Waikato Regional Council Role Description

Transcription

1 Waikato Regional Council Role Description Role Title: Directorate: Reports to: Responsible for: (Total number of staff) Direct Reports Zone Hauraki Integrated Catchment Management (ICM), Hauraki/Coromandel Nil Nil Date: November 2014 Role Purpose: To oversee and manage the Waikato Regional Council s river and catchment management programmes over a specific Management Zone within the Waikato region. This role provides leadership to the Zone Team, made up of staff from a range of programmes within the ICM Directorate, to ensure that the outcomes of the Council s Annual, Long Term and Zone and Catchment Plans are achieved. In addition the role provides a key liaison with community based local stakeholders through management of, and reporting to the Waihou-Piako Catchment Subcommittee. Organisation Context Director Principal Advisor Executive Assistant Hauraki / Coromandel Taupo / Upper Waikato Lower Waikato / West Coast Integreated Catchment Services Business & Technical Services Business Support Specialist Business Support Officer Catchment Management Team Leader Zone Coromandel Zone Hauraki Operations Hauraki / Coromandel This directorate supports Waikato Regional Council s mission by implementing policies that primarily relate to using non statutory methods of integrated catchment management. This includes biosecurity and natural heritage management, fostering sustainable use of land and catchments, and managing infrastructure assets of $367 million (comprising flood protection, river management, drainage, and catchment systems). The Hauraki Zone is responsible for an area of around 3,734 sq kms, which is dominated by the Waihou and Piako River systems. The zone contains internationally significant wetlands, high catchment, conservation, and recreational valued areas like the Kaimai Ranges, and has nationally important flood mitigation infrastructure running through it. The Zone will have a part to play at a local level in the connection between some important organisational projects over the next 2-3 years, including co-governance with Hauraki Iwi, managing water quality in the catchment and completion of a marine spatial plan for the Hauraki Gulf. Doc # page 1

2 Key Relationships External Zone subcommittee members Iwi groups Other Councils and agencies Rate payers and landowners Community groups External consultants and contractors. Internal Directorate managers and staff Zone team Councillors Other Waikato Regional Council staff Accountabilities and Delegations Financial and statutory delegations will be exercised appropriately and within the defined parameters of the Delegations Manual. Operational delegation: $30,000 Capital delegation: $30,000 Work Function/Activity Indicate on the checklist which work functions or activities are typical of this role. Work Function 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. 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. Y/N No No Doc #

3 Leadership Competencies 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. 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. 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. Decision quality 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. Delegating 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. 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. Informing Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information. Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjust for problems and roadblocks; measures performance against goals; evaluates results. Strategic agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans. Key Result Areas Incumbent is responsible for Programme of work Develop and deliver the Waihou-Piako Zone plan focusing on soil conservation, water quality, biodiversity, flood protection, co-management and community outcomes in this Zone Identify and act on opportunities to integrate and Incumbent is successful when Completed zone work meets budget, best practice, timeframes, legislative requirements, directorate KPI s Waihou-Piako Zone Plan actions are completed Doc #

4 Incumbent is responsible for collaborate across programmes, zones and with external organisations to maximise the efficient use of staff and resources in achieving annual plan, LTP and catchment plan outcomes Contribute to long term and annual planning processes, budget preparation, forecasting and reporting Prepare, implement and maintain up to date zone work plans and set priorities Assist in the resolution of catchment management issues Report to Zone Subcommittee and Integrated Catchment Management Committee as required Provide key relationship management with comanagement partners within the Waihou-Piako Zone Complete quarterly and annual reports to the standard required Ensure that all relevant Annual Plan / Long Term Plan and Zone plan outcomes and performance measures are met Contribute to corporate/group projects in a technical and management capacity as agreed with the, Hauraki/Coromandel Develop a personal performance and development plan Contribute positively to the Directorate s culture Incumbent is successful when as scheduled Plans, forecasts, reports and budgets are timely, well-reasoned and accurate Work flow is equitably allocated and managed within team Conflict resolution successfully achieved Liaison Subcommittee members satisfied with the level of service provided within the zone from the directorate. Timely responses to all subcommittee action points and queries for information. Subcommittee meetings managed to provide for efficient transaction of business while enabling effective member participation Effective co-management partnerships facilitated for catchment outcomes Directorate s delivery of services meets best practice environmental performance and responsible health and safety practices are applied at all times Zones future needs are identified and incorporated into long term plan and zone plan reviews Performance and development plans are produced All deadlines are met within agreed timeframe The quality of work meets the expected standards Leadership Build and maintain a commitment to the vision and values and provide clear direction to staff working in the Zone Lead by example and contribute to management team actions directed to developing a strong, coherent group culture within ICM. Staff model the values at all times and challenge each other if they observe inconsistent behaviour Zone staff understand and value their contribution to Directorate and Council outcomes Staff training needs identified and followed up Work with line managers to identify staff training needs in meeting Zone and Directorate outcomes Relationship management Make effective contributions to, and ensure collaboration within own directorate and across WRC at all times Collaborative partnerships (both internal and external) are developed to support the development and implementation of effective catchment management Each person works together as one team and collaborative problem solving is evident within and outside of directorate Community audiences regularly updated on zone activities and council s contribution to overall catchment management Communities actively engaged in the delivery of programmes and services where the work has wide public benefit Doc #

5 Work Complexity Most challenging duties typically undertaken or most complex problems solved: Dealing with politically sensitive issues surrounding catchment management and flood protection Working with co-management partners, stakeholders and landowners / communities on contentious catchment management issues Resolving technically challenging problems to achieve a range of outcomes Meeting community and stakeholder aspirations and expectations within available resourcing. 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 Tertiary qualification relevant to river and/or catchment management, or natural resource management Desirable Local government experience Knowledge / Experience Essential A minimum of 10 years relevant experience Proven experience in leading / supervising a team Sound financial management experience Proven project management experience A hands on approach to teamwork, linking work, people and processes Willingness to operate outside of normal working hours i.e. 8am 5pm from time to time Appreciation of Local Government/democratic/public processes Excellent oral and written communication skills Ability to communicate and 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 Skilled at engagement with others and developing sound working relationships Ability to work autonomously as well as part of a team At least medium level skill in Word and Excel and data bases that support contract and project management Current drivers licence Desirable Previous local government experience Knowledge and understanding of local authority business and processes. Doc #

6 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. Julie Beaufill, Hauraki Coromandel Clare Crickett Director, Integrated Catchment Management Doc #