Role Description

Manager, ICT Continual Service

Improvement
Cluster Transport
Agency Transport for NSW
Division/Branch/Unit IT
Role Number TBC
Classification/Grade/Band Transport Grade 9
ANZSCO Code 224999
PCAT Code 1339192
Date of Approval April 2021
Agency Website www.transport.nsw.gov.au

Agency overview
At Transport, we’re passionate about making NSW a better place to live, work and visit. Our vision is to give
everyone the freedom to choose how and when they get around, no matter where they live. Right now, we’re
delivering the largest infrastructure program that Australia has ever seen - to keep people and goods moving,
connect communities and shape the future of our cities, centres and regions. At Transport, we’re also committed
to creating a diverse, inclusive and flexible workforce, which reflects the community and the customers we serve.

Our organisation – Transport for NSW – is comprised of numerous integrated divisions that focus on achieving
community outcomes for the greater good and on putting our customers at the centre and our people at the heart
of everything we do.

Primary purpose of the role

The role is responsible for providing ongoing service improvement advice and activities within the ICT service
delivery lifecycle and looks for opportunities to improve service performance and enhance value to the business
on a sustainable basis.

Key accountabilities
 Define, design, and implement a Service Performance Management Framework to enable the consistent
monitoring and measurement of team and service effectiveness.
 Create and report on performance metrics for service delivery to identify and prioritise areas requiring
improvement in the delivery of new, existing or improved services.
 Measure processes and services to assess performance and provide insights into problems, issues and
risks.
 Monitor practices and processes to guide the implementation of compliance and improvement strategies
and capabilities, including support of organisational agility and responsiveness to change.
 Recommend service changes based on available information, metrics and evaluations and assist with
service improvement initiatives.

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  Demonstrate the five ways of leading behaviours to deliver organisational outcomes for our customers, our
people and communities for the greater good.

Key challenges

 Maintaining organisational focus and providing visibility on metrics that are less tangible and perceived
as being subjective.
 Managing the balance between driving business value of continual service improvement and diminishing
returns.

Key relationships

Who Why
Internal
Reporting Line Manager  Escalate issues, advise and receive instructions
Work Team  Inspire and motivate team, provide direction and manage performance
 Guide, support, coach and mentor team members
 Review the work and proposals of team members in the role’s areas of
specialisation and accountability
 Encourage team to work collaboratively to contribute to achieving the
team’s business outcomes
 Project Management Office – assist in management of project related
risk
 Enterprise Architects – ensure enterprise architecture complies with
security policies
Clients/ Customers  Manage expectations, resolve and provide solutions to issues
 Negotiate schedules for re-testing
 Receive business requirements specifications and provide detailed
testing scripts and reports
Division/ Branch wider Teams  Work within a matrix management structure where support services are
embedded within program office delivery teams
External
External Stakeholders/ Customers  Engage with relevant stakeholders/ customers to open channels of
communication, provide expert advice, gather and exchange relevant
information
 Resolve and provide solutions to issues
 Seek/ maintain specialist knowledge/ advice and collaborate on the
implementation of organisation strategies, to keep abreast of best
practice in Business Management.

Role Description Manager, ICT Continual Service

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Improvement
Role dimensions
Decision making
The role operates with a high level of autonomy and is expected to determine key operational objectives within
the limits of delegated authority. The role is accountable for the delivery of assigned work. The role is accountable
for the quality, integrity and validity of the service provided.

The role defers to the Manager on issues that have a significant political impact or issues outside of financial
delegation.

Reporting line
The role accounts and reports the relevant reporting line manager.

Direct reports
This role has no direct reports.

Budget/Expenditure
As per the approved TfNSW Financial Delegations.

Key knowledge and experience

 A proven track record of driving performance improvement initiatives. An aptitude for process analysis,
modelling and review.

Essential requirements

 Appropriate tertiary qualifications or demonstrated, relevant, equivalent professional experience

Capabilities for the role

The NSW public sector capability framework describes the capabilities (knowledge, skills and abilities) needed to
perform a role. There are four main groups of capabilities: personal attributes, relationships, results and business
enablers, with a fifth people management group of capabilities for roles with managerial responsibilities. These
groups, combined with capabilities drawn from occupation-specific capability sets where relevant, work together
to provide an understanding of the capabilities needed for the role.

The capabilities are separated into focus capabilities and complementary capabilities.

Focus capabilities
Focus capabilities are the capabilities considered the most important for effective performance of the role. These
capabilities will be assessed at recruitment.
The focus capabilities for this role are shown below with a brief explanation of what each capability covers and
the indicators describing the types of behaviours expected at each level.

