Appendix A
Job Description
Job Title:
Manager, Land & Water Programme
Job Evaluation (SP10):
Grade: 20 Pathway: T6
Directorate:
Corporate Services
Line management:
Director, Corporate Services
Reports to:
Chief Executive
Supervision of:
Project coordinator, as required.
Position Purpose:
The role is focused on the development of a programme of
work delivering:
 the people, water and land strategy, and
consequentially,
 establishing the institutional and information
frameworks and processes to give effect to the strategy,
that build
 community resilience, positive relationships and
effective outcomes.
And, will manage or proactively support processes to:
 set water quality objectives,
 establish the preferred allocation framework for each
pollutant,
 set environmental limits through the Resource
Management Act, and
 implement agreed programmes of work.
Date Prepared/Reviewed:
October 2016
Important Functional Relationships
Internal
Chief Executive
Director, Corporate Services
Director, Operations
Director, Policy Planning & Regulatory Services
Director, Science & Information
Council Chairman
All Councillors
CDEM Group Controller and staff of Emergency
Management Southland
Communications Manager
All third tier Managers
All Council staff
External
Key stakeholders and partners, including Tangata
Whenua
Territorial Authorities
other Regional Councils
Central Government agencies
Local Government NZ
Industry and industry groups, including
Federated Farmers
Beef and Lamb NZ
Dairy NZ
Deer Industry New Zealand
Horticulture NZ
Contractors and professional agencies
1
Appendix A
Environment Southland’s Values
Executive Organisational Chart
Chief Executive
Manager, Land & Water
Programme
Project coordinator, as
required
2
Appendix A
Work Profile
Key Result Area – Relationship Management


Key Tasks
Recognises and values the importance of
establishing and maintaining excellent working
relationships
Coordinates, supports and advises managers and
project managers on the expectations and
resources required of them to contribute to and
support their programmes.

Enhance and actively build positive, durable
relationships, both internally and externally, that
will benefit Environment Southland and contribute
to a healthy and positive work culture.

Ensures rapid escalation of issues and timely
decision making by all stakeholders.

Creates a climate where there are no surprises and
facts are put on the table early when there is still
time to act.

I am successful when
Effective relationships and partnerships are developed
and maintained with internal and external stakeholders.

An awareness
demonstrated.

Establish and manage relationships with key internal
executives and managers to ensure all parties are
regularly and consistently informed on progress, risks
and implications on each of the respective manager’s
accountabilities and deliverables.
of
the
3
political
environment
I have authority to

Investigate alternate methods for work
programme delivery with a view to increasing
efficiency and effectiveness

Promote alternative approaches to service
Council’s and Communities best interests.

Consult with other programme delivery agencies
to ensure that Council’s programmes meet the
needs of the community and are integrated with
programmes delivered by others

Escalate matters where serious departures from
planned activities occur
is
Appendix A
Key Result Area – Programme and Budget Management
Key Tasks

Ensure that the Community Collaborative Process
annual work programmes are prepared and
delivered.

Ensure that services that are defined in interdivisional service level agreements are delivered.

Complete personal assignments

I am successful when
Work plans and budgets are prepared, implemented,
monitored and reported according to agreed
procedures.

Individual work plans contribute to the Council’s long
term strategies and ends policies

Work programmes are delivered on time, within
budget and in accordance with any specified quality,
quantity, and location parameters.

The community is aware of the iwi, social, economic
and environmental benefits of the division’s work
programmes.

Services are provided cost effectively.

My personal assignments are completed within the
terms set.
4
I have authority to

Consult with the “community” to ensure that
the programmes meet the needs of the parties.

Manage assigned staff in the engagement of
contractors and consultants, development of
programmes and assignment of tasks within
budgets and Council guidelines to achieve the
delivery of agreed programmes/projects.

Delegate to assigned staff programmes that
match the abilities of the particular staff
member.

Exercise the authority delegated under Council
financial delegations.

Seek management assistance when monitoring
of the programme indicates a deviation from
the approved programme.
Appendix A
Key Result Area – Stewardship of Resources


Key Tasks
Protect the resources, including the infrastructural
assets, of the Council.
Help protect the Council’s good name and
reputation

I am successful when
Assets are recorded, managed within documented risk
profiles, maintained to the levels Council specifies, and
there are agreed plans to restore or replace them.

Systems are in place to store, back-up, manage and
access data, information and intellectual property.

