isle of wight council pay policy...2019/01/16 · 4.1 in the main, the pay and terms and conditions...
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Isle of Wight Council
PAY POLICY April 2019
APPENDIX A
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Document Information
Title: Pay Policy
Status: Draft
Current Version: 8
Author: Claire Shand, Head of Resources
(01983) 821000
Sponsor: John Metcalfe, Chief Executive
Consultation:
(01983) 821000
Full Council
Approved by: Full Council
Approval Date:
Review
Frequency: Annual
Next Review: January 2020
Version History
Version Date Description
0.1 June 2011 Approved by Directors Team and submitted for consultation with chief officers
0.2 July 2011 Revised to accommodate Employment Committee comments and feedback
0.3 February 2012 Revised to accommodate Localism Act requirements and published guidance
0.4 March 2012
Revised to accommodate minor amendments proposed by Employment Committee at their meeting of 5 March 2012
1 March 2012 Approved by full Council
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1.1 January 2013 Revised to accommodate amendments to the
Local Government Pension Scheme
Discretionary Provisions and additional guidance
issued by the Secretary of State for Communities
and Local Government and general updating.
2 March 2013 Approved by full Council
3 January 2014
Updated to reflect the Local Government national
pay bargaining 1% rise for all employees below
chief officer level and to provide clarification on
the council’s pension policy where employer’s
consent is required for the early release of
pension together with proposed changes to the
senior management pay structure.
3.1 May 2014
Updated to reflect the revised senior management structure and changes to the Local Government Pension Scheme Regulations with effect from 1 April 2014.
4 February 2015
Updated to reflect the Local Government national
pay bargaining 2.2% rise for all employees
except for chief officers who have been awarded
2% with effect from 1 January 2015; changes to
the pay structure following implementation of the
job evaluation scheme review which will be
effective from 1 July 2015.
5 January 2016 Updated to reflect new salary grades, updated job titles and reflect new chief executive role.
6 January 2017 Updated to reflect April 2017 pay award. The premium payments table has been updated to provide further clarification and current pay rates. Update provided on the planned timeframe for implementation of proposed exit payment regulations (recovery and threshold). Chief Officer person specifications have been replaced with the updated generic role profiles. The ‘Number of permanent full-time equivalent posts by grade’ graph has been updated with this year’s figures.
7 February 2018 Updated to reflect the changes to annual leave
entitlement as a result of a change to Christmas
leave arrangements; current policy with regards
to staff car parking permits; current pay
bandings for the calculation of pension
contributions and clarification of the
circumstances where pay protection is afforded.
8 December 2018
Updated to reflect new salary grades and
clarification of Living Wage. Addition of gender
pay gap information
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Contents
Page No 1. Introduction 10
2. Equal pay commitment 10
3. Definitions 11
4. Pay framework 11
5. Terms and conditions – All staff 12
• Core working hours 12
• Role definition 12
• Pay awards 12
• Appointment 12
• Recovery of exit payments on return to any public sector body 12
• Relocation allowance 13
• Market supplements 13
• Additional duties 13
• Business travel 13
• Excess travel 14
• Charging for car parking at work 14
• Professional fees 14
• Re-engagement 14
• Annual leave 15
• Public and extra statutory holidays 15
• Pension contribution 15
6. Benefits of employment 16
7. Official election duties and fees 17
8. Pay arrangements up to chief executive level 17
• Pay structure 17
• Pay progression 17
• Pay protection 17
• Premium payments 17
9. Pay arrangements – chief officers 19
• Pay structure 20
• Pay progression 20
• Emergency response 20
• Pay ratio 20
• Gender pay gap 20
10. Discretionary provisions 23
11. Severance arrangements 26
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Appendix A: Pay Framework – April 2018 28 Appendix B: Generic Role Profile - Chief Officer (Grade 17) 29 Appendix C: Generic Role Profile – Chief Officer (Grade 18) 36 Appendix D: Generic Role Profile – Senior Manager (Grade 19) 43 Appendix E: Generic Role Profile – Senior Manager (Grade 20) 50 Appendix F: Number of permanent full time equivalent posts by grade 57
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1. Introduction
1.1 The purpose of this policy is to provide an open and transparent framework that ensures clarity,
fairness and consistency in the remuneration of our workforce and in doing so will also meet the requirements of Section 38 of The Localism Act 2011, which requires local authorities to publish a pay policy statement which has to be adopted by Full Council by 31 March each year. This policy sets out the council’s approach to the pay of its workforce for the financial year 1 April 2019 to 31 March 2020. This policy will be published on the workforce information section of the council’s transparency pages on iwight.com and be available as a key document located from the council’s A to Z document library as well as being easily located by free search text from www.iwight.com or other web search engines.
2. Equal pay commitment
2.1 We are committed to the principle of equal pay for equal work for all our employees and seek to
eliminate any bias in our pay systems.
2.2 As an integral part of our published equality objectives we understand that equal pay between the nine protected characteristics (age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex, sexual orientation) is a legal right under the Equality Act 2010 and is one of the key indicators of our ability to demonstrate equality of opportunity to those in our employment.
2.3 It is in our interest as an employer to ensure that we have a fair and just pay system and one that our employees have confidence in the process of eliminating bias. We are committed to working in partnership with our recognised trade unions/employee representatives to take action to ensure that we provide equal pay. We are confident that this significantly contributes to the necessary trust, morale and engagement of a positive employment relationship.
2.4 We believe that in affording openness and transparency in our approach to pay and reward, we
are sending a positive message to both our employees and Island residents that we are operating on a basis that is fair and equitable as well as to help us control costs and improve efficiency.
2.5 Our objectives therefore are to:
• be open and transparent in our approach to pay and reward;
• eliminate any unfair, unjust or unlawful practices that impact on pay;
• take appropriate remedial action where required;
• develop and maintain pay and reward equity between staff groups;
• undertake an equal pay review in line with the Equality and Human Rights Commission
statutory code of practice every three years;
• work in partnership with recognised trade unions/employee representatives in determining
and monitoring pay policy decisions
2.6 In delivering the council’s vision and key priorities, together with our commitments to equal pay and a reputation as a good employer, we recognise the importance of administering pay in a way that:
• attracts, motivates and retains appropriately skilled, knowledgeable and talented people
needed to maintain and improve the council’s performance and meet future challenges;
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• is affordable and transparent;
• reflects the market for comparable jobs, within and outside of local government, with skills
and competencies required to meet agreed delivery and performance outcomes;
• delivers the required levels of competence within an overall workforce strategy within
approved budget parameters
3. Definitions
3.1 For the purpose of this policy, the following definitions apply:
• A chief officer refers to the statutory roles of head of paid service; director of children’s
services; director of public health; director of adult social services; chief fire officer;
section 151 officer and monitoring officer together with those officers designated as chief
executive, and heads of service together with any other designated post that requires
member appointment under the council’s constitutional arrangements.
• The term ‘lowest paid employees’ refers to those staff earning up to the full time
equivalent of £24,965 per annum, including any allowance or other payments made in
connection with their role. This is in line with the council’s current pay structure which
determines that a post is at junior officer level up to this salary point on the pay scale. The
actual lowest pay point on the pay scale, excluding apprenticeships is £15,418 as set out
in Appendix A. It is possible for a local authority to also apply the Living wage as set by
the Living Wage Foundation, at a local level, although this has not been adopted by the
Isle of Wight Council at present. The council does however pay all staff at or above the
National Living wage as set and reviewed annually by Central Government, except for
apprentices who are paid at the National Apprenticeship rate. This is currently being
reviewed by the Isle of Wight Council.
4. Pay framework 4.1 In the main, the pay and terms and conditions of Isle of Wight Council employment are covered
either by local agreements (particularly the IWC Terms and Conditions 2012), local policies, or collective agreements negotiated by the National Joint Council (NJC) for Local Government Services. NJC conditions of service are published in what is commonly known as the “Green Book”. The Isle of Wight Council has a locally agreed pay framework, as set out in Appendix A.
4.2 The terms and conditions of employment for chief officers are determined either by local agreements (particularly the IWC Terms and Conditions 2012), local policies, or collective agreements negotiated by the Joint Negotiating Committee (JNC) for Chief Executives and Chief Officers of Local Authorities.
4.3 The above bodies provide an agreed national framework for pay and terms and conditions but which also contain a number of flexibilities for local modification to suit local service requirements. These are the result of negotiations between trade unions and local government employers.
4.4 The terms and conditions of employment for fire and rescue service personnel are determined nationally by the National Joint Council for Local Authority Fire and Rescue Services (commonly known as the “Grey” book). The pay and conditions of Fire Service Personnel are not included within this document.
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4.5 The School Teachers' Pay and Conditions Document, issued by the Department for Education, contains the statutory requirements for teachers’ pay and conditions that maintained schools and local authorities in England and Wales must abide by. The pay and conditions of teachers are not included within this document.
5. Terms and conditions - all staff
5.1 The council operates under the national terms and conditions as set out by NJC and JNC in
respect of sick leave and sick pay; maternity leave and maternity pay scheme; shared parental leave and shared parental pay scheme; and paternity leave and Paternity Pay Scheme.
5.2 Core working hours
Annual working hours are 1,635 per annum, full time equivalent, agreed between the employee and their line manager. The timing of working hours depends upon role definition (set out in 5.3 below). Core hours are determined by managers according to the specific needs of the service and will cover a period of 14 hours between 6am and 10pm. Work carried out within core hours is paid at plain time rates unless specified otherwise.
5.3 Role definition
Roles within the council are categorised as either “flexible” or “constrained”.
• Flexible roles are not normally subject to particular operational times or to regular and frequent immediate reactive response to the service or customers within the community. There is occasional requirement to cover at times other than normal hours, but generally staff are able to choose their working patterns and the freedom to exercise that choice does not, in the main, impact adversely on service delivery to the community.
• Constrained roles are largely governed by particular working time or patterns because of the needs of the service or demands regular and frequent immediate reactive response to the community or customers’ needs. Staff generally do not have the freedom of choice in their working patterns and to have such would impact adversely on service delivery to the community.
5.4 Pay awards
Pay awards are considered annually for staff and are based on those determined by the national pay bargaining undertaken by the Local Government Employers. Negotiations for a pay award for the period 1 April 2018 to 31 March 2020 have been agreed nationally and equates to at a least 2% pay increase over each year of the two-year period . The final adjustments to the pay grades for 2019 are yet to be finalised and will be subject to local agreement being reached with the council’s recognised trade unions. This will not have been completed at the time of this policy approval by Full Council. It can however be confirmed that they will provide the nationally agreed pay increase to staff.
5.5 Appointment
Employees new to the council will normally be appointed to the first point within the salary range within the respective pay grade. Where a candidate’s current employment package would make the first point unattractive or where the employee already operates at a level commensurate with a higher salary, the recruiting manager has delegated authority to appoint at a higher point within the salary range. The candidate’s level of experience and skills must be consistent with those of other employees already employed in a similar role.
5.6 Recovery of Exit Payment on return to any public sector body
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The anticipated legislation for the recovery of exit payments has been further delayed by central government and as such this remains an area for consideration of required policy and procedure once a new timetable for implementation is made available.
5.7 Relocation allowance
It is recognised that it may be necessary to compensate, at least in part, the financial costs incurred by a new employee in relocation to the Island or to a location within commutable distance where required (and the successful candidate’s existing residence is beyond 50 miles in distance from the Isle of Wight, or outside of a reasonable commuting time) in order to take up their duties. Granting a relocation allowance as part of the recruitment package requires approval as part of the council’s recruitment authorisation process. In determining the business case for the granting of a relocation allowance, consideration has to be given to whether:
• advertisement within a national/international market is required;
• there is a need to increase the potential of recruiting high calibre staff or within
particularly hard to recruit occupations;
• it is a permanent post (although if deemed to be a key post on a fixed term contract of up
to two years, consideration will be given to 50 per cent of the agreed level of
reimbursement).
The current allowance payable is up to a maximum of £8,000. Full conditions of operation are set out in the council’s Relocation Scheme.
Under the council’s Relocation Scheme the council also offers new recruits an allowance to cover some of the costs associated with travelling in order to attract potential candidates within commuting distance but who would not wish to relocate to the Island in the current economic climate.
5.8 Market supplements
There are some occupations which are notoriously difficult to recruit and retain within the public sector. Where there is significant evidence pointing to salary levels which are out of line with the market rate for particular skills or recruitment, the payment of a market supplement may be an appropriate solution. Annual review and analysis of available evidence of whether there have been any changes in the job market will inform whether market supplements will continue to be paid. Full conditions of operation are set out in the council’s Market Supplement Policy. Currently, a market supplement is paid to social workers working in childcare, and some leisure staff.
5.9 Additional duties
There may be occasions when an employee is required to undertake the duties of a higher graded post for a continuous period of up to 12 months. In such circumstances, the employee will receive the salary that would apply as if they were promoted to that post. These must be for genuine reasons other than annual leave or the short-term sickness absence of another officer.
In the review undertaken by managers when a post becomes vacant, there may be circumstances when a manager determines not to recruit, but to assign a proportion of the full duties and responsibilities to another employee. Where such a situation arises, payment of a responsibility allowance can be made upon submission of a business case. The rate of allowance payable is dependent upon the percentage of additional duties required up to a maximum of a 12 month period, unless there are exceptional circumstances for this to be extended. There are three levels of payment 2.5 per cent, 5 per cent and 7.5 per cent of the difference between the substantive and higher graded post for the period during which the additional duties/responsibilities are undertaken. Full conditions of operation are set out in the
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council’s Acting Up and Secondment Policy. The council actively encourages the use of secondments both internally and externally within partner organisations.
5.10 Business travel
For genuine operational needs and where privately owned vehicles are used for business travel purposes, the council reimburses employees in line with Her Majesty’s Revenue and Customs approved level.
Where staff are required to carry substantial equipment on a frequent and regular basis, an additional 5p per mile is payable in recognition of the additional wear and tear in vehicle use.
Staff who undertake more than 8,500 business miles per annum are classed as essential users and receive an annual lump sum, in accordance with the NJC terms and conditions, payable in monthly instalments. This is in recognition of the additional wear and tear that high mileage incurs. This allowance is removed should any employee change job where business travel is not required or is likely to be below the threshold set out above. Current essential user allowances payable are paid at the rate of £963 per annum with a mileage rate of 40.9p per business mile up to 8,500 miles claimed and thereafter a rate of 14.4p per mile.
There is by local agreement with chief officers, no claiming of on Island business travel expenses.
5.11 Excess travel and mileage claims
Since 1 April 2012 no reimbursement or allowance has been payable to employees whose on Island work base location is changed by the council. Agile working will be rolled out across the Council from January 2019 and there will be clarity relating to mileage claims as part of that project. All staff have a designated base (agreed with their managers) where they start work and if they are not working there, they are expected to use a work base of the same or less distance from their home. Mileage claims to a work base will not be accepted if they are a greater distance from home than the normal agreed work base. The exceptions to this will be if it is being done in order to meet the needs of the service as expressly approved by the Manager or due to extenuating circumstances such as attending training, which again must be expressly approved by the manager.
5.12 Charging for car parking at work
Any member of staff who uses a car parking space during the working day which is within a designated area of the council’s parking order are required to either pay the daily parking charge or purchase a long stay staff parking permit. The cost of a staff parking permit is £150.00 per annum which allows parking in any council long stay car parks for the full duration of the working day (ie Monday to Friday 8am to 6pm) but only four hours maximum in the County Hall car parks. Employees who are paid at or below Grade 1 (i.e. £15,418 per annum), or who through their contractual hours either earned or would have expected to earn the equivalent or less during the previous tax year, may apply for a staff parking permit at the reduced rate of £100.00 per annum. Full conditions of operation are set out in the council’s Charging for Car Parking at Work Policy.
5.13 Professional fees
Since 1 August 2011, no reimbursement or payment of professional association membership fees has been made to employees other than those who are appointed into trainee positions and working towards a recognised professional qualification as a requirement of their employment, when payment will be made until they qualify, at which point they will become responsible for the payment of their own fees.
5.14 Re-engagement
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Employees whose appointment is terminated on a voluntary redundancy basis, or who accept early retirement, will not normally be re-engaged by the council on a directly employed basis for a period of 6 months or a consultancy basis for a period of two years unless approved on an exceptional basis by the Director of Corporate Services. Managers are required to submit a business case if wanting to re-engage in these circumstances
. The general rules relating to re-engagement are as follows:
• Any return to the council’s employment must be via the normal process of competitive
selection.
• The return must not be to the same or a closely related post, as this would call into
question the original decision to declare the post redundant.
• The employee must not take up the post (if they are to be directly employed) any sooner
than four weeks after the effective date of redundancy or early retirement, or they will
forfeit the original redundancy payment and pension entitlement will be affected.
• Anyone who is re-employed will be treated as a new starter and any previous service with
the council or other related body will not count towards entitlements to notice periods, sick
leave, annual leave, or other benefits dependent upon continuous service.
5.15 Annual leave
Since 1 July 2017, all employees operating under the NJC/JNC for Local Government Services are entitled to 31 days or 229 hours per annum (pro-rata if part-time). The leave year operates from 1 January to 31 December.
5.16 Public and extra statutory holidays
All staff are entitled to eight days or 59 hours public holidays per annum (pro-rata if part- time) plus 31 days annual leave per annum (pro-rata if part- time).
5.17 Pension contributions
All employees whether designated as in permanent employment or on a fixed term contract (where the contract period is for three or more months) are automatically admitted to membership of the Local Government Pension Scheme (LGPS) although they have the right to opt out if they so wish.
Scheme regulations are made under the Superannuation Act 1972. Changes to the rules are discussed at national level by employee and employer representatives but can only be amended with the approval of Parliament. As scheme members, employees pay contributions and the council pays in the balance of the cost of providing accrued benefits after taking into account investment returns. Every three years, an independent actuary calculates how much the council should contribute to the scheme. The amount will vary, but the current level of contribution made by the council is 23.5% per cent.
In accordance with government guidance the employee contribution rate by pay band that applies for 2018/19 is as follows:
If your actual pensionable pay is: You pay a contribution rate of:
Up to £14,100 5.5%
£14,101 to £22,000 5.8%
£22,001 to £35,700 6.5%
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£35,701 to £45,200 6.8%
£45,201 to £63,100 8.5%
£63,101 to £89,400 9.9%
£89,401 to £105,200 10.5%
£105,201 to £157,800 11.4%
£157,801 or more 12.5%
6. Benefits of employment
6.1 The council currently operates a salary sacrifice scheme for childcare vouchers, where
employees can make substantial savings to their childcare costs through the payroll in tax and national insurance payments. Employees who pay for Ofsted registered childcare can have payments made directly from their salary to their childcare provider, subject to a maximum amount per week/month. The scheme can be joined anytime of the year and covers children up to the age of 15 (16 if disabled). Savings are dependent on personal circumstances but can be as much as £890 a year. The government have introduced a new tax free childcare scheme, which restricted new members joining the salary sacrifice scheme from April 2018.
6.2 All staff have access to an Employee Assistance Programme (EAP) which is an impartial and completely confidential advice and counselling support service which is available 24/7 via a free phone number. Employees also have access to a website where they can seek information and advice on a wide range of topics including work-life, personal life and health and wellbeing. There will be a shared cost salary sacrifice AVC (additional voluntary contribution) scheme in place in 2019.
6.3 Other financial benefits include our list of local retailer discounts which contains over 100 Island
businesses that are prepared to offer discounts on their products and services to council employees and our list of miscellaneous discounts contains off-Island and web- based businesses which also provides discounts. In addition, there are several sites designed specifically for those who work in the public sector. They are free to access and enable employees to take advantage of special offers and discounts on a whole range of products and services offered by various well-known retailers and other companies.
