ehealth nsw changes to customer services€¦ · aligned with business goals. about ehealth nsw...

eHealth NSW

Changes to Customer Services Dear Member, Attached is correspondence the HSU has received from eHealth NSW regarding proposed changes to the Customer Services Team. Member feedback requested The HSU industrial team is currently reviewing the potential impacts of the proposed restructure upon affected employees. We are now seeking feedback, views and comments from our members. Please review the attached documentation and provide comment and feedback by close of business 7 May 2018. You can submit it by email to [email protected] with subject line eHealth Customer Services. HSU organiser and sub-branch involvement Your HSU organiser Craig Faber will be visiting your workplace shortly and convening a meeting to discuss the matter with affected employees. The HSU is also seeking expressions of interest from members to be part of the consultative process as a workplace delegate in any upcoming USCC meetings regarding this proposal. Please email Craig via [email protected] if you are interested in representing your workmates in USCC meetings. The most effective way to deal with these kinds of proposals is by taking into account the concerns of the group, agreeing on a way forward and presenting that united position to management. Please distribute this newsletter to your work colleagues for their information and comments and encourage them to attend the meeting. Not a member of the HSU? Now is time to join and have your say! You can join online at www.hsu.asn.au/join or call 1300 HSU NSW and join over the phone. A union’s effectiveness and negotiation power depends upon the strength and density of its membership base. Join your work colleagues today by becoming a member of the Health Services Union and help us continue to protect and improve your working life. In unity,

Gerard Hayes Secretary, HSU NSW/ACT/QLD

Newsletter: 204/2018 Date: 23 April 2018

Distribution: eHealth members Contact: Your HSU Organiser

mailto:[email protected]?subject=eHealth%20Customer%20Services

mailto:[email protected]

http://www.hsu.asn.au/join

Functional View of Customer Services

Jacob RoySnr Manager, Customer

Services

Service Quality Management aka Service

Support team

Technical Project

Coordination Team

IT Service Management

Team

State Wide Service Desk

Internal Projects Team

Desktop Support

Service Delivery Management

Team

Current View

Jacob RoySnr Manager, Customer

Services

Demand Delivery

Service Management

State Wide Service Desk

End User Services

Service Delivery Management

Future View

Configuration Management

Manager, IS Projects

Project Manager

Project Manager

Project Manager

Engagement Manager

Project Manager

Engagement Manager

Business Analyst

Internal Projects Team

Technical Project Coordinator








Technical Project Coordination Team


Manager, TPC


IT Service Management Team

Manager, ITSM

Configuration Analyst

Configuration Administrator



Asset Analyst

Change Coordinator

Capacity & Availability Manager

Change Coordinator

Change Coordinator

Configuration Manager

Change Manager

Change Coordinator

Service Quality Management aka Service Support team

Service Quality Manager

Incident Manager

Problem Manager

Incident Manager

Incident Manager

Incident Coordinator

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

CA Support

CA Support

Service Request Coordinator

Incident Manager

No Changes to‐ Service Delivery Team‐ End User Services‐ SWSD Team

Current View

Business Analyst

Demand Manager

IT Service Management Team

Change Manager

Change Manager

Change Manager

Change Manager

VacantChange Manager

VacantService Capability Manager

Incident Manager

Incident Coordinator

Incident Manager

Incident Manager

Problem Manager

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Business Analyst

Service Request Coordinator

Demand Delivery

VacantSnr Project Manager



VacantProject Manager



VacantProject Coordinator




VacantPrincipal Business

Analyst

VacantManager Demand Delivery

No Changes to‐ Service Delivery Team‐ End User Services‐ SWSD Team

Incident Manager


Future View

Customer Services

Proposed Changes

Date issued: 18 April 2018 PAGE 1

Frequently Asked Questions

What are the drivers for the change? In response to changes in the delivery of ICT Services and evolving industry demands, a functional review of the eHealth Operating Model and the IT Operating Model was conducted. This will result in a consolidation of services to ensure a consistent quality of service. The changes are aligned to the Service Delivery organisation.

When will it be made effective? We will commence the consultation period with staff from 18 April 2018 to 4 May 2018. During this time, staff will have the opportunity to provide feedback on the proposed changes.

Am I affected by this change?

If you are affected by the change, you would already have been spoken to. The details of the affected positions are below.

Position Classification FTE

Service Quality Manager HM4 1

Technical Project Coordinator (TPC) CM2 10

Team Manager, ITSM HM4 1

Capability & Availability Manager HM3 1

Configuration Administrator HM2 1

What are the proposed changes?

14 new positions as outlined below will be created. This will provide staff with an opportunity for career progression and also create a career path within the team.

Position Classification FTE

Service Capability Manager HM5 1

Principal Business Analyst HM4 1

Senior Project Manager HM4 3

Project Manager HM3 4

Project Coordinator HM2 4

Team Leader Onsite Support Programming Supervisor 1

These new positions will be filled in accordance with the Recruitment and Selection of Staff to the NSW Health Service Policy Directive – PD2015_026.

Customer Services

Proposed Changes


Employees who are affected are encouraged to apply for any of the new positions. These positions will be advertised directly to the affected staff in the first instance who will be entitled to priority assessment for similar or like roles.

How will the new positions be recruited? In the first instance, we will advertise the new positions to the affected staff. If any positions are not filled, then wider internal and external recruitment will be used. Affected staff will be offered the opportunity to attend a job application/interview skills workshop. All recruitment will be undertaken in accordance with the Recruitment and Selection of Staff to the NSW Health Service Policy Directive – PD2015_026 and based on merit and in accordance with the Managing Excess Staff of the NSW Health Service – PD 2012_021. .

What happens if I am affected and have been unsuccessful in obtaining a new position in the new structure?

In the event that an affected employee is unsuccessful in obtaining a new position in the new structure, staff will be provided the opportunity to be either redeployed to other areas within the organisation or may be offered the opportunity for voluntary redundancy in accordance with the Managing Excess Staff of the NSW Health Service – PD 2012_021.

Will consultation occur?

We have consulted the affected staff and will be providing staff with further information on the proposed changes today. Staff will have an opportunity to provide feedback on the proposed changes until 4 May 2018. Additionally, the Health Services Union (HSU) has been contacted and invited to provide feedback on the proposed changes. Management representatives and HR Business Partner will also be available to meet with staff one-on-one to provide ongoing support.

What happens if I apply for a lower graded position?

If you apply for a lower graded position, you may be entitled to 3 months of salary maintenance in accordance the Managing Excess Staff of the NSW Health Service – PD 2012_021.

What will happen to staff who are on leave?

Affected staff on leave have been contacted and provided with the option to attend the staff meeting or meet with the manager on their return.

Customer Services

Proposed Changes


Who can I contact for further information?

Jacob Roy, Senior Manager Customer Services– [email protected] (02) 9685 3418 Shareen Fouladi, HR Business Partner – [email protected] (02) 8907 1570 If you would like to talk with an independent counsellor, you are welcome to contact the Employee Assistance Program (EAP) provider Optum, a free and confidential 24 hours a day, 7 days a week service via the WHS Assist Line (02) 8644 2323. You also have the right to seek advice including from your union.



Role Description Onsite Support Team Leader – End

User Support

1

Award Health Employees Computer Staff (State) Award

Classification/Grade Programming Supervisor

Employment Status Permanent Full-time

Location Parramatta NSW

Department Service Delivery

Reports to End User Support Manager

Roles reporting to Level 1 Onsite Support Analysts

Position Number (Stafflink) TBC

Date of Approval TBC

Primary purpose of the role

End User Support Team Leader manages a team of level 1 onsite support analysts at multiple sites in

Sydney, providing technical support for end user computing environment and delivering technical outcomes

aligned with business goals.

