Notice is given that an ordinary meeting of the Full Council will be held on:
Date:
Time:
Meeting Room:
Venue:
Thursday 30 July 2015 9.30 am
Tasman Council Chamber 189 Queen Street
Richmond
Full Council
LATE ITEMS AGENDA
LATE ITEMS
5 LATE ITEMS
That the late item, 8.12, be considered at today's meeting. The report is late because it contains information on the Local Government NZ Conference and this information was still being collated at the time that the agenda was produced. The information contained in the report needs to be reported to this meeting to remain current.
8 REPORTS
8.12 Chief Executive's Activity Report ... 5
Item 8. 12 8 REPORTS
8.12 CHIEF EXECUTIVE'S ACTIVITY REPORT
Decision Required Report To: Full Council
Meeting Date: 30 July 2015
Report Author: Lindsay McKenzie, Chief Executive Report Number: RCN15-07-12
1 Summary
1.1 This report summarises the activities that I have been involved in since the Council’s 28 May April 2015 meeting. We have met since of course but ‘out of cycle’ to adopt the Long Term Plan. I apologise for the late publishing of this report due to the LGNZ conference and my desire to include a summary of conference proceedings in the report.
1.2 The Minister of Local Government’s speech near the end of the conference generated a lot of talk. It was at times unstructured and contradictory but there are some messages in it for us as well as opportunities. She said that ‘form should follow function’ then talked about structural options. For example – ‘It is time for sustained, locked in change. So I reiterate, I will not legislate for large amalgamation’ and then ‘That is why the Local Government Commission will be working up various structure options for each region to look at and decide what works best for them, and then where necessary I will legislate to either set a new CCO up across a region – or even to take something away.’
1.3 The provisional financial results for the year to the end of June are included. The
Corporate Services Committee was given a verbal report on the key numbers at the meeting on 23 July 2015. The provisional surplus for the 2014/15 year is $7.318M over and above budget expectations for operating activities once non-cash items are stripped out. The actual accounting net position is a surplus of $13.916M compared with a budgeted accounting surplus of $9.305M. This equates to a surplus or favourable variance of
$4.611M.
1.4 A shared services memorandum of understanding between the three top of the south unitary councils is overdue for review. It was entered into in 2012. The three chief
executives are recommending that the MOU lapse in favour of separate agreements for joint delivery of activities and shared services being agreed on an ‘as and when needed’ basis.
1.5 A draft resolution committing further resources to the Government Broadband and Mobile Extensions Funds bidding process is proposed.
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2 Draft Resolution
That the Full Council
1. receives the Chief Executive's Activity Report RCN15-07-12; and
2. allows the Memorandum on Shared Services with the Nelson City and Marlborough District councils to lapse in favour of separate agreements for joint delivery of activities and shared services.
3. contributes the resources needed to prepare the Digital Engagement Plan which is required to be submitted to the Ministry of Business Innovation and Employment by 18 September 2015.
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3 Purpose of the Report
3.1 The purpose of this report is to inform Council about my activities since Council’s 28 May 2015 meeting. This is a decision report.
4 Strategy and Planning – vision, direction, plans and policies, Long Term Plan, implementing
4.1 The Long Term Plan was adopted on 25 June 2015. Our auditors have since written to confirm the unmodified opinion, and to advise that the Council met its statutory obligations and ran a smooth process from the auditor’s perspective. All of the recommendations from the audit of the consultation document were implemented by staff and Council and no additional issues were raised.
4.2 There will be challenges meeting the new budgets and performance measures as well as ensuring that our assets perform in a way that meets service levels. To ensure that
managers and Council have the best information to manage performance and respond when needed, the Finance Team will be reporting to Council in September on several financial policy issues and practice changes. As a first step a workshop will follow this Council meeting. The issues cover –
quarterly financial budget reporting
new quarterly budget and year end forecasting
charging staff time to capital projects
feasibility expenditure
closed account management including
managing surpluses/deficits
overhead cost centres
carry over budgets - operating & capital
emergency funds
gains/losses on asset sales
4.3 It is time to look ahead now that the Long Term Plan 2015-2025 has been adopted and the policies and practices to ensure we meet the expectations set are in place. After this
meeting I would like some time to informally discuss a proposal to do several things - 4.3.1 report back to the community on our 2014/15 performance;
4.3.2 get some input from the community into the priorities we should have for the rest of this LTP and possibly beyond;
4.3.3 agree on our approach (a tactical if not a strategic one) to regional governance issues (e.g. the Ministers speech), customer service in our Environment and Planning
function and the other ways we should build our reputation and finally;
4.3.4 align what the Council wants to achieve with the review of our ‘Able Tasman – changing for good’ programme.
