MASTERTON DISTRICT COUNCIL

Size: px
Start display at page:

Download "MASTERTON DISTRICT COUNCIL"

Transcription

1 POSITION DESCRIPTION POSITION: RESPONSIBLE TO: EMPLOYMENT PERIOD: CHIEF EXECUTIVE Mayor and Council Four years fixed term POSITION PURPOSE The CEO is responsible for proactively leading and managing the Masterton District Council and for implementing strategies as agreed by Council in an efficient, financially prudent and customer friendly manner. The CEO will embed a culture of service underpinned by a can do attitude and supportive team environment. The CEO is responsible for developing organisational values and accountability, giving clear direction to council staff, developing high performing teams, and facilitating the provision of well rounded advice to elected members and leading operational delivery. To actively seek out opportunities and initiatives that support Masterton District Council s strategic direction. To ensure that Masterton District Council decisions, policies and strategies are implemented and that systems are in place to enable effective planning and accurate reporting of the financial and service performance of all Council activities. To employ and lead the staff of Masterton District Council. To proactively engage, build and maintain strong productive and respectful working relationship with key stakeholders that values their diverse needs; including community, Iwi, business groups, other territorial authorities, central government and related agencies, and to actively encourage and support community engagement with Council. To shape strategies, communicate both formally and informally with elected members and implement initiatives that support the Council s strategic intent, and support the delivery of sustainable economic development in a planned and measured way whilst mitigating risk. To ensure Council s policies and strategies are implemented and the delivery of the Annual and Long-Term Plans whilst ensuring compliance with all relevant legislation. Page 1 of 7

2 STATUTORY RESPONSIBILITIES The Chief Executive will be appointed as the Principal Administrative Officer of the Masterton District Council pursuant to s.42 (1), clauses 33 and 34, Schedule 7 of the Local Government Act 2002 and all other relevant clauses. RESPONSIBLE TO: Mayor and Council a. The Chief Executive Officer of the Council with authority over all other staff as is necessary for the efficient management and execution of the Council s functions. b. Responsible to the Council for the management, control and reporting of Council s total operation. c. The management team report directly to the CEO with scope for the senior management team to report, interact and advise Council, in an unbiased and complete manner, on matters affecting their departments. KEY OUTCOMES 1. Delivery of the objectives specified in the Council s Annual Plans, Long Term Plans and Strategies as adopted by resolution of Council. 2. Long-term planning to ensure that Council applies the principles of prudent financial management to meet obligations under the Local Government Act. 3. All Council decisions are implemented unless prevented by factors beyond the Chief Executive s control. 4. Sound advice and decision-making throughout the Council s organisation. 5. Statutory requirements are met and adopted levels of service are achieved. 6. Council s organisation operates as a cohesive team to deliver services in an efficient, effective, and economic manner. 7. Adherence by Council s staff and contractors to the expected values and behaviours. 8. Supportive community and satisfied residents and ratepayers. Page 2 of 7

3 KEY RELATIONSHIPS (not ranked) External Mayors, CEOs and senior staff of other local and regional authorities Ngati Kahungunu ki Wairarapa / Rangitāne o Wairarapa Chairs and CEOs Business and Community Leaders Community Organisations Residents and Ratepayers Media Representatives Key Service Providers/Contractors Trust House / Masterton Lands Trust Chairs and CEOs Ministers of the Crown and Members of Parliament Government, Crown Agency and SOE Representatives Internal Mayor Councillors Senior Management team Council staff Page 3 of 7

4 KEY RESULT AREAS 1. General Management 1.1 Ensure compliance with all statutory and regulatory provisions applicable to the operation of Council. 1.2 Encourage and promote positive engagement between Council and the residents of Masterton District Council. 1.3 Manage Council resources to ensure that Council services are delivered efficiently and effectively. 1.4 Actively consider and review significant strategic issues including: Management structures Core business activities Options for service delivery Cross-boundary and shared delivery of services Divestment/Investment opportunities Relationships with strategic partners Statutory requirements arising from consents or renewals 2. Personnel Management The Chief Executive will ensure the effective utilisation of human resources within the organisation, through the development of effective human resource policies, practices and procedures aligned to the vision and values of the Council as embraced in Council s plans, policies and strategies. This will be evidenced by: Motivated staff with a strong customer focus An open and constructive culture within the organisation and to customers Appropriate technical and managerial capability to deal with high level relationship management and complex operational and policy issues Staff who are encouraged to identify new and more cost-effective ways of providing and delivering Council services 3. Communication and Support to Council 3.1 Provide, in a timely manner, appropriate agendas, supporting papers and accurate minutes of Council and committee meetings. 3.2 Establish and maintain an effective working relationship with the Mayor and Councillors ensuring they are supported with information and administrative services. 3.3 Provide sound, unbiased, and timely policy advice to Council. Page 4 of 7

