Chief Administrative Officer (CAO)

Position: Chief Administrative Officer Department: Office of the Chief Administrative Officer Reports to: Mayor and Council purpose and Scope: As the administrative lead of the municipality, the CAO performs the duties and functions and exercises the powers assigned by the Municipal Act and other enactments, or those assigned by Council. This position leads the Senior Management Team (SMT) and is a key advisor to Council, providing vision and leadership, and informing Council on the operation and affairs of the municipality recommending policies, plans, and programs that will benefit Quinte West by being strategic, innovative, practical and fiscally sound in the administration and coordination of the delivery of services to the City s residents and businesses in a manner that will ensure the sustainable utilization of human, financial and physical resources of the City . Leading a talented team of staff, this position guides and inspires a dedicated workforce in their efficient delivery of these municipal services and helps shape a workplace culture founded on trust and transparency. The Chief Administrative Officer is a visible partner in the community and workplace and a champion of community engagement, development and sustainability. duties and Responsibilities Essential Responsibilities: Major responsibilities include overseeing and coordinating the day to day administration of the City through its department heads; attend Council/Committee meetings making policy, program and long range strategic and business planning recommendations; communicate and facilitate the implementation of Council decisions, represent the City with external agencies and on behalf of Council as required; monitor the activities of local Boards/Agencies and service partners of the corporation, oversee and monitor the sound fiscal management and legislative compliance of the corporation; participate in labour/employee relations processes and foster a positive and productive workplace environment; support economic development activities and promote Quinte West as a preferred place to locate; and champion the corporate vision, mission, strategic plan, programs and policies of Council. The position will provide: Leadership: Provide confident and proactive leadership to a diverse group of professionals. Determine strategies to move the organization forward. Approve and implement departmental business plans that support the City s strategic direction. Develop an operational plan in which departments set goals, create and implement action plans and evaluate the process and results that work toward the strategic direction of the organization. Provide leadership through active participation in overseeing activities and provide guidance and vision to the Senior Management Team and their staff. Inspire, empower and develop staff. Communication: Communicate a consistent vision and direction, ensuring communication barriers are eliminated. Positively influence others to achieve results that are in the best interest of the organization. Consult with and maintain strong relationships with members of the public, senior staff at all levels of government, external organizations, members of Council and all City departments to help achieve organizational goals. Communicate with stakeholders to keep them informed of the work of the organization and to identify changes in the community served by the organization. Decision Making: Evaluate, monitor and assess situations to determine importance, urgency and risk, identify causes, gather and process relevant information, generate possible solutions, and resolve problems, or make recommendations to the Senior Management Team and/or Council that are clear and timely decisions that are in the best interests of the organization and are aligned with the vision and strategic goals of the organization. Managing Others: Build, promote and manage strong, high performing cross functional teams responsible for implementing strategic plans. Determine staffing requirements of senior management team and program delivery; recruit, interview, and select senior staff able to achieve department and organization goals. Maintain a harmonious labour relations climate. Oversee the implementation of effective human resources policies, procedures and practices. Establish a positive, healthy and safe work environment according to all appropriate legislation and regulations and ensure staff receive appropriate orientation and training. Monitor senior staff performance on an ongoing basis and conduct annual performance reviews; coach and mentor senior staff as appropriate to achieve optimal performance. Lead and direct the effective management of all departmental initiatives, projects and staff. Financial Management: Provide Council with a strategic financial blueprint that balances corporate goals against fiscal realities and taxpayer interest. Provide financial oversight on both annual budgeting and taxation policy while coordinating the preparation of operating and capital budgets, longer range financial forecasts and business plans for the corporation consistent with the direction provided by Council and Provincial requirements. Ensures the implementation of, oversee and monitor programs/practices that assure the integrity, security and ongoing maintenance/rehabilitation of City assets, infrastructure/buildings and other physical/financial resources; and regularly reports to Council on the same. Make or authorize expenditures and enter into contracts on behalf of the municipality in accordance with City Policy, administer funds of the organization according to approved budget expenditures and monitor organizational cash flow. Ensure the statutory duties of the deputy treasurer under the Municipal Act are fulfilled. Strategic Management: Align with and promote the City s Mission and Strategic Plan, establish vision and strategic direction in overseeing the execution of annual department business plans ensuring efficient implementation of Council policies and direction. Ensure successful service delivery, including monitoring, evaluation and enhancing the delivery of services