6.4 As part of our wellbeing strategy, the council’s ‘One Card’ employee scheme offers access to
the council’s leisure and fitness facilities at Medina Leisure Centre, the Heights leisure centre and Westridge tone zone and squash courts at a reduced rate. Discounts are available off the published price of a ‘One Card’, and there is a choice of two card options and several different payment methods. The council also has access to the Civil Service Sports Council (CSSC), a not for profit organisation that offers a low rate membership option to a wide range of sport and leisure activities. There are also a range of discounts on public transport. This includes reduction on ticket prices for ferry services to and from the Island with the three operators - Hovertravel, Red Funnel and Wightlink, and a discount on certain Southern Vectis tickets for Island bus travel
6.5 We recognise the importance of investing in the learning and development needs of employees
to enable the skills, competencies and behaviours required of staff in their work duties to be carried out effectively and efficiently, to remain safe within their workplace and which enable career development. We also give due consideration to any requests that are made by staff
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under the Right to Time off for Training legislation. The council also operates a personal development review process (PDR) which is undertaken on an annual basis with a mid-year review to monitor work performance, establish new work priorities and timescales and the identification of learning needs. Within available resources and according to priority needs, learning and development opportunities may take the form (but not exclusively) of course attendance, distance learning, directed research, e-learning, work shadowing, coaching and/or mentoring. All new staff are required to complete an e- learning induction module and attend the corporate induction programme. Some learning and development activities are mandatory to meet expected personal responsibilities in areas such as health and safety, equality and diversity and safeguarding. The council also has a functional skills programme which staff can access to support the improvement of numeracy and literacy skills.
6.6 Since 1 April 2012 the council no longer operates a monetary reward scheme for loyalty to local government services. In its place, a celebratory event will continue to be undertaken on an annual basis which formally recognises the significant and/or outstanding contributions that individual or groups of staff make to the community.
7. Official election duties and fees
7.1 Official duties for the purposes of Parliamentary and European elections and national
referendums are statutory functions that are separate to any other local government statutory role (such as the section 151, head of paid service or monitoring officer) or any other functional requirements of a local government officer. Fees payable to those who carry out official election duties are set by statute and are reclaimable from central government.
7.2 Official duties for the purposes of local elections are also statutory functions, as set out above,
and fees payable to those who carry out official election duties are set by the Hampshire and Isle of Wight election fees working party. The full arrangements and current fee structure is set out in a Hampshire and Isle of Wight elections fee structure.
7.3 In the case of the Isle of Wight Council, returning officer duties are currently undertaken by the
Director of Corporate Services who will appoint a number of deputy returning officers.
8. Pay arrangements up to chief executive level
8.1 Pay structure
A new pay structure was introduced on 1st July 2015 following the conclusion of the job evaluation project. Within the overall pay scale there are 20 grades as set out in Appendix A. The grade for each role is determined by a job evaluation process according to the knowledge, skills, effort, responsibilities and demands required of the role. All posts including chief officers are included on the 20 new pay grades, excluding the chief executive. A comparison of the number of permanent full time equivalent posts by salary grade is set out in Appendix F.
8.2 Pay progression
Currently, annual automatic pay progression is in operation between pay points within a pay banding up to the maximum point. Increases are made on 1 April each year. Officers with less than six months’ service in the grade by 1 April are granted their first increment six months after their appointment. This has been reviewed as a part of the council’s current pay structure and job evaluation scheme review.
8.3 Pay protection
Where, as a result of job evaluation or redeployment there is a reduction in pay, staff will receive salary protection which will be at least limited to a period equivalent to the period of
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notice to which they would be entitled under their contract of employment. This will only be applicable in circumstances where the employee has compulsorily had a reduction in pay due to restructure or redeployment and will apply to reductions in contractual pay and allowances.
8.4 Premium payments
The council has undertaken an extensive review of all terms and conditions of employees which saw the rationalisation of allowances and premium rates paid to employees whose roles necessitate out-of-hours working. These arrangements are determined under local bargaining arrangements with recognised trade unions.
Since 1 April 2012, posts designated as constrained (as set out in section 5.3) have attracted the following allowances and are payable to eligible employees up to salary grade 10, point E (£31,609). However in exceptional circumstances such as the Isle of Wight Festival, plain time rate pay for additional time will be paid in additional to the contracted hours, if there is a valid authorised business case confirming the circumstances and the reasons why staff are unable to take time off in the normal way.
Element Enhancement to pay Description
Overtime Plain time rate Applies where: (a) there is a contractual requirement to
work more than 37 hours per week or
(b) Voluntary overtime worked in a
constrained post cannot be reasonably
taken as time off in lieu.
Night Duty Plain time plus one third Applies to hours worked outside of the
service’s designated core hours.
This rate will also apply where shift patterns
fall outside the service’s designated core
hours (see shift allowance below).
Responsibility Allowance
No automatic entitlement Responsibility allowances will apply only
where a cost-effective business case is
made to and approved by the authorisation
panel. “Acting up” arrangements will be
development opportunities and will be time
limited.
Shift Allowance 10% of plain time rate
will apply to all hours of
working shift patterns
whose start / finishing
times commence / end
beyond the designated
core hours for the service.
Shifts are defined as regular patterns of work
carried out at different times either on a daily
or weekly basis.
All hours of a particular shift where the start
/ finishing times commences / end beyond
core hours for the service.
Plain time rates only apply to shifts whose start and finish times fall within designated core hours for the service.
Additionally, where the hours of a shift fall
outside the core hours for the service, the
night work rate of a one third enhancement
to plain time will apply to those hours.
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Element Enhancement to pay Description
Weekend Work Plain time rates This rate applies to all hours worked within
the service’s designated core hours.
Standby Allowance
Where staff are required to undertake standby duty, a standby session is paid as a single payment which equates to the hourly rate of Grade 10 (point C).
A standby session is 24 hours 00:00 hours to
23:59 hours or part thereof but must exceed
four hours duration.
Where the needs of the service demand, all
posts eligible will participate on standby.
Only payable where the standby is additional to contractual hours per week.
Call-Out Plain Time Rate All posts may be reasonably required to be
called out at times other than normal working
patterns. Where an employee is paid a higher
substantive grade than that of the role being
covered on call-out, they will be paid at the
maximum of the grade for the role being
performed on call-out. All hours of call-out
work will be paid at plain time rate.
Staff graded higher than Grade 10 , who are
required to be called out, will be paid at their
actual rate of pay for time called out.
Public / Bank Holiday Working
Christmas Day (25.12)
and / or Boxing Day
(26.12): normal pay
plus plain time for
hours worked plus time
off in lieu.
All other public and
bank holidays -see right.
Work on alternative public holidays when
Christmas Day or Boxing Day fall on a
Saturday or Sunday and work on all other
public holidays will be paid either at normal
pay plus time off in lieu, or alternatively at
normal pay plus plain time for hours worked
(no time off in lieu) where this is a more cost
effective approach.
Sleeping In Allowance
Sleep ins paid at £40 per night session (9
hours)
Casual Adult mental health practitioners
Call-Out: £85 per session
Plain time rate
9. Pay arrangements - chief officers
9.1 Pay structure Our structure for chief officers is included within the 20 pay grades under the job evaluation pay framework, excluding the chief executive whose salary is a spot salary that has been evaluated through market testing.
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The scope of each chief officer’s job responsibilities are set out in the council’s constitution which is published on the council’s website and can be found by using the following link:
https://www.iow.gov.uk/Council/how-it-works/Democratic-Services/Constitution1
Generic role profiles have been established for the appointment and performance management of chief officers, which set out the generic requirements to fulfil the duties expected at this level. These can be found at Appendix B and C, and senior management level at Appendix D and E for information.
The Openness and Accountability in Local Pay Guidance under Section 40 of the Localism Act sets out the requirement for Full Council to be given the opportunity to vote before large salary packages are offered in respect of a new appointment. The secretary of state considers that £100,000 is the threshold for this to be undertaken. The pay-scale for chief officer posts is incorporated into the new pay framework following the job evaluation exercise, as set out as Appendix A and the remuneration for the chief executive has been set by Full Council as being up to a maximum ceiling of £150,000 per annum. Approval by Full Council to this policy document is therefore considered to meet the requirements of the guidance. Should any variation to the pay-scale for chief officers be proposed in any future appointment, this will be a matter for the Appointments Panel to recommend to Full Council during the authorisation process to recruit to a vacant post.
9.2 Pay progression There is no automatic pay progression for the chief executive as it is a spot salary, although salary will be increased based on national negotiations for annual cost of living pay awards in line with the Joint Negotiating Committee for Chief Officers.
The establishment of annual performance targets for chief officers is a matter for determination by the chief executive and where appropriate in consultation with the lead Cabinet portfolio holder(s).
The establishment of annual performance targets for the chief executive is a matter for determination by the leader of the council in consultation with relevant Cabinet portfolio holder(s), other group leaders and subject to any other constitutional arrangements for their approval and review.
9.3 Emergency response Chief officers and strategic managers are required to participate in the council’s emergency duty scheme. No additional payment is made for such duty.
9.4 Pay ratio The proposition by the Prime Minister and Chancellor in commissioning the public sector pay review in 2010 was that there should be no more than a 20:1 pay multiple to demonstrate fairness in pay.
The pay differential between the highest paid and the lowest within the Isle of Wight Council (using the full time equivalent (fte) base salary as the indicator of measure), and excluding schools, fire service personnel, trainees and apprentices the following can be identified:
In April 2018:
• the highest salary is £129,763 and the lowest salary is £16,773;
F - 20
• the median salary is £20,550;
• the mean salary is £25151
Which represents:
• a ratio of 8:1 between the highest and lowest salary;
• a ratio of 6:1 between the highest salary and the median salary;
• a ratio of 5:1 between the highest salary and the mean salary
Whilst it is not the intention to establish a target reduction in ratio, close monitoring/benchmarking will to be undertaken to allow ongoing monitoring of median/mean workforce earnings.
9.5 Gender pay gap From 2017, Gender Pay Gap Legislation requires any organisation that has 250 or more employees to publish a report showing how large the pay gap is between male and female employees. The pay gap is the difference between the average (mean or median) earnings of men and women, expressed as the percentage of women’s earnings compared to men’s earnings.
The report must be published by the 30th of March each year for the public sector and the information must be displayed on the employers’ own website and a designated Government website.
Employers are required to calculate the following information:
• Their mean gender pay gap (the difference between the mean hourly rate of pay of male full-pay relevant employees and that of female full-pay employees)
• Their median gender pay gap (The difference between the median hourly rate of pay of male full-pay relevant employees and that of female full-pay employees)
• Their mean bonus* gender pay gap (The difference between the mean bonus pay paid to male relevant employees and that paid to female relevant employees)
• Their median bonus* gender pay gap (The difference between the median bonus pay paid to male relevant employees and that paid to female relevant employees)
• Their proportion of males and females receiving a bonus payment (The proportions of male and female relevant employees who were paid bonus pay during the relevant period)
• Their proportion of males and females in each quartile* pay band (The proportions male and female full-pay relevant employees in the lower, lower middle, upper middle and upper quartile pay bands).
*Bonus means any remuneration that is in the form of money, vouchers, securities, securities options or interests in securities and relates to profit sharing, productivity, performance, incentive or commission.
*A quartile is one of the three points that divide the population of data into four equal parts. In the context of gender pay gap reporting, the four quartile pay bands are created by dividing the total number of full-pay relevant employees into four equal parts.
This was completed by the Isle of Wight Council and the report was based on those who were employed on the 31st of March 2017. The pay period used for the calculation of pay was the month of March 2017 as employees are paid monthly. The bonus period covers the period 1st of April 2016 to the 31st of March 2017.
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For the purposes of gender pay reporting, the definition of an employee is that which is given in the Equality Act 2010. This is known as an ‘extended’ definition which includes:
• Employees (those with a contract of employment)
• Workers (those with a contract to do work or provide services for the organisation)
• Some self-employed people (where they have to personally carry out the work they do for
the organisation)
The gender pay gap calculation is based on the number of individual employees and not the full-time equivalent. This means that each part-time employee counts as one employee.
Apprentices, seasonal, temporary or casual employees are included if they fall within the reference period set out above.
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Gender Pay Gap Information
The mean gender pay gap in hourly pay Females: £12.60 Males: £13.93 Gap: 9.6%
The median gender pay gap in hourly pay Females: £10.57 Males: £12.42 Gap: 14.9%
The mean bonus gender pay gap Females: £0.00 Males: £0.00 Gap: 0% The median bonus gender pay gap Females: £0.00 Males: £0.00 Gap: 0%
The proportion of males and females receiving a bonus payment Females: 0% Males: 0%
The proportion of people in each quartile within the council’s pay framework that are male and female
Quartile Female Male
Lower quartile 70% 30%
Lower middle quartile 72% 28%
Upper Middle quartile 56% 44%
Top quartile 59% 41%
The results of the gender pay gap analysis for 2017 show a 9.6% mean pay gap between men and women and a 14.9% median pay gap. The distribution of the total number of females is higher in the lower quartiles (55%) than males (41%) meaning a higher proportion of men are in receipt of a higher salary than females. The results show that 79% of part time roles are occupied by females, when compared to the proportion of the workforce that are female (64%), thus indicating that they are over represented in this group. In comparison, 57% of full time roles are occupied by females and so they are underrepresented. The reason that this will have a significant effect on the gap is that 79% of part time workers are occupying roles that are graded at below an annual salary level of
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£22.5000 and 60% of full time workers occupy roles that are graded at a level above £22.500 per annum. One explanation for this might be that part-time roles often afford greatest flexibility for those with caring responsibilities, who generally are more likely to be female. The council therefore is confident that its gender pay gap does not stem from paying male and female employees differently for the same or equivalent work. Rather its gender pay gap is the result of the roles in which male and females work within the council and the salaries that these roles attract. One factor which will affect the median is that 78% of first year apprentices within the council are female, and apprentices attract a much lower pay rate in their first year only rising with minimum wage for their final year. This will need to be examined in more detail to understand the underlying causes however one possible factor may be due to the types of apprenticeship roles that we offer may be more appealing to women. Based upon the council’s current pay framework, 61% of those in senior roles on full time equivalent (FTE) salaries of over £40,000 are female, and 53% of those on FTE salaries of over £47,000 are female. Of the top 5% per cent of earners (based on hourly rate) 59% are female. This suggests that in the council females are encouraged and enabled to reach the most senior council job roles.
In response to the identified potential issues set out above in respect of the identified pay gap, the council proposes to continue with its analysis in order fully understand and explore options to address any actual imbalances that are apparent. However, over the next 12 months specific action will include:
• Through the improvements being made to the council’s ICT infrastructure to enable
greater agility and mobility in working methods, promote the opportunities for flexible
working to existing employees and managers and as a benefit open to prospective
employees.
• Active promotion and specific targeting of its recruitment campaign activity to encourage
males into apprenticeships with the council.
• Provide advice and guidance to managers that will enable them to consider more
creative flexible working options when recruiting to roles, especially those which are
higher graded roles that have been traditionally been determined as necessary to be full
time.
10. Discretionary provisions
The Local Government Pension Scheme (LGPS) Regulations require the council to publicise a statement on the way certain discretions available under the pension scheme will be applied. This is a management policy, not an employee right and confers no contractual rights. However, the statement does not commit the council to a scheme of automatic exercise of the discretions and any such variation must be considered on its own merit and undertaken within the required corporate governance arrangements. This places a duty upon the council to provide appropriate, documented evidence to justify a variation being made and that the necessary authorisation has been secured. In all such cases, for the decisions to be lawful, there must be a clearly documented rationale agreed by key elected members for a departure from the policy.
Only the policy which is current at the time a relevant event occurs to an employee will be the one that applies.
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This statement is applicable to all employees with the exception of those employed in maintained schools who, as LGPS employers in their own right are required to have their own policy on the application of discretions.
10.1 As an employing authority, the Isle of Wight Council’s policy as regards available
discretions is as follows:
10.1.1 Voluntary redundancy/early retirement from age 55, including the impact of the ’85 year
rule’ The Isle of Wight Council’s current policy is to not “switch on the 85 year rule” where an early retirement application is made between the ages of 55 and 59. This would result in an actuarial reduction to any pension benefits taken by a member aged 55 to 59, regardless of whether the 85 year rule is satisfied. The only exceptions to this rule are redundancy, ill-health and flexible retirements, whereby the 85 year rule, in accordance with pension regulations, is not discretionary and therefore must be honoured in all of these situations.
Early retirement with employer’s consent can be applied for between the ages of 60 and Normal Retirement or State Pension Age, whichever is earlier, providing the 85 year rule is not satisfied. Requesting this type of retirement would allow an employee to retire at 60 without actuarial reductions applied to their benefits.
Voluntary and compulsory redundancy has the same effect on pension benefits, whereby no actuarial reduction will be applied to benefits if the redundancy occurs after the pension member’s 55th birthday.
The council may not afford employer consent to early retirement or voluntary redundancy, if by leaving local government employment, the resultant loss of skills, knowledge and experience will have a detrimental effect on the service provided by the council. The chief financial officer and head of resources must be satisfied that appropriate savings to meet the capitalised costs associated with release of pension (and payable to the pension fund) can be secured before approval is given. Applications for voluntary redundancy and early retirement with employer’s consent must be made in-line with the Isle of Wight Council’s policy.
10.1.2 Augmentation of benefits – leavers who have attained age 55 (ie a discretion that allows
the employer to purchase extra pension benefits for a pension scheme member) Our current policy is that we will not grant any additional benefits or pension under this delegation.
10.1.3 Augmentation of benefits – new employees Our current policy is that we will not grant any additional benefits under this delegation upon entry to Isle of Wight Council employment.
10.1.4 Transfer values – acceptance of inward transfers When a transfer of pension rights from the private or public sector is permissible, we will only accept such a transfer when the request for us to look into it was made within the first 12 months of employment. Requests received after the first 12 months will be refused. We also refuse to accept transfers (other than from within the Local Government Pension Scheme and the Public Sector Transfer Club), that would result in a membership credit in excess of 40 years. When assessing this 40 year limit we take into account all non LGPS and non-club transfers.
10.1.5 Shared Cost Additional Voluntary Contributions (AVCs) and/or Shared Cost Additional
Pension Contributions (ie a discretion that allows the employer to pay a percentage of any
additional voluntary contributions an employee makes to their pension)
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Our current policy is that we will not grant any additional benefits under this delegation by way of additional contributions on behalf of an employee. This decision does not preclude any employee from effecting an AVC in their own right. However, the council will be introducing the AVC salary sacrifice scheme during 2018 for LGPS members, which through its operation affords National Insurance contribution and income tax savings for employees and National Insurance contribution savings for the council as the employer.
10.1.6 Redundancy payments It is our current policy that redundancy payments will be based on statutory redundancy calculations payable under the Employment Rights Act in terms of the calculation of the number of weeks to be paid based on age and length of continuous local government service. Our current policy is that we will not grant any additional benefits under this delegation for additional compensation under the Discretionary Payment Regulations to be applied. A week’s pay will be based on the lesser of:
• An employee’s actual contractual pay; or
• The statutory minimum.
Voluntary redundancy requests do not attract any enhanced compensation rates.
10.1.7 Flexible retirement In-line with Local Government Pension regulations the Isle of Wight Council currently offers flexible retirement to members over the age of 55 as an option to employees who wish to reduce their working hours or grade before retiring fully. Employer’s consent must be obtained for all flexible retirements and full retirement benefits will be paid with immediate effect, notwithstanding the fact that they have not retired from their employment. Flexible Retirement will cause the ongoing accrual pensionable benefits to cease on the date of the effect and therefore any additional service after the date of flexible retirement will not count towards satisfying the ‘85 year rule’.
