Waikato Regional Council Role Description Role Title: Directorate: Reports to: Responsible for: (Total number of staff) Role Purpose: Direct Reports: Manager - Facilities Finance Chief Financial Officer 7 Responsible for the effective management of the Facilities Management section and ensuring all facilities management related current and future needs are met in a coordinated, competent, cost effective and safe manner. Facilities Management Co-ordinator, Fleet Management Co-ordinator, Facilities Management Administrator, Business Support Officer, Housekeeper, Custodians Date: December 2014 Organisation Context Directorate Chief Financial Officer Manager Facilities Facilities Management Coordinator Fleet Management Coordinator Facilities Management Administrator (Fixed Term) Business Support Officer Housekeeper Custodian Custodian Fixed Term Finance The Finance Directorate supports WRC s mission by leading the preparation, implementation, monitoring and reviewing of financial policies. This includes managing council s provision of public transport services, property and facilities. The council has annual income of approximately $113 million and assets of $489 million, including property, plant and equipment of $367 million and funds invested. Doc # 3234991
Key Relationships External Contractors and service providers Peers in other local authorities and organisations Central Government agencies Local Government agencies Internal Chief Executive Executive Leadership Team Councillors Section Managers, Unit Leads and staff Accountabilities and Delegations Financial and statutory delegations will be exercised appropriately and within the defined parameters of the Delegations Manual. Operational delegation: D Capital delegation: $40,000 Statutory delegations: Nil Management delegations: Doc # 3234991 Page 2
Work Function/Activity Indicate on the checklist which work functions or activities are typical of this role. Work Function /N Mainly Sedentary: Frequent sitting at desk or in meetings. Repetitive Use: Ongoing or frequent episodes of repetitive tasks, such as hand and finger movements when typing, using a computer mouse, or writing. Driving: Occasional need to drive a vehicle for work purposes. Driving (Frequent): Regular need to drive a vehicle for work purposes. Significant distances travelled. Outdoor Work (Heavy): Regularly works outdoors in all weathers. Protective clothing required. Moderate to heavy physical exertion, including lifting and carrying. NB: A pre-employment medical check would typically be required. Outdoor Work (Moderate): Occasionally works outdoors; mainly involves walking across rough terrain, climbing banks or fences. Light to moderate physical exertion. Outdoor Work (Occasional/Light): Occasionally works outdoors; mainly involves walking across rough terrain. Light physical exertion. N N N Mental activities: Include a high level of cognitive functioning with communication, interpersonal, administration, interviewing, assessment, information gathering, evaluation, negotiation, planning, report writing, organisational problem solving and decisionmaking capabilities. Leadership Competencies Customer Focus Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for; improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect Priority Setting Spends his/her time and the time of others on what s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus Decision Quality Doc # 3234991 Page 3
Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions Managerial Courage Doesn t hold back anything that needs to be said; provides current, direct, complete, and actionable positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary Drive for results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results Motivating Others Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person s hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn t stop at the first answers Process Management Good at figuring out the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can t; can simplify complex processes; gets more out of fewer resources Delegation Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports and others finish their own work. Building effective teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team Key Result Areas Jobholder is responsible for Jobholder is successful when Strategic Planning Strategic planning of facilities, fleet and asset requirements. Develop, implement and continuously review a strategic plan for facilities management in accordance with Council policies. Doc # 3234991 Page 4
Jobholder is responsible for Jobholder is successful when Budget Management Management of operational and capital works programmes and their associated budgets. Planning and budget inputs completed accurately and monitored. Quarterly forecasts are completed on time and robust adjustments are made based on best information Facilities Management Implementing effective systems to ensure facilities unit operates effectively and efficiently Undertake day to day management of Council owned/occupied buildings and other property including implementation of management plans, property strategies, emergency preparedness, and disaster recovery readiness. Manage staff accommodation initiatives including office space, layout, furniture and relocations. Leasing in/out and all associated negotiations, reviews and rentals/outgoings, and preparation and management of contracts. Undertake leasing in / out and all associated negotiation, reviews and rentals/outgoings Capital works to improve properties. Implement management plans, property strategies, emergency preparedness, and disaster recovery readiness. Acquisition and disposal of corporate land, buildings, and other property. Preparation and management of all operational services contracts. Provide facilities management related advice and information to internal and external clients as required. Routine servicing, maintenance and unscheduled works are completed in a timely, cost effective and efficient manner. Buildings are well maintained and works carried out with minimal disruption to day to day business. Office accommodation issues are managed and initiatives follow good practice for office space. All lease matters are dealt with on a timely basis to best advantage to Council Cost effective capital works completed to improve properties on time and to specification. Data analysis completed (eg. air quality) and plans and processes developed to monitor the quality, efficiency and effectiveness of building systems. Furniture, appliances, facilities and equipment, including electrical testing and electrical verification, completed to meet safety standards. Effective after hours coverage for supervision, security, enquiries and emergencies is achieved. Facilities management processes and projects are completed effectively. Energy usage for buildings is effectively managed. Doc # 3234991 Page 5
