Role Description re Audience Development Officer - …€™s portfolio includes houses, museums, landscapes, a library and collections of paintings, furniture and objects. SLM is

Role Description Audience Development Officer - Special Projects

1

Cluster/Agency Planning & Environment

Department/Agency Sydney Living Museums

Division/Branch/Unit Curatorial & Public Engagement Division/Programs Team

Location The Mint

Classification/Grade/Band Clerk Grade 5/6

Kind of Employment Temporary

ANZSCO Code 272611

Role Number CPE039

PCAT Code 1119192

Date of Approval 19 May 2016

Agency Website www.sydneylivingmuseums.com.au

Department/Agency overview

A Historic Houses Trust of NSW (HHT), incorporating Sydney Living Museums (SLM), is a statutory

authority of, and principally funded by, the NSW Government. The Historic Houses Trust is one of a number

of agencies administered through the Office of Environment and Heritage (OEH), reporting to the Minister

for Heritage. OEH regulates industry, protects and conserves the NSW environment, manages over 850

national parks and reserves and protects the natural, cultural and built heritage in NSW.

SLM provides custodial care for significant historic places, buildings, collections and landscapes with

integrity, and enables people to enjoy and learn about them. SLM was established under the Historic

Houses Act 1980 to manage, conserve and interpret the properties vested in it for the education and

enjoyment of the public. SLM’s portfolio includes houses, museums, landscapes, a library and collections of

paintings, furniture and objects. SLM is managed through four Divisions – Heritage & Collections, Curatorial

& Public Engagement, Commercial & Marketing Services and Operations & Governance.

SLM cares for 11 of the State's most important historic houses, museums and their collections: Elizabeth

Bay House, Elizabeth Farm, Hyde Park Barracks Museum, Justice & Police Museum, Meroogal, Museum

of Sydney, Rose Seidler House, Rouse Hill House & Farm, Susannah Place Museum, The Mint and

Vaucluse House. All are listed in the NSW State Heritage Register. The Museum of Sydney and the Hyde

Park Barracks are on the National Heritage list, with Hyde Park Barracks also on the UNESCO World

Heritage List.

SLM’s portfolio assets are valued at more than $244 million including buildings, land and museum

collections. It also maintains 38 hectares of land including public spaces, farmland and gardens, as well as

infrastructure such as roads, farm dams, 8 kilometres of fences and gates.

The agency collects, catalogues and conserves material relating to core themes of domestic material

culture, the history of art, architecture and design, and aspects of Sydney’s social history related to its sites.

The collections held at museums are valued at more than $29 million and comprise 250,000 archaeological

artefacts, more than 47,500 objects, more than 130,000 glass-plate negatives, a library collection and a

growing digital collection – all of cultural significance to the history of NSW.

The Curatorial & Public Engagement Division includes the Curatorial & Exhibitions, Programs, Education,

Volunteering, Web and Screen Media Teams. The Division produces exhibitions at SLM's museums,

Role Description Audience Development Officer - Special Projects2

interprets the properties, presents stories from the collections, runs educational and public programs, and

manages publications, web and social media platforms to engage over 1 million visitors annually onsite and

online. The Division also includes the City Portfolio (comprised of the Justice & Police Museum, Museum of

Sydney and Susannah Place Museum), and the House Museums Portfolio (comprising Elizabeth Bay

House, Elizabeth Farm, Meroogal, Rose Seidler House, Rouse House & Farm and Vaucluse House).

The Programs Team is one of a number of servicing teams in SLM. The Programs Team supports SLM’s

work of interpreting and managing places of cultural significance in New South Wales and is responsible for

developing new public programs and sustaining recurrent programs that are innovative and of the highest

quality. Programs include specific K-12 education programs, food events, garden events, bus tours, school

holiday activities, lectures, art events, symposiums, literary festivals, performance projects and Sydney

Open. Programs need to engage a wide range of audiences from pre-schoolers to adult learners in new

and interesting ways.

Primary purpose of the role

Coordinate and manage all aspects of special projects at Sydney living Museums’ sites to facilitate the

efficient development and delivery of audience engagement projects and support objectives of the

Programs Team.

Key accountabilities

Coordinate special projects to engage audiences and stakeholders in Sydney Living Museums’ public

programming.

Support curatorial and interpretation staff in developing clear strategies to engage stakeholders in the

delivery of public programs.

Establish processes to integrate special project outcomes into Sydney Living Museums’ forward

programs and brand strategies.

Lead and participate in project teams for the development and delivery of innovative and engaging

programs and activities to increase audience development and engagement.

Plan, coordinate and implement event management processes associated with special project delivery to

achieve set outcomes.

Identify, develop and manage mechanisms for shared administration and reporting for projects across

sites and agencies to allow for clear communication with all stakeholders.

Work closely with Portfolios and the Marketing & Communication Teams to coordinate and produce

promotion material related to programs.

Monitor project budgets to guarantee costs are controlled in accordance with project plans.

Key challenges

Coordinating projects across teams and agencies while overcoming the communications, scheduling,

resourcing and practical challenges that arise from projects dispersed over a number of sites to meet

agreed outcomes.

