manager property and commercial services economy, place ... · sustainable economic development and...

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Blue Mountains City Council City within a World Heritage National Park

POSITION DESCRIPTION

Manager Property and Commercial Services

Branch

Property and Commercial

Services Status L3 Manager

Reports to

Director Economy Place and

Infrastructure Salary Grade [insert]

Position Code TBC Date PD Approved 7 June 2019

Overview This position manages the Property and Commercial Services Branch, one of three branches

within the Economy Place and Infrastructure Services Directorate.

Infrastructure

Branch

Property and

Commercial

Services

Branch

ECONOMY, PLACE AND

INFRASTRUCTURE

SERVICES

DIRECTORATE

Economy,

Tourism and Place

Branch

Special Projects

The Economy, Place and Infrastructure Directorate manages the Council’s property and

commercial services and the planning, design, delivery and maintenance of the Council’s civil and

built infrastructure including roads, drainage, footpaths, buildings and major projects. It drives

sustainable economic development and tourism and facilitates holistic place management. Its

delivers a renewed focus on town and village development, supporting achievement of safe, vibrant

and well-designed centres, spaces and places. It includes a coordinated area-based approach that

seeks to build relationships with key stakeholders and work in partnership to resolve place-based

issues.

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Position Purpose The Manager Property and Commercial Services is responsible for managing the Council’s

property portfolio and commercial activities.

The position consolidates all property management matters including: acquisition and disposal,

maintenance, accessibility and asbestos management as well as more effective planning and

management of commercial, community and operational buildings within available resources.

The position also manages the Council’s Trades Team (plumbing, electrical and carpentry) and the

Hazardous Materials Team.

This position contributes to the achievement of all of the Key Directions of the Blue Mountains Community Strategic Plan 2035 with particular contribution to the MOVE and THRIVE Key Directions which have the following goals: MOVE: By 2035 we are a more accessible City THRIVE: By 2035 we are a more economically sustainable City Appendix 1 outlines the 4-Year Priority Actions, within the Council’s Delivery Program 2017-2021, that the Manager Property & Commercial Activities is responsible for delivering.

Position Dimensions The Services and Key Functions delivered by the Property and Commercial Services Branch are

as follows:

Services Key Functions

Council Property Portfolio

Management of the Council’s operational, community and commercial property portfolio

Management of the Council’s Trade Services (carpentry, plumbing, electrical, signage)

Hazardous materials and asbestos management

Council Commercial Activities

Management and business plan development for Council Commercial

Activities including:

- Tourist parks at Blackheath and Katoomba

- Commercial property portfolio

- BMCC Effluent Collection Service

- Service NSW Agency at the Katoomba BMCC Headquarters

Budget

The 2019-20 operational expenditure budget for the Branch is $3.7 million (see Appendix 2 for

more detailed information on Branch expenditure budget.

Manage Branch Reports

Direct Reports 4

Indirect Reports 32

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Decision Making The Manager Property and Commercial Services makes judgements or recommendations based

on advanced analytical or creative thought and influences a number of community groups through

policy application and development. Significant planning and consultation are required internally

and externally of Council to plan, coordinate and deliver services.

Guidelines shaping how we work The Council completed an Organisational performance Review in 2019 and has adopted the

following principles to guide how we work within the Council:

We act as one organisation responding to the changing needs of our LGA and community

We are strategy led, driven by our Community Strategic Plan, with clear priorities and

focus

We are service focused – we continuously improve service provision and provide excellent

customer service

We collaborate and work together to achieve our outcomes

We ensure safety and wellbeing is at the centre of our organisation, operations and

culture

We are a financially sustainable organisation, living within our means, ensuring best value

resource allocation

These Guidelines complement the Council’s adopted values of: Work Together, Work Safe Home

Safe, Service Excellence, Value for Money, Trust and Respect and Supporting Community.

Outcomes to be delivered

Strategy Led and Service Focused

Implement the Council’s Delivery Program and Operational Plan (DPOP) strategies and

actions to deliver Community Strategic Plan outcomes that are identified as the Branch

Manager’s responsibility (see Appendix 1 for details)

Within corporate guidelines, contribute to developing, implementing and reporting on Service

Business Plan/s (strategic financial, workforce and asset planning) for services delivered by

the Branch.