provided to residents, external partners and stakeholders. An objective sounding board and voice, able to listen to vested interest groups and make objective recommendations that are best for the municipality. Advise senior managers on active engagement of our community and stakeholders as a key focus area to manage economic and social growth throughout the community. Lead team building initiates to shape the organization s vision and strategy. Labour Management: Supervise staff of the Office of the CAO, the Office of the Mayor and the Senior Management team and oversee the effective supervision of staff within the Corporation including succession planning, health and safety, collective agreement administration, discipline and termination. Assess staffing needs, review and recommend complement amendments and organizational structure change providing Council with recommendations that will improve efficiency and/or improve service delivery to the public. Monitor the administration of human resources to ensure that all departments conform to Council approved staffing levels, hiring practices, training and other policies. Ensure the timely resolution of personnel issues wherever possible and in conjunction with the Manager of Human Resources, Council or its appropriate Committees. Recommend to Council the appointment, suspension or dismissal of department heads, as well as providing assistance and direction to department heads in the hiring, suspension or dismissal of all other employees. In the case of unionized employees, such action shall be in accordance with procedures laid down in the relevant collective bargaining agreements. Direct and/or participate in labour /employee relations initiatives and legal/other matters including hearing/resolving grievances, providing direction to collective agreement negotiations and major human resources policy development/administration. Ensure that the provisions of any collective agreements are monitored and adhered to. Act as final internal grievance authority on behalf of the City before mediation, conciliation or arbitration. Lead the senior management team meeting collectively on a regular basis to consider ideas and receive input on inter departmental/corporate planning and strategic initiative, items for council/committee consideration, sensitive/controversial issues, annual business/work plans, major policies and service levels/standards, and other corporate project teams where beneficial/appropriate and review the policy directions of Council and assign responsibility for implementation and execution. Ensure that staff and contractors comply with relevant adherence to the Ontario Occupational Health and Safety Act and corporate/departmental policies, procedures and guidelines for employees and employers as legislated. Ensure the appropriate monitoring and evaluation of the performance of all departmental employees. Council Management: Provide day to day advice/support to the Mayor and Members of Council in their governance roles and in the development of public policy while ensuring that Council is provided with all necessary relevant information. Ensure Council receives staff reports on agenda items that provide background, technical analysis, alternatives and a recommendation sufficient for Council to make an informed decision. Communicate/champion and coordinate/direct the implementation of Council decisions/directives. Ensuring that sound public relations are maintained by communicating information on the actions and decision of Council to the general public through the media and directly to staff. Provides advice/opinion/counsel to Council on policy/program plans, corporate/legal and general governance matters and sensitive/controversial issues. Develop creative and innovative solutions to lead the corporation through federal, provincial legislation and regulations, as well as economic factors impacting the corporation. Nurture relationships with all levels of government, external partnerships, key stakeholders, council and staff. Oversee/monitor and provide direction in the preparation of the City s position on major or sensitive/controversial litigations, arbitrations, Ontario Municipal Board, Provincial Court and other tribunals/hearings. Respond to inquiries from and/or liaises with elected officials, internal departments, the development and business communities, other governments/agencies, residents, citizens and special interest groups, the media, unions, professional associations, other governmental agencies and inter-municipality initiatives, business/development proposals, Council activities/decisions, and other business of the Corporation; monitors and follows up on complaints received, directing/taking corrective action where necessary. Maintain a constant awareness of new trends and developments in the municipal leadership field. Understand the political landscape to assist with the facilitation of decision making in trying to reach approval. Develop and implement proactive initiatives and advocacy measures to represent the interests of the City with federal and provincial officials. Participate in Federal and Provincial initiatives as approved by Council and be the senior administrative liaison with other governments, the private sector and the general public. Obtain advice from the City solicitors, auditor, ministry and consultants within the prescribed limits of the City Policy. Attend meetings/events on behalf of Council and/or the Mayor as directed. * See appendices for list of competencies and additional information. Note: The above duties are representative of a typical position and are not to be construed as all-inclusive. Contacts: The position will have direct contact with: internal: Council, Senior Management Team, Managers, Supervisors, Staff and Committees. external: General public, rate payers, local municipal politicians and bureaucrats, federal, provincial, regional politicians and bureaucrats, Chambers of Commerce, Agencies, Boards, Commissions, service providers, consultants, stakeholders, public and the media. essential Education and Experience Qualifications Education/Specialized Training/Skills: The position will