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CANDIDATE INFORMATION PACK CHIEF EXECUTIVE OFFICER

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TABLE OF CONTENTS A Message from the President ............................................................................................................. 3 About the Council ................................................................................................................................ 4

Quick Facts ................................................................................................................................................... 4 History 5 Our Vision ..................................................................................................................................................... 6 Our Mission .................................................................................................................................................. 6 Core Values ................................................................................................................................................... 6 The Organisation .......................................................................................................................................... 7

The Position .......................................................................................................................................... 8 Recruitment Process and Timetable .................................................................................................... 9

Timetable ...................................................................................................................................................... 9 How to Apply ................................................................................................................................................ 9

The Key Selection Criteria .................................................................................................... 10 If you are Short Listed ................................................................................................................................ 10

Interviews ............................................................................................................................ 10 Reference, probity, and criminal history checks ................................................................. 11 Notification of outcome ....................................................................................................... 11 Contract ............................................................................................................................... 11 Probation ............................................................................................................................. 11

Remuneration and Working Conditions ............................................................................................ 12 Total Remuneration Package ..................................................................................................................... 12 Motor Vehicle ............................................................................................................................................. 12 Superannuation .......................................................................................................................................... 13 Business Expenses ...................................................................................................................................... 13 Leave Provisions ......................................................................................................................................... 13 Relocation Expenses ................................................................................................................................... 14

APPENDIX Appendix 1. Position Description ....................................................................................................... 15 Appendix 2. Key Result Areas ............................................................................................................ 18 Appendix 3. The Advertisement ........................................................................................................ 20

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A MESSAGE FROM THE PRESIDENT

The Central Desert Regional Council is a young organisation within the broader local government context. Some seven years after the formation of the Council from a number of community government councils, the organisation itself is beginning to mature and reach its full potential.

In order to tackle the myriad of complex issues inherent in a remote, NT environment, the Council has building an innovative, progressive and caring culture built on strong values and strong accountability. As Chief Executive Officer you will be expected to provide exemplary leadership to our staff and communities to grow and embed the Council’s core values.

As a Council with a primarily indigenous constituents and workforce, the Council is passionate about providing an engaging and empowering environment for its staff and constituents alike.

This role is pivotal to helping Council and the Executive Team deliver on our vision of “Two Ways – One Outcome”. You will lead and work with a committed and diverse team that provides an extensive range of services that influence and support our communities from the cradle to the grave.

You will work closely with me, our Directors and Managers as the senior leadership team for the Council.

If you are looking for an opportunity to shape and organisation and are ready to face the challenges that a remote Council can bring, I hope you will consider this outstanding opportunity.

Adrian Dixon President

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ABOUT THE COUNCIL

Central Desert Regional Council covers approximately 282,000 square kilometres and spans from the Western Australian border to the Queensland border. The Council has nine major communities - Atitjere (Harts Range), Engawala, Lajamanu, Laramba, Nyirripi, Ti Tree, Yuelamu, Yuendumu and Willowra – and also supports a number of occupied outstations.

The Council's population is approximately 5,000 with Aboriginal and Torres Strait Islander people making up 80.0% of the population. Of the total population, approximately 52% are of working age. The region has 29% of its population under 20 years old.

Quick Facts

The Central Desert Regional Council area is divided into four Wards. The Council supports: • 12 Councillors • 9 local authorities with between six and 14 members each

The Council manages approximately $43 million worth of assets, has a turnover of $40 million per year. Council employs approximately 350 staff. The Council provides a wide variety of services including:

• Maintain and upgrading Council assets including parks, buildings, facilities, plant and equipment.

• Maintenance of over 1,700 kilometres of roads. • Management of 11 cemeteries. • Waste collection and management of 11 refuse disposal sites. • Animal management. • Library and Cultural Heritage Services and support of 2 libraries. • Municipal services and infrastructure upgrades for Outstations. • A range of children’s services including playgroups, crèches, long day care and out of

school hours care, as well as School nutrition services in 6 remote communities. • Aged care and disability services. • Community Safety patrols and community safety activities. • Postal agencies in communities. • Community Development Program (employment services) in the northern Alice Springs

region. • Centrelink agency. • Youth activities and sport and recreation services. • Essential services (power, water and sewage) contract provision.