For employees who satisfy the 85 year rule at the date of flexible retirement no actuarial reductions will be applied to the resultant pension benefits. The Isle of Wight Council is in no way obliged to grant flexible retirement to members who satisfy the 85 year rule and the same process for approval as voluntary redundancy and early retirement with employers consent will need to be followed. All applications for flexible retirement must be made in-line with the Isle of Wight Council’s Flexible Retirement policy.
The Council may not agree to flexible retirement if by reducing the weekly hours worked or grade, will have a detrimental effect on the service provided by the Council. Where a capitalised cost will be incurred because the applicant satisfies the 85 year rule, the Chief Financial Officer and Head of Resources must be satisfied that appropriate savings to meet the capitalised costs associated with release of pension (and payable to the Pension Fund) can be secured before approval is given. Flexible retirement will normally only be granted where there is no cost to the Local Authority or where due consideration has been given to the cost benefit of agreeing such an approach.
10.2 As an administering authority, the Isle of Wight Council’s policy as regards available
discretions is as follows:
10.2.1 Re-employed pensioners It is our current policy that the pension of those pensioner members who are re- employed within local government will not be abated. (Abatement is the reduction or suspension of a member’s
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pension where a person in receipt of their pension becomes re-employed with an employer who offers the LGPS.)
10.2.2 Spouses pension payable for life It is our current policy that there will be continued payment for the whole life of a widows or widowers pension even where the recipient remarries, enters a civil partnership or cohabitates with another person.
10.2.3 Premature release Once a scheme member has attained the age of 55, they may request access to payment of their benefits on a reduced basis. This requires employer’s consent to be given. It is current policy that any such request would only be granted where there is no cost to the local authority due to the early release of benefits.
10.3 Injury Benefit Scheme Under the Local Government (Discretionary Provisions) (Injury Allowances) Regulations 2011, it is our current policy that we will not adopt a discretionary injury benefit scheme which makes provision for a person what has sustained an injury in the course of carrying out their work.
11. Severance arrangements
11.1 There may be exceptional circumstances that occur from time to time when the most
economically advantageous option for the council requires some form of compensation arrangement to be entered into or for a variation to be granted to the discretionary provisions set out above and where for example, a consensual arrangement is required in order to avoid delays, tribunal costs or detriment to key service priorities. In doing this, regard must be had to the losses suffered by the individual, future employment prospects and the overall impact on the council’s finances of both reaching and not reaching agreement.
11.2 The necessary procedures must be followed when such arrangements are proposed and/or in
circumstances where termination of employment involves any of the following:
• Early release of pension entitlement (other than on ill-health grounds) which requires
capitalised costs to be met.
• Payments in excess of the statutory redundancy payment.
• Any other enhancement that requires approval as set out in the Discretionary Provisions.
• A compensatory payment for loss of office that either relates to a chief officer and / or is
in excess of £50,000 for any other employee.
• Where a combination of the above for any one individual exceeds £50,000.
11.3 The government has drafted regulations limiting the amount a public sector worker could be paid for losing their job at £95,000. This threshold will apply to the total amount of pay received by an individual for loss of employment, including redundancy payments, voluntary exit payments and “any other payment” made as a consequence of, in relation to, or conditional upon loss of employment whether under a contract of employment or otherwise. This will also include any capital costs to the service for release of pension. The council will introduce procedures to ensure compliance with the legislation as soon as it is introduced.
11.4 Procedure to be followed: Whilst it is accepted that there must be public accountability for any severance package granted, it is considered that there is potential to breach employment obligations under a contract of employment by entering into debate about individual severance arrangements at Full Council,
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and it would not be in the best interests of efficiency or to allow timely conclusion to sensitive and/or complex matters that need to be resolved swiftly when required. The following procedural process therefore sets out the level of scrutiny that is to be undertaken in respect of any authorisation.
In all cases and irrespective of the sums involved, an “Authorisation for Early Release of Pension Benefits/Discretionary Payments” form must be completed then discussed with and authorised by the relevant head of service, head of resources and chief executive. The form must set out all the costs and savings associated with the proposal and must be certified by the section 151 officer or other authorised signatory.
The costs associated with reimbursing the Pension Fund for the capitalised costs of an early retirement must be met from the resultant savings. Where a settlement relates to a chief officer and/or where for another employee:
• the capitalised costs of reimbursing the pension fund exceed £50,000;
• a compensatory payment for loss of office exceeds £50,000;
• any other discretionary payment exceeds £50,000;
• a combination of the above exceeds £50,000
Then, the leader and Cabinet member for resources in consultation with the relevant Cabinet member must be informed in advance of any offer being made or approval being given. Where compensatory payments are proposed for loss of office, appropriate legal advice must be taken. This must be secured in writing and also attached to the authorisation form prior to approval. All relevant information utilised in the calculation of a proposed compensatory payment must be retained as evidence on file with the relevant authorisation form.
In any circumstances where pay in lieu of notice is to be considered it must be possible to evidence that one or all of the following criteria can be met:
• that circumstances dictate that it would be untenable or detrimental for the individual to
remain at work or to return to work and there is no gainful alternative work during a notice
period;
• occupational health/medical advice indicates that the individual is not fit for work during
the notice period.
Where the anticipated termination date is known and it is therefore possible to give due notice, this is not considered appropriate circumstances in which authorisation can be given for pay in lieu of notice.
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Appendix A – Pay Framework April 2018
Grade
A
B
C
D
E
Grade 1 16,773 16,828 16,914 16,947 16,952
Grade 2 16,952 16,969 16,990 17,007 17,081
Grade 3 17,081 17,177 17,273 17,329 17,495
Grade 4 17,495 17,783 18,041 18,324 18,569
Grade 5 18,680 18,851 19,075 19,322 19,520
Grade 6 19,520 19,689 19,898 20,224 20,550
Grade 7 21,003 21,361 21,721 22,080 22,440
Grade 8 23,183 23,753 24,323 24,894 25,464
Grade 9 26,372 27,089 27,807 28,525 29,243
Grade 10 29,669 30,311 30,955 31,599 32,241
Grade 11 35,351 36,009 36,667 37,325 37,984
Grade 12 37,985 38,527 39,072 39,617 40,159
Grade 13 40,250 41,066 41,882 42,696 43,512
Grade 14 47,853 48,778 49,706 50,632 51,558
Grade 15 55,296 56,405 57,514 58,621 59,730
Grade 16 64,333 65,625 66,925 68,225 69,524
Grade 17 79,447 80,978 82,509 84,041 85,572
Grade 18 86,651 88,309 89,966 91,624 93,281
Grade 19 93,854 95,639 97,425 99,212 100,997
Grade 20 101,059 102,971 104,883 106,795 108,708
The 2019 pay award figures haven’t yet been finally agreed with the recognised unions and will be circulated as soon as they are. The pay award will be in accordance with the 4.04% accumulative salary increase over the two year pay award period.
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Ap
pe
nd
ix B
– G
en
eri
c R
ole
Pro
file
– C
hie
f O
ffic
er
(Gra
de 1
7)
Jo
b F
am
ily
Lea
de
rsh
ip
Pa
y R
an
ge
Gra
de 1
7
Re
fere
nc
e
HO
S0
1
Pu
rpo
se
To
lea
d a
nd
co
ntr
ol a
ma
jor
se
rvic
e a
rea t
o d
eliv
er
sig
nific
ant
ope
ratio
na
l a
nd
/o
r p
rofe
ssio
na
l e
xp
ert
ise
se
rvic
es w
hic
h s
up
port
th
e
achie
ve
me
nt
of
the a
ims a
nd
de
sire
d o
utc
om
es o
f th
e C
oun
cil.
Se
rvic
e t
o C
us
tom
ers
Acco
un
tab
ility
E
nd R
esult
Dire
ct
and
co
ntr
ol th
e m
ana
ge
me
nt
of
the s
erv
ice
/ p
rofe
ssio
na
l e
xp
ert
ise
are
a f
or
wh
ich
respo
nsib
le.
Activitie
s w
ith
in t
he s
erv
ice
are
a a
re d
ire
cte
d a
nd
co
ntr
olle
d t
o e
nsu
re t
he
req
uire
d o
utc
om
es a
nd
sta
nd
ard
s a
re d
eliv
ere
d e
ith
er
dire
ctly;
thro
ug
h
co
mm
issio
ne
d o
r fu
nd
ed
se
rvic
es;
or
via
co
mm
unity e
mp
ow
erm
ent.
Co
nsulta
tion
info
rms t
he d
esig
n,
deve
lopm
ent,
deliv
ery
and
perf
orm
ance
ma
na
ge
me
nt
of
the s
erv
ice
/ p
rofe
ssio
na
l a
rea
.
Cu
sto
me
r a
nd
clie
nt
sa
tisfa
ction
are
ma
xim
ise
d
Se
rvic
e q
ualit
y,
eff
icie
ncy a
nd
co
ntin
uity a
re m
axim
ise
d.
Str
ate
gy a
nd
po
licy f
orm
ula
tion
an
d im
ple
me
nta
tion
fo
r
are
a o
f re
spo
nsib
ility
are
alig
ned
to
th
e C
oun
cils
ove
rall
co
rpo
rate
str
ate
gy a
nd
obje
ctive
s.
Active
ly c
ontr
ibute
to
th
e s
tra
teg
ic d
ire
ction
of
the c
oun
cil.
Se
rvic
e r
eq
uire
me
nts
are
id
en
tifie
d,
and
prio
rities e
sta
blis
hed
.
Se
rvic
e a
rea s
tra
teg
y is d
eve
lope
d,
ag
reed
an
d im
ple
me
nte
d.
Ch
an
gin
g p
rioritie
s a
nd
exte
rna
l re
qu
ire
me
nts
are
anticip
ate
d,
assesse
d
and
eff
ective
re
spo
nse
s d
eve
lope
d.
Co
un
cil
str
ate
gic
dire
ction
is info
rme
d a
nd
influ
en
ced
by r
ecom
me
nd
atio
ns.
Lea
d t
he d
eve
lopm
ent
and
ove
rse
e t
he im
ple
me
nta
tion
of
polic
y,
syste
ms,
co
ntr
acts
, p
roce
sse
s,
perf
orm
ance
crite
ria,
sta
nd
ard
s,
go
ve
rna
nce f
ram
ew
ork
s,
and
pro
ce
dure
s w
ith
in a
rea o
f re
spo
nsib
ility
wh
ich
me
et
str
ate
gic
/ o
pe
ratio
na
l re
qu
ire
me
nts
, in
tern
al a
nd
exte
rna
l
repo
rtin
g r
eq
uire
me
nts
Po
licie
s,
pro
ce
dure
s a
nd
co
ntr
ols
ensu
re t
hat
the a
rea
of
respo
nsib
ility
is
co
mp
liant
with
all
rele
va
nt
leg
isla
tion
, co
de
s,
reg
ula
tion
s,
gu
idelin
es,
sta
nd
ard
s a
nd
be
st
pra
ctice
.
Go
ve
rna
nce f
ram
ew
ork
s h
ave
cle
ar
accou
nta
bili
tie
s a
nd
eff
ective
ne
ss
is m
easu
rab
le.
F - 30
and
en
su
re c
om
plia
nce
with
leg
isla
tion
an
d r
eg
ula
tion
s.
Co
mp
liance
is m
onito
red
and
en
su
red
.
Exte
rna
l in
spe
ction
s a
re m
ana
ge
d e
ffe
ctive
ly.
Actio
n is t
ake
n t
o r
esolv
e a
ny issu
es id
en
tifie
d.
Po
licie
s,
syste
ms,
fra
me
wo
rks,
info
rma
tio
n m
ana
ge
me
nt
and
re
po
rtin
g e
tc.
me
et
all
aud
it,
reg
ula
tory
and
op
era
tio
na
l re
qu
ire
me
nts
.
Ad
vis
e
Str
ate
gic
M
ana
ge
rs,
Dire
cto
rs,
Me
mb
ers
a
nd
oth
ers
o
n
issu
es
rele
va
nt
to
the
se
rvic
e
are
a.
Pro
vid
e
pro
fessio
na
l ch
alle
ng
e
and
a
dvic
e
to
co
lleag
ues,
ma
na
ge
rs a
nd
pa
rtn
er
org
anis
ation
s.
Exp
ert
pro
fessio
na
l a
dvic
e,
inte
rpre
tation
, in
form
ation
, su
pp
ort
and
ch
alle
ng
e
are
pro
vid
ed
to
IW
C a
nd
exte
rna
l p
art
ies o
n t
he f
ull
rang
e o
f o
pe
ratio
na
l,
leg
isla
tive
an
d s
tra
teg
ic issu
es w
ith
in t
he f
ield
of
exp
ert
ise
.
Str
ate
gic
Ma
na
ge
rs a
re a
ctive
ly s
upp
ort
ed,
co
nsu
lte
d,
advis
ed,
ke
pt
info
rme
d
and
invo
lve
d in
th
e a
ctivitie
s o
f th
e s
erv
ice
are
a.
Re
spo
nse
s t
o m
ajo
r co
rpo
rate
or
part
ner
initia
tive
s /
co
mp
lex s
tra
teg
ic
or
ope
ratio
na
l is
su
es a
re m
ana
ge
d e
ffe
ctive
ly.
Imp
lem
en
t a
co
mp
reh
ensiv
e r
isk m
ana
ge
me
nt
pro
gra
mm
e f
or
the a
rea
of
respo
nsib
ility
.
Co
rpo
rate
ris
k m
ana
ge
me
nt
pro
ce
sse
s a
re im
ple
me
nte
d a
nd
de
live
red
with
in
the a
rea
of
respo
nsib
ility
Op
era
tion
al, f
inan
cia
l, r
eg
ula
tory
and
po
litic
al risk a
re id
en
tifie
d a
nd
ma
na
ge
d
in a
ccord
an
ce w
ith
Lo
ca
l G
ove
rnm
ent
and
na
tio
na
l w
ork
ing
pra
ctice
s.
Mitig
ation
is ide
ntifie
d a
nd
re
com
me
nd
ed
in p
rosp
ective
hig
h r
isk a
rea
s.
B
usin
es
s I
mp
rove
me
nt
En
sure
th
e d
eve
lopm
ent
and
de
live
ry o
f co
ntin
uo
us
imp
rove
me
nts
in
all
aspe
cts
of
the s
erv
ice
are
a.
Ma
na
ge
and
co
ntr
ol th
e p
lann
ing
and
im
ple
me
nta
tion
of
imp
rove
me
nts
.
En
sure
th
at
the c
apa
city t
o r
espo
nd
po
sitiv
ely
to
ch
an
ge
is
enh
an
ced
, “t
raditio
na
l th
inkin
g”
is c
halle
ng
ed a
nd
inn
ova
tive
so
lution
s a
re p
urs
ued
th
rou
gh
ou
t th
e a
rea
of
respo
nsib
ility
.
A c
ultu
re o
f co
ntin
uo
us im
pro
ve
me
nt
is e
sta
blis
hed
an
d e
mb
ed
de
d t
hro
ug
hou
t
the a
rea
of
respo
nsib
ility
.
Th
e e
xte
rna
l m
ark
et,
polit
ica
l a
nd
re
gu
lato
ry e
nviro
nm
ent
and
inte
rna
l
drive
rs w
hic
h im
pa
ct
the s
erv
ice
are
a a
re m
onito
red
.
Str
ate
gic
and
op
era
tio
nal is
su
es,
imp
lica
tion
s,
ch
an
ge
re
qu
ire
me
nts
and
op
port
unitie
s a
re ide
ntifie
d.
Imp
rove
me
nt
of
the s
erv
ice
are
a is f
ocusse
d a
nd
drive
n t
o m
eet
str
ate
gic
obje
ctive
s a
nd
se
rvic
e r
eq
uire
me
nts
.
Ta
rge
ts f
or
imp
rove
me
nt
are
deve
lope
d a
nd
ag
reed
with
Hea
d o
f S
erv
ice
Ag
reed
im
pro
ve
me
nts
are
pla
nn
ed
an
d d
eliv
ere
d.
F - 31
Pla
n a
nd
dire
ct
/ sp
on
sor
ma
jor
pro
jects
and
/ o
r
se
rvic
e w
ide a
nd
pa
rtn
er
base
d p
rog
ram
me
s/
initia
tive
s.
Sco
pe
an
d o
bje
ctive
s o
f th
e p
roje
ct
/ p
rog
ram
me
are
cle
arly d
efin
ed
.
Re
sou
rce
s r
eq
uire
d t
o d
eliv
er
the p
roje
ct
/ p
rog
ram
me
are
se
cu
red.
Pro
jects
/ p
rog
ram
me
s h
ave
cle
ar
and
assig
ned
acco
unta
bili
tie
s a
nd
ach
ieve
their o
bje
ctive
s.
Tra
nsitio
n is m
ana
ge
d e
ffe
ctive
ly t
o e
nsu
re m
inim
al d
isru
ptio
n t
o s
erv
ice
use
rs.
C
oll
eag
ue
s,
Se
lf a
nd
Part
ners
Pa
rtic
ipate
in o
wn
se
lf d
eve
lopm
ent,
in
ord
er
to im
pro
ve
perf
orm
ance
at
wo
rk.
Pa
rtic
ipate
in t
he P
erf
orm
ance
Deve
lopm
ent
Re
vie
w p
roce
ss.
Ke
ep
re
cord
s o
f a
chie
ve
me
nts
.
Un
de
rta
ke
lea
rnin
g a
ctivitie
s a
s r
eq
uire
d.
Active
ly p
rom
ote
and
ce
lebra
te d
ive
rsity
Wh
en
ap
pro
priate
se
ek t
o e
limin
ate
un
law
ful d
iscrim
inatio
n,
hara
ssm
en
t a
nd
vic
tim
isa
tion
Ad
va
nce
eq
ualit
y o
f o
pp
ort
unity b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d
ch
ara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
Foste
r g
ood
re
lation
s b
etw
een
th
ose
pe
ople
wh
o p
ossess a
pro
tecte
d c
hara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
En
sure
th
at
the s
kill
s,
kn
ow
ledg
e a
nd
pro
fessio
na
l
sta
nd
ard
s w
ith
in t
he a
rea
of
respo
nsib
ility
are
deve
lope
d
and
th
at
the s
erv
ice
are
a is a
ble
to
me
et
all
ope
ratio
na
l a
nd
reg
ula
tory
re
qu
ire
me
nts
Ch
an
ge
s w
hic
h im
pa
ct
learn
ing
and
de
ve
lopm
ent
are
id
en
tifie
d a
nd
actio
ne
d.
Re
alis
tic s
elf a
ssessm
ents
of
deve
lopm
ent
nee
ds a
re m
ade
by s
elf
and
ma
na
ge
me
nt
team
.
Ma
na
ge
me
nt
team
are
su
pp
ort
ed,
co
ach
ed
an
d m
ento
red
in
th
e d
eliv
ery
of
their r
espo
nsib
ilitie
s.
A p
roa
ctive
, cu
sto
me
r fo
cusse
d,
“ca
n d
o”
cu
ltu
re is d
eve
lope
d a
nd
em
be
dde
d t
hro
ug
hou
t th
e s
erv
ice
are
a.
Skill
s a
nd
kn
ow
ledg
e w
ith
in t
he a
rea
of
respo
nsib
ility
are
deve
lope
d t
o m
eet
iden
tifie
d r
eq
uire
me
nts
.
Pro
fessio
na
l co
mp
ete
nce
an
d inte
grity
with
in t
he a
rea
of
respo
nsib
ility
is e
nsu
red
.
Kn
ow
ledg
e s
ha
rin
g is e
sta
blis
hed
an
d e
mb
ed
de
d t
hro
ug
hou
t a
rea
of
respo
nsib
ility
/
influ
en
ce.