About eHealth NSW

eHealth NSW is responsible for the delivery of information and communications technology (ICT) led

investments in clinical care, business services and smart infrastructure, providing a digitally enabled and

integrated health system that delivers quality patient centred health experiences to the people of NSW.

Key accountabilities

Provide technical direction to level 1 support analysts and resolve user identified problems in line with

service level agreements.

Collaborate with internal eHealth teams to deliver creative technical solutions for projects and business

initiatives that meet or exceed customer expectations.

Define and monitor compliance with processes for managing technical support and IT requests to

agreed service levels.

Escalate issues and risks with internal and/or external providers to minimise adverse impact on

eHealth’s digital platform used by our customers.

Manage the currency and validity of ICT reference materials to ensure team members are able to

access and apply up-to-date solutions for known IT issues and trending requests.

Report against performance metrics to highlight areas where applications development, vendor

relationship management or strategic infrastructure modifications are required for enhancing business

performance and efficiency.

2

Key challenges

Continually demonstrate that your adherence to the above accountabilities translate into efficient,

robust, reliable and agile service delivery.

Establish collaborative and influential relationships with stakeholders, customers and colleagues, to

ensure easy and effective achievement of team/project/business goals.

Effectively balance competing demands and contribute to maintaining a constructive workplace culture.

Key relationships

Who Why

Internal

Information Services Functional Heads

& Teams

Escalate issues, keep informed, advise and receive instructions to

support functional teams within eHealth

Provide feedback on trends/reporting and anomalies within functional

areas that impact on their performance to deliver intended services to

eHealth clients.

SMO Leads (Detect to Correct

Function)

Work with other SMO Leads in Service Portfolio and Capability domains.

Improve process governance and adoption of key underpinning

processes that support the Desktop portfolio

External

Service Providers & Customers Ensure eHealth services are delivered consistently to all external clients

Services are delivered in a cost-effective manner

Customer Satisfaction and SLAs meet or exceed expectations against

Desktop services

Position Dimensions

Direct Report: 7 Indirect Report: Nil

Financial Delegation

Budget ($): Nil Financial Delegation: Nil

Essential Requirements:

1. Demonstrated experience in providing leadership to 1st level support analysts with the ability to schedule

resources, develop and motivate a team to achieve excellence in customer service.

2. Proven ability to work effectively under pressure by managing competing priorities whilst recognising strategic

business requirements to meet deadlines, SLAs and KPIs.

3

Selection Criteria:

1. Demonstrated ability to communicate effectively with internal and external stakeholders, with the ability to

negotiate to achieve a consultative outcome.

2. Demonstrated experience of working effectively in a team to encourage engagement and collaboration.

3. Good understanding in the areas of incident management, problem management, change management,

Knowledge Management, and service level management - ITIL (Information Technology Infrastructure

Library).

4. Experience and a record of achievement in the delivery and support for technical services in a large and

complex service environment, including relevant qualifications or equivalent demonstrated experience across

multiple end user computing platforms/technologies/disciplines and ITIL v3 certification.

5. Excellent communication (verbal/written), negotiation and consultative skills. Proficiency in documenting

results of technical and other investigations.

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

This role also utilises an occupation specific capability set which contains information from the Skills

Framework for the Information Age (SFIA). The capability set is available at

www.psc.nsw.gov.au/capabilityframework/ICT

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 Adept

Act with Integrity Adept

Manage Self Adept

Value Diversity Intermediate

Communicate Effectively Adept

Commit to Customer Service Adept

Work Collaboratively Adept

Influence and Negotiate Intermediate

Deliver Results Adept

Plan and Prioritise Advanced

Think and Solve Problems Adept

Demonstrate Accountability Intermediate

4



Finance Intermediate

Technology Adept

Procurement and Contract Management Intermediate

Project Management Intermediate

Occupation / profession specific capabilities

Capability Set Category, Sub-category and Skill Level and Code

Relationship & Engagement, Stakeholder Management, Relationship

Management

Level 4 - CSMG

Delivery & Operation, Service Operation, Incident Management Level 5 – USUP

Delivery & Operation, Service Operation, Problem Management Level 5 – PBMG

Delivery & Operation, Service Operation, System Software Level 4 – SYSP

Delivery & Operation, Service Operation, Systems

Installation/Decommissioning

Level 4 – HSIN

5

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

Adept Tailor communication to the audience

Clearly explain complex concepts and arguments to individuals and

groups

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

necessary

Create opportunities for others to be heard

Actively listen to others and clarify own understanding

Write fluently in a range of styles and formats

Results

Think and Solve

Problems

Advanced Undertake objective, critical analysis to draw accurate conclusions

that recognise and manage contextual issues

Work through issues, weigh up alternatives and identify the most

effective solutions

Take account of the wider business context when considering

options to resolve issues

Explore a range of possibilities and creative alternatives to

contribute to systems, process and business improvements

Implement systems and processes that underpin high quality

research and analysis

Business Enablers

Technology

Adept Undertake objective, critical analysis to draw accurate conclusions

that recognise and manage contextual issues

Work through issues, weigh up alternatives and identify the most

effective solutions

Take account of the wider business context when considering

options to resolve issues

Explore a range of possibilities and creative alternatives to

contribute to systems, process and business improvements

Implement systems and processes that underpin high quality

research and analysis

6

Occupation specific capability set (Skills Framework for the Information Age – SFIA)

Category and

Sub-Category

Level and Code Level Descriptions

Relationship &

Engagement,

Stakeholder

Management,

Relationship

Management

Level 4

CSMG

Customer service support (CSMG) - Monitors customer service

functions, and collects performance data. Assists with the specification,

development, research and evaluation of services standards. Applies

these standards to resolve or escalate issues and gives technical

briefings to staff members.

Delivery & Operation,

Service Operation,

Incident Management

Level 5

USUP

Service Operation (USUP) - Ensures that incidents are handled

according to agreed procedures. Investigates escalated incidents to

responsible service owners and seeks resolution. Facilitates recovery,

following resolution of incidents. Ensures that resolved incidents are

properly documented and closed. Analyses causes of incidents, and

informs service owners in order to minimise probability of recurrence,

and contribute to service improvement. Analyses metrics and reports on

performance of incident management process.


Service Operation,

Problem Management

Level 5

PBMG

Problem Management (PBMG) - Ensures that appropriate action is

taken to anticipate, investigate and resolve problems in systems and

services. Ensures that such problems are fully documented within the

relevant reporting system(s). Enables development of problem solutions.

Coordinates the implementation of agreed remedies and preventative

measures. Analyses patterns and trends.


Service Operation, IT

Infrastructure

Level 4

SYSP

IT Operations (ITOP) - Reviews system software updates and identifies

those that merit action. Tailors system software to maximise hardware

functionality. Installs and tests new versions of system software.

Investigates and coordinates the resolution of potential and actual

service problems. Prepares and maintains operational documentation for

system software. Advises on the correct and effective use of system

software.


Service Operation,

Systems

Installation/Decommis

sioning

Level 4

HSIN

Hardware/Software Installation (HSIN) - Undertakes routine

installations and de-installations of items of hardware and/or software.

Takes action to ensure targets are met within established safety and

quality procedures, including, where appropriate, handover to the client.

Conducts tests of hardware and/or software using supplied test

procedures and diagnostic tools. Corrects malfunctions, calling on other

experienced colleagues and external resources if required. Documents

details of all hardware/software items that have been installed and

removed so that configuration management records can be updated.

