Position Description

Transcription

1 Position Description Date December 2016 Position Title Reports to General Manager, Gelganyem Chairperson and the Board of Gelganyem Limited Section 1 Position Summary On the 8th of June 2005, Argyle Diamonds Limited (Argyle) and Traditional Owners of the Argyle Diamond mine in the Kimberley region of Western Australia celebrated the registration of an Indigenous Land Use Agreement ( ILUA ). The ILUA was the culmination of almost three years of negotiations, between Argyle and the Traditional Owners and the Kimberley Land Council. The agreement is commonly called the Argyle Participation Agreement. The Traditional Owners and Argyle also signed a Management Plan Agreement ( MPA ). The MPA says how Argyle and Traditional Owners will work together to look after country, help the local Aboriginal community get training and jobs at the mine and help establish new Aboriginal businesses. Gelganyem is a connected, culturally strong and sustainable organisation that creates meaningful change and choice for a healthier community and business success for all generations of Traditional Owners of the Argyle Participation Agreement. To ensure a sustainable future for the Traditional Owners, Gelganyem Trust, Gelganyem Enterprises Trust and Kilkayi Trust were established to represent the Traditional Owners related to the Argyle Participation Agreement with Rio Tinto s Argyle Diamond mine. Each of these trusts is administered from an Executive Office in Kununurra, Western Australia. Gelganyem enters a critical time with the closure of the Argyle Diamond mine in Gelganyem will need to focus on opportunities of the Closure and beyond in terms of land, assets and business opportunities. Gelganyem has an important role to play, not only in the interests of the Traditional Owners, but also in terms of partnering to contribute to long-term economic and social benefits at a local, regional, state and national level through training, employment and business. The General Manager ( GM ) is responsible for implementing the strategic goals and objectives of the organisation and enabling the respective Boards to fulfil their governance function. The GM is also responsible for ensuring all Executive Office requirements as specified in the ILUA and Management Plans Agreement with Argyle Diamonds are met. Importantly, the GM will oversee all of Gelganyem s commercial interests, assess new opportunities and present these opportunities to the Board and implement plans and take actions consistent with the strategic direction provided by the Board. The position is based in Kununurra in the East Kimberley Region of Western Australia. Gerard Daniels Page 1

2 Section 2 Organisational Structure Section 3 Key Working Relationships INTERNAL Gelganyem Trust Board and Kilkay Trust Board General Manager (Full time) Accountant (Full time) Administration Officer (Full time) Bookkeeper (0.5) Community Development Officer (0.8) Gooring Jimbila Contracting Barramundi Mechanical Services EXTERNAL Traditional Owners and local Indigenous community The Relationship Committee Argyle Diamonds Limited Local Kununurra and Kimberley enterprises, NGOs and Aboriginal organisations Local, State and Commonwealth Government and agencies Professional and operational Services Suppliers including marketing, legal, audit, agricultural etc. Joint Venture Partners Potential Partners Other management positions as approved by the Board Gerard Daniels Page 2

3 Section 4 Key Result Areas & Key Performance Indicators KRA Behavioural Descriptors KPI 3.1 Leadership The successful candidate will be a proven leader with a strong track record within a similar role in an organisation with multiple revenue streams. Lead the provision of supervision and performance management of staff in order to ensure the highest levels of professionalism. Ensure a well-run organisation with effective reporting structure, role clarity, performance culture and accountabilities and human resource planning. Set and drive high standards of accountability, legal compliance and performance. Ensure the values, purpose and vision of Gelganyem is understood and upheld by all staff. Ensure appropriate interoffice communication so that the decisions of the Board are implemented in a proper and timely manner. Lead and execute the strategic and business plans. 3.2 Board Develop and maintain good lines of communication with members of all Boards. Work strategically with the Board and be responsible for managing projects from planning to operational realisation. Consult with the Chairperson/s and overseeing preparation of the Agenda for Board meetings. Ensure resolutions made by the Boards are implemented in a proper and timely manner. Oversee the preparation of all meetings including meeting notices, agendas, logistics, Board papers and minutes for Gelganyem Limited and Gelganyem Investments Board meetings. Compile and provide reports, advice and recommendations to the Board on matters related to the effective delivery of Gelganyem Programs and strategic results. Successfully: Arrange all meeting logistics. Prepare Board meeting packs to include: meeting agendas, briefs, reports and presentations for distribution to Directors within an appropriate timeframe. Ensure that proper minutes are taken and distributed to Directors in a timely manner. Keep Directors informed and up to date between board meetings. Gerard Daniels Page 3

