Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations: Primary Location: Job Summary and Purpose: House of Waipa (H.O.W) Our purpose is to partner the community in promoting the well-being of the Waipa District and its people. We do this by being: Economically progressive Environmental and cultural champions Please refer to Waipa District Council s Delegations Register for the specific delegated authorities that are applicable to this role. Te Awamutu Office but mobile between Council Offices and around the District as required. Lead a high performance team that challenges council and the community to consider the future and options for creating it. Deliver key strategic projects that drive the future direction of our district and delivering Council s vision. Identify strategic issues and develop and deliver Council s response. Lead a strong and forward thinking team that implements Council s strategic planning initiatives. Lead projects and initiatives that encourage involvement and creative community input. Advise on operational and community planning and policy issues. Work closely with other teams to ensure a join-up approach to strategic planning and implementation. policy issues Connected with our community Socially responsible Conducting ourselves on a day to day basis in accordance with our core Waipa Values which are: We have a Can Do Attitude and Own What We Do, Are Honest, Act with Integrity and Care for Our People, Inspire People to Exceed Expectations, Pursue Excellence in all We Do, And we have Fun and Celebrate Success!
Where do you fit in at Waipa District Council? Your House of Waipa Key Result Areas Key Result Areas (KRAs) (Expected Responsibilities & Tasks to be fulfilled) Take a joined up approach to managing key strategies, projects and issues across the organisation. Manage and deliver key strategic projects, strategic policy analysis and project management support on social, economic, cultural, environmental and corporate issues and initiatives including (but not limited to) Annual Plan, LTP, Waipa 2050, town concept plans. Coordinate organisational response to external planning/policy initiatives. Coordinate Council s involvement in strategic community based initiatives (such as Sustainable Living, etc). Manage the workflow of key strategic projects to ensure excellence in delivery. Challenge the team and the organisation to consider strategic issues and possible solutions differently. Page 2 of 9 PROJECT MANAGEMENT Key Performance Outcomes (Expected Performance Outputs) Work closely with the executive, council and key teams to ensure a collective understanding of how strategy ensures good planning and project implementation. Key strategic projects are delivered within the agreed timeframes and report format Council is satisfactorily represented in external policy and planning initiatives and well-reasoned and supported responses are submitted. Council s involvement with community based initiatives is appropriate and wellcoordinated with key stakeholders.
Key Result Areas (KRAs) (Expected Responsibilities & Tasks to be fulfilled) Oversee and monitor statutory policies implemented by Council and review them to ensure they meet organisational needs and statutory requirements Project manage the collation and production of Council s Annual Plan and Long Term Plan. Lead the development and on-going administration of Community outcomes reporting. Lead the development and review of Bylaws. Prepare and maintain Governance Statement Coordinate the preparation of non-financial information required for quarterly and annual reports. Key Performance Outcomes (Expected Performance Outputs) STRATEGY & POLICY DEVELOPMENT Council statutory polices are reviewed regularly, complies with statutory timeframes and are fit for purpose. Annual Plan and Long Term Plan projects are effectively managed to project plan, time and budget expectations. Reports are completed to a high standard, are complete and are submitted within the required timeframes. Policy advice and support is appropriate and contributes to the desired outcomes of the reviews. Policy advice and /or recommendations are presented in a manner that considers the audience/decision makers, and is does so in a timely manner. Non-financial information for reports is submitted within agreed timeframes and to a high standard. Lead a creative response to consultation. Manage consultation processes in line with statutory requirements and best practice guidelines. Implement and promote a collaborative approach to the identification and discussion of council and community issues among interested groups. Effectively advocate Waipa District Council s position on issues as necessary. Prepare submissions to legislative changes, policy developments and planning issues which accurately reflect issues pertinent to Waipa District Council. Identify opportunities to promote and engage with key stakeholders during consultation (internally and externally), with the support from the Community Relationship Team. Utilise change management methodology/principles to assist with the implementation and communication of policy information and amendments internally. CONSULTATION New methods and ways to engage are tested during consultation. All consultation undertaken with key stakeholders (both internally and externally) is undertaken in a timely and professional manner that complies with statutory requirements and best practice. Consultation process and timeframes allows stakeholders to collaborate and engage with the review process. Advocating is undertaken in an appropriate and timely manner that ensures Council s position is understood and maintained. Submissions comply with legislative requirements, and clearly justifies and reflects the issues that are pertinent to Council. Stakeholders has are actively encouraged to participate in consultation processes.. Internal stakeholders are aware of and have easy access to policy information and are aware of policy changes as they occur. Page 3 of 9