Develops installation procedures and standards, and schedules

installation work. Provides specialist guidance and advice to less

experienced colleagues to ensure best use is made of available assets,

and to maintain or improve the installation service.

7

Other Specific Requirements

The role and responsibilities are to be carried out in a manner that is consistent with delegations, policies, procedures

and operations systems of HealthShare NSW. The following specific requirements should be noted:

Culture

Contribute to a constructive workplace culture and a safe workplace. Model the organisation’s CORE values and ensure

all workplace conduct is consistent with the behaviours associated with those values and the NSW Health Code of

Conduct.

Finance and Resources

Manage allocated finance and resources efficiently and effectively in accordance with the HealthShare NSW Delegations

Manual (and supporting corporate policies and documentation). This may include, but not be limited to, management

of an allocated budget, assets and stores, corporate records, intellectual property and personnel records and include

the correct retention of data and records.

Fraud and Corruption

Ensure there are effective and sustained controls to prevent, detect and respond to fraud and corruption.

On-call

Participate in on-call work as required

Performance Appraisal

Employees and managers should regularly check-in with each other, providing feedback to each other. All new staff

should have an initial performance assessment within three (3) months following commencement of employment. At

least every twelve (12) months, a performance appraisal should be undertaken.

Risk Management

Undertake business unit risk planning and risk assessments, ensuring competence in risk management and

assessment. Understand and abide by the organisation’s risk policies, maintaining an understanding of the operational

and risk management context, managing risk accordingly.

Training

Comply with and participate in the organisation’s training programs and policies, maintaining currency of all mandatory

training.

Vaccination

Category B

Travel

Capacity and willingness, including current driver’s license recognised in NSW, to travel to eHealth NSW business and

service locations throughout NSW, which may include overnight stay in regional / remote areas.

Work Health and Safety

Workers have a duty of care to ensure everyone is safe at work. Leaders must be safety aware. Everyone must Think

Safe, Work Safe and Live Safe and follow the HealthShare NSW guide to safety excellence. This includes taking

reasonable care for your own safety and others, participating with consultation arrangements and complying with safety

instructions and work health and safety legislation, policies and procedures.

Workplace Diversity

Comply with and participate in the organisations workplace diversity goals and policies and procedures.

Employee Agreement

I have read the Position description and understand its contents, am fit and able to perform the duties outlined in the

Job Demands Checklist, and agree to work in accordance with the requirements of the position.

Signatories Name Signature Date

8

Employee

Manager / Supervisor

Job Demands Checklist

The purpose of this checklist is to manage the risk associated with the position in relation to the occupant. It may be

used to provide information about the position to a Health Professional required to perform a pre-employment medical

assessment. Identification of possible risk can also assist with the development of a training plan for the occupant to

ensure the risks are minimised.

Each position should be assessed at the site as to the incumbent’s (or future incumbent’s) OHS responsibilities

specific to the position. This form is to be completed in consultation with the manager/supervisor of the position being

recruited for.

Job Demands Frequency Key:

I = Infrequent intermittent activity exists for a short time on a very infrequent basis

O = Occasional activity exists up to 1/3 of the time when performing the job

F = Frequent activity exists between 1/3 and 2/3 of the time when performing the job

C = Constant activity exists for more than 2/3 or the time when performing the job

R = Repetitive activity involved repetitive movements

N = Not Applicable activity is not required to perform the job

Note: any entries not assigned a value will be automatically set to "N"

PHYSICAL DEMANDS - Description (comment) FREQUENCY

I O F C R N

Sitting – remaining in a seated position to perform tasks X

Standing – remaining standing without moving about to perform tasks X

Walking – floor type: even/uneven/slippery, indoors/outdoors, slopes X

Running – floor type: even/uneven/slippery, indoors/outdoors, slopes X

Bend/Lean Forward from Waist – forward bending from the waist to perform tasks X

Trunk Twisting – turning from the waist while sitting or standing to perform tasks X

Kneeling – remaining in a kneeling posture to perform tasks X

Squatting/Crouching – adopting a squatting or crouching posture to perform tasks X

Leg/Foot Movement – use of leg and/or foot to operate machinery X

Climbing (stairs/ladders) – ascend/descend stairs, ladders, steps X

Lifting/Carrying – light lifting and carrying (0 to 9 kg) X

Lifting/Carrying – moderate lifting and carrying (10 to 15 kg) X

Lifting/Carrying – heavy lifting and carrying (16kg and above) X

Reaching – arms fully extended forward or raised above shoulder X

Pushing/Pulling/Restraining – using force to hold/restrain or move objects toward or away from the

body X

Head/Neck Postures – holding head in a position other than neutral (facing forward) X

9

Hand and Arm Movements – repetitive movements of hands and arms X

Grasping/Fine Manipulation – gripping, holding, clasping with fingers or hands X

Work at Heights – using ladders, footstools, scaffolding, or other objects to perform work X

Driving/Riding – controlling the operation of a vehicle (e.g. car, truck, bus, motorcycle, bicycle) X

SENSORY DEMANDS - Description (comment)

I O F C R N

Sight – use of sight is an integral part of work performance (e.g. viewing of X-Rays, computer

screens) X

Hearing – use of hearing is an integral part of work performance (e.g. phone enquiries) X

Smell – use of smell is an integral part of work performance (e.g. working with chemicals) X

Taste – use of taste is an integral part of work performance (e.g. food preparation) X

Touch – use of touch is an integral part of work performance X

PSYCHOSOCIAL DEMANDS - Description (comment) FREQUENCY

Distressed People – e.g. emergency or grief situations X

Aggressive and Uncooperative People – e.g. drug/alcohol, dementia, mental illness X

Unpredictable People – e.g. dementia, mental illness, head injuries X

Restraining – involvement in physical containment of patients/clients X

Exposure to Distressing Situations – e.g. child abuse, viewing dead/mutilated bodies X

ENVIRONMENTAL DEMANDS - Description (comment) FREQUENCY

Dust – exposure to atmospheric dust X

Gases – working with explosive or flammable gases requiring precautionary measures X

Fumes – exposure to noxious or toxic fumes X

Liquids – working with corrosive, toxic or poisonous liquids or chemicals requiring personal

protective equipment (PPE) X

Hazardous Substances – e.g. dry chemicals, glues X

Noise – environmental/background noise necessitates people raise their voice to be heard X

Inadequate Lighting – risk of trips, falls or eyestrain X

Sunlight – risk of sunburn exists from spending more than 10 minutes per day in sunlight X

Extreme Temperatures – environmental temperatures are less than 15°C or more than 35°C X

Confined Spaces – areas where only one egress (escape route) exists X

Slippery or Uneven Surfaces - greasy or wet floor surfaces, ramps, uneven ground X

Inadequate Housekeeping - obstructions to walkways and work areas cause trips and falls X

Working At Heights – ladders/stepladders/scaffolding are required to perform tasks X

Biological Hazards – exposure to body fluids, bacteria, infectious diseases X

Role Description Principal Business Analyst Demand Delivery Office

Award Health Managers (State) Award

Classification/Grade Health Manager Level 4

Employment Status Permanent Full - Time

Location Parramatta

Department Customer Support, Service Delivery

Reports to Manager, Demand Delivery

Roles reporting to Senior Business Analyst, Business Analyst




The Principal Business Analyst defines, establishes and leads the Business Analyst team within the Demand Delivery

in delivering high quality review and analysis of the organisation’s business intentions, services, processes and

information needs to identify changes that lead to business improvements across eHealth.