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4.4 In addition to the Communitraktm Residents Survey (which we are yet to report) the National Research Bureau has carried out a customer survey of the Environment and Planning Department’s consenting or regulatory services. Calls are made to 400 applicants from a randomised list. Questions are asked about the helpfulness of staff, the costs, the time taken to get a decision, and the council’s forms and brochures.
4.5 Dennis Busk-King will report the latest results to his committee at the next meeting. In the meantime, as the performance of his team has been subject to some criticism, it’s worth noting the improved results that have been achieved. Across all consent categories 94.1%
percent of respondents consider staff were courteous and helpful (slightly up on the 90% last year). Overall level of satisfaction across all consent categories was still high at 88.8%
(again up on last year’s figure of 82.48%). Overall satisfaction with Building is up from 60.8% last year to 82.4% and satisfaction with Building staff performance is up from 86.3%
to 92.2%. This a lot better basis on which to build our reputation, which we must do, than the one we had.
5 Advice and Reporting – Long Term Plan, annual report, current issues, governance support
5.1 A draft resolution committing further resources to the Government Broadband and Mobile Extensions Funds bidding process is proposed.
5.2 The Ministry of Business Innovation and Employment (MBIE) Broadband Registration of Interest (ROI) for funding from the Government’s ultrafast broadband 2 (UFB2), rural broadband initiative 2 (RBI2) and mobile black spot fund (MBSF) closed on Friday 10 July.
Council staff worked with the Economic Development Agency (EDA) and Digital Data Associates to prepare and submit the ROI on time.
5.3 The ROI seeks funding under all three schemes – UFB2, RBI2 and MBSF. The ROI outlines where the priorities are for improved broadband and mobile services across the Tasman District. The document also outlines the ways in which the Council can work with providers of broadband and mobile services if the District is to receive any of the available
Government funding.
5.4 Staff from the Information Services Section and Community Development Department contributed to the ROI. The cost of preparing the ROI was unbudgeted.
5.5 The next phase in the process is for a Digital Engagement Plan to be prepared and
submitted to MBIE by 18 September. This plan is critical to the success of our registration of interest – its purpose is to demonstrate to the government that we have a population of residents and businesses ready and willing to make use of improved services.
5.6 This work will be co-ordinated by a contractor working for the EDA, Council and a
community steering group. Although the second stage will require less Council staff time I am aware that we have not formally sought Council approval to include this project in our work programme. I am therefore seeking Council confirmation that we provide input into Digital Engagement Plan.
Report on the Local Government New Zealand Conference.
5.7 I attended the conference in Rotorua on 19 -21 July with Mayor Kempthorne and Cr King.
Here are some highlights from the conference.
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5.8 The excitement came at the end of the last day when the Minister of Local Government spoke. Following the usual platitudes she said -
It is time for sustained, locked in change. So I reiterate, I will not legislate for large
amalgamation. I am as tired as our communities are of having an argument over how many mayors there should be and over whom is bigger than whom and which area will dominate.
Size doesn’t always matter, but long term sustainable growth in the best interests of all New Zealanders should.
Under Basil, the Commission has done great work and taken us far. We have two new commissioners, Sir Wira Gardiner and Leigh Auton, who start work alongside the wonderful Janie Annear in the next couple of weeks.
They have a big job ahead of them, and I have confidence that they are up for it. They are going to work alongside you and your communities to ensure that we have the right
structure, legally, financially, and with the right accountabilities to ensure sustainable growth in our towns and cities.
This might mean a CCO on water or transport across a region. It could mean a different business structure or increased responsibilities and accountabilities for Regional Councils. It could even mean in areas that might put a number of CCOs in place for key growth and infrastructure that there is no longer a need for a Regional Council.
Some councils may even choose to amalgamate.
I fully understand and accept that one solution will not work across all of New Zealand. That is why the Local Government Commission will be working up various structure options for each region to look at and decide what works best for them, and then where necessary I will legislate to either set a new CCO up across a region – or even to take something away.
