Business Manager/HR Manager/Timetable Development

Department of Education Victoria; Melbourne; Sur place; AUD 90 000 - 120 000; Plein temps

Résumé du poste

Pakenham Secondary College, operated by the Department of Education Victoria, seeks a Business Manager/HR Manager/Timetable Development to lead Education Support, Administration, IT and facilities. The role emphasizes strategic leadership, workforce planning and timetable development for a diverse 1250-student community on Melbourne's south‑east fringe.

You will work with senior leaders to align resources with priorities, drive improvement and ensure compliance with child safety and Department

Qualifications

• Strategic leadership across Education Support, Administration, IT, Facilities and Maintenance.
• Lead multidisciplinary teams toward school priorities.
• Align roles, responsibilities and accountability.
• Experience with NDIS support in a specialist school.

Responsabilités

• Provide strategic leadership across Education Support, Administration, IT, Facilities and Maintenance.
• Lead multidisciplinary teams to ensure effective whole-school operations.
• Align operational functions, staffing and resources with the school's strategic priorities.
• Foster a collaborative, accountable and high-performing workplace culture.
• Oversee the integration of workforce, financial, operational and student-support systems.
• Manage staffing, budgets and resource allocation.
• Ensure operational systems meet legislative and Department policy requirements.
• Provide high-level strategic and operational advice to Principal, Executive and School Council.

Description du poste

Business Manager/HR Manager/Timetable Development

Department of Education Victoria – Pakenham VIC

11h ago , from Department of Education & Training Victoria

Pakenham Secondary College is a Year 7-12 College located within the Cardinia Shire on Melbourne¿s South East fringe.The schoolnow serves a largeand diverse community within a designated urban growth corridor.

The College is committed to providing all students with learning opportunities designed to develop socially responsible citizens and build pathways to their futures.We are committed to continuous improvement.We value growth through connection.

The key values that underpin allourwork attheCollegeisbased aroundthe acronym SOAR.

S ocialandpersonal responsibility

This means everyone is accountable for their own actions and share responsibility for the development of a positive learning environment.

O pportunitiesfor all

This means that all members of the school community are provided with a variety of learning opportunities to further develop themselves andparticipatein thedecision-makingprocess of the school.

A chievingpersonal best

This means there is an expectation that all members of the school community commit to a culture of excellence.

This means that the school recognises the importance of productive relationships, with all members of the school community showing respect for themselves,othersand the environment.

The school community has become increasingly diverse with students from a variety of ethnic and racial backgroundscreating a diverseschool population.It is anticipated that student enrolment numbers will be approximately1250in 2027.

We are a great school offering outstanding opportunities to our students in the areas important to our College Community:

• Learninggrowth and pathways
• Sport
• Performing Arts
• StudentLeadership and our Community.

The curriculum across Years 7and 8is based around a core plus elective model. Students in Years 9 and 10 combine their core subjects with more elective choices in areas of interest to them.Year 10 students alsohave the opportunity toaccess a VET or VCE subject.Senior studentsare able toaccessthe VCE(VCE, VCE Vocational Major and the Victorian Pathways Certificate)anda variety of VET coursesandSchoolBased Apprenticeships. The school is committed to supporting students in achieving at least one qualification upon the completion of theirSecondaryEducation.

Theschool recently completeda new Strategic Plan (2025) which is focused on improving student learning and wellbeing.Key Improvement Strategiesinclude:

Strengthen the Professional Learning Communities approach through collaborative inquiry, improved use of data,feedbackand peer coaching.

Develop,implementand embed a whole school approach to formative and summative assessment.

Audit, adjust,monitorand embed the instructional model aligned to the VTLM 2.0.

Embed multi-tiered systems of support that enhance student wellbeing, engagement, and inclusion.

Enhance student voice and agency, a sense of belonging and school pride across the school community.

The College has recently received $11.3 million in funding as part of a Capitol Works Program with workscommencingin 2024 ¿ the Program will be completed by the end of 2026.

OurCollegehas also further developed its International Student Program.We view our International Students Program as a further means of adding to our already rich Cultural diversity at the College.

Pakenham Secondary College strives to implement the Child Safe Standards as outlined in Ministerial Order No.870 to ensure the safety and wellbeing of all students at the College and promote an organisational culture that manages the risk of child abuse and neglect.The school has developed policies and procedures specifically aimed at keeping children safe.