Th
e w
ork
pla
ce is a
ctive
ly c
ham
pio
ne
d a
s a
le
arn
ing
enviro
nm
ent.
F - 32
De
ve
lop a
nd
ma
na
ge
sta
ke
ho
lder
rela
tion
ship
s.
Pro
active
ly
build
go
od
wo
rkin
g r
ela
tion
ship
s,
deve
lop lin
ks a
nd
co
mm
unic
ate
eff
ective
ly w
ith
all
sta
ke
ho
lders
in
clu
din
g
Me
mb
ers
and
Str
ate
gic
Ma
na
ge
rs.
Re
pre
sen
t a
nd
ma
ke
decis
ions o
n b
eh
alf o
f th
e s
erv
ice
. R
epre
sen
t IW
C a
t
part
ners
hip
, p
ub
lic a
nd
oth
er
hig
h p
rofile
eve
nts
,
influ
en
cin
g o
pin
ions a
nd
actio
ns b
oth
inte
rna
lly a
nd
exte
rna
lly.
Re
lation
ship
s w
ith
ke
y s
take
ho
lders
are
esta
blis
hed
, p
rom
ote
d,
ma
na
ge
d
and
su
sta
ined
.
Sta
ke
ho
lder
co
nsu
lta
tion
is u
se
d t
o d
eve
lop a
nd
ma
na
ge
th
e a
rea
of
respo
nsib
ility
Co
un
cil
polic
ies a
nd
inte
rests
are
uph
eld
an
d p
rom
ote
d w
ith
in t
he C
oun
cil
and
in
all
exte
rna
l re
lation
ship
s.
Th
e r
epu
tatio
n o
f th
e c
oun
cil
is e
nh
an
ced
Eff
ective
lob
byin
g/in
flu
en
cin
g is d
em
onstr
ate
d.
Be
ne
ficia
l o
utc
om
es a
re n
eg
otiate
d.
Eff
ective
co
mm
unic
atio
ns /
pro
mo
tion
al a
ctivitie
s a
re p
lann
ed
an
d d
eliv
ere
d.
Sta
ke
ho
lder
req
uire
me
nts
are
me
t.
De
ve
lop o
pp
ort
unitie
s f
or
part
ners
hip
wo
rkin
g b
oth
with
in
and
ou
tsid
e t
he c
oun
cil.
Lea
d o
n r
ele
va
nt
part
ners
hip
s
betw
een
th
e C
oun
cil
and
oth
er
pub
lic,
priva
te,
vo
lunta
ry
and
co
mm
unity s
ecto
r b
od
ies.
Wh
ere
ap
pro
priate
, se
rvic
e d
eliv
ery
is a
chie
ve
d /
su
pp
ort
ed t
hro
ug
h p
art
ners
hip
s.
Re
spo
nsib
ilitie
s f
or
the d
eliv
ery
of
se
rvic
es a
re e
sta
blis
hed
be
twe
en
th
e s
erv
ice
are
a a
nd
pa
rtn
er
org
anis
ation
s.
Pa
rtn
ers
hip
wo
rkin
g g
roup
s a
re led
eff
ective
ly.
Be
st
pra
ctice
is ide
ntifie
d,
sh
are
d a
nd
pro
mo
ted.
En
sure
su
pp
ort
is p
rovid
ed
in r
espo
nse
to
a c
orp
ora
te
em
erg
ency.
Su
pp
ort
is p
rovid
ed
to
me
et
the id
en
tifie
d n
ee
d.
Re
qu
ests
ma
de
fo
r su
pp
ort
are
re
aso
na
ble
with
re
ga
rd t
o b
oth
th
e jo
b a
nd
th
e
job h
old
er’s c
ircu
msta
nce
s.
M
an
ag
ing
R
eso
urc
es
Pro
vid
e le
ad
ers
hip
and
dire
ction
fo
r th
e s
erv
ice
are
a,
to
ensu
re t
he d
eliv
ery
of
tim
ely
and
app
rop
riate
se
rvic
es
to c
usto
me
rs.
Lea
de
rsh
ip o
f p
rofe
ssio
na
l te
am
s r
esults in
th
e p
lann
ing
, co
mm
issio
nin
g
and
de
live
ry o
f th
e s
erv
ice
s r
eq
uire
d.
Th
e s
erv
ice
are
a t
eam
s a
re p
rofe
ssio
na
l, h
igh
ly c
om
pe
tent,
eff
ective
,
mo
tiva
ted
and
ou
tco
me
s f
ocusse
d.
Pe
rfo
rma
nce
an
d d
eve
lopm
ent
revie
ws a
re c
om
ple
ted
to
th
e r
eq
uire
d
sta
nd
ard
s a
nd
tim
escale
s.
De
ficie
ncie
s a
nd
un
derp
erf
orm
ance
are
active
ly r
esolv
ed.
F - 33
R
ecru
itm
ent,
in
du
ction
de
ve
lopm
ent,
em
plo
ye
e r
ela
tion
s a
nd
all
HR
pro
ce
sse
s
and
pla
nn
ing
are
co
mp
lete
d t
o t
he r
eq
uire
d s
tand
ard
s a
nd
tim
escale
s.
Co
rpo
rate
initia
tive
s a
re a
ctive
ly s
upp
ort
ed a
nd
de
live
red
.
Eff
ective
te
am
me
etin
gs t
ake
pla
ce.
Pla
n
and
m
ana
ge
th
e
bud
ge
ts
with
in
are
a
of
respo
nsib
ility
. E
nsure
a
ll fin
an
cia
l tr
ansa
ction
s
are
auth
orise
d,
pro
ce
sse
d a
nd
re
con
cile
d c
orr
ectly.
Bu
dg
ets
are
deve
lope
d a
nd
ag
reed
with
Str
ate
gic
Ma
na
ge
r.
Th
e s
erv
ice
are
a is d
eliv
ere
d w
ith
in a
gre
ed
bu
dg
et.
Fun
din
g f
rom
exte
rna
l so
urc
es is ide
ntifie
d a
nd
se
cu
red w
here
ap
pro
priate
.
Sa
vin
gs a
nd
eff
icie
ncie
s a
re s
yste
ma
tica
lly id
en
tifie
d a
nd
de
live
red
. V
alu
e
for
mo
ne
y is m
axim
ise
d.
Fin
an
cia
l e
xp
en
ditu
re a
nd
pro
ce
du
res a
re c
ontr
olle
d t
o a
ssu
re f
inan
cia
l
inte
grity
, re
gu
lato
ry a
nd
Cou
ncil
polic
y c
om
plia
nce
.
Acco
un
tab
le f
or
the s
tra
teg
ic a
nd
op
era
tio
na
l p
lann
ing
and
de
live
ry o
f th
e s
erv
ice
are
a t
arg
ets
and
ob
jective
s
(eith
er
dire
ctly o
r th
rou
gh
co
mm
issio
ne
d /
ma
na
ge
d
se
rvic
es).
Inpu
t to
th
e s
tra
teg
ic p
lann
ing
of
the w
ider
se
rvic
e a
nd
/
or
org
anis
ation
.
En
sure
co
mp
liance
with
all
inte
rnal a
nd
exte
rna
l sta
nd
ard
s.
Se
rvic
e p
lan a
nd
ta
rge
ts f
or
are
a o
f re
spo
nsib
ility
are
deve
lope
d,
ag
reed
and
co
mm
unic
ate
d w
ith
in t
he r
eq
uire
d t
ime
fra
me
.
Ro
bu
st
perf
orm
ance
an
d q
ualit
y m
ana
ge
me
nt
syste
ms a
nd
pro
ced
ure
s a
re
in p
lace a
nd
me
et
all
req
uire
me
nts
.
Pe
rfo
rma
nce
, p
rog
ress a
ga
inst
the s
erv
ice
pla
n a
nd
co
ntr
actu
al co
mp
liance
are
mo
nito
red
and
ma
na
ge
d e
ffe
ctive
ly.
Actio
n p
lans a
re d
eve
lope
d,
imp
lem
en
ted a
nd
de
live
red
.
Qu
alit
y,
perf
orm
ance
an
d o
ther
ma
na
ge
me
nt
info
rma
tion
is p
rodu
ced
and
pu
blis
hed
in a
ccord
an
ce w
ith
co
un
cil
polic
y,
reg
ula
tion
s a
nd
leg
isla
tion
.
Co
mp
liance
with
all
rele
va
nt
leg
isla
tion
, p
olic
ies a
nd
pro
ced
ure
s is e
nsu
red
.
Iden
tify
, se
cure
, d
ep
loy a
nd
ma
na
ge
th
e
resou
rce
s n
ece
ssary
fo
r th
e s
erv
ice
are
a t
o
me
et/
exce
ed
its
obje
ctive
s.
Re
sou
rce
s a
re e
ffe
ctive
ly a
nd
eff
icie
ntly d
ep
loye
d t
o a
ch
ieve
se
rvic
e a
rea
obje
ctive
s.
Ap
pro
pria
te o
rga
nis
ation
str
uctu
res a
nd
pro
ce
sse
s a
re r
ecom
me
nd
ed
an
d
ag
reed
with
Str
ate
gic
Ma
na
ge
rs.
Ag
reed
str
uctu
res a
re im
ple
me
nte
d.
En
sure
th
e s
uccessfu
l im
ple
me
nta
tion
of
hea
lth
an
d s
afe
ty
Th
ere
is a
pro
active
an
d p
ositiv
e c
ultu
re o
f h
ea
lth
an
d s
afe
ty.
F - 34
leg
isla
tion
, p
olic
ies a
nd
pra
ctices.
Th
e o
rga
nis
ation
me
ets
its
sta
tuto
ry h
ea
lth
an
d s
afe
ty r
eq
uire
me
nts
.
Str
ate
gic
ris
ks a
re e
ffe
ctive
ly m
ana
ge
d
Kn
ow
led
ge,
Sk
ills
an
d E
xp
eri
en
ce
Sig
nific
ant
rele
va
nt
exp
erie
nce
of
ma
na
gin
g a
se
rvic
e /
pro
fessio
na
l e
xp
ert
ise
are
a in
a la
rge
pu
blic
se
cto
r o
rga
nis
ation
(p
refe
rab
ly lo
cal
go
ve
rnm
ent)
.
Su
bsta
ntia
l e
xp
erie
nce
of
se
rvic
e p
lann
ing
and
de
live
ry.
Exte
nsiv
e k
now
ledg
e o
f lo
cal g
ove
rnm
ent
and
wid
er
se
cto
r /
exte
rna
l in
flu
en
ces.
Exte
nsiv
e a
nd
co
mp
reh
ensiv
e k
now
ledg
e a
nd
un
ders
tand
ing
of
the s
erv
ice
are
a;
the r
eq
uire
me
nts
, syste
ms,
polic
y,
pra
ctice
s,
pro
ce
dure
s,
leg
isla
tion
an
d m
ajo
r is
su
es f
acin
g it.
Pro
ve
n t
rack r
ecord
of
eff
ective
ly m
ana
gin
g s
ign
ific
ant
bud
ge
ts a
nd
en
su
ring
th
e d
eliv
ery
of
se
rvic
es w
ith
in a
gre
ed
re
sou
rce
s.
Pro
ve
n a
bili
ty t
o ide
ntify
sta
nd
ard
s a
nd
pe
rfo
rma
nce
re
qu
ire
me
nts
fo
r o
wn
an
d p
art
ner
org
anis
ation
s a
nd
de
live
r e
ffe
ctive
pe
rfo
rma
nce
ma
na
ge
me
nt.
Sig
nific
ant
exp
erie
nce
of
lead
ing
and
su
sta
inin
g p
art
ners
hip
s b
oth
inte
rna
lly a
nd
exte
rna
lly.
Au
tho
rity
and
cre
dib
ility
to
wo
rk e
ffe
ctive
ly in
a p
olit
ica
l e
nviro
nm
ent
esta
blis
h p
ositiv
e a
nd
pro
du
ctive
re
lation
ship
s w
ith
sta
ke
ho
lders
and
eng
ag
e s
ucce
ssfu
lly w
ith
co
lleag
ues,
part
ners
and
cu
sto
me
rs.
Exce
llent
inte
rpers
ona
l a
nd
co
mm
unic
ation
an
d p
resen
tatio
n s
kill
s,
with
pro
ve
n a
bili
ty t
o c
om
mu
nic
ate
eff
ective
ly a
nd
pe
rsu
asiv
ely
to
a w
ide
rang
e o
f a
ud
ience
s b
oth
ho
rizo
nta
lly a
nd
ve
rtic
ally
th
rou
gh
ou
t th
e o
rga
nis
ation
.
Pro
ve
n t
rack r
ecord
of
ma
na
gin
g m
ajo
r p
roje
cts
and
po
licy d
eve
lopm
ent.
Pro
ve
n t
rack r
ecord
of
su
ccess in
de
live
ring
ma
jor
org
anis
ation
al ch
an
ge
.
Pro
ve
n le
ad
ers
hip
ab
ility
, w
ith
evid
en
ce o
f d
eve
lopin
g a
mu
lti -
dis
cip
linary
te
am
app
roa
ch
, m
ana
gin
g s
taff
, in
spirin
g c
onfid
en
ce,
enco
ura
gin
g,
mo
tiva
ting
and
influ
en
cin
g o
the
rs.
Pro
ve
n a
bili
ty t
o t
hin
k in
no
va
tive
ly a
nd
co
nce
ptu
ally
and
de
live
r a
ga
inst
this
.
Evid
en
ce o
f e
nth
usia
sm
, d
rive
, co
mm
itm
ent
and
en
erg
y d
em
onstr
ate
d in
ach
ievin
g g
oals
.
Re
sili
ent
and
po
sitiv
e in s
pite
of
se
tba
cks.
De
mo
nstr
ate
s b
eh
avio
urs
wh
ich
mo
de
l th
e C
oun
cil’
s v
alu
es.
Ind
icati
ve
Qu
ali
fic
ati
on
s
F - 35
Ed
uca
ted
to
de
gre
e le
ve
l o
r e
qu
iva
lent
sta
nd
ard
.
Po
st
gra
du
ate
qu
alif
ica
tion
ma
y b
e r
eq
uire
d o
r a
bili
ty t
o d
em
onstr
ate
eq
uiv
ale
nt
abili
ty.
Re
leva
nt
pro
fessio
na
l q
ualif
ica
tion
ma
y b
e r
eq
uire
d.
Ma
y r
eq
uire
re
leva
nt
ce
rtific
ation
s inclu
din
g e
vid
en
ce o
f flu
en
cy in
En
glis
h lan
gu
ag
e.
F - 36
Ap
pe
nd
ix C
– G
en
eri
c R
ole
Pro
file
– C
hie
f O
ffic
er
(Gra
de 1
8)
Jo
b F
am
ily
Lea
de
rsh
ip
Pa
y R
an
ge
Gra
de 1
8
Re
fere
nc
e
HO
S0
2
Pu
rpo
se
To
a
ct
as le
ad
o
ffic
er
pro
vid
ing
str
ate
gic
p
olic
y d
ire
ction
a
nd
le
ad
ers
hip
, o
pe
ratio
na
l m
ana
ge
me
nt
an
d fin
an
cia
l co
ntr
ol
for
a se
rvic
e o
r
str
ate
gic
fu
nctio
n w
ith
in t
he C
oun
cil.
Su
pp
ort
th
e E
xe
cutive a
nd o
the
r M
em
be
rs, C
hie
f E
xe
cutive a
nd C
orp
ora
te M
ana
ge
me
nt T
eam
, to
achie
ve
the a
ims a
nd
de
sire
d o
utc
om
es o
f th
e C
oun
cil.
Se
rvic
e t
o C
us
tom
ers
Acco
un
tab
ility
E
nd R
esult
Dire
ct,
deve
lop a
nd
co
ntr
ol th
e s
erv
ice
. R
espo
nsib
le f
or
all
ope
ratio
na
l d
ecis
ion m
akin
g a
nd
ma
na
ge
me
nt
of
the
se
rvic
e.
Activitie
s w
ith
in t
he s
erv
ice
are
dire
cte
d a
nd
co
ntr
olle
d t
o e
nsu
re t
he r
eq
uire
d
outc
om
es a
nd
sta
nd
ard
s a
re d
eliv
ere
d e
ith
er
dire
ctly;
thro
ug
h c
om
mis
sio
ne
d
or
fund
ed
se
rvic
es;
or
via
co
mm
unity e
mp
ow
erm
ent.
Me
mb
er
inpu
t, c
om
mu
nity c
onsu
lta
tion
an
d c
usto
me
r fe
ed
ba
ck in
form
th
e
desig
n,
deve
lopm
ent,
deliv
ery
and
pe
rfo
rma
nce
ma
na
ge
me
nt
of
the
se
rvic
e.
Cu
sto
me
r a
nd
clie
nt
sa
tisfa
ction
are
ma
xim
ise
d
Se
rvic
e q
ualit
y,
eff
icie
ncy a
nd
co
ntin
uity a
re m
axim
ise
d.
Se
rvic
e s
tra
teg
y a
nd
po
licy f
orm
ula
tion
an
d im
ple
me
nta
tion
are
alig
ned
to
th
e C
oun
cils
ove
rall
co
rpo
rate
str
ate
gy a
nd
obje
ctive
s.
Active
ly c
ontr
ibute
to
th
e c
orp
ora
te m
ana
ge
me
nt
and
str
ate
gic
dire
ction
of
the c
oun
cil
as p
art
of
the
Lea
de
rsh
ip G
roup
.
Se
rvic
e p
rio
rities a
re e
sta
blis
hed
.
Se
rvic
e s
tra
teg
y is d
eve
lope
d,
ag
reed
an
d im
ple
me
nte
d.
Ch
an
gin
g p
rioritie
s a
nd
exte
rna
l re
qu
ire
me
nts
are
anticip
ate
d a
nd
asse
sse
d
Inno
va
tive
ap
pro
ach
es a
nd
re
spo
nse
s a
re d
eve
lope
d a
nd
de
live
red
.
Co
un
cil
str
ate
gy is d
eve
lope
d jo
intly w
ith
pa
rtn
ers
wh
ere
ap
pro
priate
.
Po
licy o
ptio
ns f
or
futu
re c
ou
ncil
pla
ns a
re d
eve
lope
d.
En
sure
th
e d
eve
lopm
ent
and
im
ple
me
nta
tion
of
polic
y,
syste
ms,
pro
ce
sses,
perf
orm
ance
cri
teria g
ove
rna
nce
Po
licie
s a
nd
co
ntr
ols
ensu
re t
hat
the a
rea
of
respo
nsib
ility
is c
om
plia
nt
with
all
rele
va
nt
leg
isla
tion
, co
de
s,
reg
ula
tion
s,
gu
idelin
es,
sta
nd
ard
s a
nd
be
st
pra
ctice
.
F - 37
fra
me
wo
rks,
and
pro
ced
ure
s w
ith
in a
rea o
f re
spo
nsib
ility
me
et
str
ate
gic
/ o
pe
ratio
na
l re
qu
ire
me
nts
, in
tern
al a
nd
exte
rna
l re
po
rtin
g r
eq
uire
me
nts
and
en
su
re c
om
plia
nce
with
exte
rna
l le
gis
lation
an
d r
eg
ula
tion
s.
Go
ve
rna
nce f
ram
ew
ork
s h
ave
cle
ar
accou
nta
bili
tie
s a
nd
eff
ective
ne
ss
is m
easu
rab
le.
Co
mp
liance
is m
onito
red
and
en
su
red
.
Actio
n is t
ake
n t
o r
esolv
e a
ny issu
es id
en
tifie
d.
All
inte
rnal a
nd
exte
rna
l a
ud
it a
nd
re
po
rtin
g r
eq
uire
me
nts
are
me
t.
