Manager

JOB DESCRIPTION

______

Position Title:Manager

Reports To:Board, WASH House

Award and Conditions:Social, Community, Home Care and Disability Services (SCHCADS) Award, Level 8.

Salary sacrifice is available, which adds value to the remuneration package.

Hours:Full time

Location:Mt Druitt

Term:To 31 December 2017, with possibility of extension subject to ongoing funding and need

About the WASH House

The WASH House has been established for over 30 years as a support and resource centre for women. Over this time, the WASH House has grown and evolved to run a range of programs including Staying Home Leaving Violence, Counselling, Brighter Futures, Support for mothers with intellectual disability, Community Engagement events, and Information services.

The WASH House receives several government grants, ClubsGrants and other sponsorships, as well as donations and gifts, and it has an annual turnover of over $1m.

Our Vision:A community in which women and their families exercise equal rights, choose their own destiny, live in a safe environment, and participate fully in community life.

Our Mission: We work towards realising our vision for the women of Mt. Druitt by providing information, community development, counselling, support services and group work. The W.A.S.H. House is a service run by women for women. Our aim is to improve the quality of life of women in the Mt. Druitt community by reducing the impact of poverty, discrimination, social disadvantage and violence on their lives. We do this through the provision of services responsive to women aiming to enhance the community by advancing education and increasing social and economic participation.

About the role

The Manager is responsible to the Board for all strategic and operational outcomes.

We are seeking a Manager who will lead the organisation, be dynamic and have the capacity to adapt to and build new responses in the face of changes in the sector and the funding environment.

The incumbent will be highly motivated and possess contemporary management skills including sound skills in leadership, strategic planning, project management, financial management and public relations.

The Manager is responsible for the implementation of the strategic plan and outcomes, and oversees the day to day management and operation of the WASH House with the following key accountabilities:

  • Providing support and resources to Board to enable it to govern effectively
  • Planning, collaboration, and partnership development
  • Oversight of financial, administrative, and quality assurance systems
  • Management of accountability and compliance functions
  • Leading organisational and service planning processes
  • Program and policy development
  • External representation for the organisation
  • Community engagement and fundraising

Position Description

Key Result Areas

  1. Governance
  2. Planning and Organisational Management
  3. Community Development, networks and partnerships
  4. Quality improvement
  5. Human resources management

1.Governance

Performance indicators

- The board is supported to govern effectively

- The organisation has an effective risk management plan and strategies

- The organisation is compliant with its legal, contractual, and ethical obligations

- The organisation has a working strategic plan that guides its activities and objectives.

Manager accountabilities

a) Board support

  • Resource the Board with timely, relevant, and balanced information to enable it to operate efficiently, understand its role, understand the issues at hand, make decisions, and fulfil its duties in compliance, monitoring, and strategy.
  • Ensure professional communication avenues are in place between staff and board.
  • Service board meetings, manage records, and ensure actions are followed up.

b) Financial and administration management

  • Establish and maintain administrative and financial management systems through which organisational objectives can be effectively achieved and monitored within budget and on time.
  • Monitor and control financial processes and ensure all activities undertaken comply with approved policy and procedures, funding agreements and program guidelines.
  • Prepare annual budgets, monthly financial reports and acquittals and other financial reports as required.
  • Pursue further sources of funding and support through partnerships and submissions to enable the WASH House’s continued viability.

c) Risk Management

  • Develop and maintain risk management policies and strategies to minimise or remove the impact of significant risks upon the organisation.
  • Ensure the safety, health and welfare of all employees, contractors and visitors in consultation with other staff and in accordance with relevant legislation and WASH House Policy and Procedures.

d)Strategic planning

  • Provide direction and relevant information to the board to assist it with setting strategy, budgeting and planning.
  • Ensure the WASH House is well positioned with partnerships, community engagement, data, and other information as required to enable effective strategic planning.

2. Planning and organisational management

Performance Indicators

- Annual plans, including project plans, individual workplans and budgets support the successful implementation of the strategic plan.

- The WASH House meets its objectives, targets, and indicators as set in annual and strategic planning.

- Operational policies, procedures, and guidelines are in place, regularly reviewed, understood and followed by staff.

- Information and outcomes data from all WASH House programs is collected, and is available for monitoring of performance and future planning as needed.

Manager Accountabilities:

  • Work within board-approved delegations and policies to oversee all operational aspects of the WASH House.
  • In conjunction with the Board, ensure strategies to meet organisational goals and objectives are developed, positively promoted and implemented.
  • Ensure effective systems are established and maintained to plan, monitor, evaluate and report project performance and outcomes.
  • Manage change in accordance with principles of participation, collaboration, social justice, and, access and equity.
  • Ensure a consultative and participatory process facilitates the development of a strong team based approach to planning and implementation of services.
  • Ensure community needs are identified through research and consultation with staff, board, stakeholders and the wider community.

3. Community development, networks and partnerships

Performance indicators:

- The WASH House has a demonstrable understanding of the key issues affecting its target group, and services and supports available in the area.

- The WASH House is active in local networks, committees and groups, as well as broader networks that enhance its capacity to engage with and work to improve the issues facing its target group.

- Strategic and annual plans include strategies and activities for enhancing understanding of the target group’s issues, community engagement, and advocating for positive systemic change.

