.

8. Represent the organisation with the Head of Strategy and Research on matters concerning strategicpositioning and directions, including in cross-agency, inter-jurisdictional, international contexts and otherforums.

9. Demonstrate a genuine commitment to safety excellence and safety leadership. This includes setting healthand safety expectations, results and behaviours with direct reports, providing a safe workplace and ways ofworking, and promoting and complying with safety systems and procedures.

10. Place the customer at the centre of all decision making.11. Manage and develop a high performance team, aligned to the core values of integrity, collaboration,

excellence and a customer first attitude, through effective leadership, support and feedback.12. Collaborate with staff to ensure the development and regular review of meaningful individual performance

development and review plans that are clearly aligned to strategic objectives and focused to develop theindividual.

4. KEY CHALLENGES

• Delivering evidence-based strategic planning advice and analysis that takes account of the diversestakeholder considerations in a dynamic, volatile and political sensitive market.

• Ensuring the integrity of complex and often confidential strategic direction and positioning related decisionsand advice while ensuring alignment of strategic goals to operational strategies.

• Establishing a robust strategic planning, analysis and modelling process while multiple organisational reformsand government initiatives/directions are implemented.


5. KEY RELATIONSHIPS

WHO WHY

Internal

Head of Strategy and Research

• Receive leadership, direction and advice.• Provide advice and expertise and report on team’s activities and performance.

Direct Reports • Provide leadership, direction and advice.

Focus Team Leaders and TAFE Board

• Translate and communicate information relating to strategic planning, analysisand modelling that impacts on TAFE NSW.

• Provide expert advice on strategy and analysis.

Corporate/Delivery Group across TAFE NSW

• Liaise on business specific information and issues.• Provide expert advice and consultancy on a range of strategic and research

issues and initiatives.• Translate and communicate information relating to strategic research and

analysis that impacts on TAFE Corporate strategy and operational plans.

External

Government Agencies/Key external stakeholders

• Maintain relationships in area of expertise.• Connect and collaborate on issues, research and initiatives.• Represent TAFE NSW at meetings and forums.

6. POSITION DIMENSIONS

Reporting Line: Head of Strategy and Research

Direct Reports: Approximately ~ 7

Indirect Reports: Nil

Financial delegation: TBA Budget/Expenditure: TBA

Decision Making:

• Make decisions on complex and sensitive issues through the detailed analysis of alternative courses of actionand their implications on achieving organisational objectives and strategies.

• Manage functional expenditure and resourcing within relevant policy and delegation frameworks.• Matters requiring a higher level of approval are referred to the Reporting Line Manager.


7. ESSENTIAL REQUIREMENTS

1. Degree qualification in related field or equivalent significant experience.2. Demonstrated experience in developing strategic and business plans, delivering research and advice to

inform corporate strategies, establishing key performance indicators and targets.3. Demonstrated expertise in making strategic judgments by applying business and financial concepts,

interpreting data and providing analysis from a range of sources to provide strategic advice and informdecision making.

4. Demonstrated expertise on data analysis, forecasting, modelling and visualisation.5. Ability to address and meet focus capabilities as stated in the Position Description.

8. CAPABILITIES

NSW Public Sector Capability Framework

Below is the full list of capabilities and the level required for this role as per the NSW Public Sector Capability Framework. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities.

Capability levels are as follows and reflect a progressive increase in complexity and skill:

Foundational > Intermediate > Adept > Advanced > Highly Advanced

CAPABILITY GROUP NAME LEVEL

Display Resilience and Courage Advanced Act with Integrity Advanced Manage Self Adept Value Diversity and Inclusion Adept Communicate Effectively Advanced Commit to Customer Service Adept Work Collaboratively Advanced Influence and Negotiate Advanced Deliver Results Adept Plan And Prioritise Advanced Think and Solve Problems Advanced Demonstrate Accountability Adept Finance Adept Technology Adept Procurement and Contract Management Intermediate Project Management Adept Manage and Develop People Adept Inspire Direction and Purpose Advanced Optimise Business Outcomes Adept Manage Reform and Change Adept

http://www.psc.nsw.gov.au/workforce-management/capability-framework/access-the-capability-framework/the-capability-framework

http://www.psc.nsw.gov.au/workforce-management/capability-framework/access-the-capability-framework/the-capability-framework


FOCUS CAPABILITIES

The focus capabilities for the Manager - Strategy and Analysis are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the position’s key accountabilities.