I have zero interest in imposing unwanted change on you. But you know that our regions are not as cohesive as they need to be to support our challenges and our future growth. So I implore you to do something about it. Be brave – own the change and both the
Commission and I will do everything we can to assist and support you. But let me be clear – there will be change.
5.9 The challenge is knowing what to make of this part of the speech. On the one hand she spoke about the importance of form following function then focused on structural solutions to a problem not defined other than for the need to have sustainable growth. CCOs appear to be the preferred means of services delivery leaving local governance intact with some exceptions.
5.10 While I’m personally open to the challenges and see opportunities for us in what was said, it is really frustrating to see this ‘policy on the hoof’ sort of approach and the absence of a plan for delivering better local services to community. I don’t (for example) think that delivering services through CCOs and leaving the elected representation arrangements more or less intact will do much for your job satisfaction let alone the community that relies on your advocacy.
5.11 Nigel Roberts’ address was the best among the ‘keynotes’. He is the former CEO of Saatchi and Saatchi and is now Executive Chairman. He described strategy as ‘something you do when you’ve got nothing’, and tactics as ‘what you do when you know what you are on about’. The message I took from this is that post-LTP we should spend time on the tactics rather than strategy in relation to the matters in 4.3 of this report. That fits with his
‘reason leads to conclusion - emotion leads to action’ mantra.
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5.12 Saatchi and Saatchi see the world in ways I think we could learn from. The world is moving beyond storytelling to story sharing, especially using social media. He contrasted telling versus sharing this way:
Era of Telling Era of Sharing
attention participation
information inspiration
interruption interaction
return on investment return on involvement
creating markets creating movements
There are opportunities for us here also by -:
1. Getting the language right - as he said “Can you imagine Martin Luther standing up and saying ‘I have a budget’?
2. Building reputation through the three ‘Cs’ – Consistency, Creativity and Connectivity 3. Collaborating and engaging – not through ‘brands’ but ‘love marks’. Brands describe.
Love Marks inspire loyalty and build on authenticity beyond reason. Fads come and go and Commodities/Utilities are taken for granted.
4. Sharing the stories - getting confidence back that what we do really matters, by using fables, not tables; pictures not words. See it. Share it. Improve it.
5. Making things happen. His one-liner here is ‘execution is the killer app’ and ‘MIST’ – Mobile, Intimate, Social, Transactional.
I’ll be talking to the team especially Community Relations about these ideas and will make some changes to what and how we communicate. For example, even though pipes and roads and the services that they convey are where community money is mostly spent, they are seen as commodities or utilities by consumers as ‘givens’. Failure of them will damage our reputation but when they perform our reputation is not enhanced. Regrettably these assets won’t create a Love Mark opportunity for us. The issue to think about is – What Will?
5.13 Four remits were considered and passed at the Annual General Meeting. They included motions that:
LGNZ requests that the government develops and implements legislation to prohibit smoking outside cafes restaurants and bars - passed 70%.
LGNZ asks the government to impose a compulsory levy on plastic shopping bags at point of sale - passed 90%.
LGNZ urgently engages with government to have the water and wastewater subsidy schemes reintroduced, and that the funding available be at least $20M per annum for both water and wastewater schemes - passed 100%.
LGNZ investigate the possibility, practicality and principle of territorial authorities charging rates against Crown owned properties.
This remit was changed following a question from Mayor Kempthorne about the use of
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the words “territorial authorities”. The remit was amended to include all local authorities and it was passed 98%.
The next LGNZ conference will be held in Dunedin on 24-26 July 2016.
5.14 The Regional Sector Group meeting was updated on water, SuperGold funding changes, the Communications Forum and a proposed memorandum of understanding with Irrigation New Zealand. The MOU with Irrigation New Zealand was agreed provided it was focused solely on technical matters. There was a briefing on engagement between the sector and the Freshwater Iwi Leaders group, who have a current focus on iwi rights and interests in water. A September deadline for engagement between government and iwi on their rights and interests appears optimistic. Expect a significant announcement on this work stream at Waitangi weekend next year.