Po
licie
s,
syste
ms,
fra
me
wo
rks,
info
rma
tion
ma
na
ge
me
nt
and
re
po
rtin
g e
tc.
me
et
all
str
ate
gic
, re
gu
lato
ry a
nd
op
era
tio
na
l re
qu
ire
me
nts
.
Ad
vis
e C
hie
f E
xe
cutive
, D
ire
cto
rs a
nd
Me
mb
ers
on issu
es
rele
va
nt
to t
he s
erv
ice
. P
rovid
e c
halle
ng
e a
nd
ad
vic
e t
o
co
lleag
ues,
ma
na
ge
rs a
nd
pa
rtn
er
org
anis
ation
s.
Act
as lea
d p
rofe
ssio
na
l a
dvis
er
in a
rea o
f re
spo
nsib
ility
.
Chie
f E
xe
cutive
, D
ire
cto
rs a
nd
Exe
cutive
Me
mb
ers
are
active
ly c
onsu
lte
d o
n,
su
pp
ort
ed,
advis
ed,
ke
pt
info
rme
d a
nd
invo
lve
d in
th
e p
lans a
nd
activitie
s o
f
the s
erv
ice
.
Str
ate
gic
advic
e,
critica
l ch
alle
ng
e a
nd
mo
de
ratio
n a
re p
rovid
ed
in r
ela
tion
to
all
aspe
cts
of
the s
erv
ice
an
d w
ider
co
un
cil
/ p
art
ner
activitie
s a
s a
pp
rop
riate
.
Dire
ct
and
im
ple
me
nt
a c
om
pre
he
nsiv
e r
isk
ma
na
ge
me
nt
pro
gra
mm
e f
or
the s
erv
ice
.
Co
rpo
rate
ris
k m
ana
ge
me
nt
pro
ce
sse
s a
re im
ple
me
nte
d a
nd
de
live
red
with
in
the s
erv
ice
.
Op
era
tion
al, f
inan
cia
l, r
eg
ula
tory
and
po
litic
al risk a
re id
en
tifie
d a
nd
ma
na
ge
d
in a
cco
rdan
ce w
ith
Lo
ca
l G
ove
rnm
ent
and
na
tio
na
l w
ork
ing
pra
ctice
s.
Mitig
ation
is ide
ntifie
d a
nd
re
com
me
nd
ed
in p
rosp
ective
hig
h r
isk a
rea
s.
B
usin
es
s I
mp
rove
me
nt
Wo
rk w
ith
Cou
ncil
Me
mb
ers
, C
hie
f E
xe
cutive
, D
ire
cto
rs,
ow
n m
ana
ge
me
nt
team
, o
the
r H
ead
s o
f S
erv
ice
an
d
part
ner
ag
encie
s t
o ide
ntify
and
ad
dre
ss issu
es w
hic
h
imp
act
on t
he s
erv
ice
an
d a
cro
ss t
he w
ider
co
un
cil
and
co
mm
unity.
A c
ultu
re o
f co
ntin
uo
us im
pro
ve
me
nt
is e
sta
blis
hed
an
d e
mb
ed
de
d
thro
ug
hou
t th
e s
erv
ice
.
Exte
rna
l m
ark
et
and
th
e p
olit
ica
l a
nd
re
gu
lato
ry e
nviro
nm
ent
are
mo
nito
red
.
Str
ate
gic
issu
es,
imp
lica
tion
s a
nd
op
port
unitie
s a
nd
inte
rna
lly a
nd
exte
rna
lly
drive
n c
han
ge
re
qu
ire
me
nts
are
id
en
tifie
d.
Str
ate
gie
s f
or
the m
ana
ge
me
nt
and
de
live
ry o
f ch
an
ge
are
de
ve
lope
d
and
im
ple
me
nte
d.
En
sure
th
at
the c
apa
city t
o r
espo
nd
po
sitiv
ely
to
ch
an
ge
is
enh
an
ced
, “t
raditio
na
l th
inkin
g”
is c
halle
ng
ed a
nd
inn
ova
tive
Ne
cessa
ry c
han
ge
s t
o c
ultu
re a
nd
pra
ctice a
re im
ple
me
nte
d a
nd
su
sta
ined.
Co
nd
itio
ns f
or
oth
ers
to
pe
rfo
rm a
nd
to
inn
ova
te a
re c
reate
d.
F - 38
so
lution
s a
re p
urs
ued
th
rou
gh
ou
t th
e a
rea
of
respo
nsib
ility
. Im
pro
ve
me
nt
of
the s
erv
ice
is f
ocusse
d a
nd
drive
n t
o m
eet
str
ate
gic
obje
ctive
s a
nd
im
pro
ve
se
rvic
e u
se
r o
utc
om
es.
Pla
n a
nd
dire
ct
/ sp
on
sor
sig
nific
ant
str
ate
gic
pro
gra
mm
es,
pro
jects
and
initia
tive
s,
both
with
in t
he
se
rvic
e a
rea a
nd
acro
ss t
he c
oun
cil
/ p
art
ners
hip
s.
Ma
jor
ch
an
ge
/co
mp
lex m
ulti-
dis
cip
linary
pro
gra
mm
es a
re m
onito
red
and
dire
ction
al co
ntr
ol p
rovid
ed
.
Sco
pe
an
d o
bje
ctive
s o
f th
e p
roje
ct
/ p
rog
ram
me
are
cle
arly d
efin
ed
.
Re
sou
rce
s r
eq
uire
d t
o d
eliv
er
the p
roje
ct
/ p
rog
ram
me
are
se
cu
red.
Pro
jects
/ p
rog
ram
me
s h
ave
cle
ar
and
assig
ned
acco
unta
bili
tie
s a
nd
achie
ve
th
eir o
bje
ctive
s.
Tra
nsitio
n is m
ana
ge
d e
ffe
ctive
ly t
o e
nsu
re m
inim
al d
isru
ptio
n t
o s
erv
ice
use
rs.
C
oll
eag
ue
s,
Se
lf a
nd
Part
ners
Pa
rtic
ipate
in o
wn
se
lf d
eve
lopm
ent,
in
ord
er
to im
pro
ve
perf
orm
ance
at
wo
rk.
Pa
rtic
ipate
in t
he P
erf
orm
ance
Deve
lopm
ent
Re
vie
w p
roce
ss.
Ke
ep
re
cord
s o
f a
chie
ve
me
nts
.
Un
de
rta
ke
lea
rnin
g a
ctivitie
s a
s r
eq
uire
d.
Active
ly p
rom
ote
and
ce
lebra
te d
ive
rsity
Wh
en
ap
pro
priate
se
ek t
o e
limin
ate
un
law
ful d
iscrim
inatio
n,
hara
ssm
en
t a
nd
vic
tim
isa
tion
Ad
va
nce
eq
ualit
y o
f o
pp
ort
unity b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d
ch
ara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
Foste
r g
ood
re
lation
s b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d c
hara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
En
sure
th
at
the s
kill
s a
nd
kn
ow
ledg
e w
ith
in t
he s
erv
ice
are
deve
lope
d a
nd
th
at
the s
erv
ice
is a
ble
to
me
et
the
ch
alle
ng
es it
faces.
Re
spo
nsib
le f
or
pro
fessio
na
l
sta
nd
ard
s t
hro
ug
hou
t th
e s
erv
ice
.
Drive
th
e c
ultu
ral ch
an
ge
s n
ee
de
d t
o e
nsu
re
cu
sto
me
r fo
cus is a
t th
e h
ea
rt o
f o
rga
nis
ation
al a
nd
indiv
idua
l b
eh
avio
ur
Ch
an
ge
s w
hic
h im
pa
ct
learn
ing
and
de
ve
lopm
ent
are
id
en
tifie
d a
nd
actio
ne
d.
Re
alis
tic s
elf a
ssessm
ents
of
deve
lopm
ent
nee
ds a
re m
ade
by s
elf
and
ma
na
ge
me
nt
team
.
Ma
na
ge
me
nt
team
is s
upp
ort
ed,
co
ach
ed
an
d m
ento
red
in
th
e d
eliv
ery
of
their r
espo
nsib
ilitie
s.
A p
roa
ctive
, cu
sto
me
r fo
cusse
d,
“ca
n d
o”
cu
ltu
re is d
eve
lope
d a
nd
em
be
dde
d t
hro
ug
hou
t th
e s
erv
ice
.
Em
pow
erm
ent
of
sta
ff a
nd
/ o
r th
e w
ider
co
mm
unity is e
na
ble
d.
Skill
s a
nd
kn
ow
ledg
e w
ith
in t
he s
erv
ice
an
d w
here
ap
pro
priate
pa
rtn
er
F - 39
o
rga
nis
ation
s,
are
deve
lope
d t
o m
eet
iden
tifie
d r
eq
uire
me
nts
.
Kn
ow
ledg
e s
harin
g is e
sta
blis
hed
an
d e
mb
ed
de
d t
hro
ug
hou
t th
e c
oun
cil
and
pa
rtn
er
org
anis
ation
s.
Pro
fessio
na
l co
mp
ete
nce
an
d inte
grity
with
in t
he s
erv
ice
is e
nsu
red
.
Th
e w
ork
pla
ce is a
ctive
ly c
ham
pio
ne
d a
s a
le
arn
ing
enviro
nm
ent.
De
ve
lop o
pp
ort
unitie
s f
or
part
ne
rsh
ip w
ork
ing
both
with
in
and
ou
tsid
e t
he c
oun
cil.
Lea
d o
n r
ele
va
nt
part
ners
hip
s
betw
een
th
e C
oun
cil
and
oth
er
pub
lic,
priva
te,
vo
lunta
ry
and
co
mm
unity s
ecto
r b
od
ies.
Wh
ere
ap
pro
priate
, d
eliv
ery
of
the s
erv
ice
is a
ch
ieve
d /
su
pp
ort
ed
thro
ug
h p
art
ners
hip
s.
A c
lear
fra
me
wo
rk o
f a
ccou
nta
bili
tie
s f
or
the e
ffe
ctive
dis
ch
arg
e o
f th
eir
respe
ctive
re
spo
nsib
ilitie
s a
nd
th
e d
eliv
ery
of
se
rvic
es is e
sta
blis
hed
be
twe
en
the s
erv
ice
an
d p
art
ner
org
anis
ation
s.
Pa
rtn
ers
hip
wo
rkin
g is le
d e
ffe
ctive
ly.
Be
st
pra
ctice
is id
en
tifie
d,
sh
are
d a
nd
pro
mo
ted.
En
sure
su
pp
ort
is p
rovid
ed
in r
espo
nse
to
a c
orp
ora
te
em
erg
ency.
Su
pp
ort
is p
rovid
ed
to
me
et
the id
en
tifie
d n
ee
d.
Re
qu
ests
ma
de
fo
r su
pp
ort
are
re
aso
na
ble
with
re
ga
rd t
o b
oth
th
e jo
b a
nd
the jo
b h
old
er’s c
ircu
msta
nce
s.
M
an
ag
ing
R
eso
urc
es
Pro
vid
e le
ad
ers
hip
an
d d
ire
ction
fo
r th
e s
erv
ice
, to
en
su
re
the d
eliv
ery
of
tim
ely
and
ap
pro
priate
se
rvic
es t
o
cu
sto
me
rs.
Str
ate
gic
le
ad
ers
hip
of
inte
gra
ted
pro
fessio
na
l te
am
s r
esults in
th
e
pla
nn
ing
, co
mm
issio
nin
g a
nd
de
live
ry o
f th
e s
erv
ice
s r
eq
uire
d.
Th
e s
erv
ice
is led
by a
pro
fessio
na
l, m
otiva
ted
and
eff
ective
ma
na
ge
me
nt
team
.
Pe
rfo
rma
nce
an
d d
eve
lopm
ent
revie
ws a
re c
om
ple
ted
to
th
e r
eq
uire
d
sta
nd
ard
s a
nd
tim
escale
s.
De
ficie
ncie
s a
nd
un
derp
erf
orm
ance
are
active
ly r
esolv
ed.
Re
cru
itm
ent,
in
du
ction
de
ve
lopm
ent,
em
plo
ye
e r
ela
tion
s a
nd
all
HR
pro
ce
sse
s
and
pla
nn
ing
are
co
mp
lete
d t
o t
he r
eq
uire
d s
tand
ard
s a
nd
tim
escale
s.
Co
rpo
rate
initia
tive
s a
re a
ctive
ly s
upp
ort
ed a
nd
de
live
red
.
Eff
ective
te
am
me
etin
gs t
ake
pla
ce.
Dire
ct
and
co
ntr
ol th
e f
inan
cia
l e
xp
en
ditu
re a
nd
inte
grity
of
Bu
dg
ets
are
deve
lope
d a
nd
ag
reed
with
ap
pro
priate
Exe
cutive
Me
mb
er(
s)
/
F - 40
the s
erv
ice
. S
tra
teg
ic M
ana
ge
r.
Bu
dg
ets
and
fin
an
cia
l risk a
re m
onito
red
and
ma
na
ge
d in
co
mp
liance
with
org
anis
ation
al re
qu
ire
me
nts
.
Th
e s
erv
ice
is d
eliv
ere
d w
ith
in a
gre
ed
bu
dg
et.
Fun
din
g f
rom
exte
rna
l so
urc
es is ide
ntifie
d a
nd
se
cu
red w
here
ap
pro
priate
.
Va
lue f
or
mo
ne
y is m
axim
ise
d.
Re
gu
lato
ry a
nd
Cou
ncil
fin
an
cia
l p
olic
y a
nd
pro
ced
ura
l co
mp
liance
is a
ssu
red.
Acco
un
tab
le f
or
the s
tra
teg
ic a
nd
op
era
tio
na
l p
lann
ing
and
de
live
ry o
f th
e s
erv
ice
ta
rge
ts a
nd
ob
jective
s.
En
sure
the s
erv
ice
’s p
lan a
nd
pe
rfo
rma
nce
(e
ith
er
dire
ctly o
r
thro
ug
h c
om
mis
sio
ne
d /
ma
na
ge
d s
erv
ice
s)
result in
th
e
imp
lem
en
tation
of
ag
reed
Cou
ncil
str
ate
gie
s,
polic
ies a
nd
outc
om
es.
Inpu
t to
th
e s
tra
teg
ic p
lann
ing
of
the w
ider
org
anis
ation
.
Se
rvic
e s
tra
teg
ic a
nd
me
diu
m t
erm
pla
ns s
upp
ort
Co
un
cil
obje
ctive
s.
Po
licy d
ire
ction
is t
ransla
ted
in
to s
erv
ice
ou
tco
me
s.
Se
rvic
e a
nd
bu
sin
ess p
lans a
nd
ta
rge
ts a
re d
eve
lope
d,
co
mm
unic
ate
d,
ca
scad
ed
an
d m
onito
red
.
Ro
bu
st
perf
orm
ance
an
d q
ualit
y m
ana
ge
me
nt
syste
ms a
nd
pro
ced
ure
s a
re
in p
lace a
nd
me
et
all
req
uire
me
nts
.
Mo
nito
ring
/ m
easu
rem
ent
of
perf
orm
ance
an
d s
tand
ard
s is p
lann
ed
and
de
live
red
.
Pe
rfo
rma
nce
, q
ualit
y a
nd
co
ntr
actu
al co
mp
liance
are
ma
na
ge
d e
ffe
ctive
ly.
Actio
n p
lans a
re d
eve
lope
d,
imp
lem
en
ted a
nd
de
live
red
.
Co
mp
liance
with
all
rele
va
nt
leg
isla
tion
, p
olic
ies a
nd
pro
ced
ure
s is e
nsu
red
.
Iden
tify
, se
cure
, d
ep
loy a
nd
ma
na
ge
th
e r
esou
rce
s
nece
ssary
fo
r th
e s
erv
ice
to
me
et/
exce
ed
its
obje
ctive
s.
Re
sou
rce
s a
re e
ffe
ctive
ly a
nd
eff
icie
ntly d
ep
loye
d t
o a
ch
ieve
se
rvic
e o
bje
ctive
s.
Asse
ts w
ith
in t
he s
erv
ice
are
co
ntr
olle
d a
nd
ma
na
ge
d e
ffe
ctive
ly.
Ap
pro
pria
te o
rga
nis
ation
str
uctu
res a
nd
pro
cesse
s a
re d
eve
lop
ed
and
im
ple
me
nte
d t
o m
eet
ch
an
gin
g o
rga
nis
ation
al re
qu
ire
me
nts
.
En
sure
th
e s
uccessfu
l im
ple
me
nta
tion
of
hea
lth
an
d
sa
fety
le
gis
lation
, p
olic
ies a
nd
pra
ctices.
Th
ere
is a
pro
active
an
d p
ositiv
e c
ultu
re o
f h
ea
lth
an
d s
afe
ty.
Th
e o
rga
nis
ation
me
ets
its
sta
tuto
ry h
ea
lth
an
d s
afe
ty r
eq
uire
me
nts
.
Str
ate
gic
ris
ks a
re e
ffe
ctive
ly m
ana
ge
d
F - 41
Kn
ow
led
ge,
Sk
ills
an
d E
xp
eri
en
ce
Sig
nific
ant
exp
erie
nce
of
lead
ing
and
ma
na
gin
g a
re
late
d /
re
leva
nt
se
rvic
e a
rea in
a la
rge
pu
blic
se
cto
r o
rga
nis
ation
(p
refe
rably
local g
ove
rnm
ent)
.
Pro
ve
n t
rack r
ecord
of
su
ccessfu
lly d
eve
lopin
g a
nd
ch
am
pio
nin
g a
cu
sto
me
r fo
cusse
d s
erv
ice
fu
nctio
n.
Exte
nsiv
e a
nd
co
mp
reh
ensiv
e k
now
ledg
e a
nd
un
ders
tand
ing
of
the n
atio
na
l p
olic
y c
onte
xt,
re
qu
ire
me
nts
and
ma
jor
issu
es f
acin
g t
he
se
rvic
e a
rea.
Pro
ve
n t
rack r
ecord
of
eff
ective
ly m
ana
gin
g s
ign
ific
ant
bud
ge
ts a
nd
en
su
ring
th
e d
eliv
ery
of
se
rvic
es w
ith
in a
gre
ed
re
sou
rce
s.
Pro
ve
n a
bili
ty t
o d
eliv
er
eff
ective
pe
rfo
rma
nce
ma
na
ge
me
nt
with
in o
wn
se
rvic
e a
nd
un
ders
tand
ing
of
the p
erf
orm
ance
ma
na
ge
me
nt
pro
ce
ss
in p
art
ners
hip
arr
ang
em
en
ts.
Un
de
rsta
nd
ing
of
app
rop
riate
pro
fessio
na
l sta
nd
ard
s a
nd
ho
w t
hese
ca
n b
e a
chie
ve
d.
Sig
nific
ant
exp
erie
nce
of
lead
ing
and
su
sta
inin
g p
art
ners
hip
s b
oth
inte
rna
lly a
nd
exte
rna
lly t
o a
ch
ieve
sh
are
d o
bje
ctive
s a
nd
syn
erg
ies.
Au
tho
rity
and
cre
dib
ility
to
wo
rk e
ffe
ctive
ly in
a p
olit
ica
l e
nviro
nm
ent
and
esta
blis
h p
ositiv
e a
nd
pro
du
ctive
re
lation
ship
s w
ith
sta
ke
ho
lders
.
Exce
llent
inte
rpers
ona
l a
nd
co
mm
unic
ation
an
d p
resen
tatio
n s
kill
s,
with
pro
ve
n a
bili
ty t
o c
om
mu
nic
ate
eff
ective
ly a
nd
pe
rsu
asiv
ely
to
a
wid
e r
ang
e o
f a
ud
ience
s b
oth
ho
rizo
nta
lly a
nd
ve
rtic
ally
th
rou
gh
ou
t th
e o
rga
nis
ation
.
