TaurangaCity Council Position Description

Position Title: / Team Leader: UrbanStrategy / Position Number: / CONFIRMED
Group: / Chief Executive Group / Division: / Strategy & Governance
Responsible To: / Manager: Strategy and Governance
Responsible For: / Senior Urban Strategy Planner, Urban Strategy Planner
Position Status: / Permanent Full Time
Date: / August 2017 / Delegated Authority: / Refer to Council Delegation Manual
Position Purpose:
Lead the development and management of Council’s Urban Strategy and provide forward looking strategic thought leadership and advice on city direction, issues and opportunities, including supporting Elected Members to set strategic direction, preparing and providing urban policy advice, leading and undertaking portofolio and programme management for Council’s City Transformation Committee, and managing strategic projects that shape the city and support delivery of Council’s vision and community outcomes with respect to urban form and growth.
Organisation Context:
Functional Relationships:
External / Internal / External Committees and Groups
  • Equivalent staff at other councils/organisations
  • Central Government agencies
  • MFE, MBIE, and DIA policy advisors
  • Other government policy advisors
  • LGNZ and SOLGM advisors
  • Community and business organisations and groups
  • Tangata Whenua
  • Key Stakeholders relevant to specific projects
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  • CE Group
  • Elected Members
  • Executive Leadership Team
  • Council staff (across organisation and dependant on specific projects)
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  • SmartGrowth Committee & implementation groups and forums.
  • Priority One
  • City Centre Action Group
  • COBOP (CommunityOutcomesBay of Plenty)
  • SOLGM (Society of Local Government Managers)
  • NZRA (New Zealand Recreation Association)
  • Tangata Whenua Collective
  • NZ Planning Institute

Key Result Areas:
What I am supposed to do / Success looks like….
  1. Strategic Planning and Portfolio Management

  • Lead the development and management of Tauranga’s Urban Strategy, and provide strategic advice on its application for cityand environmental planning, SmartGrowth and growth projects within the organisation and the wider community.
  • Lead and manage the strategy planning portfolio to support the City Transformation Committee.
  • Provide leadership, direction and support for projects that support the Urban Strategy.
  • Represent Council at SmartGrowth having regard for TCC’s key priorities and strategies, and proving timely feedback on the intent, priorities and concerns of SmartGrowth for the organisation.
  • Ensure the provision of professional planning guidance, support and advice to enable effective delivery of the Urban Strategy and associated plans and projects.
  • Lead and support the team to undertake project management of policy and planning projects related to urban form and growth.
  • Provide quality information and strategic advice to Elected Members that enables them to make fully informed decisions for our city.
  • Contribute to and support the development and implementation of Council’s decision-making framework (including council outcomes and strategic framework).
  • Lead the development and review of strategic priorities for Council committees, in particular the City Transformation Committee, as per designated portfolio, and monitor and report on delivery progress.
  • Coordinate organisational efforts to support delivery of papers, reports and research to relevant Council committees.
  • Lead the research and analysis required to identify and develop strategic priorities and direction for the city as per designated portfolio.
  • Prepare and present papers and reports to Council committees to support the development and delivery of strategic priorities.
  • Ensure the strategic priorities for designated portfolio contribute to Council’s overall vision and community outcomes with respect to urban form and growth.
  • Develop and co-ordinate the formulation of Council’s position/response on central and local government policy to protect and enhance the interests and priorities of Council.
  • Lead continuous quality assurance of strategy development and review, as well as committee reports.
  • Support the planning and delivery of the organisations corporate planning processes and projects i.e.Long-term and Annual Plans.
  • Support organisational delivery of strategic direction relating to urban form and growth.
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  • Council has an Urban Strategy endorsed by Council that reflects its aspirations for the City, and that meets legislative requirements.
  • Key city development and growth projects are positively aligned with the Urban Strategy.
  • Council is well represented at SmartGrowth.
  • Council has strong strategic direction in place that guides and influences Council’s decision-making processes.
  • Council’s strategic direction and priorities clearly identifies Council’s role in contributing to community outcomes.
  • Professional strategic advice is provided to Elected Members and the organisation.
  • The long-term needs of our growing community are reflected in the development of strategies and plans, and in giving planning advice to Council and the rest of the organisation.
  • Local/national/international developments and trends are integrated into strategy and policy development and review.
  • Information presented to Elected Members is of high quality and is at a strategic rather than operational level.
  • Opportunities for continuous improvement are identified, and the need for change has been advocated with the Executive Leadership Team and Elected Members, with the outcomes implemented.
  • Council submissions to central government on policy direction and legislation are formulated as requested, to a high standard, and within agreed timeframes.
  • Strategies are planned, developed and implemented in line with Council’s strategic framework and guidelines.
  • Information and reports are comprehensive and robust, take into account relevant strategic and community considerations and address both financial and non-financial aspects.