About eHealth NSW

eHealth NSW is responsible for the delivery of information and communications technology (ICT) led investments in

clinical care, business services and smart infrastructure, providing a digitally enabled and integrated health system

that delivers quality patient centred health experiences to the people of NSW.


Provide expert advice about the feasibility and suitability of proposed solutions to optimise business performance

Lead and support critical IT projects, planning and delivery across a portfolio of complex initiatives.

Provide leadership and coaching to staff and effectively manage operational issues to ensure continuous effective

service delivery and a performance based, innovative, responsive and accountable customer focused work

culture.

Facilitate strong working relationships with key stakeholders to support collaboration, the exchange of information

and issues management to build on existing relationships and influence outcomes.

Work with key stakeholders to define critical business requirements and trends to improve operational capability

and identify business improvements.

Collaborate with key stakeholders to enhance business processes in a continuous improvement service delivery

environment.

Provide plain language advice on highly complex technical issues to non-technical audiences to enable informed

business decisions/outcomes and service level improvements.

Key challenges

Lead the engagement on Demand Delivery Management (Business Analysts) across the NSW health system,

balance competing demands to achieve business objectives, establish effective stakeholder relationships and

arrangements that ensure customer input to all decisions, and balance statewide needs with local innovation and

national directions

2

Work within an environment where technologies are subject to rapid evolution and change and identify technology

solutions and platforms that improve the efficiency and effectiveness of the overall service offering for customers

and drive improved value

Create, lead, and maintain a constructive workplace culture

Key relationships

Who Why

Internal

Manager Escalate issues, keep informed, advise and receive instructions Inspire and motivate team, provide direction and manage performance

Work team Support team, work collaboratively to contribute to achieving the team’s business outcomes

Participate in meetings to represent work group perspective and share information

Participate in discussions and decisions regarding implementation of innovation and best practice

Clients/customers Resolve issues and provide solutions to problems Provide strategic advice for business improvement Provide information regarding agency sector wide rules and standards

Position Dimensions

Direct Report: 7 Indirect Report: TBD



Essential Requirements

Extensive experience and a proven track record of achievement in leading the review and analyses of

critical/highly complex enterprise processes or services in a large and complex service industry organisation,

including relevant qualifications or equivalent. This includes demonstrated expertise improving business

performance by adopting innovative business analysis solutions.

Advanced proficiency in Microsoft Office Excel.

Selection Criteria

Demonstrated experience leading and developing capability of a team, and coaching and advising managers,

whilst always fostering a performance based and customer focused work culture.

Highly-developed analytical skills including the ability to analyse and interpret complex information from

numerous sources, prepare and present analysis and reports, deal with challenges creatively and achieve

business focused solutions.

Excellent organisational skills and demonstrated experience working in a high volume and demanding

professional environment with proven capacity to prioritise, multi-task, achieve business goals, perform and

always work with a customer focused approach.

Highly-developed interpersonal, consultation, facilitation and negotiation skills and demonstrated capacity to

broker effective IT system and solutions with a diverse range of internal and external key stakeholders.

3

Excellent communication skills, with the ability to produce high quality written documentation and

presentations in a timely manner.


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

This role also utilises an occupation specific capability set which contains information from the Skills Framework for

the Information Age (SFIA). The capability set is available at www.psc.nsw.gov.au/capabilityframework/ICT

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.





Manage Self Adept

Value Diversity Adept

Communicate Effectively Advanced


Work Collaboratively Intermediate

Influence and Negotiate Adept


Plan and Prioritise Adept


Demonstrate Accountability Adept


Technology Adept

Procurement and Contract Management Adept

Project Management Adept

Manage and Develop People Adept

Inspire Direction and Purpose Adept

Optimise Business Outcomes Adept

Manage Reform and Change Adept

4



Strategy and Architecture - Business Strategy and Planning

Business Process Improvement

Level 6 - BPRE

Business Change - Business Change Management

Business Analysis

Level 6 - BUAN

Business Change - Business Change Management

Requirements Definition and Management

Level 5 - REQM

Business Change - Relationship Management

Stakeholder Relationship Management

Level 6 - RLMT

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.



Personal Attributes

Display Resilience and

Courage

Adept Be flexible, show initiative and respond quickly when situations

change

Give frank and honest feedback/advice

Listen when ideas are challenged, seek to understand the nature of

the criticism and respond constructively

Raise and work through challenging issues and seek alternatives

Keep control of own emotions and stay calm under pressure and in

challenging situations

Relationships

Influence and

Negotiate

Adept Negotiate from an informed and credible position

Lead and facilitate productive discussions with staff and

stakeholders

Encourage others to talk, share and debate ideas to achieve a

consensus

Recognise and explain the need for compromise

Influence others with a fair and considered approach and sound

arguments

Show sensitivity and understanding in resolving conflicts and

differences

Manage challenging relations with internal and external

stakeholders

Pre-empt and minimise conflict

Results

Deliver Results

Adept Take responsibility for delivering on intended outcomes

Make sure team/unit staff understand expected goals and

acknowledge success

Identify resource needs and ensure goals are achieved within

budget and deadlines

Identify changed priorities and ensure allocation of resources meets

new business needs

5



Ensure financial implications of changed priorities are explicit and

budgeted for

Use own expertise and seek others' expertise to achieve work

outcomes

Results

Think and Solve

Problems

Adept Research and analyse information, identify interrelationships and

make recommendations based on relevant evidence

Anticipate, identify and address issues and potential problems and

select the most effective solutions from a range of options

Participate in and contribute to team/unit initiatives to resolve

common issues or barriers to effectiveness

Identify and share business process improvements to enhance

effectiveness

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

People Management

Manage and Develop

People

Adept Define and clearly communicate roles and responsibilities to

achieve team/unit outcome

Negotiate clear performance standards and monitor progress

Develop team/unit plans that take into account team capability,

strengths and opportunities for development

Provide regular constructive feedback to build on strengths and

achieve results

Address and resolve team and individual performance issues,

including unsatisfactory performance in a timely and effective way

Monitor and report on performance of team in line with established

performance development frameworks

6


Category and

Sub-Category


Strategy and

Architecture

Business Strategy and

Planning

Level 6

BPRE

BUSINESS PROCESS IMPROVEMENT (BPRE) – Analyses business

processes; identifies alternative solutions, assesses feasibility, and

recommends new approaches, typically seeking to exploit technology

components. Evaluates the financial, cultural, technological,

organisational and environmental factors which must be addressed in

the change programme. Establishes client requirements for the

implementation of significant changes in organisational mission,

business functions and process, organisational roles and

responsibilities, and scope or nature of service delivery

Business Change

Business Change

Management

Level 6

BUAN

BUSINESS ANALYSIS (BUAN) – Takes full responsibility for business

analysis within a significant segment of an organisation where the

advice given and decisions made will have a measurable impact on

the profitability or effectiveness of the organisation. Establishes the

contribution that technology can make to business objectives, defining

strategies, validating and justifying business needs, conducting

feasibility studies, producing high-level and detailed business models,

preparing business cases, overseeing development and

implementation of solutions, taking into account the implications of

change on the organisation and all stakeholders. Guides senior

management towards accepting change brought about through

process and organisational change

Business Change

Business Change

Management

Level 5

REQM

REQUIREMENTS DEFINITION AND MANAGEMENT (REQM) –

Facilitates scoping and business priority setting for large or complex

changes, engaging senior stakeholders as required. Selects the most

appropriate means of representing business requirements in the

context of a specific change initiative. Drives the requirements

elicitation process where necessary, identifying what stakeholder input

is required. Obtains formal agreement from a large and diverse range

of potentially senior stakeholders and recipients to the scope and

requirements, plus the establishment of a base-line on which delivery

of a solution can commence. Takes responsibility for the investigation

and application of changes to programme scope. Identifies the impact

on business requirements of external impacts affecting a programme

or project

7


Category and

Sub-Category


Business Change

Relationship

Management

Level 6

RLMT

STAKEHOLDER RELATIONSHIP MANAGEMENT (RLMT) –

Supports business change, acting as a single point of contact for

senior stakeholders, facilitating relationships between them. Ensures

that stakeholders understand available IT services, and promotes

financial and commercial awareness in order to deliver value-for-

money. Conducts analysis of demand for services and influences

stakeholders to ensure that the necessary investments are made to

deliver required services. Negotiates at senior level on technical and

commercial issues, to ensure that customers, suppliers and other

stakeholders understand and agree what will meet their needs, and

that appropriate service level agreements are defined. Oversees

monitoring of relationships including lessons learned and appropriate

feedback. Initiates improvement in services, products and systems




Culture



Conduct.