4 KRA Behavioural Descriptors KPI 3.3 Operations Provide strategic advice to the different Boards in line with the agreed objectives they identify. Strategic and operational plans are developed. Lead the development of the different strategic and operational plans approved by the Boards and guide implementation of these plans. Lead and be accountable for the management of organisational performance, good governance, risk, financial oversight, and implementation of policies, procedures, processes and outcomes. Oversee the day-to-day performance of Gelganyem staff, monitoring their progress, assisting them to operate efficiently and effectively, encouraging team rapport and cohesiveness and ensuring outcomes are achieved. Oversee and provide direction in the development and operation of projects and programs. Ensure organisational Policies and Procedures are compliant, relevant/fit-for-purpose and up-to-date. Effective use of resources to ensure delivery of outcomes. Ensure operations are run within prescribed budgetary parameters. Overall responsibility for corporate compliance and corporate development. Maintain and update the Gelganyem Website. Business processes are transparent and efficient and effective. Website is maintained and content is up-to-date. Commercial businesses are run optimally and efficiently and effectively. Gerard Daniels Page 4

5 KRA Behavioural Descriptors KPI 3.4 Financial Management 3.5 Compliance, Policy and Procedures Prepare and submit annual operating budgets within income and budgetary parameters to Gelganyem Limited and Gelganyem Investments Boards for their approval. Subject to direction of the Boards, adopt budgets and control all expenditure by the entities. Full accountability for the overall financial management of the organisation. Ensure adequate reporting systems and processes are in place to facilitate efficient and effective monitoring of annual business targets. Report on budget variances. Review annual budgets and make recommendations for Board approval in order to ensure appropriate distribution and utilisation of funds. Operate compliance regime with the various constitutions, trust deeds, regulations, Acts and organisational policies and procedures. Develop, maintain and implement the policies and procedures in the policy and procedures manual. Have an action plan for the appropriate implementation of policies, procedures and strategies as directed by the Board. Ensure the integrity of financial reporting and financial performance by: Preparing the annual budget. Compiling Annual, Board, Direct Benefit and Executive Office Reports. Regular financial reports as required. Providing quarterly financial reports and Board outcomes to Auditor. Preparing audit file for accountant. Reports approved by the Boards and submitted by the due dates. Organisational Policies and Procedures are compliant, relevant/fit-for-purpose and up-to-date. Quarterly meetings and all documentation are arranged on time. Complies with constitution and all rules, regulations, acts, agreements and contracts. Gerard Daniels Page 5

6 KRA Behavioural Descriptors KPI 3.6 Commercial Management and Business Development Opportunities Work to secure ongoing resources and funding for the operations of the entities. Manage existing commercial enterprises and develop new business opportunities. Manage a range of residential and commercial properties owned by Gelganyem in Kununurra. Oversee business operated by Gelganyem including: mechanical services business, mine services enterprises and a JV with vehicle parts contract. Investigate and identify potential new Joint Venture opportunities. Create and manage a business development plan. Actively identify and generate prospective opportunities through strategic relationships. Maintain good working relationships with existing clients, with a view to obtaining referrals from these relationships. Positively impact the organisations reputation as a commercial entity in the Kimberley region. Provide general support and advice to Gelganyem Traditional Owners and others towards achieving their business aspirations. Assist the Board to develop and implement commercial activities and strategies. Lead and manage the development of a sustainable income and asset base through fundraising, events, sponsorships, grants/donations and merchandise. Ensure the financial resources required to execute organisational strategies are available, and efficiently and effectively managed. Successfully execute commercial arrangements and ensure compliance with commercial agreements. Ensure effective and efficient performance of enterprises and assets. Effective maintenance of asset register. Present recommendations on project development to Board and implement approved projects. Monitor, evaluate and remediate project progress. Business development output aligned and contributing to strategic business direction and growth. Improvement in assets and commercial growth, and sustainability of on-going funds. Meet profitability targets. Gerard Daniels Page 6

7 KRA Behavioural Descriptors KPI 3.7 Stakeholder Relationships Build strong stakeholder and organisational relationships with all Traditional Owners who are party to the ILUA, the Relationship Committee, Argyle Diamonds Limited management and personnel, community partners, government agencies and other service providers, while effectively representing and promoting Gelganyem s vision, interests and values. Engage and manage professional external legal, financial and other consultants to assist the entities to carry out their functions and achieve their objectives. When requested, representing the Chairperson/s and Boards at all levels of Government and at business and community forums to promote the aspirations of Gelganyem, Kilkayi and related entities. Represent the organisation at the highest level in an appropriate manner at public forums, events and in the media. Interact effectively with all stakeholders, including: The Traditional Owners. The Board. The Committee. Relationship Argyle Diamonds Limited. East Community. Kimberley Commercial Partners. Government and NGOs. Other Aboriginal organisations. Gerard Daniels Page 7