Team Performance Management Effectively lead and enable direct reports to deliver business unit and organisational performance objectives. Maintain a high standard of support and proactively assess team resources and/or reallocates workloads as necessary. Team Professional Development Provide appropriate development, induction and internal training opportunities to direct reports. Employee Engagement & Leadership Create a team environment that fosters and develops effective working relationships and high performance based on Council Values. Creates opportunities for direct reporting staff to be consulted on and included in decision making that may impact upon team performance outputs. Ensure all team members use their leave entitlements reasonably and promote a positive work-life balance. Seek support and advice (i.e. from HR and/or senior management) as required; to ensure staff issues are resolved quickly, appropriately and effectively. Demonstrates compliance with Health and Safety requirements and promotes an awareness of relevant responsibilities as outlined in Council s H&S Management Programme and under the HASIE Act and its Regulations and any relevant Codes of Practice. Develop contractors awareness and adherence to Council s H&S practices and policies. Adequate resources (e.g. PPE, financial, training and staff) are incorporated into business planning. Undertake regular reporting of H&S TEAM PERFORMANCE AND LEADERSHIP HEALTH & SAFETY Team Performance Management Team members have an awareness of key team and organisational performance achievements and goals. Recognising and addressing of poor/good performance is clearly evident. Enables the Team/Department to fulfil KRAs through proactive resourcing and redeployment. Team Professional Development Direct reporting staff are enabled to deliver on performance outcomes and development expectations. New starters and promoted or seconded team members are adequately supported and have a clear induction program developed with the assistance of the wider team. Employee Engagement & Leadership Staff satisfaction received for the department via the JRA Survey shows a positive trend. Alignment to culture is clearly evident through the use of techniques and mechanisms such as team building and regular team and/or individual catch-ups. All direct reporting staff are inspired, supported and energised to achieve results and are committed to contributing to the Team s and Council s success. All human resources and staff management policies, procedures and timeframes are met (e.g. EEO, leave, disciplinary, and recruitment etc.). Immediate action is taken when a breach in H&S procedures or practices becomes known, or when there are inadequate resources available (e.g. PPE). Any breaches identified during an audit are rectified/minimised within an appropriate timeframe and in consultation with key stakeholders. All accidents/incidents/near misses are reported (HASIE 1) to the H&S Coordinator of their occurrence as soon as possible. Contractors conform to H&S obligations as outlined in the relevant tender and/or contract documents and applicable Council Page 4 of 9
Key Result Areas (KRAs) (Expected Responsibilities & Tasks to be fulfilled) activities in business unit. Assist H&S Officer to implement rehabilitation and return to work procedures for staff. Actively promotes and supports health and safety, and wellbeing initiatives. Key Performance Outcomes (Expected Performance Outputs) procedures. H&S performance objectives are established and fulfilled by submitting monthly reports to H&S Officer. Staff are provided with and adhere to a constructive and meaningful rehabilitation and return to work programme. There is regular team representation at H&S Committee Meetings. CIVIL DEFENCE & BUSINESS CONTINUITY MANAGEMENT Actively contributes to Business Continuity Management (BCM) and Civil Defence Emergency Management (CDEM) planning and implementation consistent with the key responsibilities of this position. Contribution into BCM plans is provided and plans are implemented as required. Participation in CDEM readiness, response and/or recovery and training completed as required. PROFESSIONAL ACCOUNTABILITY AND DEVELOPMENT HoW Values Actively supports and models the required HoW Values and required behaviours of the role (internally and externally). Professional Development Takes personal responsibility for discussing own performance and professional development with direct manager. Demonstrates commitment to up-skilling and further developing specialist knowledge and best practice initiatives. Opportunities for Improvement Uses the Let s Improve approach to identify opportunities for improvement and as necessary works across the organisation to implement the necessary changes. Fulfils all other assigned responsibilities and/or project work in a professional and timely manner. ADDITIONAL DUTIES HoW Values Champions the Waipa Values in all professional interactions, and seeks approval and/or when unsure seeks feedback in an appropriate manner. Participates in a community service activity annually. Professional Development Takes an active role in own PDR and raises any concerns in a constructive manner that does not undermine good faith. Takes an active approach in familiarising themselves with the relevant plans, procedures, policies, processes and statutory requirements that can or may relate to their role and to the wider Council. Opportunities for Improvement Contributes to and/or champions a Let s Improve initiative through to completion. Positive feedback is received by manager reflecting the achievement of positive results and ability to go the extra mile when fulfilling additional responsibilities or completing project work as assigned by manager. Page 5 of 9