Ensure data required for monitoring and reporting service performance, for which the

Branch is responsible, is collected, stored and made available

Develop and maintain cyclic property renewal and maintenance programs

Develop and maintain property investment portfolios for commercial property

Leadership as a Member of the Senior Leadership Team

Support the Directors in carrying out their roles

As Managers and team members, take collective responsibility for:

- good governance in a collaborative, non-competitive workplace environment

- contribution to effective enterprise risk management

- oversight and decision-making related to legislative and other compliance issues

- compliance driving the achievement of the organisation’s Vision, Mission and Values

Attend and participate, individually and collectively as appropriate, in Senior Leadership

Team meetings

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Leadership as Branch Manager

Demonstrate passion and sense of purpose for the Branch’s role that leads and inspires

staff and translates sense of purpose into their individual roles

Take responsibility for decisions, policies and actions within the scope of the role, including

administration, governance and implementation

Meet leadership obligations to report, explain and be answerable

Work and collaborate with other parts of the organisation as needed and required

Culture

Instil the organisation’s Values and Guidelines Shaping How We Work across the Branch

Model, support and encourage behaviour that shapes a safe, collaborative, fair and just

culture across the Directorate and within the Branch

Model, support and encourage a culture of learning that, as a priority, ensures staff are well

trained and equipped to carry out their individual roles

Workplace Health and Safety

As an Officer, as defined under the relevant WHS legislation, comply with all due diligence

obligations in respect to WHS. This includes but is not limited to:

o Formulation and implementation of policies and procedures to ensure compliance

with WHS legislation and the provision of sufficient resources to do this

o Ensuring duty of care through keeping up to date on relevant WHS matters

o Ensuring incidents, hazards, risks and well-being are understood, minimized and

managed effectively in a timely manner across Council and within your Directorate

o Providing advice and support to line management to ensure they are able to

comply with Councils WHS policies and WHS legislation

o Ceasing or directing the cessation of unsafe work

At all times comply with Councils Asbestos Management Plan and Policy

Model the principles of a fair and just culture

Operational and Service Excellence

Achieve organisational objectives and meet all statutory and legal requirements involved in

managing and delivering the Branch’s services and functions as identified in the Delivery

Program and annual Operational Plan

In delivering Branch services, support achievement of a sustainable and successful future

for the Blue Mountains socially, economically and environmentally

Promote, encourage and acknowledge continual improvement in the Directorate and

Branch to achieve more effective and efficient service delivery

Model and promote excellence in customer service

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A Financially Sustainable Council

Contribute to the review, update and achievement of the Council’s Resourcing Strategy

every four-year Council Term

Manage, maintain and deliver best value services within the Property and Commercial

Services Branch:

o With funding allocated through the Long-Term Financial Plan

o With workforce skills and capabilities matched to achieving Directorate and Branch

goals

o With services and assets in risk-free condition that are fit for purpose

General

Any other duties within area of skill and scope of the position as directed

Stakeholder Engagement

Internal Stakeholder Engagement Focus

Councillors and the

Council (elected body)

Develop and deliver formal briefings and reports for Councillors and the

Council as required

Other Directorates and

Branches in the Directorate

Collaborative, whole of organisation approach by Managers to service

delivery and achieving organisational goals

Direct Reports Direct reports are informed and equipped to carry out their roles and

understand how their work contributes to the achievement of

organisational goals

External Stakeholder Engagement Focus

Government agencies Liaison with SafeWork NSW and the Environment Protection Authority in

relation to management of hazardous materials

Liaison with Transport for NSW, Roads and Maritime Service and Sydney

Water and other agencies as required in relation to Council-owned

property matters

Tenants, Lessee’s and

user groups

Liaison with prospective and current tenants, lessee’s and user groups of

Council-owned property

Traditional Owners Engagement with traditional owners as required in relation to Council-

owned property

Land Owners Engage and negotiate with private property owners in relation to property

transactions across Council-owned land or land in which Council has or

seeks interest

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External Stakeholder Engagement Focus

Private sector Engage, liaise and consult with local organisations, community groups,

Community Engagement, consultation, information provision and liaison as required,

hazardous materials management, building safety

Non-government

community organisations,

and groups

Liaison with community organisations and groups on property matters

including leases and licenses and hazardous materials management

Corporate Obligations

Manage direct reports The direct reports to this position are:

Program Leader Trades

Program Leader Hazardous Materials

Program Leader Property and Commercial Activities

Ensure Workplace

Health and Safety

Ensure, model, comply and co-operate with Workplace Health and

Safety policies, procedures, instructions and safe systems of work.