I actively contribute to plans and systems for the
stewardship of Council resources.

Provision is made to replace losses and to continue the
business.

My staff and I reinforce Council’s desired corporate
culture through our conduct.
I have authority to

Manage assigned staff and contractors in the
development and implementation of asset
management programmes within budgets,
Council
guidelines,
and
communities
requirements.

Recommend staff training and awareness
development needs
Key Result Area – Health and Safety




Key Tasks
Abide by ES health and safety policy and SOPs.

Report all incidents, near-misses, new hazards and
accidents promptly.

Preparation (including, but not limited to,
information checking and appropriate gear) is
completed prior to departure to the field.
Attend required health and safety training and
induction sessions.
I am successful when
Safety policies and procedures are followed for the
area I work in;
Incidents, near misses, new hazards and accidents
that I am involved with, witness or know about are
documented and reported to the divisional manager;

I have not found myself in situations which could
have been avoided, or the effect lessened by better
preparation;

I have attended training, understood and practiced
5

I have authority to
Refuse unsafe work;

Request another staff member or a contractor
to follow safety procedures;

Report any health and safety issues, including
hazardous situations, to my manager or health
and safety representative or a health and
safety committee member;

Bring to the attention of the divisional
manager any gear or equipment that is unsafe
Appendix A

Key Tasks
Be responsible for your own safety, and work safely
so as not to cause harm to another.
I am successful when
enough to become competent to complete tasks or
use equipment safely;

I have authority to
or unfit for purpose so as to be unsafe, to be
fixed or replaced as appropriate.
I accept that I have a responsibility for my own safety
and have worked in a safe manner.
Key Result Area – Civil Defence/Emergency Response

Key Tasks
Emergency Response

Assist with Civil Defence Emergency Management
or other emergency responses as required

Assist with marine oil spill responses as required

I am successful when
I display a willingness to assist

I contribute towards achieving an effective response

I perform a variety of tasks when requested by
Regional On-scene Commander (ROSC) or the Group
Controller (Civil Defence Emergency Management).
6
I have authority to

Carry our any responsibilities delegated or
requested by the Group Controller or the ROSC
or his/her representative in potential
emergency/incident situations

Attend/participate in/contribute to exercises,
training courses as requested by the Group
Controller or the ROSC or his/her
representative.
Appendix A
Person Specification
The following attributes and experience are sought for this position.
Knowledge/Skills/Experience









10 years’ experience in a senior role with significant programme management or project management
experience
A tertiary qualification in programme or project management, social science or a related discipline and
relevant experience, preferably in a programme or wider project management role.
Demonstrated ability to provide leadership of complex programmes over a range of specialist areas
taking into account policy, strategic and operational needs, including the design and delivery of
performance monitoring systems.
A wide ranging knowledge of, and experience executing, Programme and Project Management
disciplines and processes, including the latest developments in techniques and practises.
Demonstrated ability to lead and influence across a wide range of diverse groups.
Leadership skills and a personal style that empowers, motivates and encourages staff to perform at their
best, through recognising and valuing their contributions and encouraging their development
Highly developed written and oral communication skills and an ability to communicate with a wide
variety of groups and individuals.
Computer literacy.
A full and current driver’s licence.
Attributes











Understands the importance of building and maintaining positive durable working relationships both
internally and with external stakeholders.
Proactive in seeking answers and solutions.
Ability to influence through effective application of knowledge and logic.
Ability to take a strategic overview of issues facing the organisation and also see the importance of
getting the detail right.
Commitment to providing a high level of customer service.
Strategic commercial focus.
Politically savvy.
Decisiveness, sound judgment, common sense.
Highly motivated and energised, and able to energise the people around them.
Ability to cope with competing demands and to prioritise when necessary.
Honesty with a high level of integrity.
7
Appendix A
Additional Information
Civil Defence Duties
All staff of Environment Southland may be required to undertake Civil Defence duties in the event of an
emergency. Training will be given as appropriate.
Performance Review
We have a Performance Development Programme (PDP) that is the basis for performance assessment at all
levels of the organisation. There is at least one informal meetings between the employee and their
supervisor/manager and one formal meeting annually.
Remuneration
Salary will be paid within the range for the position, according to the skills and experience of the appointee.
Signed:
_________________________________ Job Holder
Date: _______________________
_________________________________ Manager/Supervisor
Date: _______________________
8