require: A minimum of a four (4) year university degree in public administration, finance, economic development, engineering, planning, human resources or an equivalent discipline related to the functions within municipal government. Significant experience in a corporate portfolio, including working with elected officials and general management experience in a unionized environment. Comprehensive knowledge of government affairs, governing legislation and public responsibilities related to municipal government administration in Ontario in addition to working knowledge of municipal and employer related legislation/regulations and contemporary issues, municipal government organizations structures, municipal operations, municipal financial and reporting processes, labour relations principles, collective agreement administration and management practices. Thorough knowledge of current issues facing local government in Ontario, and particularly as related to the portfolio. Extensive leadership experience in municipal or broader public, private or voluntary sector environments. Extensive senior level experience with significant scope, complexity, and diversity of operations in a public or private sector environment. Knowledge of human resources management, financial management, project management and policy development. Sound knowledge of fundamental and advanced business management principles, best practices, current standards, effective marketing and communication. Strong communication skills to include verbal, written and active listening, ensuring clarity and concise language. Communication must be open minded and respectful, yet spoken with confidence. Strong analytical and interpersonal skills with a highly developed sense of professionalism, tact, diplomacy and mature judgment along with the ability to develop and maintain positive and productive working relationships both internally and with external alliances/partnerships. Inclusive relationship builder, establishing and maintaining effective working relationships, leveraging diversity, team building, community engagement and nurturing strong external partnerships with stakeholders. Ability to think and act strategically and astutely in a political and community service environment. Ability to build and manage strong and enthusiastic teams cross departmental and cross disciplinary teams in an environment with wide ranging and diverse public responsibilities. Motivate, mentor who leads with respect, honesty and fairness who has emotional intelligence and can lead change. Inspire others to strive for excellence through motivation, mentoring, leading with respect, honesty and fairness. Ability to adapt management style to the needs of Council and the management team. Demonstrate respect for confidential and sensitive issues. Strong analytical, strategic thinking, planning, prioritization and execution skills with the desire to foster a positive, productive, innovative/creative workplace environment. Excellent conceptual, general/project management, presentation, problem solving, facilitation and negotiation skills. Track record of building strong teams. Demonstrated ability to energize, motivate and lead an organization to achieve objectives. Demonstrated ability to build a sense of confidence and consensus. Creates a positive and constructive work environment. Sensitive to team needs, shows honesty and genuine interest in their concerns, avoids arrogance and defensiveness, develops sound solutions or approaches; requests, listens and responds to feedback. Utilizes a variety of management styles, depending on the situation, with a capacity to facilitate groups through issues; leads by example; action oriented; generates original and innovative ideas and solutions; has a common improvement perspective; high tolerance for change. Computer literacy and knowledge of technology and its uses/opportunities in a municipal environment to include, but not limited to strong computer skills including Google Docs, Microsoft Word, Excel, PowerPoint, Dayforce, email and internet (or other similar software programs). Nice to Have Educational and Experience Qualifications Although not required, the following would be considered an asset to this position: A Chief Municipal Officer (CMO) designation. Masters Degree in Public Administration, Business Administration or other related field. Graduate training in leadership. Participation in, or completion of, the Certified Government Management Program or equivalent. A thorough knowledge and understanding of our community s strengths, opportunities and challenges and an in depth understanding of the culture of the area. Certifications/Licences/Memberships: Health and Safety Competency training is required within six (6) months of hire date. Work Experience: A minimum of ten (10) years of related experience in progressively responsible senior management in a related municipal, public or private sector environment, and a successful track record working with elected officials or boards of directors. Nice to have: Although not required, the following would be considered a preferred asset to the position. A t least five (5) years managing staff in a senior municipal role in a unionized environment or an equivalent combination of education and experience. decision Making: This position is responsible for providing timely, accurate advice to Council and staff, as well as making decisions necessary for the effective and efficient operation of the City. Supervision: Direct authority over the senior management team and support staff and indirect authority over approximately 450 permanent, seasonal and casual employees. Reporting to this position: Senior Management Team: Director of Community Services and Strategic Partnerships, Director of Corporate Services, Director of Finance, Fire Chief, Director of Human Resources, Director of Planning and Development Services, Director of Public Works and Environmental Services. Support Staff: Executive Coordinator, Office of the CAO, Mayor and Council and Communications Officer, Office of the CAO, Mayor and Council. Work Environment: The position works mainly within an office environment. Regular