Working independently to drive and monitor progress to verify all stakeholders are meeting key

milestones, deadlines and reporting requirements for its delivery.

Balancing the needs and capacities of stakeholders with operational and brand requirements of Sydney

Living Museums to develop and maintain key relationships for project delivery.

Key relationships

Who Why

Internal

Head of Programs Receive guidance from and provide regular updates on projects, issues and


Who Why

priorities.

Receive support and advice on managing project expectations, internally and

externally and provide clear guidelines.

Receive direction on preparing and managing project budgets and schedules

to ensure stakeholders are regularly reporting and projects are delivered on

time and budget.

Head of Curatorial & Exhibitions Receive support and advice on managing project expectations, internally and

externally and provide clear guidelines.

Project Teams Lead interdisciplinary teams to coordinate resources for the production and

delivery of community and cultural programming.

Collaborate with to develop and provide consistent high level customer

services and on-site experiences.

Work closely with to ensure that projects are delivered within a framework to

manage risks, comply with and report on relevant policies including Equal

Employment Opportunity (EEO), Workplace Health & Safety (WHS), Codes of

Conduct and other requirements.

Marketing & Communications Team Collaborate with to coordinate, produce and disseminate promotional material

across multiple platforms to effectively promote projects to target audiences.

Staff across the agency Develop and maintain collaborative relationships for the delivery of

community programs and special projects.

Seek and secure support for projects to maximise the reach and

effectiveness of projects.







External

Contractors, consultants and other

service providers.

Communicate on issues relating to projects.







Role dimensions

Decision making

This role:

Takes active ownership of own work.

Consults with supervisor on issues with the potential to escalate or create precedent.


Seeks advice and clarification from their supervisor regarding matters that fall outside standard

guidelines and practices.

Maintains efficient lines of communication.

Works within project timelines, budgets and briefings set by the supervisor.

Reporting line

This role reports to the Head of Programs.

Direct reports

Nil

Budget/Expenditure

Nil

Essential requirements

3 years relevant experience working on the development, coordination and delivery of audience

engagement projects with public programming focus in a cultural institution or similar.

Experience in project coordination, negotiating shared outcomes and managing the requirements of

multiple stakeholders.

Experience in event management or creative production in the context of cultural or heritage

organisations.

Current NSW’s driver’s licence.

Capabilities for the role

The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability

Framework is available at www.psc.nsw.gov.au/capabilityframework

Capability summary

Below is the full list of capabilities and the level required for this role. The capabilities in bold are the focus

capabilities for this role. Refer to the next section for further information about the focus capabilities.

NSW Public Sector Capability Framework

Capability Group Capability Name Level

Display Resilience and Courage Intermediate

Act with Integrity Intermediate

Manage Self Adept

Value Diversity Intermediate

Communicate Effectively Intermediate

Commit to Customer Service Intermediate

Work Collaboratively Intermediate

Influence and Negotiate Intermediate



Capability Group Capability Name Level

Deliver Results Intermediate

Plan and Prioritise Intermediate

Think and Solve Problems Intermediate

Demonstrate Accountability Intermediate

Finance Foundational

Technology Intermediate

Procurement and Contract Management Foundational

Project Management Adept

Focus capabilities

The focus capabilities for the role 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 role’s key accountabilities.


Group and Capability Level Behavioural Indicators

Personal Attributes

Manage Self

Adept Look for and take advantage of opportunities to learn new skills and

develop strengths

Show commitment to achieving challenging goals

Examine and reflect on own performance

Seek and respond positively to constructive feedback and guidance

Demonstrate a high level of personal motivation

Relationships

Communicate

Effectively

Intermediate Focus on key points and speak in 'Plain English'

Clearly explain and present ideas and arguments

Listen to others when they are speaking and ask appropriate,

respectful questions

Monitor own and others' non-verbal cues and adapt where

necessary

Prepare written material that is well structured and easy to follow by

the intended audience

Communicate routine technical information clearly

Results

Deliver Results

Intermediate Complete work tasks to agreed budgets, timeframes and standards

Take the initiative to progress and deliver own and team/unit work

Contribute to allocation of responsibilities and resources to ensure

achievement of team/unit goals

Seek and apply specialist advice when required

Results

Plan and Prioritise

Intermediate Understand the team/unit objectives and align operational activities

accordingly

Initiate, and develop team goals and plans and use feedback to



Group and Capability Level Behavioural Indicators

inform future planning

Respond proactively to changing circumstances and adjust plans

and schedules when necessary

Consider the implications of immediate and longer term

organisational issues and how these might impact on the

achievement of team/unit goals

Accommodate and respond with initiative to changing priorities and

operating environments

Business Enablers

Project Management

Adept Prepare clear project proposals and define scope and goals in

measurable terms

Establish performance outcomes and measures for key project

goals, and define monitoring, reporting and communication

requirements

Prepare accurate estimates of costs and resources required for

more complex projects

Communicate the project strategy and its expected benefits to

others

Monitor the completion of project milestones against goals and

initiate amendments where necessary

Evaluate progress and identify improvements to inform future

projects

Documents

Role Description re Audience Development Officer - …€™s portfolio includes houses, museums, landscapes, a library and collections of paintings, furniture and objects. SLM is