Pro
ve
n t
rack r
ecord
of
ope
ratin
g s
tra
teg
ica
lly o
n c
orp
ora
te p
roje
cts
and
po
licy d
eve
lopm
ent.
Pro
ve
n t
rack r
ecord
of
accou
nta
bili
ty f
or
an
d s
ucce
ss in
de
live
ring
ma
jor
org
anis
ation
al ch
an
ge
.
Pro
ve
n le
ad
ers
hip
ab
ility
, w
ith
evid
en
ce o
f d
eve
lopin
g a
mu
lti -
dis
cip
linary
te
am
app
roa
ch
, m
ana
gin
g s
taff
, in
spirin
g c
onfid
en
ce,
enco
ura
gin
g,
mo
tiva
ting
and
influ
en
cin
g o
the
rs.
Pro
ve
n a
bili
ty t
o t
hin
k in
no
va
tive
ly a
nd
co
nce
ptu
ally
and
de
live
r a
ga
inst
this
.
Evid
en
ce o
f e
nth
usia
sm
, d
rive
, co
mm
itm
ent
and
en
erg
y d
em
onstr
ate
d in
ach
ievin
g g
oals
.
Re
sili
ent
and
po
sitiv
e in s
pite
of
se
tba
cks.
De
mo
nstr
ate
s b
eh
avio
urs
wh
ich
mo
de
l th
e C
oun
cil’
s v
alu
es.
Ind
ica
tive
Qu
ali
fic
ati
on
s
Ed
uca
ted
to
de
gre
e le
ve
l o
r e
qu
iva
lent
sta
nd
ard
.
Po
st
gra
du
ate
qu
alif
ica
tion
ma
y b
e r
eq
uire
d o
r a
bili
ty t
o d
em
onstr
ate
eq
uiv
ale
nt
abili
ty.
F - 42
Re
leva
nt
pro
fessio
na
l q
ualif
ica
tion
ma
y b
e r
eq
uire
d.
Ma
y r
eq
uire
re
leva
nt
ce
rtific
ation
s in
clu
din
g e
vid
en
ce o
f flu
en
cy in
En
glis
h lan
gu
ag
e.
F - 43
Ap
pe
nd
ix D
– G
en
eri
c R
ole
Pro
file
– S
en
ior
Ma
na
ge
r (G
rad
e 1
9)
Jo
b F
am
ily
Lea
de
rsh
ip
Pa
y R
an
ge
Gra
de 1
9
Re
fere
nc
e
SM
01
Pu
rpo
se
To
pro
vid
e s
tra
teg
ic le
ad
ers
hip
an
d d
ire
ction
in t
he m
ana
ge
me
nt
of
the C
oun
cil,
wo
rkin
g w
ith
Cou
ncil
Me
mb
ers
, th
e C
hie
f E
xe
cutive
an
d o
ther
me
mb
ers
of
the C
orp
ora
te M
ana
ge
me
nt
Te
am
, to
de
ve
lop t
he c
ultu
re a
nd
ach
ieve
th
e a
ims a
nd
de
sire
d o
utc
om
es o
f th
e C
oun
cil.
Se
rvic
e t
o C
us
tom
ers
Acco
un
tab
ility
E
nd R
esult
Dire
ct
and
co
ntr
ol
co
rpo
rate
m
ana
ge
me
nt
of
a p
ort
folio
o
f
se
rvic
es.
Su
pp
ort
a
nd
a
ssure
th
e
lead
ers
hip
a
nd
ma
na
ge
me
nt
of
these
se
rvic
es.
Activitie
s w
ith
in t
he p
ort
folio
of
se
rvic
es a
re d
ire
cte
d a
nd
co
ntr
olle
d t
o e
nsu
re
the re
qu
ire
d o
utc
om
es a
nd
sta
nd
ard
s a
re d
eliv
ere
d e
ith
er
dire
ctly;
thro
ug
h
co
mm
issio
ne
d o
r fu
nd
ed
se
rvic
es;
or
via
co
mm
unity e
mp
ow
erm
ent.
Cu
sto
me
r a
nd
clie
nt
sa
tisfa
ction
are
ma
xim
ise
d.
Me
mb
er
inpu
t, c
om
mu
nity c
onsu
lta
tion
an
d c
usto
me
r fe
ed
ba
ck in
form
th
e
desig
n,
deliv
ery
and
pe
rfo
rma
nce
ma
na
ge
me
nt
of
se
rvic
es.
Se
rvic
e q
ualit
y,
eff
icie
ncy,
co
ntin
uity a
nd
co
mm
erc
ial via
bili
ty a
re m
axim
ise
d.
Active
ly c
ontr
ibute
to
th
e f
orm
ula
tion
and
im
ple
me
nta
tion
of
Co
un
cil
str
ate
gie
s a
nd
obje
ctive
s f
rom
th
e C
oun
cils
polit
ica
l
dire
ctive
s,
as a
me
mb
er
of
the C
orp
ora
te M
ana
ge
me
nt
team
.
En
sure
th
at
inno
va
tive
a
pp
roa
ch
es,
wh
ich
m
eet
the
long
term
n
ee
ds
of
the
Isle
o
f W
igh
t a
nd
its
resid
en
ts,
are
iden
tifie
d,
deve
lope
d a
nd
de
live
red
.
Th
e C
oun
cils
str
ate
gic
pla
ns a
re c
onsis
tent
with
th
e d
em
ocra
tica
lly d
erive
d
polit
ica
l a
nd
so
cia
l in
ten
tio
ns.
Ch
an
gin
g p
rioritie
s a
nd
exte
rna
l re
qu
ire
me
nts
are
anticip
ate
d a
nd
asse
sse
d.
Inno
va
tive
ap
pro
ach
es a
nd
re
spo
nse
s a
re d
eve
lope
d a
nd
de
live
red
.
Se
rvic
e s
tra
teg
ies d
eliv
er
the C
oun
cils
vis
ion a
nd
ob
jective
s.
Po
licy o
ptio
ns f
or
futu
re C
ou
ncil
pla
ns a
re d
eve
lope
d.
Un
de
rta
ke
th
e f
orm
al re
spo
nsib
ilitie
s r
eq
uire
d f
or
assig
ned
reg
ula
ted
desig
natio
ns o
n b
eh
alf o
f th
e C
oun
cil.
All
sta
tuto
ry f
unctio
ns a
s o
utlin
ed
in t
he r
ele
va
nt
leg
isla
tion
are
me
t.
Co
nstr
ain
ts a
nd
op
port
unitie
s p
ose
d b
y r
eg
ula
tory
ch
an
ge
s a
re ide
ntifie
d a
nd
incorp
ora
ted
in
to s
tra
teg
ic d
ecis
ion m
akin
g.
F - 44
R
espo
nse
s t
o S
cru
tin
y C
om
mitte
e e
nq
uirie
s a
re led
eff
ective
ly.
En
sure
th
e
deve
lopm
ent
and
im
ple
me
nta
tion
o
f p
olic
y,
syste
ms,
pro
ce
sse
s,
go
ve
rna
nce
fra
me
wo
rks
and
pro
ce
dure
s m
eet
all
str
ate
gic
/ o
pe
ratio
na
l re
qu
ire
me
nts
, a
ll
inte
rnal
and
e
xte
rna
l re
po
rtin
g
req
uire
me
nts
a
nd
e
nsu
re
co
mp
liance
with
exte
rna
l le
gis
lation
an
d r
eg
ula
tion
s.
Po
licie
s a
nd
co
ntr
ols
ensu
re t
hat
the C
oun
cil
is c
om
plia
nt
with
all
rele
va
nt
leg
isla
tion
, co
de
s,
reg
ula
tion
s,
gu
idelin
es a
nd
sta
nd
ard
s.
Co
mp
liance
with
in t
he s
erv
ice
s f
or
wh
ich
re
spo
nsib
le is m
onito
red
and
ensu
red
.
Actio
n is t
ake
n t
o r
esolv
e a
ny issu
es id
en
tifie
d.
All
inte
rnal a
nd
exte
rna
l re
po
rtin
g r
eq
uire
me
nts
are
me
t.
Po
licie
s,
syste
ms,
fr
am
ew
ork
s
etc
.
me
et
all
str
ate
gic
, re
gu
lato
ry a
nd
ope
ratio
na
l re
qu
ire
me
nts
.
Ad
vis
e E
lecte
d M
em
be
rs a
nd
Co
un
cil
Co
mm
itte
es.
Pro
vid
e
ch
alle
ng
e a
nd
a
dvic
e to
co
lleag
ues,
part
ner
org
anis
ation
s
and
Hea
ds o
f S
erv
ice
.
Me
mb
ers
of
the C
oun
cil
are
active
ly c
on
su
lte
d o
n,
su
pp
ort
ed,
ke
pt
info
rme
d
and
invo
lve
d in
th
e a
ctivitie
s o
f th
e C
oun
cil.
Exe
cutive
is a
dvis
ed o
n C
oun
cil
pla
ns a
nd
po
licy a
nd
on
th
e a
chie
va
bili
ty o
f
these
.
Exe
cutive
is a
dvis
ed o
f th
e im
plic
ation
s o
f d
ecis
ions a
nd
actio
ns.
Str
ate
gic
advic
e,
critica
l ch
alle
ng
e a
nd
mo
de
ratio
n a
re p
rovid
ed
in r
ela
tion
to
ow
n s
erv
ice
s a
reas a
nd
wid
er
Co
un
cil
/ p
art
ner
activitie
s.
En
sure
a c
om
pre
he
nsiv
e r
isk m
ana
ge
me
nt
pro
gra
mm
e is in
pla
ce f
or
the s
erv
ice
s f
or
wh
ich
re
spo
nsib
le
Co
rpo
rate
ris
k m
ana
ge
me
nt
pro
ce
sse
s a
re im
ple
me
nte
d a
nd
de
live
red
acro
ss
the s
erv
ice
s.
Op
era
tion
al, f
inan
cia
l, r
eg
ula
tory
and
po
litic
al risk a
re id
en
tifie
d a
nd
ma
na
ge
d
in a
cco
rdan
ce w
ith
Lo
ca
l G
ove
rnm
ent
and
na
tio
na
l w
ork
ing
pra
ctice
s.
Mitig
ation
is ide
ntifie
d a
nd
re
com
me
nd
ed
in p
rosp
ective
hig
h r
isk a
rea
s.
En
sure
o
rga
nis
ation
al
sa
feg
uard
ing
str
ate
gie
s
refle
ct
sta
tuto
ry r
eq
uire
me
nts
and
be
st p
ractice
.
En
sure
th
ese
are
un
ders
tood
an
d im
ple
me
nte
d w
ith
in t
he
are
a o
f re
spo
nsib
ility
.
Th
ere
is a
pro
active
an
d p
ositiv
e S
afe
gu
ard
ing
Cu
ltu
re.
Th
e o
rga
nis
ation
me
ets
its
sta
tuto
ry S
afe
gu
ard
ing
re
qu
ire
me
nts
.
Str
ate
gic
ris
ks a
re e
ffe
ctive
ly m
ana
ge
d.
B
usin
es
s I
mp
rove
me
nt
Wo
rk w
ith
Cou
ncil
Me
mb
ers
, o
the
r S
tra
teg
ic D
ire
cto
rs,
He
ad
s o
f S
erv
ice a
nd p
art
ner
ag
encie
s t
o i
den
tify
and
A c
ultu
re o
f co
ntin
uo
us im
pro
ve
me
nt
is e
sta
blis
hed
an
d e
mb
ed
de
d t
hro
ug
hou
t
the o
rga
nis
ation
.
F - 45
add
ress issu
es w
hic
h im
pa
ct
on C
oun
cils
se
rvic
es a
nd
th
e
wid
er
co
mm
unity.
Exte
rna
l p
olit
ica
l a
nd
re
gu
lato
ry e
nviro
nm
ent
is m
onito
red
.
Str
ate
gic
issu
es /
im
plic
ation
s a
nd
op
po
rtu
nitie
s f
or
“gro
un
d b
rea
kin
g”
deve
lopm
ents
are
id
en
tifie
d.
Str
ate
gie
s f
or
the m
ana
ge
me
nt
and
de
live
ry o
f ch
an
ge
are
de
ve
lope
d a
nd
imp
lem
en
ted.
Imp
rove
me
nts
are
pla
nn
ed
an
d t
arg
ets
se
t.
En
sure
th
at
the c
apa
city t
o r
espo
nd
positiv
ely
to
ch
an
ge
is
enha
nce
d,
“tra
ditio
na
l th
inkin
g”
is ch
alle
ng
ed a
nd
th
at
risk
takin
g in
id
en
tify
ing
in
no
va
tive
so
lution
s is e
nco
ura
ge
d w
here
app
rop
riate
.
Inno
va
tive
ch
an
ge
s
to
cu
ltu
re
and
pra
ctice
a
re
iden
tifie
d,
assessed,
imp
lem
en
ted a
nd
su
sta
ined
.
Co
nd
itio
ns f
or
oth
ers
to
perf
orm
and
to
inn
ova
te a
re c
reate
d.
Tra
nsfo
rma
tion
of
se
rvic
es a
nd
be
havio
urs
is f
ocusse
d a
nd
drive
n t
o m
eet
str
ate
gic
obje
ctive
s.
Pla
n a
nd
dire
ct
/ sp
on
sor
sig
nific
ant
str
ate
gic
or
Co
un
cil-
wid
e
pro
gra
mm
es,
pro
jects
and
initia
tive
s.
Co
rpo
rate
ch
an
ge
pro
gra
mm
es a
re m
onito
red
and
dire
ction
al co
ntr
ol p
rovid
ed
.
Tra
nsfo
rma
tion
al ch
an
ge
to
org
anis
ation
al cu
ltu
re,
beh
avio
urs
, p
ractice
an
d
pro
ce
ss is d
rive
n a
nd
dire
cte
d.
Pro
jects
/ p
rog
ram
me
s h
ave
cle
ar
and
assig
ned
acco
unta
bili
tie
s a
nd
ach
ieve
their o
bje
ctive
s.
C
oll
eag
ue
s,
Se
lf a
nd
Part
ners
Pa
rtic
ipate
in o
wn
se
lf d
eve
lopm
ent,
in
ord
er
to im
pro
ve
perf
orm
ance
at
wo
rk.
Pa
rtic
ipate
in t
he P
erf
orm
ance
Deve
lopm
ent
Re
vie
w p
roce
ss.
Ke
ep
re
cord
s o
f a
chie
ve
me
nts
.
Un
de
rta
ke
lea
rnin
g a
ctivitie
s a
s r
eq
uire
d.
Active
ly p
rom
ote
and
ce
lebra
te d
ive
rsity
Wh
en
ap
pro
priate
se
ek t
o e
limin
ate
un
law
ful d
iscrim
inatio
n,
hara
ssm
en
t a
nd
vic
tim
isa
tion
Ad
va
nce
eq
ualit
y o
f o
pp
ort
unity b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d c
hara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
Foste
r g
ood
re
lation
s b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d
ch
ara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
En
sure
th
at
skill
s a
nd
kn
ow
ledg
e a
re d
eve
lope
d t
o m
eet
futu
re o
rga
nis
ation
al a
nd
re
gu
lato
ry r
eq
uire
me
nts
and
th
at
Ch
an
ge
s w
hic
h im
pa
ct
learn
ing
and
de
ve
lopm
ent
are
ide
ntifie
d a
nd
actio
ne
d.
Re
alis
tic s
elf a
ssessm
ents
of
deve
lopm
ent
nee
ds a
re m
ade
by s
elf a
nd
Hea
ds
F - 46
the C
oun
cil
is a
ble
to
me
et
the c
halle
ng
es it
faces.
Acco
un
tab
le f
or
the p
rofe
ssio
na
l sta
nd
ard
s w
ith
in t
he
se
rvic
es f
or
wh
ich
re
spo
nsib
le.
Drive
th
e c
ultu
ral ch
an
ge
s n
ee
de
d t
o e
nsu
re c
usto
me
r fo
cus
is a
t th
e h
ea
rt o
f o
rga
nis
ation
al a
nd
ind
ivid
ua
l b
eh
avio
ur.
of
Se
rvic
e.
He
ad
s o
f S
erv
ice
are
su
pp
ort
ed,
co
ach
ed
an
d m
ento
red
in
th
e d
eliv
ery
of
their
respo
nsib
ilitie
s.
A p
roa
ctive
, cu
sto
me
r fo
cusse
d,
“ca
n d
o”
cu
ltu
re is d
eve
lope
d a
nd
em
bed
de
d
thro
ug
hou
t th
e o
rga
nis
ation
.
Em
pow
erm
ent
of
sta
ff a
nd
th
e w
ider
co
mm
unity is e
na
ble
d.
Skill
s
and
kn
ow
ledg
e
acro
ss
the
se
rvic
es
and
w
here
a
pp
rop
riate
p
art
ner
org
anis
ation
s a
re d
eve
lope
d t
o m
eet
iden
tifie
d r
eq
uire
me
nts
(e
.g.
co
mm
erc
ial,
part
ners
hip
wo
rkin
g a
nd
co
mm
issio
nin
g s
kill
s)
Kn
ow
ledg
e s
ha
rin
g is e
sta
blis
hed
an
d e
mb
ed
de
d t
hro
ug
hou
t th
e C
oun
cil
and
part
ner
org
anis
ation
s.
Pro
fessio
na
l co
mp
ete
nce
an
d inte
grity
is e
nsu
red
.
Th
e w
ork
pla
ce is a
ctive
ly c
ham
pio
ne
d a
s a
le
arn
ing
enviro
nm
ent.
Ma
na
ge
and
deve
lop s
take
ho
lder
rela
tion
ship
s.
En
sure
th
e
se
rvic
es f
or
wh
ich
re
spo
nsib
le h
ave
go
od
re
lation
ship
s w
ith
Co
un
cil
Me
mb
ers
, o
the
r se
rvic
e
are
as,
cu
sto
me
rs,
sta
ke
ho
lders
, th
e p
ub
lic a
nd
th
e m
edia
.
Go
od
wo
rkin
g r
ela
tion
sh
ips w
ith
asso
cia
ted
and
aff
ecte
d in
tere
st
gro
up
s /
ke
y
sta
ke
ho
lders
are
esta
blis
hed
, p
rom
ote
d,
foste
red a
nd
su
sta
ined
.
Co
un
cil
polic
ies a
nd
inte
rests
are
uph
eld
an
d p
rom
ote
d w
ith
in t
he C
oun
cil
and
in a
ll e
xte
rna
l re
lation
ship
s.
He
ad
s o
f S
erv
ice
use
Co
un
cill
or,
em
plo
ye
e a
nd
pu
blic
co
nsu
lta
tion
as k
ey
inte
gra
l co
mp
on
en
ts o
f th
eir s
erv
ice
ma
na
ge
me
nt.
Th
e C
oun
cil
is r
epre
sen
ted
on lo
cal, r
eg
iona
l a
nd
na
tio
na
l fo
rum
s.
Drive
in
no
va
tion
in
m
ode
ls
of
se
rvic
e
deliv
ery
th
rou
gh
lead
ing
a
nd
d
eve
lopin
g re
leva
nt
part
ners
hip
s b
etw
een
th
e
Co
un
cil
and
oth
er
pub
lic,
priva
te,
vo
lunta
ry a
nd
co
mm
unity
se
cto
r b
od
ies.
De
live
ry o
f se
rvic
es is a
ch
ieve
d /
su
pp
ort
ed t
hro
ug
h p
art
ners
hip
s.
A c
lear
fra
me
wo
rk o
f a
ccou
nta
bili
tie
s is e
sta
blis
hed
be
twe
en
se
rvic
es a
nd
part
ner
org
an
isa
tion
s.
