POSITION DESCRIPTION
TITLE: Head of Office of the Mayor and Chief
Executive
VACANCY NO:(applicable for recruitment only)
UNIT: Office of the Mayor and Chief Executive
GROUP: Strategic Policy and Performance
REPORTS TO: Assistant Chief Executive, Strategic
Policy and Performance
DIRECT REPORTS: 6 (approx. 17- 18 indirect)
LOCATION: Any Council Location
DATE: November 2021
Purpose of the position:
To lead the Office of the Mayor and Chief Executive and provide integrated advice, services and administrative
support so that the Mayor, Deputy Mayor, Elected Members and Chief Executive can fulfil their statutory,
community, Council and policy leadership roles.
Whilst the role will be expected to pick up a range of work within this setting, a primary focus will be providing
strategic advice on agreed portfolio areas or projects, maintaining an overview of all Council and Committee papers
and agendas, policy and reporting development and delivery, and keeping the Mayor and Chief Executive informed.
This position will be expected to spend approximately 50% of their time undertaking advice and coordination, the
balance spent on management functions of the team.
This position will take a visible lead role in driving cooperation and collaboration across the Council to ensure
consistent high-quality evidence based advice, analysis, information and support for the Mayor, Deputy Mayor,
Elected Members and CEO.
General:
As an employee of the Council you are required to:
Respond to the changing needs of the Council, performing other tasks as reasonably required.
Maintain a strict sense of professional ethics, maintaining confidentiality and privacy as per the Privacy Act and
abiding by Council Policy.
Be responsible for meeting the provisions of the Public Records Act 2005 (PRA) and the Local Government
Official Information and Meetings Act 1987 (LGOIMA) in respect of Council information, and for following related
Christchurch City Council policies and processes.
Be associated, as required, with
CIVIL DEFENCE or any exercise that might be organised in relation to this
council function.
Assist, support and respond to, as reasonably required, any event where the Business Continuity Plan is
activated.
Key Areas of Accountability
Leadership
Own and demonstrate the vision and values of the Council and provide clear and
inspiring leadership to all staff.
Provide direction, empower, motivate and develop others in order to achieve team,
business group and organisational goals securing a positive outcome for the people of
Christchurch.
Embrace and role model Council’s new collaborative, community-centric and
responsive ways of working to ensure they become embedded within your team, unit
and across Council.
Strategic Policy and Performance
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Key Areas of Accountability
Ensure that people policy and practices are consistently implemented and observed
and that opportunities exist at all levels for ongoing professional growth and
development.
Lead team members to ensure a high-performance culture and address any issues
impacting team or individual performance in accordance with relevant policies.
Be an effective, consultative, and proactive member of the senior leaders.
Have a ‘visible’ presence within your team, the wider Council and with external
stakeholders. Role model clear, open and professional communication.
Engage and collaborate with Elected Members, providing quality oral and written
advice, supporting them in their roles and providing relevant and timely
communications.
Represent the Council, ELT and senior leaders as required, or as requested by the Chief
Executive. Act as a spokesperson for your functional area including with media as
appropriate and as authorised.
Champion an open and transparent culture to reflect the intent of the Local
Government Official Information and Meetings Act 1987.
As a senior leader you will be self-aware and able to regulate your behaviours and
actions, take an empathic approach to dealing with challenging staff issues, remain
motivated under all situations and utilise appropriate humour to help create an
enjoyable work environment.
Keep abreast of local government and industry changes and communicate updates
and guidance to team.
Treaty
Demonstrate a commitment to and respect for Te Tiriti o Waitangi and incorporate
Relationships
into your and your team’s daily work the principles of being a good Treaty partner.
Undertake and encourage your teams to undertake professional development and
practice in Te Tiriti o Waitangi, the Māori Relationship and diversity and inclusion.
Identify opportunities to demonstrate inclusiveness and diversity across your team.
Operational
Ensure that efficient and responsive advisory and information services are provided to
Management
the Mayor, Deputy Mayor, Elected Members and Chief Executive (CE).
Manage relationships with the Mayor and elected members, the Chief Executive and
senior Council employees in a sensitive and discreet manner
Ensure the integrity and reputation of the Mayor and Chief Executive, and the Office of
the Mayor and Chief Executive is enhanced through effective, efficient and professional
engagement with all elected members, the organisation, elected representatives, and
members of the public.
Lead a small, expert advisory team to provide quality, timely and trusted advice to the
Mayor and CEO, and a broader range of civic, support and other services supporting
elected members.
