POSITION DESCRIPTION

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1 POSITION DESCRIPTION Job Title: Group: Reports to: Responsible for: Purpose of Position: Nature and Scope CHIEF EXECUTIVE OFFICER Corporate Services Full Council through the Chairperson 51.7 Equivalent full-time staff The Chief Executive Officer is the principal advisor to the Council on matters of general policy and is responsible to Council for the effective implementation of the Council s programmes and policies, and for ensuring that the resources of the Council are allocated effectively and efficiently, having regard to statutory requirements and providing quality service to the ratepayers of the West Coast region. The Chief Executive Officer is the most senior executive position within the The Chief Executive Officer is responsible to the Council for the overall management of its business in accordance with Council policy and objectives. Key functional areas are: statutory planning, resource consents, compliance, monitoring, hazards, civil defence, river engineering, and Vector Control Services Business Unit. The Chief Executive Officer is responsible for the employment of all other staff and negotiates on behalf of the Council their terms of employment. In addition, the Chief Executive Officer is responsible directly to the Council for: Advising Council on policy and programme matters Implementing Council decisions to achieve policy goals Managing Council resources to ensure efficiency, effectiveness, transparency and accountability Organisational Development to ensure competence of staff Communicating effectively with Councillors Community Relations to promote Council, to advocate for the region, to listen and respond The Chief Executive Officer ensures that the Council operates within the legal framework laid down and that it meets all of its statutory obligations. To this end, the Chief Executive Officer will be called upon frequently to offer advice to the members of the The position is exposed to more than usual public scrutiny. The actions, style and manner of the Chief Executive Officer in the course of all public contact must reflect professionalism, patience and tact. Where public debate occurs, it is the responsibility of the Chief Executive Officer to foster informed public understanding by articulating and explaining policy positions taken by the Dimensions: Population Land Area Budget Rating Assessments Capital Value of the region Total Assets 33,000 23,000 Square Kilometres $9.5 Million 22,000 $7.3 Billion $76 Million CEO Position Description 1

2 Functional Relationships: Internal Councillors. Managers. Council Staff. External Ministers of the Crown. Members of Parliament. Government, Crown Agency and SOE Representatives. Other Local Authority CEO s. Senior staff of other organisations, businesses and local authorities. CEO s and Chairs of Companies. Professional groups. Various community groups. Ratepayers and general public. Media representatives. Key Result Areas: COMMUNICATION WITH ELECTED MEMBERS Establish and maintain effective working relationships with elected members. Ensure the Chairman is actively supported in his leadership role with regard to Council s policy and initiatives. Performance feedback from elected members indicates effective performance in the relationship with Elected Members competency. Chairman has access to senior managers and relevant staff. PLANNING AND POLICY ADVICE Review, prepare and implement long-term and annual plans. Provide reports and advice to Council on financial and non-financial performance and any other matters of significance. Recommend appropriate goals, objectives and strategy for all areas of activity. Maintain an appropriate organisation structure and environment to ensure corporate plans and objectives are met in a timely fashion. Ensure Council/ Committee meetings are adequately serviced. CEO Position Description 2 The development of plans within agreed timeframes and to specifications agreed with Frank, impartial, accurate, fully researched and timely policy/response on relevant issues. Timely advice of long term trends and issues likely to affect the Council gets early advice of specific successes or opportunities/potential failures or threats. Elected member performance feedback indicates effectiveness in this key result area. Council/Committee meetings are serviced to the satisfaction of elected members and related statutory requirements are met.

3 IMPLEMENTATION OF COUNCIL DECISIONS Achieve Annual Plan objectives for the relevant year. Co-ordinate Council s departments and business unit and external service providers and contractors. Implement policy and other decisions using sound delegation processes to appropriate managers and staff. Ensure Council complies with the relevant statutory requirements and functions. Maintain management reporting systems necessary to ensure timely and relevant information is available to the Ensures effective communication of Council activities, deliberations and decisions to staff and stakeholders. At least 95% of Annual Plan objectives achieved. Adherence to legislation, regulations, by-laws and Council policy. Annual Plan and LTP deadlines are achieved. Variations to the Annual Plan are anticipated and brought to Council s attention. Delegation is clear, understood by both parties and effective. Management reports are balanced, researched and costed with, where necessary, the provision of alternatives to allow informed decisionmaking. All significant project works are completed in a timely manner, on schedule and within budget. Achievement of public satisfaction with Council services. MANAGEMENT OF COUNCIL RESOURCES Ensure the effective management and utilisation of all Council resources, people, capital and expenditure. Provide timely and accurate financial planning advice. Manage potential risks to Council assets and interests. Initiate and lead the management of change to ensure constant improvement in organisation performance, effectiveness and productivity of resources, and in responsiveness to changing environment, priorities and direction. Timely, clear, relevant and concise reporting against agreed key business and performance goals, out of line situations and planned remedial action no surprises. Achievement of financial targets identified in the Annual Plan and LTP. No major audit issues, all audit recommendations are resolved and, where necessary, acted upon in the agreed timeframe. No surprises to Programmes and services are regularly reviewed, and productivity and efficiency continues to improve. HUMAN RESOURCES Promote a management style that harnesses the energy, commitment and creativity of staff. Ensure staff of appropriate calibre and competence are appointed in all units. Implement sound recruitment, reward, retention and development policies. Provide leadership for Management Team and staff. Implement and maintain performance management practices. Develop staff knowledge/skill base. Ensure Council meets its statutory, legal and good employer obligations. CEO s contribution fosters a culture which delivers performance, productivity, openness, co-operation, employee satisfaction and trust. The people the CEO manages are fairly rewarded, are professional in approach and can contribute individually and collectively to the organisation s success. All positions are filled by suitably qualified and competent staff. Employment contracts are in place and applied according to their terms. Training & development plans are in place and actioned for all staff. Staff performance feedback indicates effectiveness in this key result area. CEO Position Description 3