Internal Approval Approved By: MANAGER - STRATEGY AND COMMUNITY RELATIONSHIPS Date Approved: From time to time the Strategic Projects Team Leader will be reviewed and altered in consultation with the current Job Holder(s). Such reviews will generally occur in response to changes in statutory requirements, internal changes (i.e. processes, technology etc) and prior to a job validation exercise. All of these changes must have the prior approval of the Manager Human Resources, during and following consultation. If, following consultation with the current Job Holder(s), it is proposed that the Key Result Areas (KRAs) of the role will change significantly and/or the position title may change, prior approval will be sought from the Chief Executive, relevant Group Manager and Manager Human Resources. Job Holder Acknowledgement I, acknowledge that the Key Result Areas (KRAs) and Key Performance Outcomes outlined above are what is expected of me and will be used to measure my performance while I am employed with Waipa District Council as Strategic Projects Team Leader. I also acknowledge that, by providing my signature below, I will raise any concerns about the above expectations in an appropriate and constructive manner with my direct manager and will actively contribute and participate in a consultation process should this job description be reviewed whilst I am the job holder. Signed By: JOB HOLDER NAME Date: Page 6 of 9
Person Specification Strategic Projects Team Leader Essential University degree level qualification in a relevant strategic management, leadership field. PROFESSIONAL/TECHNICAL QUALIFICATIONS Tertiary level project management qualification, or similar. Essential At least five years previous experience in a similar role. Proven experience leading project teams. RELEVANT WORK EXPERIENCE Previous experience working in a similar local government organisation. 3 5 years project management experience. Proven experience leading a mid-size team. Experience working with relevant NZ local government and planning legislation. The following demonstrates the expectations of an effective and competent job holder (i.e. the employee s ability to achieve an overall PDR rating of 5 or more). This does not necessarily represent the current job holder s competencies, skills and attributes. Areas of particular strength and those that require further development are discussed between the direct manager and job holder when first appointed and as part of Council s Performance Development Review (PDR) process. Essential JOB RELATED COMPETENCIES, SKILLS AND ATTRIBUTES Technical Skills Excellent computer literacy including advanced knowledge of MS Office applications (i.e. Project, Word, Outlook, PowerPoint and Excel), Mind Map, specialist databases and internet explorer. Ability to develop spreadsheet to undertake data modelling (i.e. databases). Sound understanding of Local Government Act (LGA) and consultation requirements. Minute attention to detail, particularly with regard to written documents. Able to comprehend, analyse and decipher legislation. Excellent data analysis, report writing and project management skills. Able to facilitate public consultation meetings. High level of innovation and ability to problem solve. Technical Skills Knowledge of the local government sector Understanding of employment legislation and staff management practices. Thinks broadly and conceptually, considering strategies and possibilities to drive the organisation forward. Flexibility in thinking Communication Skills Excellent public speaking and presentation skills. Ability to engage with people at all levels Advanced mediation and negotiation skills. Leadership Skills Imparts and transfers technical knowledge to enhance the development of others. Enhances team through effective delegation of tasks and decision making. Actively identifies career development opportunities for others. Page 7 of 9
Essential JOB RELATED COMPETENCIES, SKILLS AND ATTRIBUTES Proven understanding of the political nature of the organisation, and the development and implementation of policy. Visionary thinking. Creative and innovative Communication Skills Ability to relay technical information to nontechnical stakeholders effectively. Effectively gives and solicits feedback to ensure understanding. Persuasively communicates point-of-view to others and negotiates effectively. Written and verbal reports presented to peers, management and Council are clear, concise and meets the audience s needs. Leadership Skills Motivates and inspires people towards positive change. Explores possibilities and alternatives in collaboration with stakeholders. Takes action through effective and pragmatic decision making. Obtains willing cooperation/commitment from others. People Skills Ability to guide and influence people to take action and follow correct procedures Develops productive relationships and maintains an atmosphere of trust Effectively resolves conflict. Establishes rapport quickly with stakeholders Handles complex/contentious issues with balance and fairness, and considers the long term impacts Takes the initiative to build/strengthen relationships with others. Personal Accountability and Self Management Seeks and demonstrates ownership of issues and solutions. Able to work collaboratively to engage diverse interest groups whilst driving progress. Projects a poised and confident demeanour Assumes a leadership role rather waiting for others to lead. Self-starter that sets and achieves own goals. Maintains positive focus even under People Skills Effectively negotiates project deadlines with key stakeholders Develops appropriate presentation material to suit the audience Effectively resolves conflict Excellent public speaking and presentation skills. Engages others with ideas and concepts Personal Accountability and Self Management Drives business results by aligning with vision, mission and values to enhance business value Projects an image of maturity and integrity that creates credibility Shows initiative to learn beyond scope of role, to provide extra support to key staff. Embody the values of the organisation in every strategy and action. Page 8 of 9
Essential JOB RELATED COMPETENCIES, SKILLS AND ATTRIBUTES pressure Displays a willing flexibility, adapts well to organizational change Has an organized approach to tasks and projects, and manages time efficiently. Proactive with the ability to anticipate change Physical Capability Can work at computers for long periods of time. Page 9 of 9