Ensure the team leads information management and compliance with relevant
statutory obligations such as LGOIMA and the Privacy Act and maintains all systems,
procedures and relevant documentation in line with statutory and organisational
requirements.
Manage shared services functions, Council/committee governance and administrative
support to optimise output of the Office.
Ensure the teams develop and strengthen the Council's relationships with key civic
and international partners and stakeholders including leading the delivery of a range
of civic events.
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Key Areas of Accountability
Manage the allocation of work across the
OMCE team and the performance of team
members to ensure advice meets the Mayor and CE’s needs and is delivered effectively
and efficiently and with agility.
Facilitate the provision of briefing notes, discussion papers, speech notes, public
statements and verbal advice for the Mayor and CE
Advisory Function
Apply expert knowledge to shape the policy debate by sharing and influencing
thinking across the organisation, based on: deep understanding of the aspirations
and priorities of the Mayor, Council and CE; the Community Outcomes framework;
and the corporate and legislative responsibilities of the Council.
Provide strategic, commercial, and tactical advice to the Mayor and Chief Executive in
identified key areas including the execution of Council strategy, delivery of key
leadership and organisational priorities and urgent or emerging issues.
Lead programmes of work, including special projects, for the Mayor and Chief
Executive
Support the Mayor and Chief Executive by providing high quality and trusted advice
on the choice and feasibility of policy instruments and interventions and on delivery
roadmaps that allow for adjustment in response to changing circumstances
Anticipate and respond to issues raised by the Mayor and CE with insightful analysis,
free and frank, compelling advice timed to have the greatest influence,
recommendations or direct action, as appropriate.
Maintain an overview of all Council and Committee papers and agendas, and keeping
the Mayor and Chief Executive informed
Oversee policy and reporting development and delivery
Represent the Mayor or CE at meetings as requested.
Change Leadership
Proactively look for continual opportunities to improve the performance culture,
services, operations systems, and processes of the Council to benefit the communities
it serves.
Lead and support organisational transformation. Encouraging a culture of innovation
and continuous improvement.
Climate Resilience
Provide leadership and advocacy to drive the implementation of Kia Turoa te Ao –
Otautahi Christchurch Climate Resilience Strategy, to embed greater climate resilience
throughout the organisation and beyond.
Strategic Planning
Ensure evidence informed advice is provided to support the Chief Executive and
and Advice
Council in the development of Long-term plans and Annual Plan, strategic plans and
other policy statements.
Ensure your function’s strategic direction & plans align at all times with that of the
Council and Local Government Act and work actively, agilely, and cooperatively to
swiftly resolve or address strategic or operational disconnects between teams or
Groups.
Customer &
Drive a customer and community centred approach to decision making and service
Community Focus
delivery.
Partnerships and
Develop and maintain sound and mutually respectful working relationships, networks
Collaboration
and partnerships with key stakeholders both locally and nationally, including
counterparts in other government agencies, and business and industry
representatives, NGO’s & Community.
Address differences and conflict issues with internal and external stakeholders and
identify constructive solutions.
Remain politically neutral.
Strategic Policy and Performance
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Reviewed: August 2021
Key Areas of Accountability
Risk Management
Build collective understanding and “buy in” of risk management.
Take a proactive and open approach to risk management and resolution, collaborating
across teams and Groups to identify and manage risks cohesively and well.
Promote and role model a ‘no surprises’ approach to escalate and share any
significant risks.
Health & Safety
Promote a culture of wellbeing across all levels of the Council.
Responsible for providing a safe work environment, implementing Council health and
safety systems, encouraging employee participation and striving for continuous
improvement in health and safety including utilising the reporting of near misses to
promote continuous improvement.
Budget
Accountable and responsible for developing robust advice on investment decisions.
Pursue value for money (VfM) from all activities undertaken within your function and
across Council, regardless of the method of funding.
Accountable and responsible for managing a budget of $TBC.
Delegations
Delegated authority is as per the Register of Delegations on the Christchurch City
Council website
Key Relationships/Customers:
Internal
Nature of the Relationship
Chief Executive and wider Executive Leadership Team
Seek and provides advice, share information.
Assistant Chief Executive Strategic Policy &
Reports to, seek and provide advice, share information.
Performance
Fellow Leaders & Heads of Service
Peers, provide information and support openly and
transparently, work in close liaison on strategic and
operational goals as a united and cohesive team.
Wider Council Organisation team leaders and members Provide leadership, information and support and foster
openness, transparency, collaboration, and cross-
functionality.