• Family mediation and domestic violence support services.

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History The Northern Territory Government first announced the structural reform of local government in the Northern Territory on the 31st of January 2007. The new Central Desert Shire came into existence on the 1st of July 2008. Please note that the Council has subsequently changed its name to Central Desert Regional Council.

The Local Government reform changed the way local government services where delivered to people living in remote communities. Eleven new Councils were established in the Northern Territory, with the five existing municipal councils (Alice Springs Town Council, Darwin City Council, Katherine Town Council, Palmerston City Council and Litchfield Council) continuing to operate.

The Central Desert Regional Council took in a large area of unincorporated land, and communities that were previously managed by the local government bodies of:

• Anmatjere Community Government Council • Yuelamu Community Inc. • Arltarlpilta Community Government Council • Nyirripi Community Inc. • Lajamanu Community Government Council • Yuendumu and Willowra Community Government Council

On 1 January 2014, the NT Government enacted further reforms to local government in the Northern Territory. The reforms mandated Local Authorities (replacing Local Boards) and changed the name of the Central Desert Shire Council to the Central Desert Regional Council.

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Our Vision

Two Ways – One Outcome

Indigenous and non-Indigenous people working together.

Eastern Arrernte :: Atherrele ularreke – ularre anerremele mpwaretyeke.

Anmatjere :: Atherr ankwerr - anyent arrarteme

Warlpiri :: Yapa manu kardia jintangka nyinawyjaku

Our Mission

To work together in one spirit, guided by strong leadership and good management to provide high quality services across the Central Desert region.

Eastern Arrernte :: Apurte – irretyeke utnenge anyente arnte-arnte aremele iwerre arratentyele imperne anthurre ampere ahelhe anteke nhenhe arnte alkentye Council nhenhe areyenge.

Anmatjere :: Inkerrek le kwerrenhe le nwerne mpwaretyeke. Tyerretye purte le pmwaretyeke arnte arnte aremele anthemele rlkarlhe services Central Desert region.

Warlpiri :: Jukurrpala kirda manu kurdungurlu Warrijarrinyijaku jungu ngurrangka

Core Values

STRONG AND GOOD LEADERSHIP: applied courageously and uniformly across the organisation, constantly seeking organizational improvement.

TEAMWORK: all working together towards accomplishing common goals.

ACCOUNTABILITY: all taking personal responsibility for decisions and actions to achieve agreed outcomes and standards.

INTEGRITY: taking responsibility for honesty, trust and openness in all our actions.

RESPECT: for each other, culture, language, community and environment.

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The Organisation A very pleasing aspect of this Council is that harmonious relationships have been developed. A culture of honesty and respect is required and consultation and co operation are to be the keywords for Council’s management style.

Accordingly successful applicants are required to have a cooperative attitude and be able to balance a desire for results with a human relations conscious attitude.

Organisational Structure

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THE POSITION

The responsibilities for the Chief Executive Officer are defined by the NT Local Government Act. It is expected that the Chief Executive Officer will be expected to have appropriate tertiary qualifications, a proven track record of excellent staff leadership and a passionate commitment to providing improved and quality services to our diverse community.

In particular Council is seeking a new Chief Executive Officer with the following skills and abilities:

• Excellent communication and interpersonal skills, particularly in working with Councillors, Local Authority members and employees to gain their confidence, trust and respect

• The ability to plan for the future of the Council and to communicate a clear vision • A compassion for communities in need, and an ability to genuinely listen to their views • A preparedness to visit our communities on a regular basis, to be visible in the

communities, and to build trust and respect • A capacity to be a strong and powerful advocate for our communities to improve living

conditions and services within the communities • Superior financial management and business skills, experience in developing and

advocating vital projects and proposals to the community, particularly economic and employment opportunities.

• A capacity for resilience, determination, flexibility and common sense

The Chief Executive Officer will be expected to:

• Occasionally drive a 4WD vehicle, • Have a reasonable level of fitness, • Hold a current drivers licence, • Hold a current first aid certificate or have the ability to obtain this qualification. • Meet all the requirements of the Council Code of Conduct in the performance of their

duties. • Have knowledge of the principles of Work Health and Safety and the ability to promote

them in the workplace.

