Schedule B - Job Description

Chief Executive Officer ~ Environment ~ Canterbury

Regional Council Kaunihera Taiao hi Waitaha

Background

The Canterbury Regional Council works in partnership with the communities of Canterbury to develop sustainable management strategies for water, land and air, balancing economic, environmental, cultural and social expectations and well-being. It delivers a regulatory system that is based on soundly researched advice and decision making that is fitting for today and the long-term future for the region. The organisation conducts its business in a cost effective and efficient manner and maintains transparency in all that it does with the communities it serves. There are various Acts of Parliament which provide the Council with statutory responsibility.

Environment Canterbury (ECan) is the promotional name for the Canterbury Regional Council. In October 2019 at the Local Government triennial elections 14 Councillors were elected. Canterbury is the largest region in New Zealand covering a land area of 4.22 million hectares with the second highest population. It extends from the catchment of the Clarence River in the north to the Waitaki River catchment in the South. The Main Divide forms the Western boundary and the region extends 12 nautical miles in to the Pacific Ocean. Canterbury is New Zealand's largest region by land area and second-largest by population. The estimated resident population of Canterbury (June 2019) is 628,600, which is 13% of New Zealand's total estimated resident population.

Purpose

The primary responsibility of the Chief Executive is to act as the principal advisor to the Council, informing policy setting through strategic planning and a focus towards the future. The Chief Executive will operationalise Council policy and programmes, ensuring effective resource allocation, consistent delivery of statutory requirements, and strategic planning for the future of the Canterbury region.

Through open communication and effective leadership, the Chief Executive will lead a high­ performing organisation committed to delivering sustainable outcomes to the communities it serves. The broad purpose and responsibilities are described in the Local Government Act 2002, Part 4 Section 42.

Role Description

Dimensions The Chief Executive is responsible for management of the total Council budget and is the employer of all Council staff, currently in the order of 650 employees. In 2018/19 financial year the revenues were $181 million, and assets totalled $1 billion.

Facilitating sustainable development in the Canterbury region Chair

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Schedule B - Job Description

Position Chair

Chief Executive Officer

I I I I

I Directors

I Chief Operating Officer Executive Officer Executive Assistant

Working Relationships

Principal Relationships

Accountable to Chair of Council • 14 elected members ( Councillors)

Within the organisation • The Executive Management Group • Staff

Outside the organisation • Papatipu ROnanga and Te ROnanga o Ngai Tahu • Chief Executives of other territorial authorities • Local and regional community, business and other related groups • Chief Executives of other regional councils across New Zealand • Chief Executives of agencies of Central Government • Relevant Government Ministers • Local and national media • Citizens and/or the individuals of the region

Commentary

In accordance with the Local Government Act 2002, the Chief Executive is tasked with building and enhancing relationships and networks with territorial authorities, relevant stakeholders

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Schedule B - Job Description

and related parties. This requires a focus on building rapport and striving to establish open, trusting relationships across the Canterbury Region.

Environment Canterbury is committed to working with Ngai Tahu and the wider community to improve the quality of Canterbury's environment, particularly in relation to land and water. The Resource Management Act gives regional councils specific obligations regarding kaitakitanga, the principles of the Treaty of Waitangi and the relationship between Ngai Tahu and their culture and traditions with their ancestral lands, water, sites, wahi tapu and other taonga. To give effect to these obligations, Environment Canterbury must continue to develop its relationships with the ten Papatipu ROnanga in Canterbury and with Te ROnanga o Ngai Tahu.

Key Tasks and Responsibilities

1. Strategic Leadership a) It is a priority of the Chief Executive to ensure the organisation has a clearly defined

long-term strategic plan that is clear and articulate, and the Executive management and their teams are committed to the organisational plans and priorities.

b) The Chief Executive is responsible for ensuring that the research and resources including staff required to develop the Long Term Plan in accordance with the Council's direction and policy are performed and available. The Plan will be developed in conjunction with the Council. Community consultation is completed and reflected in the long term plan.

c) In collaboration with the elected members and the executive leadership team, set down strategic objective for the Council encompassing both operational deliverables and organisational value.

d) Ensure the Council's plans are supported with the appropriate policy.

2. Management and Governance a) Act as the Council's principal advisor in all matters, giving free and frank advice

informed by research, technical information, risk evaluation other relevant factors. b) The Chief Executive shall be the Principal Administrative Officer of Environment

Canterbury under the Local Government Act and any other statutes, regulations and bylaws, and is accountable for the performance of all management and administrative functions of the Council and its compliance with relevant statute and regulations.

c) The Chief Executive ensures that governance is undertaken as set out in the Local Government Act 2002 and that Councillors are briefed as appropriate on matters relevant to the Council and are provided with the professional support and access to information that enables them to do their job efficiently and effectively.

d) Reporting meeting, advisory and administrative processes for the professional governance of the Council are delivered as agreed with the Council.

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Schedule B - Job Description

e) Maintaining appropriate boundary between governance and management ensuring that the role of the CE and the Councillors is clear and appropriately aligned and that there is transparency between the two.

3. Operations and Delivery a) The Chief Executive is responsible for all operational matters to deliver efficiently and

effectively Environment Canterbury's services consistent with the policy and plans set by the Council and through delegation to the Executive Management Group.

b) The Chief Executive will ensure that the delivery of services is timely, citizen and customer friendly, cost effective and delivered to the quality and specification

expected. c) Ensure that the organisation has the people, technical and systems capability to

deliver the services and expectations of the Council and to its regulatory commitments.

d) Ensure that all parts of the organisation are citizen and customer focused, uses all its resources efficiently and behaves consistently in all that it does. Users of the regional council's services must feel they are receiving value for money.