8 Section 5 - Resources & Business Levels Number of staff 3 Annual Revenue Circa $6Million Section 6 Major Areas of Focus Short Term (up to 6 months) Medium Term (6 to 12 months) Long Term (over 12 months) Understand Gelganyem s vision, strategic direction, purpose, its role and operations including legal and financial framework, audit compliance. Understand the various Constitutions, Trust Deeds, the ILUA, Management Plan Agreement, relevant Regulations, Acts and Organisational Policies and Procedures. Ensure effective and efficient performance of enterprises and assets. Effective and efficient oversight of day to day operations, review possibilities for expansion including due diligence of new partners. Build rapport with staff and Board, assess workloads and job design. Make introductions to key stakeholders Traditional Owners beneficiaries and partners. Engage in board governance and provide the necessary administrative support and assistance. Complete organisational restructures. Review current Strategic Plans and provide reports including recommendations to the Boards. Understand and be up to date with the progress of the Argyle Diamond mine Closure Project. Be familiar with the funding framework, audit compliance processes and submit all necessary compliance reports by the due dates. In consultation with the Board and current interim Closure Project Manager, determine the best strategy to continue the Closure Project over the long term. In conjunction with the Board, identify new sources of funding and create a business development plan. Have an impact on operations and community engagement. Further define, develop and implement business development strategies that will bring about sustainable growth in revenue. Develop and maintain good relationships and strong partnerships in the Kimberley region. Gerard Daniels Page 8

9 Section 7 Competency Profile Qualifications (formal, recognised qualifications/professional memberships) A tertiary qualification in management, business or other appropriate disciplines preferred. Experience (include area and level/significance of experience required) Demonstrated practical experience as a senior manager within a similar Indigenous organisation or related field. Demonstrated commercial skills driving positive business results with a record of successful opportunity conversions. Working to a board and board governance. Strategic planning and business planning to achieve organisational efficiency, effectiveness and growth. Managing operations and achieving on-the ground outcomes with employees and clients. Proven ability to facilitate and manage an organisation s decision making processes, and provide leadership and corporate direction that furthers the interests of the Traditional Owners. Proven ability in organisational practices. Demonstrated ability to manage the operations of the organisations in accordance with the rules of Trust Deeds and Indigenous Land Use Agreements, relevant incorporation legislation, funding agreements and provisions of current and future Indigenous Land Use and associated agreements. Proven negotiation, consultation, communication and interpersonal skills, including a demonstrated ability to represent and advocate on behalf of an organisation at a high level. Strong and proven skills around the financial aspects of business management. Demonstrated delivering results in a cross cultural environment. Proficient with Word, Excel, Outlook and PowerPoint, plus appropriate financial accounting software. Knowledge (technical, management, industry/sector knowledge) Must possess strong commercial business acumen to manage return on investment of assets and enterprises. Well-developed understanding of organisational management principles and practices. A strong understanding of the issues surrounding Indigenous Land Use Agreements, communities and culture, and a commitment to the advancement of Indigenous peoples rights, and the social and economic development of the Traditional Owners of the Argyle Diamond mine Participation Agreement. A strong understanding of organisational management and operational effectiveness principles. Must possess financial management skills to ensure compliance and appropriate reporting consistency, and financial analyst skills to pursue new commercial interests. Well-developed knowledge of regional Western Australian communities or indigenous communities. Gerard Daniels Page 9

10 Personal Attributes Prepared to reside in Kununurra, East Kimberley Region, Western Australia. Personally committed to and motivated in the advancement of the Traditional Owners of the Argyle Diamond mine Participation Agreement. Able to quickly develop positive relationships with colleagues, clients and partners at all levels of seniority and sophistication. A hands-on mindset that is able to work under the direction of the Boards and within tight budgets. A practical outcomes driven approach where, following identification of business goals, responsibility is taken for all aspects of getting the job done. A highly structured and organised mind leading to a similar work style. Has a positive, adaptive mindset that sees the opportunity in developing an organisation and knows in a practical sense how to grow an organisation. The ability to work with basic processes and systems, updating and re-engineering when applicable. The ability to switch between the operational and strategic levels of management seamlessly. A robust and durable character that can both give and accept constructive criticism. Above all have the professionalism, integrity, energy, resilience and passion to make this organisation a success. Section 8 Acceptance of Position Description Incumbent s signature Date Reporting Officer s signature Date Gerard Daniels Page 10