People of Aboriginal and Torres Strait Islander descent are strongly encouraged to apply.

Prior to appointment the successful applicant will need to provide a police clearance certificate and evidence of their eligibility to work in Australia.

The position is well supported, with keen and committed staff.

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RECRUITMENT PROCESS AND TIMETABLE

Central Desert Regional Council bases its recruitment of employees on merit, and the candidates who best meet the selection criteria will be given preference for interview, and ultimately the best qualified candidate will be selected for the job. It is important to prepare an application that demonstrates why you are the best person for the job and how your skills, knowledge and experience match the selection criteria. It is essential that you refer to the Position Description and Key Selection Criteria in this document when preparing your application.

Timetable

Advertising 26 May Applications Close 16 June Short List Chosen 19 June Interviews 26-27 June Referees contacted and background checks completed 26-30 June Final Selection Decision (subject to Council ratification) early July

How to Apply

Your email application must attach all the following (preferably in Word format):

1. A covering letter with your contact details including your email address and mobile phone number, and disclosing any conflict of interest that would arise from your appointment to the position.

2. A copy of your current resume setting out your qualifications and experience and contact details of at least two referees. The referees you nominate should be able to comment on your recent work performance. It is desirable that at least one of the referees should be your current or last supervisor. Your referees will not be contacted until the final stage of the recruitment process and only after your specific permission to proceed has been obtained.

3. A statement listing each of the Key Selection Criteria for the position listed on Page 10 in the same order, succinctly addressing how you meet each essential and desirable criterion (definitely no more than 300 words per criterion).

If you do not provide this information your application will not be considered.

Canvassing of any Councillors within the Central Desert Regional Council will automatically disqualify a candidate.

Address your written application to recruitment@centraldesert.nt.gov.au

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Applications close on 16th June 2017

All applications will be acknowledged by email within 8 business hours of receipt. If you do not receive an acknowledgment, please contact Innocent Ndhlovu on 8958 9512.

The Key Selection Criteria The selection criteria describe the skills, knowledge and experience needed to do the job. Your responses to these should demonstrate, with relevant examples, that you have the required experience, skills and ability to do the job. Failure to address the selection criteria will invalidate your response.

1. Demonstrated extensive executive leadership skills with proven organisational improvement outcomes.

2. Demonstrated extensive fiscal management and organisational improvement capability.

3. Understanding of the current and emerging strategic issues the Central Desert region and ability to implement strategies to address these issues.

4. Demonstrated ability to engage with Aboriginal people and be respectful of their traditions and culture.

5. Knowledge and understanding of the regulatory framework within which Council operates and the demonstrated capability to quickly identify and respond to those requirements.

6. High level ability to negotiate complex issues and to resolve conflict

7. A relevant degree that has a commercial orientation.

If you are Short Listed

Interviews Once applications close, applicants who best meet the selection criteria will be shortlisted. The Selection Panel will assess all applications against the essential criteria to decide who will be interviewed. If you are shortlisted, you will be requested to undergo psychometric and personality testing to confirm your suitability for the position.

Testing can be undertaken from any computer connected to the internet. Suitable shortlisted applicants will then be requested to attend an interview.

Interviews will be held in Alice Springs on 23 June 2017.

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Reference, probity, and criminal history checks Reference, probity and criminal history checks will be carried out on the preferred candidate. These are intended to verify suitability for the position, employment history, academic qualifications, bankruptcy, credit check and criminal history. Your consent to these will be required in writing at the appropriate stage. You will also be required to provide documentary evidence of your qualifications.

Notification of outcome If you are the successful applicant you will be contacted with a job offer. This offer will then be confirmed in writing. If you wish to accept the position you will also need to respond in writing. Contract documents will then be provided to you for execution.

All unsuccessful candidates will be notified of the outcome at the end of recruitment process.

Contract The successful applicant will be employed under a performance based contract for a fixed term of three (3) years. The contract is renewable by mutual agreement to be finalised between the Chief Executive Officer and the Council not later than nine months prior to the expiry of the initial term.