  1. Project Management

  • Lead and contribute to strategic projects and processes that shape the city and that are key contributors to Council’s vision and community outcomes with respect to urban form and growth.
  • Undertake robust analysis (both non-financial and financial) as part of development of strategic options for strategic projects and processes.
  • Establish and lead project teams for strategic projects that include appropriate representation and expertise from across the organisation.
  • Undertake project management for strategic projects that support portfolio responsibilities, including project establishment, management and reporting.
  • Lead continuous quality assurance of strategic projects and processes.
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  • Strategic projects constantly shape the way our city and our communities grow.
  • Elected members are fully informed when making decisions on strategic projects that influence the growth of the city.
  • In assessing options for strategic projects demonstrable consideration is given to identification of options, strategic fit, advantages and disadvantages, impact on Council’s financial sustainability identified and risk/exposure both in the short and long term.
  • Projects are appropriately scoped, planned, managed and delivered.
  • Opportunities for continuous improvement consistent with the strategic and operational direction of Council are identified, and the need for change has been advocated with Executive Team and Elected Members, with the outcomes implemented as agreed.

  1. Relationship Management

  • Build strong internal partnerships to ensure effective and efficient delivery of projects and processes.
  • Contribute skills, experiences and organisation wide perspective to projects and processes as required (in a lead or support role).
  • Build strong professional relationships with Elected Members, particularly the Chair and Deputy Chair relevant Committees.
  • Develop and undertakes integrated place management in communities to support the identification and delivery of strategic priorities and projects.
  • Manage external relationships, including formal relationship agreements, in particular SmartGrowth.
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  • Mechanisms are put in place to develop and improve the relationship between Council and Tauranga communities.
  • Meaningful long-term working relationships are established with key stakeholders, community organisations, and the community where required.
  • Organisation or key stakeholders that influence or contribute to strategies, policies, plans and processes are identified ensuring effective collaboration and involvement.
  • A professional attitude is projected at all times when dealing with all internal peers, clients, elected members, and external organisations, and when representing the organisation.
  • All committee communication is of a high standard, pitched at a strategic level and engaging.

  1. Managing People

  • Provide leadership, support and development for your team through setting clear and consistent standards, developing and empowering others, building commitment and trust with your people, addressing performance related issues, managing conflict and building effective teams.
  • Effectively lead the team in its support of the executive and delivery of agreed programmes and services.
  • Lead the successful implementation of Corporate and HR initiatives.
  • Promote and maintain a culture that achieves a high level of morale within the team and encourages performance, productivity, openness, employee satisfaction and trust.
  • Instil at all levels a strong customer service ethic, focused on high levels of community satisfaction with the services provided.
  • Lead and co-ordinate workflowsforthe Urban Strategy team.
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  • Meaningful Performance Reviews are held in line with TCC Performance Management policy.
  • Development plans are in place and supported for all team members.
  • Performance Improvement Plans in place to ensure poor performance is managed in an effective manner for both parties.
  • Blueprint chats reflect effective people and performance management and team engagement
  • All positions are filled by suitably qualified and competent staff.
  • Personnel policies are observed and HR processes implemented on time to standard
  • Evidence points to a competent, motivated and professional workforce, performing efficiently and effectively

5. Key Corporate Responsibilities
  • Actively participates in complies with all Health, Safety & Wellness initiatives and requirements.
  • Uses Code of Conduct, Corporate policies, Procedures, processes, Systems and Business Conventions when undertaking roles
  • Adheres to Council policies
  • Staff are supported to actively identify and participate in training initiatives to develop themselves and their role specific skills
  • Actively supports our corporate sustainability strategy, Sustainable Steps
  • Supports and participates in all relevant legislation and undertakes obligations
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  • Health, Safety and Wellness initiatives are supported and actioned as part of standard work practices.
  • Code of Conduct, Corporate Policies, Processes, Systems and Business Conventions are used when undertaking this position.
  • Council policies are followed.
  • You actively participate in training initiatives.
  • Our Sustainable Steps corporate sustainability strategy is applied to your work practices.
  • Legislative obligations are followed.
  • You actively participate when TCC needs to activate its Emergency Management plans.
  • You openly take on other duties as reasonably requested of you

Person Specifications:
Qualifications
Essential: / Desirable:
  • Relevant tertiary qualification in resource management or associated planning qualification that fosters strategic thinking on social, economic, environmental or cultural values.
  • Current Full Drivers Licence.
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  • Full membership of the NZ Planning Institute or affiliated membership of an associated professional body/ organisation focused on strategic thinking or applying sound planning practice.