5.15 President Yule’s Local Government Funding Review address covered LGNZ’s 10-point plan for incentivising economic grow and for finding a more sustainable funding basis for local government. In summary these 10 points were:
1. An agreed priority and action plan to advance “special zones” for growth to test new ideas and drive economic prosperity
2. When new centrally imposed costs are considered a cost benefit analysis and agreed cost sharing with central government should be mandatory
3. Mandatory rating exemptions should be removed
4. The application and administration process of the rates rebate scheme should be simplified to increase uptake
5. Better guidance is needed to assist councils make decisions on trade-offs about whether to fund services from prices (user charges) or property taxes
6. Road user charges, targeted levies and fuel taxes should be allowed where it is economically efficient
7. Councils should be able to retain a share of any value uplift arising from additional economic activity related to local intervention and investment
8. Local authorities should receive a proportion of any mineral royalties attributed to local activities.
9. Allow councils to levy specific charges and taxes on visitors where economically efficient
10. Reconsider the decision to limit the range of community amenities funded through development contributions
5.16 The other sessions I attended were –
RMA Customer Focus - collaboration and culture change
Resource Management - the Growing Economy
Stephen Yarwood, former Lord Mayor of Adelaide - Planner and Futurist
David Meates, CEO, Canterbury DHB- communities and a focus on customers
Lester Levy – CEO New Zealand Leadership Institute – disruptive governing.
Much of what they had to say is on the web, in your e-mails from LGNZ or in the media.
Item 8. 12
6 Management of Council Resources – finance, operations, systems and processes 6.1 The provisional financial reports for the financial year ended June 2015 have beenproduced. The Statement of Financial Position is still being finalised, as are a number of Income Statement items, including the additional dividend from Nelson Port, the forestry revaluation, and an increase in some bad debt provisions which will all impact the operating result.
6.2 The results that follow are really pleasing. Several external factors have been in our favour including reasonably kind weather, higher than expected growth, low inflation and low interest rates. Some work has not been done that was planned due to the staff being committed to the LTP and activity management plans. Other savings have occurred because staff have already been applying the disciplines that will be needed to manage tighter budgets in the years ahead.
6.3 The provisional surplus is $7.318M over and above budget expectations for operating activities once non-cash items are stripped out. Please note these figures assume that the forestry revaluation and dividend from the Port Nelson are in line with budget expectation.
6.4 The actual accounting net position is a surplus of $13.916M compared with a budgeted accounting surplus of $9.305M. This equates to a surplus or favourable variance of
$4.611M.
6.5 The Table below reconciles the accounting surplus with the concept of the controllable operational surplus. This table strips out non-cash items and items that can only be used to fund capital expenditure (i.e. development contributions) or are non cash in nature i.e. swap revaluations/vested assets, and provides a clearer view of the operating position.
6.6 On a year-end basis income is $1.590M below budget. However assuming the dividend from the Port and the forestry revaluation comes in on budget, income is expected to be $1.043M above budget. Areas contributing to this include:
capital growth in the District is higher than expected in the Annual Plan 2014/15 which means more ($200,000) has been collected in general rates.
Actual Budget Variance
YTD YTD YTD
June June June
Accounting Surplus 13,916 9,305 4,611
Less
Vested Assets (non cash) 7,167 4,950 2,217
Revaluation of Swaps (non cash) -7,170 85 -7,255 Development Contributions (fund BS) 7,134 2,920 4,214
Total 7,130 7,955 -824
Controllable Operational Surplus 6,786 1,351 5,435 Explained by
Income (favourable variance) 94,517 96,107 -1,590 Expenditure (favourable variance) 87,731 94,756 -7,025
Total 6,786 1,351 5,435
Further adjustments expected
Forestry Revaluation 690
Dividends Final 1,193
Total 7,318
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water meter income is ahead of budget by $260,000 which can also be tied back to growth as well of additional income from an industrial users
rates penalties $167,000
a second interim dividend of $75,000 from Port Nelson. This was received in March.
These have been offset by slightly lower NZTA income, as a result of less expenditure.
6.7 On a year-end basis expenditure is $7.025M below budget. Areas contributing to this included:
Interest costs $2.665M.
emergency works $486,000
harvesting costs $213,000
maintenance costs across the Council of $4.4M. The main contributors were:
o Community Facilities and Parks $674,000 o Wastewater Maintenance $415,000 o Roading $727,000
o Coastal Structure $131,000 – Torrent Bay beach replenishment work o Water $335,000
o Information systems $176,000 o Council property $130,000
NRSBU $626,000
consultants $575,000
These were offset with higher legal fees being $227,000 over budget.
