Role Description

Manager, Service Management

Cluster Planning, Industry and Environment

Agency Department of Planning, Industry and Environment
Corporate Services/Digital Information Office/Service Supplier &
Division/Branch/Unit
Financial Management
Location Sydney or Orange
Classification/Grade/Band Clerk Grade 11/12
ANZSCO Code 135199
PCAT Code 1119192
Date of Approval July 2021
Agency Website www.industry.nsw.gov.au

Agency overview
Our vision is to create thriving environments, communities and economies for the people of New South
Wales. We focus on some of the biggest issues facing our state. We deliver sustainable water resource
and environment management, secure our energy supply, oversee our planning system, maximise
community benefit from government land and property, and create the conditions for a prosperous state.
We strive to be a high-performing, world-class public service organisation that celebrates and reflects the
full diversity of the community we serve and seeks to embed Aboriginal cultural awareness and knowledge
throughout the department.

The Corporate Services division develops, manages and advises on systems, infrastructure, policies and
standards for the department in the areas of finance, procurement and administration, asset management,
information and communication technology.

Primary purpose of the role

Lead a team providing ITIL based Service Management across the services delivered by the Digital
Information Office (DIO). The role provides governance, planning and risk management across the
Incident, Problem, Service and Change Management functions and works to embed a formal Service
Management culture across DIO, whilst advocating for the customer.

Key accountabilities
 Lead a team in the management and delivery of ITIL based Service Management including but not
limited to Incident, Problem, Service Request and Change Management.
 Provide strategic and expert advice on resourcing and implementing effective management of the
ITIL framework including Incident, Change, Service Request and Problem management.
 Lead engagement with the broader DPIE business and drive knowledge and participation in the
identification and reporting of all identified incidents, problems, and changes.
 Design and implement a reporting framework that will result in the capture and reporting of data that
can easily and accurately be used in measurement and improvement of services.
 Actively work with the Corporate Services Service Centre to provide a coordinated and collaborative
approach to Corporate Services, Service Management.
 Manage continuous improvement of the services delivered by the Service Management team.

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  Review and respond to customer satisfaction measures captured and reported by The Service
Centre.

Key challenges

 Developing and improving the cooperation, collaboration and alignment with the Corporate Services
Service Centre and the multiple fulfiller teams.
 Understanding the complex environments that are managed by DIO and Business Technology
Teams.

Key relationships
Who Why
Internal
Director Service Supplier & Financial  Provide sound change/incident/problem management advice
Management regarding the running of existing systems and processes.
Corporate Services Service Centre  Service Centre are the front line in interaction with customers of DIO
and the capture of information in relation to incidents and problems
and deliver the Service Catalogue.
DIO operational teams  All teams have a role to play in responding to incidents and
problems, managing change and define the services in their
catalogues.
Business Technology teams across  Technology producers exist within business teams and this role
DPIE needs to work to ensure they adopt the appropriate Service
Management disciplines.

Role dimensions
Decision making
 Has autonomy to manage both own and teams work-load and priorities.
 Determines training program and scheduling for internal users of the Service Management tool and
processes.
 Determining the processes to be used in delivering Service Management outcomes.

Reporting line
Director, Service Supplier & Financial Management

Direct reports
Up to 4 direct reports

Budget/Expenditure
Authorisation for expenditure of allocated project resources under applicable Departmental delegation.

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.