Role Description Manager, ICT Continual Service

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Improvement
FOCUS CAPABILITIES
Capability Capability name
group/sets
Display Resilience and
Courage
Be open and honest, prepared
to express your views, and
willing to accept and commit to
change
Value Diversity and Inclusion
Demonstrate inclusive behaviour Promote the value of diversity and inclusive practices
and show respect for diverse
backgrounds, experiences and
perspectives
Commit to Customer Service
Provide customer-focused
services in line with public sector
and organisational objectives
Influence and Negotiate
Role Description Manager, ICT Continual Service
Improvement
Behavioural indicators Level
Be flexible, show initiative and respond quickly when Adept
situations change
Give frank and honest feedback and advice
Listen when ideas are challenged, seek to
understand the nature of the comment and
respond appropriately
Raise and work through challenging issues and seek
alternatives
Remain composed and calm under pressure and in
challenging situations
Adept
for the organisation, customers and stakeholders
Demonstrate cultural sensitivity, and engage with
and integrate the views of others
Look for practical ways to resolve any barriers to
including people from diverse cultures,
backgrounds and experiences
Recognise and adapt to individual abilities,
differences and working styles
Support initiatives that create a safe and equitable
workplace and culture in which differences are
valued
Recognise and manage bias in interactions and
decision making
Promote a customer-focused culture in the Advanced
organisation and consider new ways of working
to improve customer experience
Ensure systems are in place to capture customer
service insights to improve services
Initiate and develop partnerships with customers to
define and evaluate service performance
outcomes
Promote and manage alliances within the
organisation and across the public, private and
community sectors
Liaise with senior stakeholders on key issues and
provide expert and influential advice
Identify and incorporate the interests and needs of
customers in business process design and
encourage new ideas and innovative approaches
Ensure that the organisation’s systems, processes,
policies and programs respond to customer
needs
Influence others with a fair and considered approach Advanced
and present persuasive counter-arguments
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 Gain consensus and
commitment from others, and
resolve issues and conflicts
Demonstrate Accountability
Be proactive and responsible for
own actions, and adhere to
legislation, policy and guidelines
Procurement and Contract
Management
Understand and apply
procurement processes to
ensure effective purchasing and
contract performance
Role Description Manager, ICT Continual Service
Improvement
Work towards mutually beneficial ‘win-win’ outcomes
Show sensitivity and understanding in resolving
acute and complex conflicts and differences
Identify key stakeholders and gain their support in
advance
Establish a clear negotiation position based on
research, a firm grasp of key issues, likely
arguments, points of difference and areas for
compromise
Anticipate and minimise conflict within the
organisation and with external stakeholders
Assess work outcomes and identify and share Intermediate
learnings to inform future actions
Ensure that own actions and those of others are
focused on achieving organisational outcomes
Exercise delegations responsibly
Understand and apply high standards of financial
probity with public monies and other resources
Identify and implement safe work practices, taking a
systematic risk management approach to ensure
own and others’ health and safety
Conduct and report on quality control audits
Identify risks to successfully achieving goals, and
take appropriate steps to mitigate those risks
Apply legal, policy and organisational guidelines and Adept
procedures relating to procurement and contract
management
Develop well-written, well-structured procurement
documentation that clearly sets out the business
requirements
Monitor procurement and contract management
processes to ensure they are open, transparent
and competitive
Be aware of procurement and contract management
risks, and actions to manage or mitigate risk in
monitoring contract performance
Evaluate tenders and select providers in an objective
and rigorous way, in line with established
guidelines and principles
Escalate procurement and contract management
issues, where required
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Complementary capabilities
Complementary capabilities are also identified from the Capability Framework and relevant occupation-specific
capability sets. They are important to identifying performance required for the role and development
opportunities.
Note: capabilities listed as ‘not essential’ for this role are not relevant for recruitment purposes however may be
relevant for future career development.

COMPLEMENTARY CAPABILITIES
Capability Capability name Description Level
group/sets
Act with Integrity Be ethical and professional, and uphold and promote Adept
the public sector values
Manage Self Show drive and motivation, an ability to self-reflect Adept
and a commitment to learning

Communicate Effectively Communicate clearly, actively listen to others, and Advanced

respond with understanding and respect
Work Collaboratively Collaborate with others and value their contribution Adept

Deliver Results Achieve results through the efficient use of resources Adept
and a commitment to quality outcomes
Plan and Prioritise Plan to achieve priority outcomes and respond Adept
flexibly to changing circumstances
Think and Solve Problems Think, analyse and consider the broader context to Adept
develop practical solutions
Finance Understand and apply financial processes to achieve Intermediate
value for money and minimise financial risk
Technology Understand and use available technologies to Adept
maximise efficiencies and effectiveness
Project Management Understand and apply effective planning, Intermediate
coordination and control methods

Role Description Manager, ICT Continual Service

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Improvement