4. Financial and Risk Management a) The Chief Executive is accountable for the financial performance of the Council to

agreed financial targets, ensuring projected and approved financial commitments are achieved and at all times exercising due financial care and responsibility expected of a publicly funded organisation.

b) The Chief Executive is accountable for the quality and performance of the planning and reporting systems, ensuring accuracy, timeliness and appropriateness of information contained in all reporting.

c) At all times ensuring all expenditure decisions are prudent, necessary, planned and efficient.

d) Long and short term financial planning and forecasting is kept current, inappropriate trends identified and action taken, and ensure the Council is kept informed.

e) The Chief Executive is responsible for the monitoring of all areas of potential risk, such as legal, technical, engineering, financial, people and taking appropriate action to minimise the impact of the risk.

f) A no surprises principle in relation to Reporting to the Council.

5. Staff Leadership a) The Chief Executive is responsible for ensuring the Council has the people capacity

to deliver the objectives in the Council plans. Staffing resources are planned, are appropriately trained, skilled and motivated to deliver consistently to the high standards expected of a progressive customer service organisation.

b) Develop and maintain a culture where employees can be their best to ensure high quality delivery of citizen and customer services and outcomes to the region

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c) A citizen and customer performance culture is what the Council is known for in all that it does.

d) Clear and effective communications with staff at all levels ensuring they are connected to the priorities of the organisation, are informed and motivated.

e) Ensure the working environment and relationships are safe, healthy and current with legislation and best practice.

6. Communication and Relationships a) The building and maintaining of quality and effective partnerships across Canterbury

is a key priority of the Chief Executive. b) To ensure the role and responsibilities of the Regional Council are communicated

effectively to the communities of the region. c) The Chief Executive is responsible for the maintenance of good public relations with

all the communities it serves within Canterbury demonstrating that it values the genuine partnership and collaboration with all ten territorial authorities, and with all community groups and their members

d) To maintain our partnership with Ngai Tahu and work within co-governance obligations regarding kaitiakitanga and the principle of the Treaty of Waitangi including the application of the Local Government Act (2002) and the Resource Management Act (1991).

e) The Chief Executive represents and will advocate for the Councils interests at national and regional levels of the Council.

f) Effective communication with many individuals and groups is a priority of tt ,Chief Executive. This includes staff, the Council, territorial authorities and their 'v executives, community leaders, interest groups, Government agencies 7liticians and other important stakeholders.

g) The effectiveness of the delivery of the Councils services, such as the Canterbury Water Management Strategy, will be significantly influenced by the effectiveness of the communication and relationship strategy of the Chief Executive.

7. Other

• Other tasks as required from time to time by the Council.

Health and Safety

Environment Canterbury is proactive in advocating robust Health and Safety practices; we take health, safety and wellbeing very seriously.

So far as it is reasonably practicable you need to ensure the Health and Safety of yourself, your team, contractors and visitors. You must comply with current Health and Safety legislation, regulations and guidelines, organisational policies, procedures and our code of conduct.

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Schedule B - Job Description

Delegations and Authorities

The Chief Executive's freedom to act and make decisions is as defined in this document and other policy documents that describe the limitations of authority and powers of the Chief Executive. The Chief Executive is held accountable to act in accordance with these authorities and policies, and as from time to time expressly approved and instructed by the Chair of the Council.

The above statements are intended to describe the general nature and level of work being performed; they are not an exhaustive list of all responsibilities, duties and skills required of the position and incumbent. However, from time to time the Chief Executive Officer will be required to accept and carry out other duties.

I agree to undertake the responsibilities detailed in this job description:

Name:

Signature:

Date Signed:

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.A':> Environment -~ Canterbury

Regional Council Kaunlhera Talao ~; Walraha

PERSON SPECIFICATION March 2020

Qualifications • University degree in commerce or business management or public policy.

• Demonstrated evidence of continued professional development

Position Competencies

Knowledge and Experience • Proven leadership at a senior management/executive level in large complex organisations

• Exposure to roles with public sector impact; extensive knowledge and experience of the working in local government structures and with elected members

• Experience working in a Te Ao Maori context • Knowledge of the Local Government Act 2002 and Resource

Management Act 1991 • Excellent communication skills - written and verbal • Demonstrated strategic and tactical thinking skills • Political awareness and skill in dealing with diverse, sensitive and

confidential issues (including bi-cultural sensitivity) • Proven success at building relationships and resolving issues with

internal and external stakeholders • Deep general management skills including people leadership,

acumen and positive achievements and financial management • Proven ability to influence / persuade and guide • Ability to manage and deliver exceptional results in an

environment that could be high pressure and rapidly changing Desirable • Previous experience in local government

• Success at a senior role in a multidisciplinary organisation with demonstrable achievements

Commitment to Treaty of Waitangi

• Environment Canterbury is committed to the Principles of the Treaty of Waitangi, our relationship with Ngai Tahu as manawhenua and our work serving citizens of Canterbury will reflect this.

Personal Qualities • Demonstrated commitment to Environment Canterbury Vision and Values

• Visionary leadership and team motivational capabilities. • Well developed interpersonal skills in building and sustaining

effective working relationships internallv and externallv.

• Model high standards of personal, professional and organisational behaviour, which reflects appropriate standards of honesty, ethics and integrity.

• Comprehensive communication and presentation skills, both internally and externally, such that he/she is able to explain, convince and influence a wide range of people treating them at all times with respect and courtesy.

• Persistence in setting and achieving objectives through team building and fostering efficiency of activity, results-oriented and committed to the highest standards of personal and organisational performance.

• Ability to be proactive, anticipate events and formulate appropriate and timely responses; maturity of judgement and combined commercial and political acumen.

• Persuasive and assertive, yet diplomatic and tactful. • Ability to produce results to tight deadlines.

Our Values