Provide a work environment free from hazards and ensure the health

and safety of self, staff and other people affected by the workplace.

Risk Management

Manage work practices to mitigate all identified risks, identify and report

additional risk and threats and assist in devising strategies to mitigate

those risks.

Code of Conduct

Adhere to Council’s Code of Conduct and the policies and procedures

that support it.

Delegations

Authority to operate within Delegations attached to the position.

Delegate responsibility and authority to the right person, providing the

necessary authority, resources and support.

Customer Service Meet and strive to exceed customer service standards

Continuous Improvement Model continuous improvement. Identify inefficient work practices and

recommend changes where appropriate

Professional

Development

Model, promote and engage with staff in relation to professional

development

Financial Management Manage allocated budgets and expenditure, ensuring the Council lives

within its means. Undertake relevant checks and apply any required

regulation, process and/or procedure in dealing with financial matters

Contract Management Ensure active, appropriate and safe contract management

Procurement Conduct activities in accordance with the Council’s Purchasing and

Procurement Policy and Procedures.

Information and Records

Management

Create required and appropriate records in Council’s electronic records

management system and ensure staff under your management are

responsibly managing records and information to ensure against loss,

removal or destruction.

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Selection Criteria Essential Requirements

Tertiary qualifications of relevance to the position in such areas as property management,

business management, contracts management or other relevant fields that demonstrate

transferable knowledge to the position and /or significant experience in a similar role

Skills and Experience

Extensive experience and skills in managing a commercial property portfolio and/ or

commercial activities with proven results

Extensive experience managing a property portfolio, including business plan development,

building and land sales/ purchases, property valuations and lease and licence

management

Experience and skills in property asset management including planning for cyclical

maintenance, renewal and upgrade of property assets and effective risk mitigation

Understanding and experience in successfully implementing Workplace Health and Safety

requirements associated with property portfolio and/or commercial activity management

including asbestos management requirements

High level communication skills and proven ability to effectively manage and lead a multi-

disciplinary team and implement property mediation processes

Proven ability to deliver results and respond effectively to changing circumstances

Proven ability to achieve a strong customer service culture and foster good working

relationships with internal and external stakeholders

Experience and knowledge of the following Acts / planning instruments and their

application to management of property in NSW: NSW Local Government Act; Retail

Leases Act; Crown Lands Act; NSW Roads Act; Just Terms Compensation Act; Native

Titles Act; Local Planning Instruments in context of Council owned property

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Behavioural Capabilities

Blue Mountains City Council is guided by the Local Government Capability Framework and has

developed the following set of capabilities that provide clear expectations about performance and

behaviour for positions in the Council.

Candidates need to demonstrate competence (Adept) in all five areas. Highlighted in bold are

capabilities which are currently an important Priority Focus (Advanced) for this position and

need to be addressed particularly in an application.

Personal attributes

o Manage self

o Display resilience and adaptability

o Act with integrity

o Demonstrate accountability

Relationships

o Communicate and engage

o Community and customer focus

o Work collaboratively

o Influence and negotiate

Results

o Plan and prioritise

o Think and solve problems

o Create and innovate

o Deliver results

Resources

o Manage finances

o Manage assets and tools

o Use technology and information effectively

o Manage procurement and contracts

Workforce Leadership

o Manage and develop people

o Inspire direction and purpose

o Optimise workforce contribution

o Lead and manage change

Appendix 3 provides more detailed information on the Local Government Capability Framework

and lists the essential behavioural criteria at the level required for this position.

Appendix 4 provides more detailed information on the behavioural indicators for the priority

Focus Capabilities – that is, indicators or examples of the behaviour we expect to see

demonstrated.

Further information regarding the Local Government Capability Framework is available at

https://www.lgnsw.org.au/key-initiatives/capability-framework

https://www.lgnsw.org.au/key-initiatives/capability-framework

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APPENDIX 1 Manager Property & Commercial Activities: DPOP 4-year Priority Action Responsibility (Updated annually with the adoption of the DPOP)

objective 1.1 The Council lives responsibly within its means and strengthens its financial sustainability

Strategy 1.1.a - Strengthen the financial sustainability of the Council

4 yr priority ID

DELIVERY PROGRAM 4–year Priority Action

2019-2020 ID

OPERATIONAL PLAN 2019-2020 Action

Service Responsible Manager

1103 Identify innovative and creative ways of lowering costs and increasing income

D1103.04 Progress preferred option for the re-use of the Old Hazelbrook Child Care Centre (FFtF 1d)