Probation The Chief Executive's employment will be subject to an initial probationary period of six months. During the probationary period both the Council and the Chief Executive Officer may terminate this Agreement with four weeks' written notice.

Before the end of the probationary period, the Council will review the Chief Executive Officer's performance. If the Chief Executive Officer's performance has not been successful during this period, the Council may terminate this Agreement or extend the probationary period for a further three months, up to a total period of 9 months. If the Chief Executive Officer's performance has met the Council's requirements, then the Chief Executive Officer's appointment will be confirmed.

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REMUNERATION AND WORKING CONDITIONS

Total Remuneration Package

The components of the total remuneration package (TRP) are:

• Salary (Core Component). • The benefit value of the provision of a motor vehicle for private use. • Superannuation. • Any other component as described in the contract e.g. fringe benefits tax, cash in lieu of

motor vehicle, a private home phone, facsimile and personal computer, other benefits agreed between parties.

The mix of the components in the Total Remuneration Package may be varied during the term of the contract by mutual agreement at the written request of either party.

The TRP will be a negotiated amount circa $230,000 depending of qualifications and experience.

Annual remuneration reviews will be conducted in accordance with the terms of the contract and will take into account:

a) The results of the Performance Review conducted by the Chief Executive Officer Performance Review Committee and independent facilitator.

b) The extent of any salary increases applied either individually or generally throughout the Council or within the local government industry.

c) The extent of any increase o the preceding 12 months in the Consumer Price Index for the Northern Territory as issued by the Australian Statistician:

provided that any increase will not be limited by these factors.

Motor Vehicle

In respect to the motor vehicle the Chief Executive Officer will have the following choices:

a) Provision of a 4x4 sedan (such as a Toyota Prado) at a notional contract value of $15,000 per annum;

b) Provision of a 4x4 utility at a notional contract value of $10,000 per annum, or c) No vehicle provided from the package with cash taken in lieu. In this scenario the Chief

Executive Officer will need to use a Council Pool vehicle when necessary on Council business. This would normally be a 4x4.

If the Chief Executive Officer elects to include a vehicle within the TRP, Council will provide and maintain for the Chief Executive Officer’s business and private use a Council Motor Vehicle in accordance with Council’s Policy. Council pay all operating expenses.

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“Private Use” is defined as access to the vehicle for periods including annual leave, long service leave and other paid leave but excludes periods of unpaid leave. The fuel costs incurred whilst on annual or long service leave outside the Northern Territory will not be reimbursed by Council. The vehicle may be driven by the Chief Executive Officer’s spouse.

Superannuation

Employer contributes 11% superannuation – employee shall have complete freedom of choice over the complying fund that their contributions are paid to, with the default being the Statewide Superannuation Scheme.

Business Expenses

The Council will pay for and on behalf of the Chief Executive Officer the following business expenses:

• The reasonable business costs incurred by the Chief Executive Officer in the performance of his or her duties and any fringe benefits tax payable as a result, to such limit as the Council may determine from time to time;

• Out-of-Pocket, accommodation and travelling expenses incurred in connection with the Director’s duties or approved professional and personal development.

• The reasonable fees and subscriptions up to $1,000.00 per annum relating to professional associations or bodies nominated by the Chief Executive Officer and approved by the President, the membership of which is necessary (by law or by the terms of the Chief Executive Officer’s employment with the Council) or desirable in order for the Chief Executive Officer to practice and to fulfil the functions, duties and responsibilities as set out in their contract.

• The cost of mobile phone, computers or other equipment/devices supplied to the Chief Executive Officer at Council’s discretion and installed, operated and maintained at Council’s expense. The employee may use the equipment for limited private use.

• The Council will provide a mobile phone and the CEO shall have access to a satellite phone.

All reimbursement is subject to Council purchasing procedures and must be approved by the President.

Leave Provisions

The Chief Executive Officer is entitled to 6 weeks per annum.

The Chief Executive Officer is entitled to statutory public holidays and Northern Territory gazetted public holidays for the region, plus a day to celebrate NAIDOC week. The period between Christmas and New Year are also considered leave days.

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Relocation Expenses

Council will pay the reasonable costs associated with the relocation of household goods, personal effects and furniture to an address in Alice Springs. This will include removal charges but excludes insurance, packing and cleaning of units.