requirement for extended hours. (Evening meetings, weekend events, etc.) Occasional travel outside the municipal boundaries is required Will be required to work evenings and weekends, and respond outside of normal working hours. appendix A: Core Competencies of the Chief Administrative Officer 1. strategic Orientation Links long range vision and concepts to daily work. Strategic orientation moves from understanding business fundamentals and strategies to a sophisticated awareness of the impact of the external environment on strategies and how external factors affect choices. Identifies long term goals and champions the implementation of different or alternative ideas. Generates creative and strategic solutions that can be successfully implemented. Thinks in innovative ways and supports similar thinking in others. Challenges and pushes the organization to constantly improve and grow. 2. shaping the Organization Works effectively with structures, stakeholders and relationships within the municipality. Identifies the decision makers and the individuals who can influence them and work with them to achieve objectives. Predicts how new events or situations will affect individuals and groups both within and external to the municipality and utilizes that knowledge to achieve the organization s objectives. 3. leadership Creates and communicates a vision and engages others in its achievement. Demonstrates behaviours that model and support the organization s aspirations and values and ensure its success. Directs and leads others to accomplish organizational goals and objectives. Effectively manages and directs the activities of others. Works through other people to accomplish objectives, and encourages performance for motivation and feedback. Holds people accountable. 4. leading Change Initiates, facilitates or implements change. Helps staff and stakeholders understand what the change means to them, builds a shared vision and provides ongoing guidance and support, which will generate and maintain enthusiasm and commitment to the change process. Actively leads change efforts through words as well as actions. Builds the support of those affected by the change initiative and takes personal responsibility to ensure that the changes are successfully implemented. 5. political Acuity Deals with the culture of the municipality. Navigates formal and informal channels and networks with Council, the senior management team, management groups, the media and the private sector. 6. innovation Enhances performance by being creative, promoting new ideas and introducing new solutions or processes. 7. communication Exercises a high degree of interpersonal skill, tact and diplomacy. Has ongoing contact and dialogue with members of Council and various stakeholders at all levels. Engages in external contact with community stakeholders and partners, the provincial and federal governments, the media and related organizations to provide and exchange information and solve problems. Adapts and tailors the conversation/presentation to a variety of audiences and contexts. 8. relationship-Building Establishes, builds and maintains strong and reciprocal relationships and a network of contacts to keep a pulse on the municipality s political and internal issues and to make informed decisions. Identifies who to involve and when, and how to involve them, in order to accomplish objectives and minimize obstacles. 9. partnering Creates an organizational environment that is open to alliances and attracting partnerships. Able to strategically identify and then approach potential partners, based on an understanding of what s in it for the other partner. Negotiates and manages the strategic nature of alliances and determines when adjustments, fine tuning or termination of partnerships is required. 10. Customer First Orientation Identifies and meets/exceeds the requirements of both internal and external customers/clients. Places a clear emphasis on service to customer groups: Recognizes the variety of customers within the municipality and at all levels of the organization and accommodates their diverse needs; an Recognizes the variety of external customers including residents, community groups and other stakeholders. 11. Results Orientation Shows a desire or drive to achieve or surpass identified goals. Establishes performance objectives and measures to continuously improve performance and the standard of excellence across the municipality. Includes innovative or entrepreneurial behaviour. Challenges, pushes the organization and themselves to excel and achieve. Establishes or helps to establish objectives and contribute to accomplishments. Assumes personal responsibility for the success of the organization and persists, even when faced with obstacles, to achieve results. 12. Holding People Accountable Ensures others meet objectives and expectations in an appropriate and effective manner. Ensures the performance management process is conducted throughout the year. Provides clear direction, appropriate tools, resources and authority to support success. 13. Fiscal Accountability Effectively use and optimizes human, financial and physical resources. Undertakes qualitative and quantitative measurement assessments. Plans and controls resources to maximize results. 14. Teamwork Is part of a team and works cooperatively with others. Team is broadly defined as any task or process oriented group or individuals working toward a common goal. 15. Courage of Convictions Has the personal courage to address difficult issues in the face of potential opposition. Places high importance on addressing difficult issues. Willing to say and do what they think is right, even when others around them have a different perspective. 16. Integrity Upholds a high standard of fairness and ethics in everyday words and actions. Conscientiously and reliably behave in an ethical and honest manner in dealings with management, peers, direct reports and customers. Fair in expectations of others and behave toward others with equal fairness. 