Risk Management




Training


training.

Vaccination

Category B

8






Workplace Diversity


Employee Agreement




Employee


9








recruited for.










I O F C R N
















body X







I O F C R N

10


screens) X



























Role Description Project Coordinator - ICT




Location Parramatta


Reports to Demand Manager

Roles reporting to Nil




The Project Coordinator - ICT assists Project Managers with the development and implementation of projects,

including project plans, policies and solutions and contributes to issue resolution and escalation, research, analysis

activities and planning and monitoring activities.

About eHealth NSW

eHealth NSW is responsible for the delivery of digital solutions for clinical care and business services, supported by

smart infrastructure, providing a digitally enabled and integrated health system that delivers quality patient-centred

health experiences to the people of NSW.


Monitor, track and report on the status of project deliverables to ensure time, cost and quality metrics are in line

with approved project plans for assigned projects. This includes assisting with project related risk management by

identifying areas of non-compliance to improve project outcomes and reduce project related risk.

Maintain register of compliance with endorsed project management methodology, ITIL change management

processes and other relevant organisational policies for audit purposes.

Contribute to the development of project plans under the guidance of a Project Manager to develop future

capability including researching and analysing options in relation to business cases and project deliverables to

guide optimal decision making.

Execute the planned assurance initiative and report on identified findings to assist with quality assurance and

compliance requirements.

Key challenges Establish collaborative and influential relationships with stakeholders, customers and colleagues, to ensure easy

and effective achievement of team/project/business goals.

Effectively balance competing demands.

Contribute to creating and maintaining a constructive workplace culture.

Key relationships

Who Why

Internal

Manager Escalate issues, keep informed, advise and receive instructions

2

Who Why

Work Team Participate in meetings to represent work group perspective and share

information Work collaboratively to contribute to achieving the team’s business

outcomes

Who Why

External

Customers Resolve and provide solutions to issues Provide information and guidance regarding project management rules and

standards

Position Dimensions

Direct Report: Nil Indirect Report: Nil




Demonstrated experience in project administration duties, including but not limited to, the maintenance of

project documentation, plans and reports, as well as updating risk/opportunity registers, schedule updates and

financial updates.

Understanding of Project Management Methodologies (PRINCE2, PMBOK, Agile) with extensive experience in project coordination for large/complex projects.

Selection Criteria

Demonstrated experience managing and overseeing key aspects of projects management and

implementation, including developing and monitoring project plans, coordinating resources, reporting, issue

and risk management and managing budgets.

Proven capacity to develop and implement initiatives, including the capability to plan, manage change, improve

performance and project manage.

Well-developed analytical skills including the ability to analyse and interpret information from numerous sources,

prepare and present analysis and reports, deal with challenges creatively and achieve business focused

solutions.

Demonstrated organisational skills and experience working in a high volume and demanding professional

environment with proven capacity to prioritise, multi-task, achieve business goals, perform and always work

with a customer focused approach.

Well-developed interpersonal and influencing skills with previous experience engaging, collaborating and

influencing key stakeholders and customers to influence and achieve optimal business outcomes.






3

Capability summary





Display Resilience and Courage Foundational

Act with Integrity Intermediate

Manage Self Intermediate

Value Diversity Foundational

Communicate Effectively Intermediate

Commit to Customer Service Intermediate


Influence and Negotiate Foundational

Deliver Results Intermediate


Think and Solve Problems Foundational

Demonstrate Accountability Foundational

Finance Foundational

Technology Intermediate

Procurement and Contract Management Foundational



Capability Set Category and Sub-category Level and Code

Business Change, Business Change Management Portfolio,

Programme and Project Support

Level 4 – PROF

Strategy and Architecture, Business Strategy and Planning, Business

Risk Management

Level 4 – BURM

Focus capabilities






Personal Attributes

Act with Integrity

Intermediate Represent the organisation in an honest, ethical and professional

way

Support a culture of integrity and professionalism

Understand and follow legislation, rules, policies, guidelines and

codes of conduct

4



Help others to understand their obligations to comply with

legislation, rules, policies, guidelines and codes of conduct

Recognise and report misconduct, illegal or inappropriate

behaviour

Report and manage apparent conflicts of interest

Relationships

Work Collaboratively


way



codes of conduct



Recognise and report misconduct, illegal or inappropriate

behaviour


Results

Plan and Prioritise

Adept Take into account future aims and goals of the team/unit and

organisation when prioritising own and others’ work

Initiate, prioritise, consult on and develop team/unit goals,

strategies and plans

Anticipate and assess the impact of changes, such as government

policy/economic conditions, on team/unit objectives and initiate

appropriate responses

Ensure current work plans and activities support and are

consistent with organisational change initiatives

Evaluate achievements and adjust future plans accordingly

Business Enablers

Project Management

Intermediate Perform basic research and analysis which others will use to

inform project directions

Understand project goals, steps to be undertaken and expected

outcomes

Prepare accurate documentation to support cost or resource

estimates

Participate and contribute to reviews of progress, outcomes and

future improvements

Identify and escalate any possible variance from project plans

5


Category and

Sub-Category


Business Change

Business Change

Management Portfolio

Level 4

PROF

Programme and Project Support (PROF) - Takes responsibility for

the provision of Project support services to small/medium scale

projects. Uses and recommends project control solutions for

planning, scheduling and tracking projects. Sets up and provides

detailed guidance on project management software, procedures,

processes, tools and techniques. Supports programme or project

control boards, project assurance teams and quality review

meetings. Provides basic guidance on individual project proposals.

May be involved in aspects of supporting a programme by providing

a cross programme view on risk, change, quality, finance or

configuration management.

Strategy and

Architecture


Planning

Level 4

BURM

Business Risk Management (BURM) - Investigates and reports on

hazards and potential risk events within a specific function or

business area.




Culture



Conduct.












Risk Management




Training


training.




6



Workplace Diversity


Vaccination

Category B

Employee Agreement




Employee









recruited for.










I O F C R N









7








body X







I O F C R N


screens) X























8





Role Description Project Manager - ICT




Location Parramatta


Reports to Demand Manager





The Project Manager - ICT coordinates the risk, quality and progress of small/medium ICT projects to organisational

standards, and ensures projects are completed on time, on budget, to quality standards, and within agreed scope.

About eHealth NSW





Manage the planning and delivery of small/medium projects including but not limited to, implementation of project

plans using appropriate tools and techniques, providing adequate reporting and escalations to senior management

as required.

Coordinate/manage the work of a project team to ensure agreed outcomes are achieved

Develop and implement project management plans to ensure the success of the project

Monitor and track progress of project performance using appropriate tools and techniques providing adequate

reporting and escalations to senior management as required.