Mayor, Councillors and Community Board members,
Provide quality oral and written advice, support, and
engagement to build collaboration and improve
outcomes.
Multi-disciplinary teams
Contributes to, fosters collaboration and cross-
functionality.
Internal services, (I.E. HR, finance, I.T, legal, comms,
Seeks and provides advice, share information. Adopts
procurement…..)
frameworks and processes established by these
functions.
External
Nature of the Relationship
Industry Groups
Interface between business groups and Council.
Residents and Ratepayers
Provide information and liaise with. Primary customer
relationship.
Other Local Authorities
Establish and manage relationships in order to share
knowledge, coordinate consistency in approach.
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Reviewed: August 2021
Crown entities
Establish and manage relationships in order to provide
advice for Crown / Council projects and initiatives
Ngāi Tahu and Rūnanga
Establish and manage relationships in order to provide
and gain advice.
Formal Qualifications and Training
Required
Desirable
Post graduate qualification in a policy related discipline or other qualification with
extensive relevant experience.
Demonstrable practice to keep knowledge up to date and relevant
Key Experience/Knowledge/Skills/Competencies
Required
Desirable
Experience in a senior leadership role, in a large, complex organisation including
provision of strategic advice
Experience and knowledge of developing and leading people, process and
information and technology systems within relevant delivery environment.
Ability to build, maintain and leverage relationships with key internal and external
contacts, including with leaders across business and political environments
Considerable experience with policy development and implementation especially
involving multiple entities and functions
Executive level experience of performance reporting both at a management and
governance level
A strong understanding of the machinery of local/central government decision
making processes, including working knowledge of the Local Government Act and
local government decision-making processes
Excellent project management, planning and organising skills and the ability to
manage a large work programme and diverse priorities
A high level of judgement and decision making skills
Ability to think strategically and contribute to group decision making
Strong qualitative and quantitative analytical skills
Leadership: Motivating and empowering self and others.
Creates an engaging environment where people want to do their best.
Is a visible leader engaging with people inside the organisation and externally.
Supports people, at all levels, to be empowered and accountable.
Tailors leadership style to the situation and has a range of persuasion and
influencing techniques.
Creates a safe and healthy work environment, characterised by genuine staff
involvement and ownership.
Strategic Focus: Anticipating the changing requirements of customers and
communities.
Sets the direction of the organisation and creates alignment to the Council’s
strategic framework.
Ensures Groups and Units maintain alignment to the Council's strategic
framework and organisational vision and goals.
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Reviewed: August 2021
Interprets complex information and creates open discussion to form business
plans, goals, and priorities.
Considers external factors and scenarios which may affect the
unit/group/organisation in future.
Working Collaboratively: Working together within and across the organisation
Takes a visible, lead role in driving cooperation and collaboration between units
and groups.
Supports and enables multi-disciplinary teams to work together to get things
done.
Encourages dialogue to remove barriers between teams, units and groups.
Builds effective relationships between Elected Members and the
organisation.
Customer Focus: Focusing on our internal and external customers.
Ensures teams/units/groups and organisation stay focused on the agreed
customer priorities.
Creates an environment where effective relationships with customers and
communities are developed, maintained and encouraged.
Includes customer and service focused outcomes in strategies,
organisation wide planning and policy making.
Embracing Change: Initiating and being part of change.
Creates an environment where curiosity, ideas and continuous improvement is
encouraged.
Initiates and drives strategic change which enables better delivery for the group
and organisation.
Plans change taking all factors into account.
Champions change through implementation and into business as usual.
Monitors the amount and pace of business change and takes appropriate
action.
Focus on Results: Delivering what has been agreed and celebrating
outcomes/results.
Maintains commitment and focus on what has been agreed.
Creates a climate where high performance is enabled and results can be
delivered.
Encourages the sharing of progress and achievements across
unit/group/organisation.
Takes calculated risks in order to enable the delivery of better results.
Strategic Policy and Performance
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Reviewed: August 2021
POSITION DESCRIPTION
How the position fits into the organisation:
Chief Executive
Principal Advisor Ngai
Team Leader Executive
Tahu Relationships
Support
General Manager
General Manager
Infrastructure,
General Manager
Assistant Chief
Resources
Planning & Regulatory
Citizens & Community
Executive Strategic
Services
Policy & Performance
Head of Office of the
Mayor and Chief
Executive
Strategic Policy and Performance
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Reviewed: July 2022
