Aug 25, 2016 - Cross, Salvation Army, Anglicare and Disaster Recovery. Chaplaincy ... set out in ADRA Australia Policy a
Position Page 1 of 3 NSW Coordinator, Emergency Management Department Location Travel Programs Wahroonga NSW In NSW, up to 50 days Reporting to Supervises Engagement National Manager, EM EM ACs and other Volunteers FT, 2 year max. term contract Approving Committee Remuneration Revision Date ADRA Australia ProCom MA000100 Level 6, PP 1-3 24 August 2017 Committees State Welfare Services Committee (SWSC), Community Partners’ Committee (CPC)
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Job Description Summary Description The role of the NSW Coordinator, Emergency Management ensures there is an adequate volunteer capacity, trained according to agreements with the NSW Government as described in the MoU and Welfare Services Functional Area (WSFA) Supporting Plan to the NSW EMPLAN (a short-term emergency accommodation program), and to support an expanding role in other areas of EM (yet to be determined). Person or Group Area Coordinator Volunteers
NSW Government
Conference ADRA Directors
Community Partner Agencies
National Manager, Emergency Management
Legend:
Description of Service Provided Trains and equips ACs to recruit and train volunteers, appropriately represent ADRA at regional WelFAC meetings, and coordinate EM teams in times of disaster/emergency as per the MoU with the Disaster Welfare Services (DWS), Office of Emergency Management (OEM), NSW Justice. Ensures ADRA Australia meets its commitments under the WSFA Supporting Plan to the NSW EMPLAN, the MOU and subsequent agreements. Provides information, creates mutual understanding of EM/Conference ADRA Director (CAD) needs, and liaises and collaborates for operational support, reporting and communication. Shares information, collaborates and liaises with Red Cross, Salvation Army, Anglicare and Disaster Recovery Chaplaincy Network to support volunteer capability development and beneficiary assistance. Provides activity data across the EM spectrum; assists identifying, designing, implementing and reporting government grants; assists identifying and implementing new EM roles; supports CRM rollout, implementation and maintenance. EM = Emergency Management WelFAC = Welfare Services Functional Area Coordinator ACs = Area Coordinators EMPLAN = Emergency Management Plan CRM = Customer Relations Management
Strength(s) Leveraged
Position Page 2 of 3 NSW Coordinator, Emergency Management Department Location Travel Programs Wahroonga NSW In NSW, up to 50 days Reporting to Supervises Engagement National Manager, EM EM ACs and other Volunteers FT, 2 year max. term contract Approving Committee Remuneration Revision Date ADRA Australia ProCom MA000100 Level 6, PP 1-3 24 August 2017 Committees State Welfare Services Committee (SWSC), Community Partners’ Committee (CPC)
Performance Measures Person or Group
Performance Objective
Area Coordinator Volunteers NSW Government Conference ADRA Directors
ACs know clearly what is expected of them, and have the tools and support needed to perform their roles. Volunteers meet ADRA standards and Government expectations as per the MOU. State Coordinator actively participates in Government meetings and training events. Information sharing and communication meets Government needs. CADs are supportive of volunteer engagement, especially in recruitment and communication. CADs are kept informed relevant to their respective stakeholders.
Community Partner Agencies
Effective communication and liaison meets various agency needs.
National Manager, Emergency Management
Provides an annual operating budget/plan, whose targets are met. Communicates in a timely and clear manner for all aspects of EM. At least one Government grant is secured annually and managed appropriately. An operational CRM in NSW.
Policy Obligations All contractors of ADRA Australia are obligated to make a personal commitment to the mission and values of ADRA Australia. This is expected to reflect in their personal and professional life and to be consistent with all expectations set out in ADRA Australia Policy and the ADRA Employee Handbook. In particular the holder of the position described in this document is expected to fulfil obligations relating to the following:
Conflict of Interest Policy
Work Health and Safety Policy
National Program Manual
Travel Policy
Child Protection
Confirmation The following signatures confirm agreement to the roles and responsibilities outlined in this job description. It is noted that these are not intended to be an exhaustive list of all roles responsibilities for the position and that they remain subject to regular review and change in accordance with the needs of ADRA Australia. Employee Signature
Supervisor Signature
Position Page 3 of 3 NSW Coordinator, Emergency Management Department Location Travel Programs Wahroonga NSW In NSW, up to 50 days Reporting to Supervises Engagement National Manager, EM EM ACs and other Volunteers FT, 2 year max. term contract Approving Committee Remuneration Revision Date ADRA Australia ProCom MA000100 Level 6, PP 1-3 24 August 2017 Committees State Welfare Services Committee (SWSC), Community Partners’ Committee (CPC)
NOTES ON THE USE OF THIS JOB DESCRIPTION AND THE PERFORMANCE MANAGEMENT PROCESS 1.
Monthly Review of Role and Measurement a. 10-15 minute standup meeting, or a phone/Skype call or even an email exchange. b. Focus on any recent successes or challenges. c. Identify any immediate actions to be taken.
2.
Bi-Annual Survey of People/Groups Served a. Supervisor emails, uses SurveyMonkey, or a similar tool to contact each person or group (1 representative different each quarter) served with a request to rate the person on a scale of 1-4 (1=very poor, 2=inadequate, 3-adequate, 4=excellent) on how well they feel the described service has been provided over the previous 3 months and to explain why they gave the rating they have chosen. b. Employee completes a self-assessment for each person or group served. c. Discussion should focus on any gaps between the self-assessment and the external feedback. d. Celebrate excellence and discuss how to address inadequate or poor service. e. Any training, coaching, mentoring or other action required should be discussed and recorded for follow-up during monthly sessions.
3.
Address Significant Issues and Concerns as they Arise a. Identify any performance issues – these may be raised by the employee or the supervisor. b. Agree on appropriate and cost-effective mentoring, coaching, training, or self-study actions to address performance issues. c. If issues remain unresolved consider carefully whether the role in question is appropriate to the individual’s strengths and personality.
