GOVERNMENT OF NUNAVUT POSITION DESCRIPTION

Transcription

1 GOVERNMENT OF NUNAVUT POSITION DESCRIPTION Date: 17 July 2018 Position #: Position: Regional Director, Infrastructure Incumbent: Reports to: Assistant Deputy Minister, Infrastructure Location: Rankin Inlet, Nunavut Effective: 17 July 2018 Financial Coding: Eiryn Devereaux, Acting Deputy Minister Date Purpose The Regional Director, Infrastructure Kivalliq provides strategic leadership and accountability for capital project delivery and asset management within the 7 Kivalliq communities. The incumbent is responsible for: Establishing annual work plans and goals for regional staff; Identifying, in conjunction with Assistant Deputy Minister, Infrastructure, key strategic goals and objectives within the Department of Community and Government Services (CGS); Supports value management strategies and programs to achieve highest value solutions to proposed design challenges; Providing facility management services to deliver appropriate solutions to the infrastructure needs of the Government of Nunavut (GN); Ensuring that approved objectives are met in an effective manner, consistent with the priorities, operational policies and procedures of the GN and stated CGS principles and values; Providing support and training to asset management staff as required. The Regional Director, Infrastructure Kivalliq provides strategic project management leadership through strong knowledge of the Project Management Body of Knowledge (PMBOK) and industry standards of project management as published by the Project Management Institute and extensive experience in the application of that knowledge in the direct planning and development of project management standards and processes. Page 1

2 The Regional Director, Infrastructure Kivalliq provides strategic asset management leadership through strong knowledge of Asset Management best practices and industry standards including those published by the International Facility Management Association (IFMA) and/or the Building Owners and Managers Association (BOMA). The Incumbent shall apply this extensive experience in the application of that knowledge in the planning and execution of asset management standards and processes. This position is located in the CGS regional offices in Rankin Inlet. Scope The incumbent is accountable to the Assistant Deputy Minister, Infrastructure for the planning and execution of the department s asset management and project management policies and procedures in support of an effective and efficient delivery of programs and services at the regional level. As a member of the CGS Senior Management Team, the Regional Director, Infrastructure Kivalliq provides leadership and management of all asset management and project management activities within the region. The incumbent is responsible for the coordinated management and oversight of all capital projects delegated to CGS having an annual value in the range of $40 Million. The Regional Director, Infrastructure Kivalliq serves as an advisor to clients (GN departments, agencies and municipal communities) on matters relating to the planning, design and delivery of capital projects, as well as asset management. The incumbent provides leadership and strategic advice and support to Regional Managers, client departments and communities. The incumbent monitors and guides performance as outlined in the GN Project Management Policy and Facility Management Guide. The incumbent monitors and provides support of the CGS capital and asset management programs including facility planning, capital planning, project management and asset management services. The incumbent provides oversight to ensure client needs are well-managed and CGS program objectives are being met. The incumbent may at times be requested to provide support in the resolution of project and/or asset related contract disputes. As a member of the CGS senior management team, the Regional Director, Infrastructure Kivalliq participates in setting priorities and objectives. As well, contributes to the preparation of departmental business plans and budgets for submission to the Financial Management Board. Page 2

3 The incumbent supports the project management methodology and is responsible for influencing high performing project teams involving CGS staff, client staff, consultants and contractors involved in successful project delivery. Project teams are frequently in excess of 20 members per team and at any given time in excess of 60 different projects lasting from months to multiple years. This position requires that asset management and project delivery are conducted in a political, social, and cross-cultural setting, in accordance with government acts, regulations, policies, and directives. The incumbent is expected to draw on his/her experience to arrive at decisions and recommendations that reflect GN priorities, policies, directions and mandates. Dimensions The Regional Director, Infrastructure Kivalliq is one (1) of six (6) senior managers reporting directly to the CGS Assistant Deputy Minister, Infrastructure. The other three five (5) positions are: Director, Capital Projects Director, Technical Services Director, Property & Asset Management Regional Director, Infrastructure Qikiqtaaluk Regional Director, Infrastructure Kitikmeot The Regional Director, Infrastructure is one (1) of twenty-three (23) departmental representatives on the CGS Senior Management Committee. The region serves a population of approximately 10,300 in 7 communities. Subordinates Three (3) staff report directly to the Regional Director, Infrastructure Kivalliq: Regional Facility Manager (# ) Regional Project Manager (# ) Regional Secretary (# ) Budget (2018/19) O&M Capital FY18/19 3YR Average FY18/19 3YR Average Region 3 - Kivalliq $22.693M ~$23.267M ~$70M ~$58M Person Years 33 PY s Page 3