- The WASH House is actively involved in strategies and activities that inform public policy, enhance understanding, and improve systems

Manager accountabilities:

  • Develop and maintain appropriate networks to ensure the WASH House is well known and respected across Western Sydney and also within appropriate networks consistent with its objectives.
  • Ensure the WASH House is outward-looking, and collaborates with other organisations and/or stakeholders in negotiations, planning, and implementation of its programs.
  • Identifyand pursue partnership opportunities with other sector stakeholders to further the vision and mission of the WASH House.
  • Establish and facilitate collaborative, innovative and workable partnerships with community partners and NGOs to integrate service provision at a local level.
  • Encourage co-operative work practices and facilitate innovative approaches to issues of common concern within the community sector.
  • Communicate and engage with a broad range of community members including people from culturally diverse backgrounds and experience, Aboriginal and Torres Strait Islander people, and people with disabilities.
  • Influence and create positive change for women and their children through effectively collaborating with sector stakeholders, policy-makers, politicians, and others.
  • Review research and policies that have implications for women and families and/or non-government human service provision in the local area.
  • Initiate and/or enhance research and collaboration that will act as a catalyst for policy and program improvement at a local level.
  • Produce high level reports and submissions to advocate and inform.

4. Qualityimprovement

Performance indicators:

- The WASH House maintains its status as a quality organisation compliant with NSW disability service standards and the quality standards required by each of its funding bodies.

- All functions and programs are monitored in the spirit of continuous improvement

- All staff are engaged in quality improvement principles and practices as part of their work

Manager accountabilities:

  • Oversee the WASH House’s quality improvement program and activities.
  • Manage the external verification process at least every three years.
  • Overseetimely reviews and evaluation of WASH House initiatives, programs, and services, and ensure results are used in planning.
  • Participate in professional development as agreed with the board, and promote and ensure all staff engage in professional development to support and enhance their role.
  • Actively support an organisational culture of quality improvement, collaborative problem-solving, and exploration of improved systems.

5. Human Resources

Performance indicators

- The staff team remains stable and functions effectively;

- There is an appropriate skill mix among the team to support the effective implementation of the strategic plan;

- Staff job descriptions, appraisals and reviews remain up to date, and all staff engage in professional development as appropriate to support their role;

- Staff grievances and conflicts are managed and resolved effectively.

Manager accountabilities

  • Oversee all human resources functions for the organisation including policy, planning, recruitment, team building, supervision, performance appraisal and management, and professional development.
  • Develop and enhance the skills and abilities of the WASH staff team with the objective of delivering high quality services in a positive supportive working environment.
  • Lead a culture that supports the early identification of problems or grievances with a view to timely and positive resolution.
  • Contribute to positive change by identifying opportunities for improved practice and designing innovative responses to problems.

General duties applying to all WASH House staff

Quality

  • Commit to ongoing quality improvement, and participate in regular reviews and evaluation of the WASH House and its programs and functions as required;
  • Maintain a high standard of record-keeping;
  • Supply statistics and other related information on workloads, produce reports as required, and initiate/answer any correspondence as required;
  • Participate in ongoing professional development as approved by your supervisor.

Teamwork

  • Demonstrate an active, dedicated commitment to the WASH House Vision and philosophy;
  • Promote a positive image of the WASH House, and promote the WASH vision to stakeholders;
  • Uphold the standards of Work, Health & Safety and the principles of EEO;
  • Contribute and participate in organisational decisions involving the development of the WASH House and its services and products;
  • Participate in and contribute to team meetings and team professional development.
  • Support the daily routine of the WASH House facility.
  • Support and adhere to the Code of Conduct, and all WASH House policies and procedures
  • Other duties as required from time to time consistent with the level of the position.

Selection Criteria

Essential

  1. Tertiary qualifications in a relevant field (eg social work, community development, public policy, management) or significant relevant experience;
  2. Personal and professional commitment to the WASH House Vision and values and working within a feminist framework;
  3. Capacity to understand and work within government funding systems;
  4. Demonstrated superior management skills and experience including:

-Organisational development and planning;

-Policy development and quality assurance;

-Financial management;

-Risk management and work, health and safety;

-Conceptual skills with sound analytical and problem solving ability

-Human resources leadership and management;

-Managing change;

-Computer skills; and

-Demonstrated high level written and verbal communication skills.

  1. Demonstrated capacity to develop and nurture partnerships with a range of stakeholders, including community groups, service provider organisations, business and the private sector, and government departments

Desirable

  1. Knowledge and understanding of social policy and issues that face women in Western Sydney;
  2. Experience in working with a board or management committee and a sound understanding of not-for-profit governance;
  3. Sound understanding of domestic violence, its complexities and consequences, particularly as they affect women and children;
  4. Current driver’s licence and vehicle.

At the WASH House, being a woman is a genuine occupational qualification for this position under s.31 of the Anti-Discrimination Act 1977 (NSW).

The preferred applicant will be required to undergo a national criminal record check and a Working with Children Check.

Approved by:

Board, May 2016

JOB DESCRIPTION: MANAGER
Document Number: JD1 / Approved by: WASH HOUSE Board
Version: 4 / Date May 2016

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