ST HELENA GOVERNMENT
TERMS OF REFERENCE
Environment and Natural Resources Division
Head of Environmental Management
1. Background
1.1 The island of St Helena is an internally self-governing Overseas Territory of the United Kingdom located in the South Atlantic approximately 4,000 miles from the UK. The Government comprises a Governor (who is appointed by the Crown) an Executive Council, which has the general control and direction of Government, and a Legislative Council. The Governor retains responsibility for internal security, external affairs, defence, the public service, finance and shipping.
1.2 The island’s population is around 4,000 and it has a typical small island economy with a high import dependency, a narrow economic base, a large public sector (around 900 staff), and significant outward labour migration. Over half of its recurrent public expenditure and 90 percent of capital expenditure are funded by British budgetary aid as the UK has an obligation to ensure that the reasonable needs of the population are met. Economic development is constrained by St Helena’s extreme isolation, its small and declining population, and a lack of significant natural resources.
1.3 The overall vision of the St Helena Government (SHG) is
“Strengthened community and family life through vibrant economic growth, with opportunities for all to participate, within a framework of effective government and law.”
To support this vision there are three National Goals:
· A vibrant economy providing opportunities for all to participate
· Strong community and family life
· Efficient and effective government and law
1.4 In November 2011 HMG agreed to fund an airport. Construction is underway and operations are scheduled to begin in early 2016. The major construction activity leading up to this will significantly enhance St Helena’s economic prospects and have a dramatic impact on the island community, bringing a period of accelerated social and economic change. Achievement of the Goals and Strategic Objectives will require sound management and transformation of the public sector to make it a professional, modern, and flexible organisation able to initiate and respond to change.
1.5 SHG is implementing a modernisation programme that will enable the Public Service to improve its delivery of the government’s developmental objectives. Central to this programme has been the re-structuring of Government functions and directorates. There are currently four directorates reporting to the Chief Secretary who is the head of the Service; Education and Employment, Health and Social Welfare, Environment & Natural Resources and Corporate Services. The Police Service reports to the Governor.
2. Environment on St. Helena
2.1 It is recognised that with air access there will be a greater demand for our environmental resources and increased pressure to develop the island. St Helena’s environment is highly unique and very fragile; it is also our greatest asset. To ensure that we do not lose this St Helena needs to develop sound environmental management.
2.2 St. Helena has a unique natural environment. This is being developed as one of the islands key tourism products. A series of policies and processes have been put in place to mainstream environment across planning and decision-making to ensure that our unique environment is effectively managed.
2.3 In a rapidly changing landscape, it is important to ensure that environment is mainstreamed and kept at the heart of decision-making that monitoring leads to enforcement and action, and that on the ground environmental ‘operation’ e.g. waste management, conservation, continues to develop and improve. Finding the right balance, and focusing human and financial resources in the right areas, is challenging, but is key to ensuring effective environmental management.
2.4 St. Helena’s new Sustainable Development plan 2012/13 – 2014/15[1] has identified effective management of the environment as one of three National Goals. Each of the three national goals has associated plans. The National Environmental Management Plan (NEMP) was launched in 2013 and provides the blue-print for environmental management on island for the next 10 years. It also contains a series of time-bound targets to be delivered over the same time period.
2.5 There are a number of organisations and individuals that work directly on environmental management on St. Helena. In addition to the Environmental Management Division (section 3) there are other directorates within St. Helena Government (e.g. Public Health and Social Welfare who operate the islands waste management system) and other Non-governmental organisations (e.g. the St. Helena National Trust, St. Helena Active Participation in Enterprise, the St. Helena Nature Conservation Group) who proactively work to better manage the environment on island.
3. The Environmental Management Division.
3.1 A new Environmental Management Division (EMD) was set up in 2012, bringing together and developing SHG’s strategic environmental functions. This division is a part of a wider Environment and Natural Resources Directorate (ENRD). ENRD also has responsibility for agriculture and natural resources, transport, infrastructure and property.