4 Specific Accountabilities Provides strategic leadership, oversight and management of the Kivalliq Infrastructure Division by: Developing and implements strategies (quality control, risk management, communication, staffing, etc.) to manage CGS capital program objectives and client expectations while meeting GN policies; Preparing Requests For Decisions, Briefing Notes, and Business Cases as required; Working with Capital Projects Division HQ to monitor cost, schedule, and performance of projects while considering CGS and client program constraints and objectives; Influencing project procurement strategies (e.g. traditional design-bid-build, design-build, P3 etc), identifying advantages and disadvantages of a particular strategy for the benefit of the client and CGS program objectives; Working with Capital Projects Division HQ in managing a database of performance evaluations of contractors and consultants; Working with Capital Projects Division HQ in the development of business cases for approved capital projects in accordance with the project management methodology and the Capital Planning Manual; Managing and monitoring of performance benefits arising from and expected to arise from all capital projects; Working with Capital Projects Division HQ in managing the development and maintenance of a historical database of projects including lessons learned and actual costs; Providing support to the Capital Projects Division HQ in managing the Post Occupancy Evaluation Program. Provides support, as required, to Capital Projects Division HQ and/or Asset Management Division HQ in relation to Nunavut wide strategies or initiatives. Provides support, as required, to Technical Services Division HQ in developing / implementing energy initiatives in relation to the regional portfolio of GN owned assets; Working with the Asset Management Division HQ to determine office and warehouse space needs and providing recommendations on how best to accommodate those needs; Ensuring the regional portfolio of assets are properly maintained; Providing support to the Asset Management Division HQ in regards to the CGS Leasing Management program; Page 4

5 Working with the Asset Management Division HQ in maintaining and managing a lifecycle (including deferred maintenance) monitoring system for all regional capital assets; Working with the Asset Management Division HQ in developing and executing a program to undertake regular Building Condition Assessment of GN owned facilities and ensuring this information is properly managed in an electronic database; Ensuring the regional office properly administers and maintains the CGS asset management electronic database to include facility information, preventative maintenance planning, demand maintenance activities, building condition assessments, energy management and leasing management; Working with the Asset Management Division HQ in planning and executing facility assessments / inspections to respond to regional or community needs or client concerns; Directing delivery of regional asset management services consistent with legislation, policy and standards; Supporting a consistent tendering and award process for capital and O&M services. Provides accountability for the Project Management Policy by: Maintaining and promoting the documented project management methodology; Supporting a consistent tendering and award process for projects; Working with Capital Projects Division HQ in monitoring projects to ensure adherence to this project management policy and to the project management methodology; Promoting the practice of post-project reviews, including the gathering of lessons learned; Ensuring regional staff properly capture information in regards to project asbuilt costs and schedules, lessons learned, and performance evaluations of consultants and contractors; Ensuring full utilization of the Project Management Information System (PMIS) software by all Projects staff. Manages Regional Operations and Maintenance by; Ensuring compliance with the GN Maintenance Management Standards (MMS) across the region; Managing and overseeing the Computerized Maintenance Management System (CMMS) within the regional office; Conducting meetings with regional building users and maintainers to ensure quality maintenance is being performed according to schedule; Page 5

6 Working with Asset Management Division HQ in managing and coordinating use of a lifecycle asset inventory system to assure all departments get ongoing communication on associated capital renewal requirements; Working with Asset Management Division HQ by ensuring lifecycle renewal are being assessed according to a prioritization and ranking methodology and subsequently planned and executed in accordance with approved schedule; Managing, as required, the implementation and administration of Community Maintenance Agreements and the review of effectiveness. Manages financial resources by: Developing operational budgets for the Kivalliq Infrastructure Division; Developing Capital budgets in conjunction with client departments; Authorizes Kivalliq Infrastructure Divisional expenditures; Preparing the Division s monthly variance reporting; Approving expenditure management for Division s budgets; Overseeing expenditure management on approved capital projects including review of capital expenditures in excess of regional authority levels. Manages staff within the Kivalliq Infrastructure Division by: Reviewing workloads and assigns tasks, goals, objectives to staff in support of GN, Departmental and Divisional strategic objectives and performance plans; Directing program delivery and asset management consistent with legislation, policy and standards; Ensuring GN goals and objectives are known to staff through regular and frequent contact; Providing leadership, direction and coordination to a multi-disciplinary team to communicate and interpret new initiatives in communities; Ensuring the development of annual individual employee work plans based on the annual business plan, completion of periodic performance reviews and an annual performance summary; Participating in recruitment, employee retention initiatives, succession planning, vacancy management initiatives and grievance response for the Division consistent with the collective agreement; Monitoring the Division s Inuit Employment Plan initiatives to assist in attaining the representative levels of employment; Reviewing staff work on a regular basis to ensure conformity to established quality standards and performance goals while implementing coaching/mentoring and/or disciplinary action as required; Page 6