¿Victorian government schools are child safe environments. Our schools actively promote the safety and wellbeing of all students, and all school staff are committed to protecting students from abuse or harm in the school environmentin accordance withtheir legalobligationsincluding the Child Safe Standards. The school¿s Child Safety Code of Conduct is availableon the school¿s website¿

the school's preference is for the successful candidateto work over 5days per week with a start time of 8.30a.m. and finish time of4.30p.m.onafternoons where there areMeetings(typically, Mondays and Tuesdays are our Meeting Daysthroughthe week).

Selection Criteria

SC1 Demonstrated capacity to provide strategic leadership across a complex, multidisciplinary school operations portfolio, including Education Support, Administration, Information Technology, Facilities and Maintenance, Nursing, Allied Health and NDIS support, with the ability to establish clear accountabilities, align diverse functions and lead teams toward shared school priorities.

SC2 Demonstrated ability to lead the integration of workforce, financial, operational and student-support systems within a specialist school environment, using sound professional judgement to balance competing priorities, allocate resources effectively and develop sustainable solutions to complex organisational challenges.

SC3 Demonstrated capacity to provide high-level strategic advice to the Principal, Executive and School Leadership teams and School Council, synthesising complex financial, workforce, operational, compliance and student-support information into clear analysis, recommendations and actionable decisions that support school improvement.

SC4 Demonstrated experience in leading organisational development and continuous improvement, including designing, implementing and evaluating whole-school systems, processes and practices that strengthen workforce capability, operational effectiveness, compliance, student wellbeing and the delivery of the school¿s strategic priorities.

SC5 Highly developed interpersonal, communication and influencing skills, with demonstrated capacity to lead across professional disciplines, facilitate complex conversations, build collective understanding, develop staff capability, manage competing perspectives and communicate confidently with staff, families, external agencies, leadership and governance bodies.

SC6 Demonstrated capacity to translate strategic vision into effective whole-school practice within a specialist-school context, including the establishment of new programs, structures, partnerships and support models that respond to diverse student needs and strengthen the school¿s capacity to achieve improved outcomes.

Role

Key Roles and Responsibilities

Strategic Leadership and Management

• Provide strategic leadership and oversight across Education Support, Administration, Information Technology, Facilities and Maintenance, Nursing, Allied Health and NDIS support.
• Lead and coordinate multidisciplinary teams to ensure effective and consistent whole-school operations.
• Establish clear roles, responsibilities, accountabilities and expectations across operational teams.
• Align operational functions, staffing and resources with the school's strategic priorities and improvement goals.
• Foster a collaborative, accountable and high-performing workplace culture.

Operational, Workforce and Resource Management

• Oversee the integration of workforce, financial, operational and student-support systems.
• Manage competing operational priorities and ensure effective allocation of staffing, resources and budgets.
• Identify and implement sustainable solutions to complex organisational and operational challenges.
• Monitor workforce capacity, operational performance and resource requirements to support effective service delivery.
• Ensure operational systems and processes meet legislative, Department and school policy requirements

Strategic Advice and Governance

• Provide high-level strategic and operational advice to the Principal, Executive Team, School Leadership Team and School Council.
• Prepare reports, recommendations and strategic advice to support informed decision-making.
• Identify organisational risks, emerging challenges and opportunities for school improvement.
• Support effective governance, accountability, compliance and strategic planning across the school.

Organisational Development and Continuous Improvement

• Lead the development, implementation and evaluation of whole-school systems, processes and operational practices.
• Identify opportunities to improve organisational efficiency, workforce capability and service delivery.
• Develop and implement consistent procedures, frameworks and accountability measures across operational areas.
• Lead change management initiatives that strengthen organisational effectiveness and sustainability.
• Monitor and evaluate the effectiveness of operational systems and improvement initiatives.
• Support professional learning, staff development and capability building across multidisciplinary teams.

Communication, Collaboration and Staff Leadership

• Build and maintain positive, productive relationships with staff, families, external agencies and key stakeholders.
• Lead and support multidisciplinary teams through effective communication, collaboration and shared decision-making.
• Facilitate complex conversations, resolve competing priorities and manage differing perspectives professionally.
• Provide guidance,