Me
mb
ers
are
su
pp
ort
ed in
bu
ildin
g a
nd
su
sta
inin
g p
art
ners
hip
s.
Be
st
pra
ctice
is ide
ntifie
d,
sh
are
d a
nd
pro
mo
ted.
En
sure
su
pp
ort
is
p
rovid
ed
in
re
spo
nse
to a
corp
ora
te
em
erg
ency.
Su
pp
ort
is p
rovid
ed
to
me
et
the id
en
tifie
d n
ee
d.
Re
qu
ests
ma
de
fo
r su
pp
ort
are
re
aso
na
ble
with
re
ga
rd t
o b
oth
th
e jo
b a
nd
th
e
job h
old
er’s c
ircu
msta
nce
s.
F - 47
M
an
ag
ing
R
eso
urc
es
Pro
vid
e le
ad
ers
hip
an
d d
ire
ction
acro
ss t
he p
ort
folio
of
se
rvic
es f
or
wh
ich
re
spo
nsib
le.
Str
ate
gic
le
ad
ers
hip
in t
he p
lann
ing
, co
mm
issio
nin
g a
nd
de
live
ry o
f se
rvic
es is
eff
ective
ly p
rovid
ed
.
Th
e s
erv
ice
s a
re led
by p
rofe
ssio
na
l, m
otiva
ted
and
eff
ective
ma
na
ge
me
nt
team
s.
Th
e p
erf
orm
ance
of
the H
ead
s o
f S
erv
ice
is e
ffe
ctive
ly m
ana
ge
d.
De
ficie
ncie
s a
nd
un
derp
erf
orm
ance
are
active
ly r
eso
lve
d.
He
ad
s o
f S
erv
ice
an
d t
heir m
ana
ge
me
nt
team
s le
ad
, a
ctive
ly s
upp
ort
and
deliv
er
co
rpo
rate
initia
tive
s.
Eff
ective
te
am
me
etin
gs t
ake
pla
ce.
En
sure
th
e e
ffe
ctive
fin
an
cia
l m
ana
ge
me
nt
of
the s
erv
ice
s
with
in t
he p
ort
folio
.
Bu
dg
ets
are
ag
reed
.
Se
rvic
es a
re d
eliv
ere
d w
ith
in a
llocate
d b
ud
ge
ts.
Va
lue f
or
mo
ne
y is m
axim
ise
d.
Re
gu
lato
ry a
nd
Cou
ncil
fin
an
cia
l p
olic
y a
nd
pro
ced
ura
l co
mp
liance
is a
ssu
red.
En
sure
th
e t
arg
ets
and
obje
ctive
s o
f th
e s
erv
ice
s f
or
wh
ich
respo
nsib
le,
result
in
the
deliv
ery
o
f a
gre
ed
C
oun
cil
str
ate
gie
s,
polic
ies a
nd
de
sire
d o
utc
om
es.
Str
ate
gic
pla
ns w
ith
in t
he s
erv
ice
s s
up
port
th
e C
oun
cil
obje
ctive
s
Po
licy d
ire
ction
is t
ransla
ted
in
to s
erv
ice
ou
tco
me
s.
Se
rvic
e a
nd
bu
sin
ess p
lans a
re d
eve
lope
d,
co
mm
unic
ate
d,
ca
scad
ed
an
d
mo
nito
red
.
Ro
bu
st
perf
orm
ance
a
nd
q
ualit
y
ma
na
ge
me
nt,
re
po
rtin
g,
go
ve
rna
nce
and
aud
it s
yste
ms a
nd
pro
ce
dure
s e
na
ble
se
rvic
es t
o b
e m
onito
red
and
ma
na
ge
d
eff
ective
ly.
Hig
h p
erf
orm
ance
ag
ain
st
all
exte
rna
l m
easu
res is a
chie
ve
d.
Exe
cutive
/ E
xe
cutive
Me
mb
ers
are
advis
ed o
n a
ctu
al o
r p
ote
ntia
l u
nd
er
achie
ve
me
nt
and
pla
ns f
or
imp
rove
me
nt.
Actio
n p
lans a
re d
eve
lope
d,
imp
lem
en
ted a
nd
de
live
red
.
Co
mp
liance
with
all
rele
va
nt
leg
isla
tion
, p
olic
ies a
nd
pro
ced
ure
s is e
nsu
red
.
Op
era
te s
tra
teg
ica
lly a
cro
ss t
he w
ho
le C
ou
ncil
to e
nsu
re t
he
In
tern
al a
nd
exte
rna
l o
rga
nis
ation
al b
ou
nd
arie
s d
o n
ot
imp
ed
e t
he d
eliv
ery
of
F - 48
eff
ective
de
plo
ym
ent
of
resou
rce
s.
En
sure
ap
pro
priate
org
anis
ation
str
uctu
res a
nd
pro
cesse
s
are
deve
lope
d a
nd
im
ple
me
nte
d.
the C
oun
cils
aim
s a
nd
prio
ritie
s.
Re
sou
rce
s a
re e
ffe
ctive
ly a
nd
eff
icie
ntly d
ep
loye
d t
o a
ch
ieve
Cou
ncil
obje
ctive
s.
Ap
pro
pria
te o
rga
nis
ation
str
uctu
res a
nd
pro
cesse
s a
re d
eve
lope
d t
o m
eet
org
anis
ation
al re
qu
ire
me
nts
.
En
sure
th
e s
uccessfu
l im
ple
me
nta
tion
of
hea
lth
an
d s
afe
ty
leg
isla
tion
, p
olic
ies a
nd
pra
ctices.
Th
ere
is a
pro
active
an
d p
ositiv
e c
ultu
re o
f h
ea
lth
an
d s
afe
ty.
Th
e o
rga
nis
ation
me
ets
its
sta
tuto
ry h
ea
lth
an
d s
afe
ty r
eq
uire
me
nts
.
Str
ate
gic
ris
ks a
re e
ffe
ctive
ly m
ana
ge
d
K
no
wle
dg
e,
Sk
ills
an
d E
xp
eri
en
ce
Sig
nific
an
t se
nio
r str
ate
gic
ma
na
ge
me
nt
exp
erie
nce
, in
clu
din
g t
ransla
ting
org
anis
ation
al d
rive
rs in
to s
tra
teg
ic o
bje
ctive
s,
long
er
term
pla
ns,
new
wa
ys o
f w
ork
ing
and
sp
ecific
outc
om
es,
for
a p
ort
folio
of
se
rvic
es in a
larg
e p
ub
lic s
ecto
r o
rga
nis
ation
(p
refe
rab
ly lo
ca
l go
ve
rnm
ent)
.
Pro
ve
n a
bili
ty t
o m
ana
ge
a w
ide v
ariety
of
activitie
s a
cro
ss a
ra
ng
e o
f p
rofe
ssio
na
l a
rea
s o
f e
xp
ert
ise
an
d o
ve
rse
e t
heir a
ch
ieve
me
nt
of
the
org
anis
ation
s s
tra
teg
ic g
oals
.
Exte
nsiv
e k
now
ledg
e o
f th
e m
ajo
r is
su
es f
acin
g lo
cal g
ove
rnm
ent.
Exte
nsiv
e a
nd
co
mp
reh
ensiv
e k
now
ledg
e a
nd
un
ders
tand
ing
of
the n
atio
na
l p
olic
y c
onte
xt,
re
qu
ire
me
nts
and
fu
ture
dire
ction
fo
r re
leva
nt
se
rvic
e a
reas.
Pro
ve
n t
rack r
ecord
of
accou
nta
bili
ty f
or
sig
nific
ant
bud
ge
ts a
nd
en
su
ring
th
e d
eliv
ery
of
se
rvic
es w
ith
in a
gre
ed
re
sou
rce
s.
Pro
ve
n a
bili
ty t
o d
rive
th
rou
gh
an
d d
eliv
er
eff
ective
pe
rfo
rma
nce
ma
na
ge
me
nt
with
in o
wn
org
anis
ation
an
d u
nd
ers
tand
ing
of
the
perf
orm
ance
ma
na
ge
me
nt
pro
ce
ss in
pa
rtn
ers
hip
arr
ang
em
en
ts.
Sig
nific
ant
exp
erie
nce
of
cre
atin
g,
lead
ing
and
su
sta
inin
g p
art
ners
hip
s b
oth
inte
rna
lly a
nd
exte
rna
lly t
o a
ch
ieve
sh
are
d o
bje
ctive
s a
nd
syn
erg
ies.
Exp
erie
nce
in p
ers
uad
ing
a w
ide r
ang
e o
f sta
ke
ho
lders
to
wo
rk t
og
eth
er,
enco
ura
gin
g a
n o
rga
nis
ation
al fo
cus o
n t
he n
ee
ds o
f th
e c
om
mu
nity.
Au
tho
rity
and
cre
dib
ility
to
wo
rk e
ffe
ctive
ly in
a p
olit
ica
l e
nviro
nm
ent
and
esta
blis
h p
ositiv
e r
ela
tion
ship
s w
ith
Me
mb
ers
.
Exce
llent
inte
rpers
ona
l a
nd
co
mm
unic
ation
an
d p
resen
tatio
n s
kill
s,
with
pro
ve
n a
bili
ty t
o c
om
mu
nic
ate
eff
ective
ly t
o a
wid
e r
ang
e o
f a
ud
ience
s
both
ho
rizo
nta
lly a
nd
ve
rtic
ally
th
rou
gh
ou
t th
e o
rga
nis
ation
.
Pro
ve
n t
rack r
ecord
of
ope
ratin
g s
tra
teg
ica
lly t
o ide
ntify
, in
itia
te a
nd
ove
rse
e c
orp
ora
te p
roje
cts
and
po
licy d
eve
lopm
ent.
Pro
ve
n t
rack r
ecord
of
accou
nta
bili
ty f
or
and
su
cce
ss in
de
live
ring
ma
jor
org
anis
ation
al ch
an
ge
.
F - 49
Pro
ve
n le
ad
ers
hip
ab
ility
, w
ith
evid
en
ce o
f d
eve
lopin
g a
nd
em
bed
din
g v
isio
n,
se
ttin
g d
ire
ction
, in
spirin
g c
onfid
en
ce,
enco
ura
gin
g,
mo
tiva
ting
and
influ
en
cin
g o
the
rs.
Pro
ve
n a
bili
ty t
o t
hin
k in
no
va
tive
ly a
nd
co
nce
ptu
ally
and
de
live
r a
ga
inst
this
.
Evid
en
ce o
f e
nth
usia
sm
, d
rive
, co
mm
itm
ent
and
en
erg
y d
em
onstr
ate
d in
ach
ievin
g g
oals
.
Re
sili
ent
and
po
sitiv
e in s
pite
of
se
tba
cks.
De
mo
nstr
ate
s b
eh
avio
urs
wh
ich
mo
de
l th
e C
oun
cil’
s v
alu
es.
In
dic
ati
ve
Qu
ali
fic
ati
on
s
Ed
uca
ted
to
de
gre
e le
ve
l o
r e
qu
iva
lent
sta
nd
ard
.
Po
st
gra
du
ate
qu
alif
ica
tion
ma
y b
e r
eq
uire
d o
r a
bili
ty t
o d
em
onstr
ate
eq
uiv
ale
nt
abili
ty.
Re
leva
nt
pro
fessio
na
l q
ualif
ica
tion
ma
y b
e r
eq
uire
d.
Ma
y r
eq
uire
re
leva
nt
ce
rtific
ation
s inclu
din
g e
vid
en
ce o
f flu
en
cy in
En
glis
h la
ng
uag
e.
F - 50
Ap
pe
nd
ix E
– G
en
eri
c R
ole
Pro
file
– S
en
ior
Ma
na
ge
r (G
rad
e 2
0)
Jo
b F
am
ily
Lea
de
rsh
ip
Pa
y R
an
ge
Gra
de 2
0
Re
fere
nc
e
SM
02
Pu
rpo
se
To
ad
vis
e t
he C
oun
cil,
dire
cting
and
co
ntr
olli
ng
th
e C
oun
cils
co
rpo
rate
ma
na
ge
me
nt,
to
en
su
re t
he e
ffe
ctive
de
plo
ym
ent
of
resou
rce
s a
nd
th
e
deve
lopm
ent
and
im
ple
me
nta
tion
of
the C
oun
cils
cu
ltu
re,
aim
s a
nd
ob
jective
s.
Se
rvic
e t
o C
us
tom
ers
Acco
un
tab
ility
E
nd R
esult
Dire
ct
and
co
ntr
ol th
e c
orp
ora
te m
ana
ge
me
nt
of
the C
oun
cil.
Su
pp
ort
a
nd
a
ssure
th
e
Lea
de
r a
nd
E
xe
cutive
in
th
e
deve
lopm
ent
of
the s
tra
teg
ic d
ire
ction
of
the C
oun
cil.
En
sure
an in
teg
rate
d a
pp
roa
ch
to
co
mp
lex c
om
mu
nity issu
es
and
ch
alle
ng
es i
s c
o-o
rdin
ate
d a
cro
ss t
he C
oun
cil
and
th
at
cu
sto
me
r fo
cus is a
t th
e h
ea
rt o
f co
un
cil
str
ate
gy.
A c
lear
ma
na
ge
me
nt
fra
me
wo
rk f
or
the d
eve
lopm
ent
and
ach
ieve
me
nt
of
polic
ies a
nd
ob
jective
s is s
et.
Co
mm
unity c
onsu
lta
tion
an
d m
em
be
r in
pu
t in
form
s t
he s
tra
teg
ic d
ire
ction
of
the C
oun
cil.
Re
sid
en
t a
nd
se
rvic
e u
se
r sa
tisfa
ction
is m
axim
ise
d.
Se
rvic
e q
ualit
y,
eff
icie
ncy,
va
lue f
or
mo
ne
y,
co
mm
erc
ial via
bili
ty a
nd
co
ntin
uity
are
ma
xim
ise
d.
Form
ula
te,
co
mm
unic
ate
a
nd
im
ple
me
nt
Co
un
cil
wid
e
targ
ets
fr
om
th
e
Co
un
cils
p
olit
ica
l d
ire
ctive
s.
En
sure
th
at
inno
va
tive
app
roa
ch
es,
wh
ich
me
et
the l
ong
te
rm n
ee
ds o
f
the I
sle
of
Wig
ht
and
its
re
sid
en
ts,
are
id
en
tifie
d,
deve
lope
d
and
de
live
red
.
Th
e
Co
un
cils
str
ate
gic
d
ire
ction
and
pla
ns
are
co
nsis
tent
with
the
dem
ocra
tica
lly d
erive
d p
olit
ica
l a
nd
so
cia
l in
ten
tio
ns.
Ch
an
gin
g p
rioritie
s a
nd
exte
rna
l re
qu
ire
me
nts
are
anticip
ate
d a
nd
asse
sse
d.
Inno
va
tive
ap
pro
ach
es a
nd
re
spo
nse
s t
o c
orp
ora
te c
ultu
re,
va
lues,
str
ate
gy,
polic
y,
pla
ns a
nd
ta
rge
ts a
re d
eve
lope
d,
co
mm
unic
ate
d a
nd
de
live
red
.
Un
de
rta
ke
th
e f
orm
al re
spo
nsib
ilitie
s r
eq
uire
d f
or
assig
ned
reg
ula
ted
desig
natio
ns o
n b
eh
alf o
f th
e C
oun
cil.
Act
as t
he C
oun
cils
He
ad
of
Pa
id S
erv
ice
as p
rescrib
ed
by le
gis
lation
.
All
sta
tuto
ry f
unctio
ns a
s o
utlin
ed
in t
he r
ele
va
nt
leg
isla
tion
are
me
t.
Co
nstr
ain
ts a
nd
op
port
unitie
s p
ose
d b
y r
eg
ula
tory
ch
an
ge
s a
re ide
ntifie
d a
nd
incorp
ora
ted
in
to s
tra
teg
ic d
ecis
ion m
akin
g.
Esta
blis
h
and
dire
ct
the
ma
na
ge
me
nt
app
roa
ch
to
Po
licie
s a
nd
co
ntr
ols
ensu
re t
hat
the C
oun
cil
is c
om
plia
nt
with
all
rele
va
nt
F - 51
co
mp
liance
in
th
e
Co
un
cil
and
th
at
the d
eve
lopm
ent
and
imp
lem
en
tation
of
inte
rnal
polic
ies a
nd
pro
ce
dure
s e
nsu
res
adh
ere
nce
to
exte
rna
l le
gis
lation
an
d r
eg
ula
tion
s.
leg
isla
tion
, co
de
s,
reg
ula
tion
s,
gu
idelin
es a
nd
sta
nd
ard
s.
Exe
cutive
, scru
tiny,
non-e
xe
cutive
functio
ns
and
se
rvic
e
deliv
ery
are
se
pa
rate
d,
bala
nce
d a
nd
eff
ective
ly r
esou
rce
d.
Co
mp
liance
with
in t
he C
oun
cil
is e
nsu
red
.
Actio
n is t
ake
n t
o r
esolv
e a
ny issu
es id
en
tifie
d.
All
inte
rnal a
nd
exte
rna
l re
po
rtin
g r
eq
uire
me
nts
are
me
t.
As
princip
al
polic
y
advis
or,
p
rovid
e
exp
ert
a
dvic
e
and
ch
alle
ng
e
to
Me
mb
ers
, co
mm
itte
es,
co
lleag
ues,
part
ner
org
anis
ation
s,
Dire
cto
rs,
Str
ate
gic
M
ana
ge
rs,
He
ad
s
of
Se
rvic
e a
nd
oth
er
sta
ke
ho
lders
.
Po
licy a
nd
str
ate
gy a
re d
iscu
ssed
with
Ele
cte
d M
em
be
rs,
unio
ns,
wid
er
sta
ke
ho
lders
and
th
e b
usin
ess c
om
mu
nity a
s a
pp
rop
riate
.
Exe
cutive
is c
on
su
lte
d o
n C
oun
cil
pla
ns a
nd
po
licy a
nd
on
th
e a
chie
va
bili
ty o
f
these
.
Exe
cutive
is a
dvis
ed o
f th
e im
plic
ation
s o
f d
ecis
ions a
nd
actio
ns.
Re
com
me
nd
atio
ns a
re m
ade
to
Exe
cutive
.
Me
mb
ers
of
the C
oun
cil
are
advis
ed o
n a
pp
rop
riate
re
spo
nse
s t
o loca
l,
natio
na
l a
nd
wh
ere
re
qu
ire
d,
inte
rnatio
na
l m
att
ers
.
Str
ate
gic
advic
e,
critica
l ch
alle
ng
e a
nd
mo
de
ratio
n a
re p
rovid
ed
in r
ela
tion
ma
jor
issu
es /
polic
y o
ptio
ns.
En
sure
a c
om
pre
he
nsiv
e r
isk m
ana
ge
me
nt
pro
gra
mm
e f
or
the C
oun
cil
is d
eve
lope
d a
nd
im
ple
me
nte
d.
Co
rpo
rate
ris
k m
ana
ge
me
nt
pro
ce
sse
s a
nd
cri
sis
ma
na
ge
me
nt
pla
ns a
re
deve
lope
d a
nd
im
ple
me
nte
d.
Op
era
tion
al, f
inan
cia
l, r
eg
ula
tory
and
po
litic
al risk a
re id
en
tifie
d a
nd
ma
na
ge
d
in a
cco
rdan
ce w
ith
Lo
ca
l G
ove
rnm
ent
and
na
tio
na
l w
ork
ing
pra
ctice
s.
En
sure
o
rga
nis
ation
al
sa
feg
uard
ing
str
ate
gie
s
refle
ct
sta
tuto
ry r
eq
uire
me
nts
and
be
st p
ractice
.