Jobholder is responsible for Jobholder is successful when Operational Management Provide leadership, supervision and guidance to staff within the Facilities Management team. Develop, co-ordinate and manage operational services projects as identified. Implementing effective systems to ensure Facilities Management unit operates effectively and efficiently Oversee the management of Council s vehicle fleet. Managing and overseeing the internal business support administration for internal mail distribution, photocopying, courier, photocopying, mail and related functions. Managing and overseeing the housekeeping function. Develop and manage relationships with other senior staff across the organisation with stakeholders and other key agencies. Contract Management Contract performance monitoring and relationship management. Contract management and contract relationship management. Manage properties owned/administered/occupied by Council. Provide oversight management of contractors including monitoring of contract targets and contractor performance. Health & Safety Ensure WRC meets H&S responsibilities with respect to facilities management including the oversight of contractors. Ensure effective H&S systems are implemented to meet Health & Safety obligations including ongoing audit reviews to ensure systems are operating effectively. Implement corporate policies such as Occupational Health and Safety and Equal Employment Opportunities with respect to facilities management work and continuously monitor compliance. Develop, implement and continuously review risk management and mitigation plans. Programme of work Contribute to long term and annual planning processes, budget preparation, forecasting and reporting. Prepare and implement department work plans and set priorities. Ensure the unit operates efficiently and effectively. Sound, accurate and timely facilities management related advice is provided from a wide knowledge and information base. Council s vehicle fleet is fit for purpose and well managed, with strong focus on environmental aspects. Housekeeping and Business support functions operate effectively and efficiently Issues are resolved in a timely and manner. All information and data management policies and guidelines are followed. Manage engagement of building-related services contractors to ensure effective and efficient service delivery. Preparation and management of Health and Safety aspects of operational contracts. All Health and Safety requirements are satisfactorily met and there are no significant non compliances Robust long term Asset Management Plan is in place. Plans, forecasts, reports and budgets are timely, well-reasoned and accurate. Key deliverables are met satisfactorily. Leadership Build and maintain a commitment to the vision Staff model the values at all times and challenge each other if they observe inconsistent Doc # 3234991 Page 6
Jobholder is responsible for and values and provide clear direction to staff. Jobholder is successful when behaviour. Identify training needs and develop a strategy to meet these, including coaching and mentoring the team members. Make effective contributions to, and ensure collaboration across WRC at all times. Contribute to Directorate management teams. Positive staff engagement results. Performance regularly reviewed; nonperformance is actively managed. Staff training needs identified and followed up. Each person works together as one team and collaborative problem solving is evident. Effective contribution to and collaboration with ELT and directorate management teams. Provide leadership, support, direction and guidance to actively manage staff performance. Performance and development plans are produced for staff. Relationship management Provide expert advice and support to the ELT, Councillors and staff on Facility related matters. ELT, Councillors and staff provided with quality and timely information to make decisions. ELT are informed of critical issues and are provided with solutions for consideration. Corporate citizenship Ensure compliance with all legal and statutory requirements and WRC Ensure sound health and safety practices are in place at all times Provide effective and efficient customer service to all internal and external customers Undertake civil defence training and assist the CDEM department fulfil their objectives Ensure appropriate risk management No significant noncompliance events; audits indicate a high level of knowledge of WRC policies and health and safety requirements All work environments are safe Customer service is delivered to a consistently high standard Civil defence training is completed and assistance provided as necessary Risks are identified and mitigation plans are in place Work Complexity Most challenging duties typically undertaken or most complex problems solved: Managing the various demands within the organisation for facilities needs to accommodate broad policies within directorates and units with own goals and objectives, resulting in need for clear facilities management strategy and prioritisation. Tender and lease negotiations and contractor relationships. Doc # 3234991 Page 7
Person Specification This section is designed to capture the expertise required for the role at the 100% fully effective level (this does not necessarily reflect what the current incumbent has). This may be a combination of knowledge / experience, qualifications or equivalent level of learning through experience or key skills, attributes or role-specific competencies. Qualifications (or equivalent level of learning) Essential Diploma Level 6 (Trade Certificate) preferably in building trade. Technically competent with proven facilities management and team leadership experience. Desirable Experience in related industry Knowledge / Experience Essential 6 years property management or related experience, preferably trade experience, including strategic and negotiating skills and expertise in property management. Proven facilities and property management experience particularly in buildings, leasing, maintenance, facilities and services, contract management and office accommodation. General knowledge of valuation, acquisition and legal aspects of property. Some experience with, or knowledge of, fleet management. Previous experience and commitment to energy efficiency and sustainability. Previous experience in managing staff and the ability to effectively lead a Facilities Management team. Proven project and contract management experience and skills. 5 years proven team leadership experience. Excellent oral and written communication skills Ability to work effectively with a diverse range of internal and external stakeholders Highly effective organisational skills including time management, prioritising and forward planning skills, as well as the ability to multi-task Ability to work autonomously as well as part of a team Medium level skill in Word and Excel and databases that support contract and project management Desirable Knowledge and understanding of local authority business and processes Change to role description From time to time it may be necessary to consider changes in the role description in response to the changing nature of our work environment including technological requirements or statutory changes. This Role Description may be reviewed as part of the preparation for performance planning for the annual performance cycle or as required. Doc # 3234991 Page 8