NSW Public Sector Focus Capabilities

NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators

Personal Attributes

Display Resilience and Courage

Advanced

• Remain composed and calm and act constructively in highlypressured and unpredictable environments.

• Give frank, honest advice in response to strong contrary views.• Accept criticism of own 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 show decisiveness in dealing

with emotionally charged situations and difficult or controversialissues.

Personal Attributes

Act with Integrity Advanced

• Model the highest standards of ethical and professionalbehaviour and reinforce their use.

• Represent the organisation in an honest, ethical and professionalway and set an example for others to follow.

• Promote a culture of integrity and professionalism within theorganisation and in dealings external to government.

• Monitor ethical practices, standards and systems and reinforcetheir use.

• Act promptly on reported breaches of legislation, policies andguidelines.

Relationships

Communicate Effectively

Advanced

• Present with credibility, engage diverse audiences and test levelsof understanding

• Translate technical and complex information clearly andconcisely for diverse audiences

• Create opportunities for others to contribute to discussion anddebate

• Contribute to and promote information sharing across theorganisation

• Manage complex communications that involve understandingand responding to multiple and divergent viewpoints

• Explore creative ways to engage diverse audiences andcommunicate information

• Adjust style and approach to optimise outcomes• Write fluently and persuasively in plain English and in a range of

styles and formats.

Relationships

Influence and Negotiate

Advanced

• Influence others with a fair and considered approach andpresent persuasive counter-arguments.

• Work towards mutually beneficial ‘win-win’ outcomes.



• Show sensitivity and understanding in resolving acute andcomplex conflicts and differences.

• Identify key stakeholders and gain their support in advance.• Establish a clear negotiation position based on research, a firm

grasp of key issues, likely arguments, points of difference andareas for compromise.

• Anticipate and minimise conflict within the organisation and withexternal stakeholders.

Results

Think and

Solve Problems

Advanced

• Undertake objective, critical analysis to draw accurateconclusions that recognise and manage contextual issues.

• Work through issues, weigh up alternatives and identify the mosteffective solutions in collaboration with others.

• Take account of the wider business context when consideringoptions to resolve issues.

• Explore a range of possibilities and creative alternatives tocontribute to system, process and business improvements.

• Implement systems and processes that are underpinned by high-quality research and analysis.

• Look for opportunities to design innovative solutions to meetuser needs and service demands.

• Evaluate the performance and effectiveness of services, policiesand programs against clear criteria.

Results

Demonstrate Accountability

Adept

• Assess work outcomes and identify and share learnings to inform future actions.

• Ensure that own actions and those of others are focused onachieving 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’ healthand safety.

• Conduct and report on quality control audits.• Identify risks to successfully achieving goals, and take

appropriate steps to mitigate those risks.

Business Enablers

Finance Adept

• Understand core financial terminology, policies and processes,and display knowledge of relevant recurrent and capital financialmeasures.

• Understand the impacts of funding allocations on businessplanning and budgets.

• Identify discrepancies or variances in financial and budgetreports, and take corrective action.

• Know when to seek specialist advice and support and establishthe relevant relationships.

• Make decisions and prepare business cases, paying due regard tofinancial considerations.



People Management

Inspire Direction and Purpose

Advanced

• Promote a sense of purpose and enable others to understandthe links between government policy, organisational goals andpublic value.

• Build a shared sense of direction, clarify priorities and goals, andinspire others to achieve these.

• Work with others to translate strategic direction into operational goals and build a shared understanding of the link between these and core business outcomes.

• Create opportunities for recognising and celebrating highperformance at the individual and team level.

• Instil confidence, and cultivate an attitude of openness andcuriosity in tackling future challenges.

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MANAGER – STRATEGY AND ANALYSIS