3.2 EMD’s mission is ‘to be the focus of environmental management for the St. Helena Government through the creation and implementation of policy and legislation, and the provision of advice underpinned by a clear, transparent evidence-base; supported by systematic monitoring, evaluation, enforcement and a comprehensive communications strategy’.
3.3 In its first year, EMD has been focussed on developing a robust policy and legislative framework for effective environmental management. From the NEMP, a series of supporting policy documents have been/are being created including a solid waste management strategy, a climate change policy, a research policy, native and endemic plant propagation, collection and distribution policy, National Conservation Area development plans and green guidelines for businesses. A new environment law is being drafted and it is anticipated that this will be enacted by the end of 2013.
3.4 A comprehensive environmental assessment process is also being developed; it includes Environmental Impact Assessments which are already a legal requirement under planning.
3.5 It is anticipated that the new Head of Environmental Management will embed these newly developed policy, legislative and assessment frameworks into SHG and across the island, consolidating the work that has gone into this ‘start up’.
3.6 This will also be a period where the focus of the division will shift from policy, legislation and process creation to implementation, monitoring evaluation and enforcement. Staff will need to further develop skills in these areas, and roles might need to be revisited in the context of this change in focus.
3.7 Developing a more robust evidence-based approach to decision-making is a key SHG focus. EMD is working to better manage existing evidence, and undertake new research as required ensure that all environmental advice and input into decision –making is evidence-based.
3.8 EMD has a comprehensive communications strategy, and collaborative working is at the heart of the functioning of the division. Implementation of the communications strategy and regular review of its effectiveness is a key element of the operation of the division.
3.9 EMD also leads on SHG’s environmental responsibilities under the Airport project, and works closely with SHG’s airport director, and other key environment stakeholders in the airport project including relevant staff from Basil Read the contractor, and Halcrow, the Project Monitoring Unit.
3.10 EMD is currently composed of 24 staff divided into 4 sections, each with section heads, as follows:-
· Environmental Assessment and Advocacy
· Environmental Risk Management
· Terrestrial Nature Conservation,
· Marine Nature Conservation
4. Objectives
4.1 The key objective of the role is to consolidate the plans, policies and processes that have been established during the ‘start up’ phase of EMD, and to ensure that staffing, structure and placement of EMD within SHG enables these newly created roles to be effectively carried out, ultimately to ensure that National Goal 3 : Effective management of the environment is delivered. This will be done through implementation of the National Environmental Management Plan.
5. Key tasks:
Embedding EMD in SHG and embedding environmental principles across St. Helena
5.1 Raise the profile of the new environmental law and ensure that appropriate enforcement and monitoring systems are in place to adequately apply the law.
5.2 Strengthen implementation and adherence to newly developed environmental policy and assessment processes, both within EMD, across ENRD, and throughout SHG as a whole.
5.3 Strengthen the development of an evidence-based approach to environmental decision-making both within EMD, across ENRD and throughout SHG as a whole. This is to include developing the data management system within EMD.
5.4 Ensure that the communications strategy is embedded into EMD’s way of working, with regular review for adequacy.
Resourcing
5.5 Head and manage the staff, budget of the Environmental Management Division.
5.6 Work closely and in a ‘joined up’ manner with the other members of the ENRD Senior Management Team
5.7 Ensure that the placement of EMD within government, within a changing SHG structure, enables the key goals of the NEMP to be delivered, implementing any placement changes as required. Relevant functions could be devolved to an arm’s length environmental agency as appropriate.
Implementation.
5.8 Work with key stakeholders at the highest level in SHG, ESH and UK government, and with EMD senior managers and staff to ensure that NEMP targets are delivered.
5.9 Build on and develop the existing monitoring, evaluation and enforcement processes to ensure that they are robust, are used and implemented.