Commercial Activities


objective 1.3

All levels of government provide value for money sustainable

services and infrastructure

Strategy 1.3.b - Improve the management of the city’s built infrastructure and natural assets within available resources

4 yr priority ID


2019-2020 ID



1312 Review the Council’s Administrative Property Portfolio

D1312.02 Complete review of Council’s Administrative Property Portfolio (AMS 2f)

Operational Internal

Manager Property and Commercial Activities

1313 Implement Asbestos Management Plan

D1313.05 Progress Asbestos Removal in Childcare and Early Childhood Health Centres (AWP 48) (WMS 1a)

Community Development


D1313.06 Progress Asbestos removal in Community Buildings (AWP 49) (WMS 1a)



D1313.07 Implement the illegal dumping strategy (WMS 1a)

Strategic & Governance


Strategy 1.3.c - Ensure a safe, skilled and engaged workforce that provides value for money services to the community

4 yr priority ID


2019-2020 ID



1321 Improve and strengthen the Council’s Workplace Health and Safety and asbestos management

D1324.04 Continue to strengthen staff training and management systems supporting effective asbestos management (WMS 1b)


Manager Property & Commercial Activities

D1324.06 Implement priority workplace accommodation improvements (AWP 157) (WMS 1b)



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objective 3.1 Blue Mountains communities are safe, caring, diverse and

inclusive

Strategy 3.1.a - Facilitate community access to community and cultural services and facilities that meet needs and support health and well-being

4 yr priority ID


2019-2020 ID



3101 Develop and implement the Community Facilities Strategy to ensure that community facilities across the City meet the current and future needs of the community

D3101.10 Develop program for adaptation of sporting amenities to be accessible, gender neutral and to cater to booked users and casual day use



D3101.11 Progress implementation of Community Buildings Licence Agreement



D3101.12 Implement additional cleansing at Community Halls (SV)



objective 3.2 The Blue Mountains community is healthy and active

Strategy 3.2.a - Facilitate community access to recreational and sporting services and facilities that meet needs and support health, well-being and an active lifestyle

4 yr priority ID


2019-2020 ID



D3206.13 Continue Sporting Amenities Block cleansing schedule and monitoring through reporting (SV)

City Presentation


objective 3.4 The Blue Mountains is a centre of culture, creativity and life-long learning

Strategy 3.4.a - Strengthen and promote the Blue Mountains as a City of the Arts within a World Heritage Area and a centre of culture and creativity

4 yr priority ID


2019-2020 ID



3401 The Blue Mountains Cultural Centre and The Blue Mountains Theatre are high quality and well used community facilities

D3401.03 Upgrade Fire Safety Sprinkler system and water tank at the Cultural Centre (AWP 158)

Cultural development


D3401.04 Install lighting winch bars at the Springwood Hub (AWP 154)



D3401.05 Re-surface the forecourt at the Springwood Hub (AWP 159)



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objective 4.2 The distinctive qualities of towns and villages are maintained and local identity and sense of pride strengthened

Strategy 4.2.a - Improve city presentation to meet community expectations for clean, safe and well-presented public spaces, towns and villages

4 yr priority ID


2019-2020 ID



4203 Review public toilet renewal program and implement planned renewal

D4203.03 No planned public toilet renewals for 2019-2020

City Presentation


objective 6.3 The City’s infrastructure supports diverse and sustainable economic development

Strategy 6.3.a - Provide and advocate for the infrastructure required to support sustainable economic development

4 yr priority ID


2019-2020 ID



6302 Develop and implement a business plan for Council owned tourist parks, including review of current operations and preferred options for future management

D6302.02 Progress preferred option for the ongoing management of Council owned tourist parks (FFtF 4d)



6304 Implement a renewal program of commercial properties to support the City’s economic development

D6304.04 Civic Arcade Katoomba, Public Domain Improvement Works (AWP 130)



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Appendix 2: Services and Assets managed by Property and Commercial Services Branch*

Branch

Services

Service Expenditure Budget 2019-2020

Assets Supporting Service

Value of Assets

Asset Management Plan (AMP) Responsibilities

Property and Commercial Activities


$2.8M Op ex $0.3M Cap ex

Tourist parks at Katoomba and Blackheath Leased Commercial premises Effluent removal tankers