5 3.4 Ensure Council is kept well informed on current issues within the District and performance of the organisation. 3.5 Seek guidance from Council before commencing any significant legal action against another party. 3.6 Ensure that the community is well informed about implementation of policies, construction of works, operation of facilities and delivery of service. 4. Planning and Service Delivery 4.1 Ensure that the Council is supported in its responsibilities to develop a Long Term Plan, Annual Plan pursuant to the Local Government Act Undertake planning necessary to ensure the Council s goals and outputs are achieved including: Annual Plan Asset Management Plans Activity Plans Strategic and Long-Term Plans District Plan 4.3 Ensure that the delivery of Council s services is customer and community focussed and quality based. 5. Policy Development and Implementation 5.1 Agree annually with Council on the scope of policies to be developed or reviewed and to undertake research as necessary. 5.2 Ensure that the Council receives sound advice on the development of all policies required by the Local Government Act 2002 and other statutes. 6. Financial Management, Risk, and Reporting 6.1 Ensure that Council is informed on a regular basis on the financial and nonfinancial progress of implementation of the Annual/Long Term Plan. 6.2 Ensure the prudent management of, and regular reporting on, the state of Council finances. 6.3 Ensure that expenditure and investment is subject to appropriate controls and is consistent with Council policies, objectives, and budgets. 6.4 Ensure that risks to Council are identified and effectively managed and monitored, undertaking audits where appropriate. 6.5 Ensure early identification and management of major policy and social issues that may be potentially sensitive or contentious. Page 5 of 7

6 KEY BEHAVIOURAL COMPENTENCIES 1. Undertake the role with honesty and integrity. 2. Maintain a forward-thinking approach, prepared to challenge current practices and seek innovative opportunities for Council s service delivery. 3. Recognises, values, and promotes a strong customer service culture. 4. Serve and treat elected members professionally including respecting and accepting the political decision-making process and its outcomes. 5. Build and maintain sound and productive working relationships with elected members, staff, and key stakeholders. 6. Active and influential in a wide range of networks acting with gravitas and respecting diverse views. 7. Effectively utilises the capabilities and experience of staff through delegation, provision of clear performances levels, and fosters development opportunities. 8. Seeks solutions to complex issues whilst understanding risks. 9. Encourages others to search for new opportunities, ways of doing things and to take calculated risks within Council s risk framework. 10. Has a flexible approach and can manage a variety of conflicting issues and demands in a calm manner. 11. Can apply knowledge and skills to a broad range of issues. 12. Apply due diligence in the performance of all assigned duties and responsibilities to ensure the completion of all tasks within the agreed timeframes. 13. Comply with Council s procedures, policies, and legal requirements. 14. Provide quality and timely services to Council s customers and the community consistent with standards specified in Council s policies. Page 6 of 7

7 KEY QUALIFICATIONS, SKILLS, AND EXPERIENCE 1. A relevant tertiary qualification. 2. Demonstrated experience leading and managing complex organisations with multiple activities and diverse stakeholder interests. 3. Demonstrated ability to work collaboratively within a political/public environment and develop effective and productive relationships with a governing board. 4. A strong understanding of local government in New Zealand. 5. Excellent relationship building, networking, negotiation, and conflict resolution skills with demonstrated ability to develop productive relationships with key stakeholders, including an understanding and appreciation of tikanga Māori. 6. Strong leadership experience, planning and managing projects and initiatives over a broad spectrum of issues, including the ability to positively motivate staff towards a common goal. 7. Excellent verbal and written communication skills including public speaking, facilitation, and media relations; able to tailor the message and delivery to a range of audiences, communicating complex and technical information in a straightforward, empathic manner. 8. Strong problem solving with analytical skills and strong financial management, including experience managing complex budgets. 9. Ability to adapt quickly and effectively to changing environments. 10. Experienced change manager 11. Demonstrated track record of establishing a strong performance management culture which is customer focused. 12. Experience, understanding and appreciation of working within a political environment. Agreed by: Signature: Date: Page 7 of 7