Reasonable travel costs of the Chief Executive Officer, his/her spouse and family plus transport of personal vehicles will also be paid.

Three quotes are to be submitted to Council in respect to removalist’s costs for determination by Council.

The reimbursement of relocation/removal expenses and travel costs will be to a maximum value of $20,000.

The contract of employment will provide that the Chief Executive Officer shall agree to personally reimburse the Council for all relocation expenses incurred should the contract be terminated by the Chief Executive Officer within two years of commencement as follows:

a) If the Chief Executive Officer terminates the contract before twelve months from the commencement date have expired, the Chief Executive Officer will reimburse all relocation expenses paid by Council;

b) If the Chief Executive Officer terminates the agreement on a date between one year and two years from the Commencement Date, the Chief Executive Officer will reimburse the Council 50% of all such expenses. The amount of personal leave to which the Employee is entitled depends on how long they have worked for the Employer and shall accrue at the rate of one day per month for each completed month of service ie 12 days per annum.

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APPENDIX 1. POSITION DESCRIPTION

POSITION TITLE: CHIEF EXECUTIVE OFFICER

REPORTING TO: PRESIDENT AND ELECTED COUNCILLORS

OPERATING ENVIRONMENT

The Local Government Sector exists to serve their community through the laws, policies and programs of Local Governments and the Northern Territory Government.

The laws and policies within which all executives in the Local Government sector must perform include the Northern Territory Local Government Act 2008, the codes of conduct and policy priorities of the Local Government, and all of the relevant Northern Territory and federal laws, legislation and statutes which apply to the governance of public bodies.

OBJECTIVES OF THE POSITION:

This position is responsible for:

• Performing the role of Chief Executive Officer of the Local Government as prescribed under the Northern Territory Local Government Act, legislation and regulations applicable to local government in the Northern Territory;

• Managing and administering the plans and business of the Central Desert Regional Council; • Ensuring the development and implementation of the Council policies and the efficient and

effective operation of the organisation; • Ensuring best practice human resource management of staff and the promotion of

community development and self management; • Demonstrating leadership of the Northern Territory Government’s local government

reform agenda within the Council by assisting the elected members, Local Government staff and community members through a period of significant change.

DUTIES AND RESPONSIBILITIES:

Creates Vision and Gives Direction

• Takes a leadership role in promoting the vision for the Central Desert Regional Council. • Influences and inspires others to share ownership of the organisation’s goals. • Demonstrates sound strategic thinking and planning to ensure the Local Government

moves towards its vision. • Manages change by initiating, developing, communicating and coordinating activities. • Embeds ethical practices into the Local Government’s culture and processes.

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• Develops People • Builds the competence of elected members through sound advisory and development

strategies. • Motivates, develops and empowers staff to achieve quality outputs. • Supports and contributes to the development of all stakeholders of the Local Government. • Takes an active role in managing the Local Government’s relationship and interactions with

the groups in the community to support building community capacity to initiate and implement projects and programs.

• Creates a work environment where people are encouraged to develop their potential. • Fosters a collaborative work environment and establishes mutual trust and respect.

Manages Resources and Risks

• Ensures that human and physical resources including financial, technological and information requirements are available and effectively, efficiently and ethically used to meet the strategic and operational service delivery needs.

• Plans the allocation and management of resources. • Negotiates effectively to obtain resources to achieve outcomes. • Evaluates the use of resources to ensure continual improvement. • Ensures the Local Government is compliant with all Acts, laws, regulations and policies. • Implements Local Government’s risk management policies to address strategic, operational

and legislative compliance risks.

Promotes and Achieves Quality Outcomes

• Establishes organisational structures, business plans and procedures that support Local Government delivering quality services and strategies.

• Ensures high standards of work practice and customer service standards are embedded in the organisation.

• Promotes and monitors standards and continuous improvement. • Evaluates the outcomes achieved against set standards and implements improvements.

Understands Relationships

• Establishes and maintains positive working relationships with government and diverse groups of people within the public and private sectors and the wider community.

• Collaborates and employs effective communication strategies. • Leads the involvement of the Council’s communities in communicating with and

influencing Local Government.