7 Building a strong team environment within a respectful, safe and values based workplace. Represents the Kivalliq Infrastructure Division to clients, other GN departments and agencies, municipal communities and other external groups including both the public and private sectors by: Page 7 Participating, as required, in association Annual General Meetings such as NAMA, NAM, NCIAC, Construction Associations, etc; Participating, as required, in Federal/Provincial/Territorial meetings and/or committees and reporting back to the Assistant Deputy Minister, Infrastructure and the Deputy Minister; Acting as a liaison, as required, between CGS Infrastructure and groups such as Infrastructure Canada, P3 Canada, CanNor, AANDC, Construction Associations, Architectural and Engineering community and Provincial/Territorial jurisdictions involved with infrastructure. Provides coaching, mentoring and training to Regional staff by: Ensuring development and implementation of individual annual employee training and development plans are in place; Providing individual on-the-job mentoring and coaching at regular intervals ; Organizing ongoing training to asset management and project management staff, Clients/Sponsors, and other GN staff and municipal staff interfacing with projects and assets. The Regional Director, Infrastructure Kivalliq has significant impact on: Public Safety and Security; The GN liability and Risk management; Regulatory compliance with National Building Codes and Standards and Nunavut Acts / Regulations (eg. The Fire Prevention Act, the Technical Standards and Safety Act, Building Code Act); GN Financial Administration Act and FAM; GN Procurement Policy and the NNI Policy; and The GN relationship with municipal communities. Risk Management From a CGS perspective, ensure that capital assets are protected from loss or damage through participation in the Government Risk Management working group. Works with the Nunavut Association of Municipalities to ensure that municipal assets are protected from loss or damage in a cost effective manner.

8 Occupational Health and Safety Management Ensure the implementation of appropriate employee occupational health and safety management systems Ensure the workplace and work practices meet legal requirements Ensure staff have the appropriate training, supervision and safe work procedures to carry out their roles and responsibilities in compliance with Health and Safety Regulations, Standards and Industry Codes of Practice. The Director is also responsible for the following: Evaluate the need for programs and services and participate in actions for change when required. Select, develop, direct, motivate and evaluate subordinate staff to achieve CGS and GN wide mission, mandate and human resource objectives. Assist with development of CGS strategy planning processes. Provide effective and efficient management of CGS human and financial resources and ensure those resources are utilized within the budgetary limits and objectives established. Maintain effective public relations and foster community awareness. Leadership and Management functions: Develop annual work plans in conjunction with direct reports; Assist direct reports with the development of work plans for their staff; Contributes to the departmental Inuit Employment Planning (IEP) to assist the department in obtaining its overall IEP objectives obligation under the Nunavut Land Claims Agreement, Article 23; Identify training requirements for staff and develop short; medium and long term education and training plans for staff to meet job competencies; Implement the GN Performance Management process for all staff within the Division; Prepare and conduct delegate Annual Performance Review of all staff under the direct supervision. Knowledge, Skills and Abilities Professional Knowledge & Experience Experience leading, managing and directing employees; To have management and leadership skills; To have knowledge of modern project management best practices and considerable experience in project delivery; To have knowledge of northern construction, economic, political, social, and cross-cultural conditions and practices and considerable experience managing project work in northern jurisdictions; To have knowledge of construction procurement strategies and practices and considerable experience in managing consultant and construction contracts; Page 8

9 To evaluate technical information, opinions, proposals, and to make recommendations or decisions and provide direction in area of project management; To have strong understanding of design and construction issues and legal concepts; To have knowledge and understanding of the effect of public policy on the private sector and other affected parties. Analytical, Judgement and Decision Making Skills To have decision-making and problem-solving skills to identify and initiate corrective action to problems encountered managing capital projects; To define, validate facts, evaluate criteria, select options and determine directions; To prioritize, balance perspectives, and make sound recommendations. To have analytical skills to evaluate program results against objectives (i.e. schedule, budget, and quality). Facilitating and Negotiating To direct, manage, lead, and negotiate with internal/external groups or clients; To have conflict management skills. Organizational Ability To have team building skills; To respond and manage changing environments within the GN and municipal communities; To manage and administer politically sensitive and high profile issues; To manage regular workload and special assignments; To balance priorities and staff assignments with limited resources and within the budget and keep focused on the issues; To have computer skills (such as: MS Office, spreadsheets, database systems, and project management information systems). Conceptual and Communication Skills To be able to balance leadership, advisory, regulatory duties and team based management. To communicate concepts, ideas, instructions, and to recognize and rectify miscommunications, experience in conflict or dispute resolution process; Oral and written communication skills, particularly in a virtual environment; Stakeholder management and consensus-building skills; Interpersonal and negotiating skills. Page 9

10 Other Assets To have skills to lead in the development of budgets for capital and O&M projects; To have financial skills to control and report on CGS capital projects program; These skills are normally acquired through: o A professional Degree in Architecture, Engineering, or related discipline from a recognized post-secondary institution. o A Project Management Professional (PMP) designation along with a membership in an appropriate professional association (PMI or equivalent); o At least 10 years of progressively challenging project management experience on medium to large commercial and/or institutional building projects with exposure and participation in all aspects of planning, designs, construction and delivery with at least five of these years in the role of prime consultant or Project Lead responsible for coordinating the input and delivery of multi-disciplinary teams; o Seven (7) years progressive managerial experience; This is a position of trust requiring a Criminal Records Check; Fluency in Inuktut A professional Engineer or Architect designation with membership in an appropriate professional association Page 10