17. Coaching and Developing Others Advises, assists, mentors and provides feedback to others to encourage and inspire the development of work-related competencies and long-term career growth. Sincerely interested in the development and success of others. Provides honest feedback and guidance in a supportive manner and assist others in meeting individual goals and challenges. Positive, objective and fair. appendix B: Occupational Health and Safety Act Responsibilities of the Chief Administrative Officer Occupational Safety: The Occupational Health and Safety Act (OHSA) clearly articulates employer responsibilities. This level of the organization includes the Chief Administrator Officer, Senior Management Team and Management Team (reference Sections 25 and 26 of the OHSA and \"Roles, Rights Responsibilities Standard\" H-S-29 ). The following list of responsibilities is designed to identify some of the primary responsibilities. It does not provide the exhaustive list of legislated responsibilities: The Employer Must Perform or Adhere to the Following: Perform workplace inspections (set up annual schedule); ensures that workplace inspections are conducted. Implements corrective safety measures for injury prevention; corrects substandard acts or conditions. Conduct information sessions (safety talks, staff meetings) and documents process. Leads by example; follows proper procedures; has a positive attitude toward safety; and maintains compliance with policies. Participate in the accident investigations. Discusses safety training needs with staff and ensures workers receive appropriate safety training. Periodically checks with staff to see if there are any safety issues and ensures safety issues are resolved. Commend employee and supervisor health and safety performance. Offers general support and assistance to the safety committee and participates in workplace inspections and accident investigation process as necessary. Perform employee safety observations (set up annual schedule); performs and documents job observations. The Employer Must Ensure: Equipment, materials and protective devices are provided, as prescribed and are used as prescribed and maintained in good condition. Prescribed measures and procedures are carried out. Compliance with all applicable safety regulations and codes, (i.e., Building Code, Fire Code). Information, instruction and supervision are provided to workers to protect their health and safety. Workers are aware of all potential and existing work-related hazards they face. Results of any written reports respecting occupational safety are provided to the safety committee or safety representative and that workers are advised of the results. Take every precaution reasonable in the circumstances for the protection of workers. For Management Dealing with Contractors/Independent Operators: Members of Management who contract for the work of a Contractor or Independent Operator hired to perform work for, or provide services to, the Municipality are accountable for ensuring that all safety requirements are met by the Contractor or Independent Operator. appendix C: Physical Requirements of the Chief Administrative Officer Essential Physical and/or Safety Requirements: Walking: frequently walking on level surface (walking throughout work sites, between offices). Sitting: constant sitting in a chair (sitting during office hours and meetings; driving between work sites and meetings and other municipalities). Standing: frequent standing inside (making presentations, observing work sites, communicating with staff, general business/office activities). Hands: frequent fine finger dexterity (movement) and mousing (computer keyboard, telephone, calculator). Other Physical and/or Safety Requirements: Reviewing construction sites on an occasional basis. Bending: infrequent twisting, kneeling and crouching (retrieving items from lower shelves, ground, and cabinets; setting up equipment/presentations). Walking: infrequent walking on rough surface (walking throughout work sites, between offices). Sitting: infrequent sitting in vehicle (sitting during office hours and meetings; driving between work sites and meetings and other municipalities). Reaching: infrequent reaching above shoulder, below shoulder, forward, backward, and handling (files, supplies, paperwork). Lifting: infrequent lifting floor to waist, waist to shoulder, carrying, transferring (up to 4.5 kgs or 10 lbs) (files, presentations, supplies). Standing: infrequent standing outside (making presentations, observing work sites, communicating with staff, general business/office activities). Hands: infrequent gripping (computer keyboard, telephone, calculator). Climbing: occasional climbing of stairs (at worksites). Feet: infrequent one foot action (operating a vehicle to drive between work sites and meetings and other municipalities). Appendix D: Additional Information for the Role of the Chief Administrative Officer Driver s Licence Requirements: ☐ Will drive a municipal vehicle: the position requires the successful candidate to have a valid (Class G) Ontario driver s licence; a driver s abstract will be conducted by the Municipality of Quinte West. ☐ Will be required to drive their own vehicle: because this position would be required to travel, a valid Province of Ontario driver's licence with a reliable motor vehicle is necessary. ☐ May be required to drive their own vehicle: because this position may be required to travel, a valid Province of Ontario driver's licence with a reliable motor vehicle is preferred. ☒ Not applicable (no licence or vehicle required). Criminal Record Check Requirement: ☐ Will require a vulnerable sector check as this position would be working in an environment that will be in contact with vulnerable persons (children, seniors, and/or those disabled). ☒ Will require a criminal record check only as not working with vulnerability. Work Environment: ☒ Indoors ☐ Outdoors ☐ Mostly indoors ☐ Both indoor and outdoor Hours of Work: ☒ Week day hours ☐ Weekend hours ☐ Afternoon hours ☐ Evening hours ☐ Occasional weekends ☐ Occasional evenings ☐ On call after hours ☐ On call on weekends In addition, the CAO would be required to be available in emergency situations if so required. Compensation: Based on pay grade 18 of the non-union full-time compensation plan.