5.10 Build on and develop the annual State of the Environment Report to focus on more considered environmental indicators, adapting monitoring as appropriate.
5.11 Support the Environmental Advocacy and Assessment Section Manager and other key stakeholders as required to ensure that SHG’s environmental responsibilities under the airport project are met.
6. Outputs and deliverables
Resourcing:
6.1 Identify, mentor and train a local counterpart to be able to fulfil the Head of Environmental Management role on completion of this contract.
6.2 Ensure that the staffing structure is effective for delivery of the changing focus of EMD’s work.
Embedding EMD in SHG and across St. Helena
6.3 Coordinate the development and approval process for the new environment law.
6.4 Coordinate the development and approval of new environmental policies as required under the NEMP.
Implementation
6.5 Create and develop the Division and section annual strategic plans as required by SHG, in consultation and collaboration with section managers.
6.6 Strengthen the development of the relatively new work areas of EMD i.e. risk assessment and monitoring, strategic direction for waste management, climate change, strategic environmental assessment.
There will be a number of outputs that are determined by the NEMP targets and the TOR tasks above. These are not listed here, as deliver of these will be measured by the quarterly update process below – however they include writing policy, memos, papers and presentations for high level political decision-making bodies.
6.7 Quarterly updates to NRDEC and to the Environment Scrutiny Board to show delivery of NEMP against targets, and subsequent delivery of strategic plan against targets
6.8 Quarterly updates to NRDEC and to the Environment Scrutiny Board to show progress on delivery of TORs including in particular progress against identification and training of a local counterpart.
6.9 Establishment and implementation of human and financial resource requirements for adequate monitoring and enforcement against existing laws and policies including through changes to internal structures and job profiles if required.
7. Qualifications, Experience and skills required
Essential:
· First degree in Environmental Management or relevant subject.
· At least 10 years’ experience in the field of environmental management with at least 5 years in environmental management.
· Proven track record in project and financial management.
· Proven track record in staff management, development mentoring and training.
· Experience of engaging and working with a wide range of stakeholders, including the private sector and developers
· Proven track record of writing and delivering policy papers.
Desirable:
· Post graduate degree in Environmental Management or relevant subject
· Prior experience in strengthening new institutions specifically in small islands and or locations with limited human capacity.
· At least 4 years’ experience of working on or with small islands.
8. Person Specification:
Essential
· Highly organized with the ability to multi-task and prioritise a heavy workload.
· Excellent communicator, able to work with people at all levels and abilities.
· Highly motivated with the ability to motivate and mentor others.
· Good analytical and problem solving skills
· Good administrator with experience in budgeting and planning
· Strong verbal and written communication skills
· Excellent interpersonal skills
· Flexible to meet the varied demands of the role
· Good practical knowledge of the main responsibilities of the job.
· Able to prepare and present papers and PowerPoint to a range of audiences primarily non-environmentalists.
Desirable
· Understands the resource limitations of working on small islands
9. Competencies
Under the SHG Competency framework, this post holder is required to have the competencies as outlined in the attached annex.
10. Reporting
The Head of the Environmental Management Division will report directly to the Director of the Environment and Natural Resources
11. Contractual arrangements
The Head of the Environmental Management Division will be an employee of the St Helena Government (SHG) and hold a contract with them for a period of two years.
Annex
SHG Competency Framework Levels
Planning and delivery of work
· Structures business or service unit to deliver key objectives and obtain and allocate resources.
· Defines a balanced set of targets and measures aligned with delivery plans.
Analysis and use of information
· Identifies trends from complex or conflicting data.
· Takes steps to address the root causes of highly complex problems
· Develops new policy and procedures.
Decision making
· Shapes new policies and sets long-term objectives.
· Understands the wider strategic environment to make appropriate resource decisions.
· Strategically processes the impact of decisions.
· Determines results which are aligned to strategic decisions
· Ensures decisions are evidence-based drawing on available knowledge and past experience