Procurement Officer

ROLE DESCRIPTION

Procurement Officer

1

Cluster Stronger Communities

Department Department of Communities and Justice

Division/Branch/Unit Corporate Services/Finance Procurement and Strategy/Procurement

Location Sydney

Classification/Grade/Band Clerk Grade 7/8

Role Number TBA

ANZSCO Code 591113

PCAT Code

Date of Approval 18 December 2019 Ref: Fin 027

Agency Website This role description applies to multiple roles across DCJ. Please see job notes and/or advertisement for more information on specific role qualification requirements and relevant experience.

Agency overview

The Department of Communities and Justice (DCJ) is the lead agency under the Stronger Communities Cluster. DCJ works to enable everyones right to access justice and help for families through early intervention and inclusion with benefits for the whole community. Stronger Communities is focussed on achieving safe just inclusive and resilient communities by providing services that are effective and responsive to community needs.

Primary purpose of the role

Supports and advises the Director Procurement and the Procurement Manager in the nominated area. The role will be working in one of the following teams:

- Category management - Strategy and Policy - System and Operations - Governance Audit and Reporting

Key accountabilities

Manage and deliver procurement projects on time and on target as required for the Department to maintain and extend its procurement accreditation.

Provide sound advice and support to the Procurement team and Business Owners across the Department on individual procurement projects category management supplier relationship management policy & governance systems and continuous improvement.

Deliver value for money for the Department while supporting social and environmental procurement objectives.

Conduct engagement planning and analysis that support business needs and strategic objectives. Provide timely advice communication reports and submissions for key divisional departmental and

external stakeholders.

2

Ensure that tools systems and reporting including spend analytics support best practice in procurement across the Department and NSW.

Participate in procurement initiatives and projects as required and may be deployed to other areas within the Procurement to meet client and business needs drive cross- skilling and enable skills development.

Key challenges

Focusing on creating a consistent environment to obtain best value for money for the Department while ensuring compliance with government standards maintaining probity and managing Departmental risk exposure.

Dealing with matters of a sensitive and confidential nature and demonstrating appropriate levels of professionalism and trust.

Leveraging procurement opportunities in a diverse organisation and analysing complex information across multiple information systems.

Key relationships

Who Why

Internal

Chief Procurement Officer and Procurement Team

Provide high quality actionable and timely advice to support the Manager and Procurement team.

Contract and supplier management team stakeholders Executive and Management

Advise managers and staff across the group to consider innovative ideas develop longer term plans and to adopt compliant procurement processes.

Providing guidance and support to Departmental stakeholders in the development maintenance and support of procurement activities and documentation.

Guide business stakeholders to perform in line with accreditation requirements and upskill capability skill set across the Department and Cluster.

External

Business Community and Suppliers

Keep abreast of changes and trends in the supply market to deliver innovation and best value solutions.

Maintain effective communication to strengthen the Departments position as a customer of choice fostering innovation ensuring effective competition and ongoing performance.

Government and other Jurisdictions

Provide input and support to joint initiatives eg category plans working groups improved technical standards shared contracts etc. and to foster best practice.

Provides reports to central agencies and participate in NSW initiatives as required

3

Role dimensions

Decision making

The Procurement senior officer has influence across a significant spend. The role provides day to day advice on procurement matters to the Procurement managers Chief Procurement Officer and Senior Department officers.

The role is required to display initiative and has significant responsibility for exercising sound judgment in dealing with priority issues.

Reporting line

The role reports to the nominated Procurement Manager.

Direct reports

NA

Budget/Expenditure

NA

Key knowledge and experience

Knowledge of the NSW Procurement Framework procurement governance and procurement policies.

Relevant work experience in procurement administration legal finance project management or any related area.

Essential requirements

Appointments are subject to reference checks. Some roles may also require the following checks/ clearances:

National Criminal History Record Check in accordance with the Disability Inclusion Act 2014

Working with Children Check clearance in accordance with the Child Protection (Working with Children) Act 2012

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.