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• Fosters relationships with elected members based on partnerships and a team approach. • Leads the Local Government in providing services equitably and appropriately with respect

to the diversity of groups in the Council region. • Approaches all situations with a clear perception of the political context and reality. • Effectively identifies and manages conflict and potential sources of conflict or

dissatisfaction.

Self Awareness and Self Management

• Acts with integrity by being aware of own strengths and behaviour and self manages to have the best possible impact on the behaviour of others.

• Engages in regular critical reflection on feedback and experiences in the workplace and acts on the reflections to facilitate professional growth.

• Models and promotes appropriate social, ethical and organisational standards in all interactions.

• Values the well-being of self and others.

EXTENT OF AUTHORITY

All authority vested in a Chief Executive Officer under the Local Government Act and associated Regulations and By-Laws, together with other relevant Acts.

Authority to sign all legal documents and cheques as delegated and properly directed by Council.

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APPENDIX 2. KEY RESULT AREAS

Within three months of being appointed to this position the Chief Executive Officer and the Council will develop and sign a performance agreement containing amongst other things the Key Performance Indicators linked to the following Key Result Areas (“KRAs”) for the role.

Within two months of the signing of the performance agreement, the Chief Executive Officer must prepare and submit to the Council an action plan, which sets out how the KRAs and performance criteria are to be met.

Leadership • Takes a leadership role in promoting the development of a relevant vision for the Council • Influences and inspires others to share ownership of the organisation’s goals. • Demonstrates sound strategic thinking and planning to ensure the Council moves towards its

vision. • Manages change by initiating, developing, communicating and coordinating activities. • Embeds ethical practices into the Council’s culture and processes. • Effectively identifies and manages conflict and potential sources of conflict or dissatisfaction. • Models and promotes appropriate social, ethical and organisational standards in all

interactions. • Values the well-being of self and others • Ensures the Council is compliant with all Acts, laws, regulations and policies. • Implements Local Government’s risk management policies to address strategic, operational

and legislative compliance risks. Councillor Relations • Builds the competence of elected members through sound advisory and development

strategies • Fosters relationships with elected members based on partnerships and a team approach. • Council is provided with appropriate information and advice on relevant statutory

requirements. • The CEO contributes constructively and appropriately to the Council meeting process. • The decisions of Council are implemented in accordance with Council directions. • Councillors have an appropriate level of access to the CEO. External Relations, including customers and stakeholders • Demonstrates high level of collaboration with the Northern Territory Government and other

spheres of government. • Establishes and maintains positive working relationships with government and diverse

groups of people within the public and private sectors and the wider community. • Collaborates and employs effective communication strategies. • Leads the involvement of the Council’s communities in communicating with and influencing

Local Government.

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• Supports and contributes to the development of all stakeholders of the Council. • Takes an active role in managing the Council’s relationship and interactions with groups in

the community to support building community capacity to initiate and implement projects and programs.

• Leads the Council in providing services equitably and appropriately with respect to the diversity of groups in the Council region

• Approaches all situations with a clear perception of the political context and reality. Organisation Management • Establishes organisational structures, business plans and procedures that support Local

Government delivering quality services and strategies. • Ensures high standards of work practice and customer service standards are embedded in

the organisation. • Ensures high standards of work practice and customer service standards are embedded in

the organisation. • Fosters a collaborative work environment and establishes mutual trust and respect • Ensures that human and physical resources including financial, technological and information

requirements are available and effectively, efficiently and ethically used to meet the strategic and operational service delivery needs.

• Negotiates effectively to obtain resources to achieve outcomes. Planning • Effectively plans the allocation and management of resources. • A strategic plan is developed and implemented by the organisation. • Longer term financial forecasting occurs and assists with Council’s planning processes • Corporate planning allows the achievement of operational objectives. Financial Management. • Ensures the Council is compliant with all Acts, laws, regulations and policies. • Implements Local Government’s risk management policies to address strategic, operational

and legislative compliance risks. • The Council’s annual budget is prepared, issued and monitored in accordance with Council

needs and statutory requirements. • Appropriate financial management practices are utilised

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APPENDIX 3. THE ADVERTISEMENT

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