Regularly communicate with key stakeholders to ensure project outcomes are met, whilst building and maintaining

stakeholder relationships through effective communication, negotiation and issues management to ensure project

deliverables are met.

Identify, document and manage project risks and issues in order to minimise their impact on the project.

Key challenges Establish collaborative and influential relationships with stakeholders, customers and colleagues, to ensure easy

and effective achievement of team / project / business goals.

Effectively balance competing demands.

Contribute to creating and maintaining a constructive workplace culture.

Key relationships

Who Why

Internal


2

Who Why


information Participate in discussions and decisions regarding implementation of

innovation and best practice

Project Coordinators Mentor and lead junior team members Leverage the DDO reporting capability.

Who Why

External

Service Providers Manage contracts and monitor provision of service to ensure compliance

with contracts and service agreements Contact to provide and gather information and resolve routine issues

Position Dimensions

Direct Report: Nil Indirect Report: Project Coordinators (4)




1. Extensive experience in managing small to medium technical projects in a large and complex service industry

organisation, including relevant project management qualifications or equivalent. This includes extensive

knowledge and demonstrated experience ensuring projects are completed on time, on budget, to quality

standards and within agreed scope.

2. Project Management Qualifications (PRINCE2, PMBOK, Agile) with extensive experience in project managing

large/complex projects.

Selection Criteria

Demonstrated experience managing and overseeing key aspects of projects management and



Proven capacities to develop and implement initiatives, including the capability to plan, manage change, improve

performance and project manage.

Well-developed analytical skills including the ability to analyse and interpret information from numerous sources,

prepare and present analysis and reports, deal with challenges creatively and achieve business focused

solutions.

Demonstrated organisational skills and experience working in a high volume and demanding professional



Well-developed interpersonal and influencing skills with previous experience engaging, collaborating and

influencing key stakeholders and customers to influence and achieve optimal business outcomes.

3






Capability summary





Display Resilience and Courage Intermediate


Manage Self Intermediate


Communicate Effectively Intermediate


Work Collaboratively Foundational

Influence and Negotiate Intermediate


Plan and Prioritise Intermediate

Think and Solve Problems Intermediate






Manage and Develop People Foundational

Inspire Direction and Purpose Foundational

Optimise Business Outcomes Foundational

Manage Reform and Change Foundational

4



Strategy and Architecture, Advice and Guidance, Consultancy Level 5 - CNSL

Business Change, Relationship Management, Relationship

Management

Level 4 - RLMT

Strategy and Architecture - Business Strategy and Planning

Business Risk Management

Level 5 - BURM

Change and Transformation, Business Change Implementation,

Project Management

Level 5 - PRMG

Focus capabilities






Personal Attributes

Act with Integrity


way



codes of conduct



Recognise and report misconduct, illegal or inappropriate behaviour


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

Think and Solve

Problems

Intermediate Research and analyse information and make recommendations

based on relevant evidence

Identify issues that may hinder completion of tasks and find

appropriate solutions

Be willing to seek out input from others and share own ideas to

achieve best outcomes

5



Identify ways to improve systems or processes which are used by

the team/unit

Business Enablers

Finance

Intermediate Understand basic financial terminology, policies and processes,

including the difference between recurrent and capital spending

Take account of financial and budget implications, including value

for money in planning decisions

Present basic financial information to a target audience in an

appropriate format

Understand financial audit, reporting and compliance obligations

and the actions needed to satisfy them

Display an awareness of financial risk and exposure and solutions

to address these

Business Enablers

Project Management


measurable terms



requirements




others




projects

People Management

Manage and Develop

People

Foundational Clarify work required, expected behaviours and outputs

Contribute to developing team capability and recognise potential in

people

Give support and regular constructive feedback that is linked to

development needs

Identify appropriate learning opportunities for team members

Recognise performance issues that need to be addressed and seek

appropriate advice


Category and

Sub-Category


Strategy and

Architecture

Advice and Guidance

Level 5 - CNSL

CONSULTANCY (CNSL) – Takes responsibility for understanding

client requirements, collecting data, delivering analysis and problem

resolution. Identifies, evaluates and recommends options,

implementing if required. Collaborates with, and facilitates

stakeholder groups, as part of formal or informal consultancy

agreements. Seeks to fully address client needs, enhancing the

capabilities and effectiveness of client personnel, by ensuring that

proposed solutions are properly understood and appropriately

exploited.

6


Category and

Sub-Category


Business Change

Relationship

Management

Level 4 - RLMT RELATIONSHIP MANAGEMENT (RLMT) – Implements stakeholder

engagement/communications plans, including for example; handling of

complaints; problems and issues; managing resolutions; corrective

actions and lessons learned; collection and dissemination of relevant

information. Uses feedback from customers and stakeholders to help

measure effectiveness of stakeholder management. Helps develop

and enhance customer and stakeholder relationships.

Strategy and

Architecture


Planning

Level 5 - BURM BUSINESS RISK MANAGEMENT (BURM) – Carries out risk

assessment within a defined functional or technical area of business.

Uses consistent processes for identifying potential risk events,

quantifying and documenting the probability of occurrence and the

impact on the business. Refers to domain experts for guidance on

specialised areas of risk, such as architecture and environment. Co-

ordinates the development of countermeasures and contingency

plans.

Change and

Transformation

Business Change

Implementation

Level 5 – PRMG PROJECT MANAGEMENT (PRMG) – Take full responsibility for the

definition, approach, facilitation and satisfactory completion of

medium-scale projects (typically with direct business impact and firm

deadlines). Identifies, assesses and manages risks to the success of

the project. Ensures that realistic project plans are maintained and

ensures regular and accurate communication to stakeholders,

consistent with the methods in use (Agile, Waterfall, etc). Ensures

Quality reviews occur on schedule and according to procedure.

Manages the change control procedure, and ensures that project

deliverables are completed within agreed cost, timescale and resource

budgets, and are signed off. Provides effective leadership to the

project team, and takes appropriate action where team performance

deviates from agreed tolerances.




Culture



Conduct.








7





Risk Management




Vaccination

Category B

Training


training.






Workplace Diversity


Vaccination

Category B

Employee Agreement




Employee









recruited for.






8





I O F C R N
















body X







I O F C R N


screens) X









9



















Role Description Senior Project Manager - ICT




Location Parramatta


Reports to Manager, Demand Delivery





The Senior Project Manager - ICT manages the risk, quality and progress of complex/large ICT projects to

organisational standards, and ensures projects are completed on time, on budget, to quality standards, and within

agreed scope.

About eHealth NSW





Lead and manage the planning and delivery of complex and/or large projects, including all aspects of the project

management lifecycle (business cases, project plans, identification and allocation of resources, budgets,

communication and reporting) to ensure successful and quality project deliverables.

Develop strategies for the continuous monitoring, evaluation and improvement of all aspects of project

implementation, including risk and contingency management, benefits realisation, project impact and quality

measures.

Lead and manage project team/s to deliver all key milestones and outcomes of the project/s.

Manage and develop stakeholder relationships through effective communication, negotiation and issues

management, whilst fostering and sustaining strategic partnerships across teams, Directorates and the wider

Health agencies.

Provide expert advice about the feasibility and suitability of proposed solutions to optimise business performance.

Key challenges Lead the engagement on IT Service Management across the NSW Health system, balance competing demands to

achieve business objectives, establish effective stakeholder relationships and arrangements that ensure customer input to all decisions, and balance state-wide needs with local innovation and national directions.