4 COMMUNITY RELATIONS Advocate the interests of Council at local, regional and national levels. Promote Council and its services and publish regular newsletters. Ensures effective relationships are maintained with key decisionmakers and opinion leaders in the community. Maintain good working relationships with other units of central and local government and other regional and national organisations. Promote shared services within and outside the region. Achievement of public satisfaction with the Participation in community issues relevant to the Council s strategies, objectives and services. Contact with ratepayers and media statements are made in accordance with agreed policy. No significant PR blunders. CEO is respected by the community. Shared service projects are initiated as opportunities arise. PERSONAL DEVELOPMENT Develop and maintain professional knowledge and contacts. Become involved in civil defence and the 4R s. Attend relevant Local Government fora. Attend relevant networking opportunities with colleagues in the public and private sectors. SPECIAL PROJECTS Attend to special projects as agreed with the Council from time to time. Meet objective assigned to special projects LIMITATIONS ON AUTHORITY The Chief Executive Officer is delegated full authority to manage the Council s operations in accordance with the policies adopted by the Council and the authority granted by legislation. Staff Management Appoint, deploy, transfer, promote, discipline and dismiss staff. The authority to dismiss staff in a direct reporting relationship to the Chief Executive Officer should be exercised only after consultation with the Chairperson and The appointment of second tier managers should also only be exercised after consultation with the Chairperson and Fix remuneration and establish performance criteria within the overall budget and policy fixed by Authority Limits Pursuant to the provisions of the Local Government Act 2002 and its amendments and within the parameters of Council Budget and Policy, the Chief Executive Officer is delegated full authority to manage the Council s operations. In particular, the Chief Executive Officer has authority to: Operating and Capital Expenditure Commit current capital expenditure to the value of $200,000 in accordance with the estimates approved by Council and up to $300,000 with one other Manager. Legal Status The incumbent is appointed as the Chief Executive Officer and Principal Advisor of the West Coast Regional Council in terms of the Local Government Act CEO Position Description 4

5 Education and Qualifications PERSON SPECIFICATION A tertiary qualification in Management or other local government discipline eg. Engineering, Administration, Planning. Knowledge, Skills and experience Experience in working with Boards of Directors or Councillors. Working knowledge of legislation, including the Resource Management Act, the Local Government Act, civil defence legislation, transport legislation and the Biosecurity Act. Substantial experience at senior management level preferably within local government, and a strong collaborative approach with neighbouring councils officers. Advanced knowledge of contemporary management practices and strategic planning. Experience in a multi-divisional organisation with the ability to understand/interpret statutes, regulations and policies. Personal Attributes Have a personal commitment to organisational excellence and an ability to work in a way that displays honesty, integrity, and a strong sense of business ethics. The ability to establish and maintain positive working relationships with council staff, the public and other local and central government agencies. Is committed to excellent service and promotes efficiency, and service to the community. Displays drive, energy and enthusiasm, and a collaborative approach to service delivery. Works to create high performance, achievement-oriented teams through a positive and collaborative approach. Demonstrate an ability to balance innovative and creative thinking with critical and objective analysis. Have commercial acumen in addition to sound technical and financial management skills. Have leadership ability, vision and flexibility to initiate change where appropriate. Be competitive, performance driven and accept the responsibility and accountability for the attainment and quality of performance and financial goals. The ability to weight up conflicting information and using logical assumptions and consideration of resources and other possible constraints, make clear, timely and decisive decisions. Able to communicate with various client groups at an effective level and in dealing with Councillors be able to clarify and make recommendations based on sound logic with a high level of initiative and an analytical approach to problem solving. Highly developed interpersonal and communication skills and methods, show an ability to motivate, coach and encourage the Council s staff toward being an achievement-based organisation providing excellent service in a continuous improvement environment with an accompanying strong commitment to ongoing staff development. The ability to develop commitment from staff, creating a sense of ownership; establish clear performance expectations; delegate appropriately to achieve a sense of value in the end result and use problem solving skills to assist staff achieve the desired results. CEO Position Description 5

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