Role Description - Manager Service Management 2

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 Service Management 3

FOCUS CAPABILITIES
Capability Capability name
group/sets
Act with Integrity
Be ethical and professional,
and uphold and promote the
public sector values
Commit to Customer Service
Provide customer-focused
services in line with public
sector and organisational
objectives
Work Collaboratively
Collaborate with others and
value their contribution
Deliver Results
Achieve results through the
efficient use of resources and
a commitment to quality
outcomes
Role Description - Manager Service Management
Behavioural indicators Level
 Represent the organisation in an honest, Adept
ethical and professional way and encourage
others to do so
 Act professionally and support a culture of
integrity
 Identify and explain ethical issues and set an
example for others to follow
 Ensure that others are aware of and
understand the legislation and policy
framework within which they operate
 Act to prevent and report misconduct and
illegal and inappropriate behaviour
 Take responsibility for delivering high-quality Adept
customer-focused services
 Design processes and policies based on the
customer’s point of view and needs
 Understand and measure what is important to
customers
 Use data and information to monitor and
improve customer service delivery
 Find opportunities to cooperate with internal
and external stakeholders to improve
outcomes for customers
 Maintain relationships with key customers in
area of expertise
 Connect and collaborate with relevant
customers within the community
 Recognise outcomes achieved through Advanced
effective collaboration between teams
 Build cooperation and overcome barriers to
information sharing, communication and
collaboration across the organisation and
across government
 Facilitate opportunities to engage and
collaborate with stakeholders to develop joint
solutions
 Network extensively across government and
organisations to increase collaboration
 Encourage others to use appropriate
collaboration approaches and tools, including
digital technologies
 Seek and apply the expertise of key individuals Advanced
to achieve organisational outcomes
 Drive a culture of achievement and
acknowledge input from others
 Determine how outcomes will be measured
and guide others on evaluation methods
 Investigate and create opportunities to
enhance the achievement of organisational
objectives
 Make sure others understand that on-time and
on-budget results are required and how overall
success is defined
 Control business unit output to ensure
government outcomes are achieved within
budgets
 Progress organisational priorities and ensure
that resources are acquired and used
effectively
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FOCUS CAPABILITIES
Capability Capability name
group/sets
Think and Solve Problems
Think, analyse and consider
the broader context to develop
practical solutions
Demonstrate Accountability
Be proactive and responsible
for own actions, and adhere to
legislation, policy and
guidelines
Project Management
Understand and apply
effective planning,
coordination and control
methods
Role Description - Manager Service Management
Behavioural indicators Level
 Undertake objective, critical analysis to draw Advanced
accurate conclusions that recognise and
manage contextual issues
 Work through issues, weigh up alternatives
and identify the most effective solutions in
collaboration with others
 Take account of the wider business context
when considering options to resolve issues
 Explore a range of possibilities and creative
alternatives to contribute to system, process
and business improvements
 Implement systems and processes that are
underpinned by high-quality research and
analysis
 Look for opportunities to design innovative
solutions to meet user needs and service
demands
 Evaluate the performance and effectiveness of
services, policies and programs against clear
criteria
 Assess work outcomes and identify and share Adept
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
 Prepare and review project scope and Advanced
business cases for projects with multiple
interdependencies
 Access key subject-matter experts’ knowledge
to inform project plans and directions
 Design and implement effective stakeholder
engagement and communications strategies
for all project stages
 Monitor project completion and implement
effective and rigorous project evaluation
methodologies to inform future planning
 Develop effective strategies to remedy
variances from project plans and minimise
impact
 Manage transitions between project stages and
ensure that changes are consistent with
organisational goals
 Participate in governance processes such as
project steering groups
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FOCUS CAPABILITIES
Capability Capability name
group/sets
Manage and Develop People
Engage and motivate staff,
and develop capability and
potential in others
Behavioural indicators Level
 Define and clearly communicate roles, Adept
responsibilities and performance standards to
achieve team outcomes
 Adjust performance development processes to
meet the diverse abilities and needs of
individuals and teams
 Develop work plans that consider capability,
strengths and opportunities for development
 Be aware of the influences of bias when
managing team members
 Seek feedback on own management
capabilities and develop strategies to address
any gaps
 Address and resolve team and individual
performance issues, including unsatisfactory
performance, in a timely and effective way
 Monitor and report on team performance in line
with established performance development
frameworks

Occupation / profession specific capabilities

Capability Set Category and Sub-category Level and Code
Change & Transformation/ Business Change Management/ REQM Level 4
Requirements Definition & Management

Relationship & Engagement/ Stakeholder RLMT Level 5

Management/Relationship Management

Occupation specific capability set (Skills Framework for the Information Age – SFIA)
Category and Level and Level Descriptions
Sub-category Code
Change and REQM Level 4 Contributes to selection of the requirements approach for
Transformation projects, selecting appropriately from predictive (plan-
driven) approaches or adaptive (iterative/agile)
approaches. Defines and manages scoping, requirements
Business Change definition and prioritisation activities for initiatives of
Management medium size and complexity. Facilitates input from
stakeholders, provides constructive challenge and enables
effective prioritisation of requirements. Reviews
requirements for errors and omissions. Establishes the
requirements base-lines, obtains formal agreement to
requirements, and ensures traceability to source.
Investigates, manages, and applies authorised requests for
changes to base-lined requirements, in line with change
management policy

Relationship & RLMT Level 5 Identifies the communications and relationship needs of
Engagement stakeholder groups. Translates communications/stakeholder
engagement strategies into specific activities and deliverables.
Facilitates open communication and discussion between
Stakeholder stakeholders, acting as a single point of contact by developing,
Management maintaining and working to stakeholder engagement strategies
and plans. Provides informed feedback to assess and promote
understanding. Facilitates business decision making
processes. Captures and disseminates technical and business
information

Role Description - Manager Service Management 6

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.

Role Description - Manager Service Management 7

COMPLEMENTARY CAPABILITIES
Capability Capability name
group/sets
Display Resilience and
Courage
Manage Self
Value Diversity and Inclusion
Communicate Effectively
Influence and Negotiate
Plan and Prioritise
Finance
Technology
Procurement and Contract
Management
Inspire Direction and Purpose
Optimise Business Outcomes
Manage Reform and Change
Role Description - Manager Service Management
Description Level
Be open and honest, prepared to express your Intermediate
views, and willing to accept and commit to change
Show drive and motivation, an ability to self-reflect Adept
and a commitment to learning
Demonstrate inclusive behaviour and show respect Intermediate
for diverse backgrounds, experiences and
perspectives
Communicate clearly, actively listen to others, and Adept
respond with understanding and respect
Gain consensus and commitment from others, and Adept
resolve issues and conflicts
Plan to achieve priority outcomes and respond Intermediate
flexibly to changing circumstances
Understand and apply financial processes to Intermediate
achieve value for money and minimise financial
risk
Understand and use available technologies to Adept
maximise efficiencies and effectiveness
Understand and apply procurement processes to Intermediate
ensure effective purchasing and contract
performance
Communicate goals, priorities and vision, and Intermediate
recognise achievements
Manage people and resources effectively to Adept
achieve public value
Support, promote and champion change, and Adept
assist others to engage with change
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