Note: Commercial Buildings in Buildings AMP

Council Property Portfolio (internal service)

$2.9M Op ex $0.7M Cap ex

Operational, Community and Commercial Buildings (Note: these buildings are also listed as assets supporting a number of other services but responsibility for managing all building assets rests with Manager, Property & Commercial Activities)

$318M (includes all Council land, buildings and fixtures)

Buildings AMP

*As at 1 July 2019 and subject to change following review and update

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Appendix 3: Capabilities for the Position

The Blue Mountains City Council, guided by the Local Government Capability Framework, has

developed a set of capabilities that provide clear expectations about performance and behaviour

required for holding positions in the Council.

These capabilities, described in terms of demonstrable behaviour, bring into focus the behaviours

and attitudes that together make up Council’s desired culture by emphasising how we do the things

we do and making transparent what “good” looks like.

These capabilities are an important element in our recruitment and selection process and

candidates are required to address these in their applications.

The Capabilities are also involved in the full range of workforce management and development

activities: role design and description, performance management, learning and development and

strategic workforce planning etc.

Overleaf is the full list of capabilities and the level required for this position. While all capabilities

are required to be demonstrated, the capabilities in bold are the priority focus for this position.

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Appendix 4: Focus Capabilities and Behavioural Indicators

Local Government Capability Framework

Group and Capability Level Behavioural Indicators

Relationships

Community and Customer

Focus

Advanced Demonstrates a thorough understanding of the interests, needs and diversity in the community

Promotes a culture of quality customer service

Initiates and develops partnerships with customers and the community to define and evaluate service outcomes

Ensures that the customer is at the heart of business process design

Makes improvements to management systems, processes and practices to improve service delivery

Works towards social, environmental and economic sustainability in the community/ region

Relationships

Work Collaboratively

Advanced Builds a culture of respect and understanding across the organisation

Facilitates collaboration across units and recognises outcomes resulting from effective collaboration between teams

Builds co-operation and overcomes barriers to sharing across the organisation

Facilitates opportunities to develop joint solutions with stakeholders across the region and sector

Models inclusiveness and respect for diversity in people, experiences and backgrounds

Results

Plan and Prioritise

Advanced Ensures business plans and priorities are in line with organisational objectives

Uses historical context to inform business plans and mitigate risks

Anticipates and assesses shifts in the environment and ensures contingency plans are in place

Ensures that program risks are managed and strategies are in place to respond to variance

Implements systems for monitoring and evaluating effective program and project management

Results

Deliver Results

Advanced Sets high standards and challenging goals for self and others

Delegates responsibility appropriately and provides support

Defines what success looks like in measurable terms

Uses own professional knowledge and the expertise of others to drive results

Implements and oversees quality assurance practices

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Resources

Manage assets and tools

Advanced

Considers council and community assets in the design/ delivery of services

Facilitates and monitors appropriate deployment of assets and tools in line with community priorities

Implements and monitors compliance with asset management and maintenance plans and policies

Resources

Procurement and

contracts

Advanced

Ensures that organisational policy on procurement and contract management is implemented

Applies knowledge of procurement and contract management risks to decisions

Ensures others understand their obligations to manage and mitigate risks in procurement

Implements effective governance arrangements to monitor provider, supplier and contractor performance

Represents the organisation in resolving disputes with suppliers and contractors


Manage and Develop

People

Advanced Knows the individual strengths, weaknesses, goals and concerns of members of the team

Fosters high performance through effective conversations and feedback and by providing stretch opportunities

Identifies and develops talent across the organisation

Coaches and mentors staff to foster professional development and continuous learning

Implements performance development frameworks to align capability with the organisation’s current and future priorities

Resolves team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way


Inspire Direction and

Purpose

Advanced Translates organisational vision and strategy into operational goals to help staff understand their own contribution

Builds a shared sense of purpose through involving people in defining priorities and cascading goals

Regularly communicates progress against business unit and organisational goals

Creates opportunities for recognising and celebrating high performance at the individual and team level

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Lead and Manage Change

Advanced Translates change initiatives into practical strategies, including the role of staff in implementing them

Analyses the change context to identify the level of consultation and involvement required from staff and stakeholders

Develops appropriate approaches to involve staff and stakeholders at various stages of the project

Implements structured processes to manage structural, system, process and cultural barriers to change

Provides coaching and leadership in times of uncertainty and difficulty for staff

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