Work within an environment where technologies are subject to rapid evolution and change and identify technology solutions and platforms that improve the efficiency and effectiveness of the overall service offering for customers and drive improved value.

Create, lead and maintain a constructive workplace culture.

2

Key relationships

Who Why

Internal



information Participate in discussions and decisions regarding implementation of

innovation and best practice Mentor and lead junior team members Leverage the DDO reporting capability.

Who Why

External

Service Providers Negotiate and approve contracts and service agreements Manage contracts and monitor provision of service to ensure compliance

with contracts and service agreements Contact to provide and gather information and resolve routine issues

Position Dimensions

Direct Report: Nil Indirect Report: Varies based on project requirements




1. Extensive experience and a record of achievement in Service Management in a large and complex service environment, including relevant qualifications or equivalent demonstrated experience. This includes extensive knowledge and experience across multiple ITIL v3 disciplines such as Service Transition and Service Operation with a focus on Service Operation and Continual Service Improvement.

2. Project Management Qualifications (PRINCE2, PMBOK, Agile or other recognised Project Management qualifications) with extensive experience in project managing large/complex projects.

Selection Criteria

Demonstrated experience managing and overseeing major aspects of projects management and



Proven capacity to develop and implement complex strategic initiatives, including the capability to plan,

manage change, improve performance and project manage.

Highly interpersonal, influencing and negotiation skills with demonstrated experience engaging and influencing

key stakeholders and customers to influence and achieve optimal business outcomes

Excellent analytical skills including proven experience in analysing and interpreting complex information from numerous sources, preparing and presenting analysis and reports, dealing with challenges creatively and achieving business focused solutions.

Superior organisational skills and experience working in a high volume and demanding professional



3






Capability summary







Manage Self Adept


Communicate Effectively Adept





Plan and Prioritise Intermediate







Manage and Develop People Intermediate

Inspire Direction and Purpose Intermediate

Optimise Business Outcomes Intermediate

Manage Reform and Change Intermediate

4



Strategy and Architecture, Advice and Guidance, Consultancy Level 5 - CNSL

Relationship and Engagement, Stakeholder Management, Relationship

Management

Level 5 - RLMT

Strategy and Architecture, Business Strategy and Planning, Business

Risk Management

Level 5 - BURM

Change and Transformation, Business Change Implementation, Project

Management

Level 6 - PRMG

Focus capabilities






Personal Attributes

Act with Integrity


way



codes of conduct



Recognise and report misconduct, illegal or inappropriate behaviour


Relationships

Influence and

Negotiate



stakeholders


consensus



arguments


differences


stakeholders


Results

Deliver Results

Adept Take responsibility for delivering on intended outcomes

Make sure team/unit staff understand expected goals and

acknowledge success

Identify resource needs and ensure goals are achieved within

budget and deadlines

Identify changed priorities and ensure allocation of resources meets

new business needs

Ensure financial implications of changed priorities are explicit and

budgeted for

5



Use own expertise and seek others' expertise to achieve work

outcomes

Results

Think and Solve

Problems

Adept Research and analyse information, identify interrelationships and

make recommendations based on relevant evidence

Anticipate, identify and address issues and potential problems and

select the most effective solutions from a range of options

Participate in and contribute to team/unit initiatives to resolve

common issues or barriers to effectiveness

Identify and share business process improvements to enhance

effectiveness

Business Enablers

Finance

Intermediate Understand basic financial terminology, policies and processes,

including the difference between recurrent and capital spending

Take account of financial and budget implications, including value

for money in planning decisions

Present basic financial information to a target audience in an

appropriate format

Understand financial audit, reporting and compliance obligations

and the actions needed to satisfy them

Display an awareness of financial risk and exposure and solutions

to address these

Business Enablers

Project Management


measurable terms



requirements




others




projects

People Management

Manage and Develop

People

Intermediate Ensure that roles and responsibilities are clearly communicated

Collaborate on the establishment of clear performance standards

and deadlines in line with established performance development

frameworks

Develop team capability and recognise and develop potential in

people

Be constructive and build on strengths when giving feedback

Identify and act on opportunities to provide coaching and mentoring

Recognise performance issues that need to be addressed and work

towards resolution of issues

6


Category and

Sub-Category


Strategy and

Architecture

Advice and Guidance

Level 5 - CNSL

CONSULTANCY (CNSL) – Takes responsibility for understanding

client requirements, collecting data, delivering analysis and problem

resolution. Identifies, evaluates and recommends options,

implementing if required. Collaborates with, and facilitates

stakeholder groups, as part of formal or informal consultancy

agreements. Seeks to fully address client needs, enhancing the

capabilities and effectiveness of client personnel, by ensuring that

proposed solutions are properly understood and appropriately

exploited.

Relationships and

Engagement

Stakeholder Engagement

Level 5 - RLMT RELATIONSHIP MANAGEMENT (RLMT) – Identifies the

communications needs of each stakeholder group in conjunction with

business owners and subject matter experts. Translates

communications/stakeholder engagement strategies into specific

tasks. Facilitates open communication and discussion between

stakeholders, acting a single point of contact by developing,

maintaining and working to stakeholder engagement strategies and

plans. (For example, may oversee the organisation’s

promotional/selling activities to one or more clients, to ensure that such

activities are aligned with corporate marketing objectives). Negotiates

with stakeholders at senior levels, ensuring that organisational policy

and strategies are adhered to. Provides informed feedback to assess

and promote understanding.

Strategy and

Architecture


Planning

Level 5 - BURM

BUSINESS RISK MANAGEMENT (BURM) – Carries out risk

assessment within a defined functional or technical area of business.

Uses consistent processes for identifying potential risk events,

quantifying and documenting the probability of occurrence and the

impact on the business. Refers to domain experts for guidance on

specialised areas of risk, such as architecture and environment. Co-

ordinates the development of countermeasures and contingency

plans.

Change and

Transformation

Business Change

Implementation

Level 6 – PRMG PROJECT MANAGEMENT (PRMG) – Takes full responsibility for the

definition, documentation and successful completion of complex

projects (typically with significant business, political, or high-profile

impact, and high-risk dependencies). Selects methods and tools,

using iterative techniques where appropriate, ensuring that effective

project control, change control, risk management and testing

processes are maintained. Monitors and controls resources, revenue

and capital costs against the project budget and manages

expectations of all project stakeholders.




Culture

7



Conduct.












Risk Management




Vaccination

Category B

Training


training.






Workplace Diversity


Vaccination

Category B

Employee Agreement




Employee


8








recruited for.










I O F C R N
















body X







I O F C R N

9


screens) X



























Role Description Service Capability Manager




Location Parramatta


Reports to Senior Manager, Customer Support

Roles reporting to Incident Manager, Problem Manager, Change Manager




The Service Capability Manager is responsible for leading, driving and managing eHealth Service Management

operational requirements in the areas of Incident Management, Problem Management, Change Management, through

the strategic and sustainable use of existing capabilities and development of future capabilities. This role has

significant impact on the achievement of required performance and service levels whilst negotiating and managing

competing strategic and current operational objectives.

About eHealth NSW





Development, management and provision of IT Service Management capabilities and services on behalf of Service Delivery to customers state-wide and internally. The team consists of Incident, Problem and Change Management Processes and services.

Full responsibility for budgeting, estimating, planning and objective setting, including determining specific programs of work or strategies required, which may involve large contract negotiations.

Lead, counsel and provide authoritative advice, as well as building long term strategic relationships, with senior stakeholders, using exceptional negotiation skills whilst maintaining organizational and strategic objectives.

Manages individuals and several group functions at a senior organizational level, within a wider complex and dynamic environment.