En
sure
th
ese
are
un
ders
tood
an
d im
ple
me
nte
d t
hro
ug
hou
t
the C
oun
cil.
Th
ere
is a
pro
active
an
d p
ositiv
e S
afe
gu
ard
ing
Cu
ltu
re.
Th
e o
rga
nis
ation
me
ets
its
sta
tuto
ry S
afe
gu
ard
ing
re
qu
ire
me
nts
.
Str
ate
gic
ris
ks a
re e
ffe
ctive
ly m
ana
ge
d.
B
usin
es
s I
mp
rove
me
nt
Initia
te
and
d
eve
lop
with
C
oun
cil
Me
mb
ers
, D
ire
cto
rs,
Str
ate
gic
M
ana
ge
rs
and
P
art
ners
, str
ate
gie
s
for
the
ma
na
ge
me
nt
of
ch
an
ge
in issu
es w
hic
h im
pa
ct
on b
oth
th
e
A c
ultu
re o
f co
ntin
uo
us im
pro
ve
me
nt
is e
sta
blis
he
d a
nd
em
bed
de
d t
hro
ug
hou
t
the C
oun
cil.
Th
e e
xte
rna
l p
olit
ica
l a
nd
re
gu
lato
ry e
nviro
nm
ent
is m
onito
red
.
F - 52
Co
un
cils
se
rvic
es a
nd
th
e w
ider
co
mm
unity.
Str
ate
gic
issu
es /
im
plic
ation
s a
nd
op
port
unitie
s f
or
“gro
un
d b
rea
kin
g”
deve
lopm
ents
are
id
en
tifie
d.
Prio
rities a
re id
en
tifie
d.
Str
ate
gie
s f
or
the m
ana
ge
me
nt
of
and
de
live
ry o
f ch
an
ge
are
de
ve
lope
d a
nd
imp
lem
en
ted.
En
sure
th
at
the c
apa
city t
o r
espo
nd
positiv
ely
to
ch
an
ge
is
enh
an
ced
, “t
raditio
na
l th
inkin
g”
is ch
alle
ng
ed a
nd
th
at
risk
takin
g in
id
en
tify
ing
in
no
va
tive
so
lution
s is e
nco
ura
ge
d w
here
app
rop
riate
.
Lea
d o
rga
nis
ation
al d
eve
lopm
ent.
Tra
nsfo
rma
tion
al ch
an
ge
to
org
anis
ation
al cu
ltu
re,
pra
ctice
an
d p
rocess is
drive
n a
nd
dire
cte
d.
Co
nd
itio
ns f
or
oth
ers
to
pe
rfo
rm a
nd
to
inn
ova
te a
re c
reate
d.
Co
rpora
te c
han
ge
pro
gra
mm
es a
re m
onito
red
and
dire
ction
al co
ntr
ol p
rovid
ed
.
Th
e C
oun
cil
rem
ain
s “
fit
for
purp
ose
”.
C
oll
eag
ue
s,
Se
lf a
nd
Part
ners
Pa
rtic
ipate
in o
wn
se
lf d
eve
lopm
ent,
in
ord
er
to im
pro
ve
perf
orm
ance
at
wo
rk.
Pa
rtic
ipate
in t
he P
erf
orm
ance
De
ve
lopm
ent
Re
vie
w p
roce
ss.
Ke
ep
re
cord
s o
f a
chie
ve
me
nts
.
Un
de
rta
ke
lea
rnin
g a
ctivitie
s a
s r
eq
uire
d.
Active
ly p
rom
ote
and
ce
lebra
te d
ive
rsity
Wh
en
ap
pro
priate
se
ek t
o e
limin
ate
un
law
ful d
iscrim
inatio
n,
hara
ssm
en
t a
nd
vic
tim
isa
tion
Ad
va
nce
eq
ualit
y o
f o
pp
ort
unity b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d c
hara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
Foste
r g
ood
re
lation
s b
etw
een
th
ose
pe
ople
wh
o p
osse
ss a
pro
tecte
d
ch
ara
cte
ristic a
nd
th
ose
wh
o d
o n
ot
Act
as a
le
ad
ers
hip
ro
le m
ode
l; in
stig
ate
a
nd
re
info
rce
a
n
exp
licit
se
t o
f d
ecla
red
b
usin
ess
and
e
thic
al
va
lues,
beh
avio
urs
and
co
de
s o
f co
nd
uct.
Drive
th
e c
ultu
ral ch
an
ge
s
nee
de
d
to
ensu
re
cu
sto
me
r fo
cus
is
at
the
hea
rt
of
org
anis
ation
al
and
in
div
idua
l b
eh
avio
ur
and
th
at
the C
oun
cil
is a
ble
to
me
et
the c
halle
ng
es it fa
ces.
A p
roa
ctive
, cu
sto
me
r fo
cusse
d,
“ca
n d
o”
cu
ltu
re w
hic
h a
chie
ve
s t
he s
tra
teg
ic
obje
ctive
s
of
the
Co
un
cil
and
is
su
pp
ort
ed
by
the
Ele
cte
d
Me
mb
ers
,
reg
ula
tors
, e
mp
loye
es
and
co
mm
unity,
is
deve
lope
d
and
e
mb
ed
de
d
thro
ug
hou
t th
e o
rga
nis
ation
.
F - 53
En
su
re t
hat
the s
kill
s a
nd
kn
ow
ledg
e w
ith
in t
he C
oun
cil
are
deve
lope
d to
m
eet
all
str
ate
gic
, o
pe
ratio
na
l a
nd
re
gu
lato
ry
req
uire
me
nts
. A
cco
un
tab
le
for
the
pro
fessio
na
l sta
nd
ard
s
thro
ug
hou
t th
e C
oun
cil.
Dire
cto
rs a
nd
Str
ate
gic
Ma
na
ge
rs a
re s
upp
ort
ed a
nd
me
nto
red
in t
he d
eliv
ery
of
their r
espo
nsib
ilitie
s.
Re
alis
tic s
elf a
ssessm
ents
of
deve
lopm
ent
nee
ds a
re m
ade
by D
ire
cto
rs,
Str
ate
gic
Ma
na
ge
rs a
nd
Hea
ds o
f S
erv
ice
.
Skill
s a
nd
kn
ow
ledg
e t
hro
ug
hou
t th
e C
oun
cil
and
wh
ere
ap
pro
priate
pa
rtn
er
org
anis
ation
s a
re d
eve
lope
d t
o m
eet
str
ate
gic
go
als
.
Kn
ow
ledg
e s
ha
rin
g is e
sta
blis
hed
an
d e
mb
ed
de
d t
hro
ug
hou
t th
e C
oun
cil
and
part
ner
org
anis
ation
s.
Pro
fessio
na
l co
mp
ete
nce
an
d inte
grity
is e
nsu
red
.
Th
e w
ork
pla
ce is a
ctive
ly c
ham
pio
ne
d a
s a
le
arn
ing
enviro
nm
ent.
Ma
na
ge
a
nd
d
eve
lop
rela
tion
ship
s
betw
een
M
em
bers
,
polit
ica
l g
roup
s,
se
rvic
es,
off
ice
rs,
the p
ub
lic a
nd
th
e m
edia
.
Act
as a
n a
dvo
cate
an
d a
mb
assa
do
r fo
r th
e I
sle
of W
igh
t.
Go
od
wo
rkin
g r
ela
tion
ship
s w
ith
asso
cia
ted
and
aff
ecte
d in
tere
st
gro
up
s /
ke
y
sta
ke
ho
lders
are
esta
blis
hed
, p
rom
ote
d,
foste
red a
nd
su
sta
ined
.
Th
e r
ole
s o
f a
ll sta
ke
ho
lders
are
cle
ar
and
pro
mo
te e
ffe
ctive
de
live
ry o
f
Co
un
cil
aim
s.
Co
un
cil
polic
ies a
nd
inte
rests
are
uph
eld
an
d p
rom
ote
d w
ith
in t
he C
oun
cil
and
in a
ll e
xte
rna
l re
lation
ship
s.
Exte
rna
l d
ecis
ions a
nd
po
licy w
hic
h a
ffe
ct
the I
sle
of
Wig
ht
and
its
re
sid
en
ts
are
in
flu
en
ced
to
ach
ieve
po
sitiv
e o
utc
om
es.
A p
ositiv
e im
ag
e a
nd
pro
file
of
the C
oun
ty is c
onsis
tently p
rese
nte
d t
o m
edia
,
vis
ito
rs a
nd
all
sta
ke
ho
lders
.
Th
e C
oun
cil
is r
epre
sen
ted
exte
rna
lly a
s a
gre
ed
with
th
e C
oun
cil’
s E
xe
cutive
.
Co
mm
unic
ation
with
in a
nd
by t
he C
oun
cil
is e
ffe
ctive
an
d e
ffic
ient.
Active
ly
pro
mo
te
and
su
sta
in
part
ners
hip
w
ork
ing
. D
rive
inno
va
tion
th
rou
gh
le
ad
ing
a
nd
d
eve
lopin
g
eff
ective
part
ners
hip
s w
ith
ke
y s
take
ho
lders
with
in t
he c
om
mu
nity,
in
go
ve
rnm
ent
and
o
the
r p
ub
lic b
od
ies,
the vo
lunta
ry se
cto
r
and
th
e b
usin
ess c
om
mu
nity.
Op
po
rtu
nitie
s t
o d
eve
lop p
art
ners
hip
s a
re ide
ntifie
d,
pro
mo
ted
and
pu
rsu
ed
.
De
live
ry o
f C
oun
cil
str
ate
gy is a
chie
ve
d /
su
pp
ort
ed t
hro
ug
h p
art
ners
hip
s.
Acco
un
tab
ilitie
s b
etw
een
th
e C
oun
cil
and
pa
rtn
er
org
anis
ation
s a
re c
lea
rly
esta
blis
hed
an
d d
efin
ed
.
Me
mb
ers
are
su
pp
ort
ed in
bu
ildin
g a
nd
su
sta
inin
g p
art
ners
hip
s.
F - 54
En
sure
su
pp
ort
is
p
rovid
ed
in
re
spo
nse
to a
corp
ora
te
em
erg
ency.
Su
pp
ort
is p
rovid
ed
to
me
et
the id
en
tifie
d n
ee
d.
Re
qu
ests
ma
de
fo
r su
pp
ort
are
re
aso
na
ble
with
re
ga
rd t
o b
oth
th
e jo
b a
nd
th
e
job h
old
er’s c
ircu
msta
nce
s.
M
an
ag
ing
R
eso
urc
es
Pro
vid
e
lead
ers
hip
, m
otiva
tion
a
nd
d
ire
ction
fo
r th
e
Co
rpo
rate
M
ana
ge
me
nt
Te
am
a
nd
e
mp
loye
es th
rou
gh
ou
t
the C
oun
cil.
Str
ate
gic
le
ad
ers
hip
in t
he p
lann
ing
, co
mm
issio
nin
g a
nd
de
live
ry o
f C
oun
cil
se
rvic
es is e
ffe
ctive
ly d
eliv
ere
d.
Th
e C
oun
cil
is le
d b
y a
pro
fessio
na
l, m
otiva
ted
, e
ffe
ctive
an
d inte
gra
ted
co
rpo
rate
ma
na
ge
me
nt
team
.
Th
e p
erf
orm
ance
of
Dire
cto
rs,
Str
ate
gic
Ma
na
ge
rs a
nd
Hea
ds o
f S
erv
ice
are
eff
ective
ly m
ana
ge
d.
De
ficie
ncie
s a
nd
un
derp
erf
orm
ance
are
active
ly r
esolv
ed.
Eff
ective
te
am
me
etin
gs t
ake
pla
ce.
Dire
ct
and
co
ntr
ol th
e o
ve
rsig
ht
of
all
fin
an
cia
l a
ctivitie
s o
f th
e
Co
un
cil.
Bu
dg
ets
are
assig
ned
an
d r
efle
ct
str
ate
gic
obje
ctive
s.
Se
rvic
es a
re d
eliv
ere
d w
ith
in t
he o
ve
rall
Co
un
cil
ope
ratin
g b
ud
ge
ts.
Accu
rate
fin
an
cia
l re
po
rtin
g m
eets
all
inte
rnal a
nd
exte
rna
l re
qu
ire
me
nts
.
Acco
un
ts a
re a
uth
orise
d.
Re
gu
lato
ry a
nd
Cou
ncil
fin
an
cia
l p
olic
y a
nd
pro
ced
ura
l co
mp
liance
is a
ssu
red.
Dire
ct
and
co
ntr
ol th
e o
ve
rsig
ht
of
all
ope
ratio
na
l p
lann
ing
and
se
rvic
e a
ctivitie
s o
f th
e C
oun
cil.
En
sure
th
e e
ffe
ctive
de
plo
ym
ent
of
resou
rce
s a
cro
ss t
he
Co
un
cil.
Ch
am
pio
n
perf
orm
ance
m
ana
ge
me
nt
and
b
est
valu
e
thro
ug
hou
t th
e o
rga
nis
ation
.
Str
ate
gic
pla
ns d
eliv
er
Co
un
cil
obje
ctive
s
Ap
pro
pria
te le
ad
ers
hip
an
d o
rga
nis
ation
str
uctu
res a
re in p
lace t
o d
eliv
er
ag
ain
st
str
ate
gic
go
als
.
An
ap
pro
priate
inte
rna
l co
ntr
ol e
nviro
nm
ent
en
sure
s s
erv
ice
s a
re d
eliv
ere
d
eff
icie
ntly a
nd
eff
ective
ly,
Pe
rfo
rma
nce
acro
ss t
he o
rga
nis
ation
is m
easu
red
and
mo
nito
red
.
Hig
h p
erf
orm
ance
ag
ain
st
all
exte
rna
l m
easu
res is a
chie
ve
d.
Exe
cutive
is a
dvis
ed a
s t
o a
ctu
al o
r p
ote
ntia
l u
nd
er
achie
ve
me
nt
and
pla
ns f
or
imp
rove
me
nt.
Actio
n p
lans a
re d
eve
lope
d,
imp
lem
en
ted a
nd
de
live
red
.
F - 55
En
sure
th
e s
uccessfu
l im
ple
me
nta
tion
of
hea
lth
an
d s
afe
ty
leg
isla
tion
, p
olic
ies a
nd
pra
ctices.
Th
ere
is a
pro
active
an
d p
ositiv
e c
ultu
re o
f h
ea
lth
an
d s
afe
ty.
Th
e o
rga
nis
atio
n m
eets
its
sta
tuto
ry h
ea
lth
an
d s
afe
ty r
eq
uire
me
nts
.
Str
ate
gic
ris
ks a
re e
ffe
ctive
ly m
ana
ge
d
K
no
wle
dg
e,
Sk
ills
an
d E
xp
eri
en
ce
Sig
nific
ant
se
nio
r str
ate
gic
ma
na
ge
me
nt
exp
erie
nce
, w
ith
in a
lo
cal a
uth
ority
.
De
mo
nstr
able
exp
erie
nce
of
deve
lopin
g a
nd
eff
ective
ly d
eliv
ering
an o
rga
nis
ation
’s v
isio
n,
va
lues a
nd
str
ate
gic
obje
ctive
s w
ith
in a
polit
ica
l
enviro
nm
ent.
De
mo
nstr
able
evid
en
ce o
f d
eve
lopin
g c
lose,
str
ate
gic
re
lation
ship
s w
ith
a w
ide r
ang
e o
f e
xte
rna
l o
rga
nis
ation
s.
De
mo
nstr
able
exp
erie
nce
of
dri
vin
g o
rga
nis
ation
al d
eve
lopm
ent
and
cu
ltu
ral ch
an
ge
with
in a
la
rge
org
anis
ation
.
De
mo
nstr
able
exp
erie
nce
of
lead
ing
eff
ective
co
rpora
te p
erf
orm
ance
an
d p
lann
ing
pro
ce
sse
s.
De
mo
nstr
able
exp
erie
nce
in t
he c
ontr
ol a
nd
ove
rsig
ht
of
sig
nific
ant
org
anis
ation
al fin
an
ces.
Pro
ve
n t
rack r
ecord
of
pro
mo
ting
, le
ad
ing
and
ma
na
gin
g c
han
ge
an
d o
f h
arn
essin
g t
he s
tre
ng
ths a
nd
ta
lents
of
em
plo
ye
es a
t a
ll le
ve
ls in
a
larg
e o
rga
nis
ation
.
De
mo
nstr
able
evid
en
ce o
f p
rove
n s
uccess in
th
e a
chie
ve
me
nt
of
eq
ualit
y o
f o
pp
ort
unity in
em
plo
ym
ent
and
se
rvic
e d
eliv
ery
.
Exte
nsiv
e k
now
ledg
e a
nd
un
ders
tand
ing
of
the m
ajo
r is
su
es f
acin
g lo
cal g
ove
rnm
ent.
A c
lear
und
ers
tand
ing
of
and
co
mm
itm
ent
to,
co
rpo
rate
an
d p
art
ners
hip
wo
rkin
g.
Pro
ve
n a
bili
ty t
o c
ha
mp
ion p
erf
orm
ance
ma
na
ge
me
nt
and
best
va
lue w
ith
in a
la
rge
org
anis
ation
.
Pro
ve
n a
bili
ty t
o w
ork
acro
ss s
erv
ice
bo
und
arie
s a
nd
to
fa
cili
tate
th
e d
eliv
ery
of
cro
ss c
utt
ing
activity.
Pro
ve
n a
bili
ty t
o m
ain
tain
cla
rity
abo
ut
org
anis
ation
al p
rioritie
s,
how
to
de
fin
e t
hem
and
ho
w t
o u
se
re
so
urc
es e
ffe
ctive
ly t
o a
ch
ieve
th
em
.
Pro
ve
n a
bili
ty t
o ide
ntify
and
pu
rsu
e t
he p
ote
ntia
l o
f IC
T a
nd
e-s
erv
ice
s in s
ecurin
g s
erv
ice
im
pro
ve
me
nt
and
incre
ase
d e
ffic
iency.
Pro
ve
n a
bili
ty t
o g
ain
an
d r
eta
in t
he c
onfid
en
ce o
f e
lecte
d m
em
be
rs o
f a
ll p
olit
ica
l p
art
ies.
Pro
ve
n a
bili
ty t
o a
ssis
t e
lecte
d m
em
be
rs in
th
eir d
eve
lopm
ent
of
the C
oun
cils
ove
rall
polic
y,
dire
ction
an
d s
tra
teg
y.
Pro
ve
n a
bili
ty t
o a
lign
po
litic
al p
olic
y im
pera
tive
s w
ith
se
rvic
e o
utc
om
es t
o a
ch
ieve
th
e o
ve
rall
str
ate
gie
s o
f th
e C
oun
cil.
Pro
ve
n a
bili
ty t
o r
epre
sen
t th
e C
oun
cil
in a
va
riety
of
se
ttin
gs.
De
mo
nstr
ate
beh
avio
urs
wh
ich
mo
de
l th
e C
oun
cil’
s v
alu
es.
F - 56
In
dic
ati
ve
Qu
ali
fic
ati
on
s
Ed
uca
ted
to
de
gre
e le
ve
l o
r e
qu
iva
lent
sta
nd
ard
.
Po
st
gra
du
ate
qu
alif
ica
tion
ma
y b
e r
eq
uire
d o
r a
bili
ty t
o d
em
onstr
ate
eq
uiv
ale
nt
abili
ty.
Re
leva
nt
pro
fessio
na
l q
ualif
ica
tion
ma
y b
e r
eq
uire
d.
Ma
y r
eq
uire
re
leva
nt
ce
rtific
ation
s inclu
din
g e
vid
en
ce o
f flu
en
cy in
En
glis
h lan
gu
ag
e.
F - 57
Appendix F: Number of permanent full time equivalent posts by grade (as at
December
2018)
F - 58