Knowledge and Experience
Essential: / Desirable:
  • Proven strategic planning and ability to think strategically on complex urban growth management issues.
  • Proven experience in the practice of resource management, district/ city planning or city growth management.
  • Experience in successfully managing and developing a team.
  • Proven ability in planning, and/or strategy and policy development, and delivery of required outcomes.
  • Record of quality, professional outputs in a timely manner and ability to effectively participate in teams
  • Exceptionalwritten and oral communication skills.
  • Enthusiastic, self-motivated and results orientated .
  • Has initiative and ability to ‘think outside the box’.
  • Ability to clarify objectives, identify key issues, consider all perspectives and logically evaluate all factors.
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  • Public sector experience in a relevant role preferred.
  • Wide knowledge of local government practices nationally and internationally.
  • High awareness and understanding of political issues and processes, preferably with proven experience.
  • Strong knowledge of legislative frameworks including, but not restricted to, detailed knowledge of the RMA and Local Government Act 2002.

Key Behaviours
Tauranga City Council’s key behaviours are:
  • TCC People:A person who is fully effective is friendly and professional. They recognise each other’s contributions, are open and honest, while being respectful, and know how and when to have fun.
  • People First: A person who is fully effective would provide outstanding service (internal and external) every time by consistently meeting expectations for customer service delivery, regularly engaging with customers to ensure that we are meeting their needs, maintaining a focus on ensuring business processes are designed to improve efficiencies and ensuring they have the knowledge and ability to provide good customer service.
  • Working together: A person who is fully effective would work together with others to make a difference, by delivering on their commitments, sharing the load, showing initiative, acknowledging the roles and responsibilities of others, and celebrating achievements.
  • Effective Communication: A person who is fully effective would use appropriate communication actions for their audience/s, always act in a pleasant, courteous and respectful manner, is careful about the use of jargon and technical terms, use approved methods for the message and the audience, actively listen, receive feedback and check for understanding.
  • Personal Effectiveness: A person who is fully effective gets things done and makes things happen by helping out, has a high standard of work, puts forward ideas, knowing where they fit in, recognises work well done and learns from their mistakes.

Leadership Competencies required for this role:
  • Shared Vision and Strategy: A person who is fully effective actively contributes to the development of Activity Area Plans, policies and strategies, contributes to the development of objectives for implementation in a manner that has clear linkages from the LTCCP to individual employee objectives, considers the impacts on the organisation and, in a collaborative way, energises and inspires others to achieve the agreed objectives.
  • Change and Innovation: A person who is fully effective has a continued focus on improvement, is able to evaluate the need for change and manage the consequences of change, challenges how we do things and listens to, and objectively evaluates, new ideas. They are a change champion throughout the organisation and contribute to “moving the minds” as a way of taking people through change and implementing new and improved ways of doing things.
  • Acumen or “Savvy”: A person who is fully effective will consider and action any social, cultural, economic, environmental and political implications on the achievement of objectives for their activity area. They will be aware of the internal and external factors that will impact on the organisation. They factor in any financial implications on actions being taken and seek advice as needed.
  • Coaching for Success: A person who is fully effective is a key driver of changing attitudes and creating a spirit to succeed. They foster and enhance team pride & organisational success. They are able to get the best out of people, providing a supportive and encouraging environment for growth which stretches people and gives them the tools to manage challenges. They provide an environment that allows people to experiment with ideas & take calculated risks, knowing that people learn from mistakes & they support people when they stumble. They have strong succession management plans in place and share knowledge willingly.
Job Specific Competencies required for this role:
  • Planning and Organising: A person who is fully effective will plan and organise themselves effectively to lead some aspect of, and implement, the Activity Area Plan in order to deliver on the LTCCP. They will prioritises time and resources to meet agreed deadlines, factor in operational constraints and environmental factors, break large projects down to manageable bites and have effective contingency plans in place.
  • Concern for Quality: A person who is fully effective implements and monitors the standards for quality within their area of responsibility, ensures we operate in an ethical manner, incorporates quality measures into operational thinking and recommends further enhancements to quality measures. They oversee activity area operations to ensure attention is given to detail and will deliver a high quality, right first time, service.
  • Impact and Influence: A person who is fully effective has well developed skills at gaining co-operation and support from other people and achieving ‘win-win’ solutions, makes a positive impact on their immediate Activity Area and the wider organisation, uses their intuition to understand other’s perspectives, using this to tailor their own message, and has a clear appreciation of how they come across to others.
  • Decision Making: A person who is fully effective identifies key issues, risks and relationships relevant to achieving the organisational/Activity Area Plan, makes decisions in a timely manner based on the information and logic available to them (and in line with organisational values) and balances risks and opportunities before committing to the best course of action.

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