Key challenges

Lead the engagement on Service Capability Management across the NSW Health system, balance competing demands to achieve business objectives, establish effective stakeholder relationships and arrangements that ensure customer input to all decisions, and balance state-wide needs with local innovation and national directions.

Work within an environment where technologies are subject to rapid evolution and change and identify technology solutions and platforms that improve the efficiency and effectiveness of the overall service offering for customers and drive improved value.

Create, lead and maintain a constructive workplace culture.

2

Key relationships

Who Why

Internal

Manager & Information Services/

Corporate Executives

Escalate issues, keep informed, advise and receive instructions Report on compliance metrics Provide strategic and technical advice to influence decisions regarding

IT initiatives, end-to-end service and innovation. Ensure process alignment and provide and maintain the Service

Capability framework Ensure ongoing Service Owner support

Work team Inspire, guide, support and motivate team, provide direction and manage performance

Review the work and proposals of team members Encourage team to work collaboratively to contribute to achieving the

team’s business outcomes

eHealth Customers Resolve and provide solutions to issues Create awareness of policies and standards associated with

governance, risk and security and how they are applied in the organisation

Facilitate Service Capability Governance Provide Service Capability related advisory services

External

Auditors / Suppliers Undertake external audits and IT Service Capability reviews External Service Management integration assessments

Government Agencies Work with other agencies to share information and guidance

Position Dimensions

Direct Report: 14 Indirect Report: Nil




Superior experience and a record of achievement in Service Delivery and Service Support Management in a large and complex service environment, including relevant qualifications or equivalent demonstrated experience. This includes extensive knowledge and demonstrated experience across multiple ITIL v3 disciplines such as Service Strategy, Service Transition and Service Operations.

Selection Criteria

Demonstrated leadership experience, driving performance, developing the capability of a team, coaching and advising staff, and fostering a performance based and customer focussed work culture.

Excellent interpersonal, influencing and negotiation skills with extensive experience engaging, collaborating and influencing key stakeholders and customers at a senior level to influence and achieve optimal business outcomes (technological, financial and quality).

Superior organisational skills and experience working in a high volume and demanding professional

environment with a capacity to lead and manage operational service management requirements. This includes

3

meeting specified outcomes and time frames, while anticipating problems, developing contingencies and

negotiate solutions.

Highly developed analytical skills including the ability to analyse and interpret complex information from

numerous sources, exercise independent judgement, prepare and present analysis and reports, deal with

challenges creatively and achieve business focused innovative solutions.

Proven capacity to contribute and implement strategic initiatives, including the capability to plan, manage

change, improve performance and project manage.






Capability summary





Display Resilience and Courage Advanced


Manage Self Adept


Communicate Effectively Advanced


Work Collaboratively Adept




Think and Solve Problems Advanced

Demonstrate Accountability Advanced


Technology Adept

Procurement and Contract Management Adept


Manage and Develop People Adept

Inspire Direction and Purpose Adept

Optimise Business Outcomes Adept

Manage Reform and Change Advanced

4



Strategy and Architecture, Business Strategy and Planning, IT

Management

Level 6 – ITMG

Relationships and Engagement, Stakeholder Management, Relationship

Management

Level 6 – RLMT

Skills and Quality, People Management, Performance Management Level 5 – PEMT

Strategy and Architecture, Advice and Guidance, Technical Specialism Level 5 – TECH

Focus capabilities






Personal Attributes

Act with Integrity

Adept Represent the organisation in an honest, ethical and professional

way and encourage others to do so

Demonstrate professionalism to support a culture of integrity within

the team/unit

Set an example for others to follow and identify and explain ethical

issues

Ensure that others understand the legislation and policy framework

within which they operate

Act to prevent and report misconduct, illegal and inappropriate

behaviour

Relationships

Influence and Negotiate



stakeholders


consensus



arguments


differences


stakeholders


Results

Demonstrate

Accountability

Advanced Design and develop systems to establish and measure

accountabilities

Ensure accountabilities are exercised in line with government and

business goals

Exercise due diligence to ensure work health and safety risks are

addressed

Oversee quality assurance practices

Model the highest standards of financial probity, demonstrating

respect for public monies and other resources

5



Monitor and maintain business unit knowledge of and compliance

with legislative and regulatory frameworks

Incorporate sound risk management principles and strategies into

business planning

Business Enablers

Technology

Adept Demonstrate a sound understanding of technology relevant to the

work unit, and identify and select the most appropriate technology

for assigned tasks

Identify opportunities to use a broad range of communications

technologies to deliver effective messages

Understand, act on and monitor compliance with information and

communications security and use policies

Identify ways to leverage the value of technology to achieve

team/unit outcomes, using the existing technology of the business

Support compliance with the records, information and knowledge

management requirements of the organisation

People Management

Manage and Develop

People

Adept Define and clearly communicate roles and responsibilities to

achieve team/unit outcomes

Negotiate clear performance standards and monitor progress

Develop team/unit plans that take into account team capability,

strengths and opportunities for development

Provide regular constructive feedback to build on strengths and

achieve results

Address and resolve team and individual performance issues,

including unsatisfactory performance in a timely and effective way

Monitor and report on performance of team in line with established

performance development frameworks


Category and

Sub-Category


Strategy and

Architecture, Business

Strategy and Planning

Level 6 – ITMG IT Management (ITMG) - Identifies and manages resources needed

for the planning, development and delivery of specified information and

communications systems services. Influences senior level customers

and project teams through change management initiatives, ensuring

that the infrastructure is managed to provide agreed levels of service

and data integrity. Takes full responsibility for budgeting, estimating,

planning and objective setting. Plans and manages implementation of

processes and procedures, tools and techniques for monitoring and

managing the performance of automated systems and services, in

respect of their contribution to business performance and benefits to

the business, where the measure of success depends on achieving

clearly stated business/financial goals and performance targets.

Monitors performance and takes corrective action where necessary.

6


Category and

Sub-Category


Relationships and

Engagement,

Stakeholder

Management

Level 6 – RLMT Relationship Management (RLMT) - Builds long-term, strategic

relationships with senior stakeholders in the largest client

organisations (internal or external). Acts as a single point of contact

and facilitates access to colleagues and subject experts. Maintain a

strong understanding of clients’ industry and business, assists clients

in the formation of IT strategies, and acts to ensure that they are

offered products and services aligned to these strategies. Negotiates

at senior level on technical and commercial issues. Influences the

development and enhancement of services, products and systems,

and oversees the management and planning of business

opportunities. Oversees monitoring of relationships and acts on

relevant feedback.

Skills and Quality,

People Management

Level 5 – PEMT Performance Management (PEMT) - Manages individuals and

groups. Allocates responsibilities and/or packages of work. Provides

support and guidance as required, in line with individuals’ abilities.

Delegates responsibilities as appropriate. Advises individuals on

career paths, and encourages proactive development of skills and

capabilities. Sets performance targets, and monitors progress against

agreed quality and performance criteria. Provides effective feedback,

throughout the performance management cycle, to ensure optimum

performance. Mentors individuals, possibly within other parts of the

organisation. Participates, as appropriate, in formal processes such as

compensation negotiations and disciplinary procedures.

Strategy and

Architecture, Advice

and Guidance

Level 5 – TECH Technical Specialism (TECH) - Maintains an in-depth knowledge of

specific specialisms, and provides expert advice regarding their

application. Can supervise specialist consultancy. The specialism can

be any aspect of information or communication technology, technique,

method, product or application area.




Culture



Conduct.








7





Risk Management




Training


training.






Workplace Diversity


Vaccination

Category B

Employee Agreement




Employee









recruited for.






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