6.8 A detailed report on employee related expenses earlier in the year showed an overspend of
$60,000. At year end the actual and budget are in alignment. The cost of legal services was $644,000 which is $227,000 higher than the budget. One off costs associated with the alcohol policy and building settlement expenses contributed to this unfavourable variance.
6.9 The overall Capital Expenditure budget was $48.682M which included $17.34M of 2013/14 carry-overs approved in October by Council. Capital expenditure was $33.872M. The table below shows this by departmental area. Closing debt is expected to be around $147M.
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7 Managing People – good employer, performance, health and safety, policies
7.1 In my 28 May report to Full Council I informed you that WorkSafe is focusing on 10 areas and that I would be highlighting any specific areas that impact on our services and activities.
The first of these was asbestos and the second is forestry.
7.2 Cosman Parkes recently completed a health and safety review of Council forestry and visited four sites including a harvesting operation. Council staff and PF Olsen were involved in the review. Continuing to improve the level of health and safety reporting to Council was discussed and is now being worked on by both parties. Mike Cosman was a Panel member on the Independent Forestry Safety Review released in October 2014. He reported on the day of the review that our forests are being well managed and in line with the Ministry of Business, Innovation & Employment’s Approved Code of Practice for Safety and Health in Forest Operations. The common themes and operational recommendations from all the recent Cosman Parkes reviews, as well as a department by department Health and Safety status report are currently being considered by the senior management team. I will report to your on the issues and actions.
7.3 A small quarry operating on land leased from the Council was also visited by Cosman Parkes and Council staff. As a result of this visit quarry operations have been shut down as they do not meet regulatory requirements.
7.4 During the past six weeks there has been two minor accidents / incidents involving a staff member and three near misses have been reported. Accident / incident statistics for the year ending June 2015 are shown in Appendix One of this report. These have been sourced from the Council’s health and safety information system (Vault) which was purchased
September last year. The process of populating the system continues to be work in progress. We also currently have just over 150 contractors who are ‘health and safety approved’. This is similar to a pre-qualification status.
7.5 There was an assault involving ‘patrons’ at the Richmond library on Friday 10 July 2015.
Staff were shaken up but handled things well in the circumstances. It appears to have been Capital Expenditure
to June 2015
2014 2015 Full Year
Ac tuals Ac tuals Budget Var
$000s $000s $000s $000s
Environment & Planning 147 205 236 32
Engineering 21,069 31,006 42,791 11,785
Community Services 1,744 1,301 2,456 1,155
Governance 65 0 2 2
Corporate Services 308 573 1,590 1,018
Departmental Overheads 1,095 788 1,607 819
T otal Capital 24,428 33,872 48,683 14,810
Department
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a random incident not involving staff directly. The incident is being investigated as a near miss and will be reported to the senior management team for any follow up action. My thanks to Susan Edwards, Mayor Kempthorne and Councillor Edgar for their roles in the response.
7.6 The annual human resource statistics for the year ending June 2015 are shown in Appendix Two of this report. Previously these have been reported to the Corporate Services
Committee. The current headcount is 269 (Full Time Equivalent of 244.5) and this has increased from last years’ count of 262 (Full Time Equivalent of 234.5). The new positions are listed in Appendix Two. Our annual turnover was 7.8% for this year and has remained consistently low for the past five years compared to the National average of 16.3%. The average length of staff service is currently 8.5 years, and the average staff age is 48.8 years.
7.7 Collective employment agreement bargaining with the New Zealand Public Service Association (PSA) is progressing. The negotiations have concluded. A terms of settlement has been drafted and is subject to being ratified by a vote of 75% of the members. The process this year was challenging given the employer’s proposed policy changes and the Council’s late change to the budget. The settlement is within budget.
7.8 The fourth in-house Leadership Development Programme workshop takes place late July and the last one is mid August.
7.9 We are currently at various stages of recruiting for a:
Communications Officer (0.6 FTE) (new position - budgeted)
Administration Officer – Resource Consents (0.4 FTE) (replacement)
Administration Officer – Commercial (new position- unbudgeted)
Policy Planner – Urban & Rural Development (replacement) 7.10 Since my last report five appointments have been made.
Senior Administration Officer, Resource Consents – internal transfer (replacement)
Consent Planner – Land Use (fixed term to cover for maternity leave) – commenced 8 June (replacement)
Administration Assistant, Finance & Revenue – commenced 22 June (replacement)
Customer Services Officer (30 hours), Richmond – commencing 20 July (replacement)
Library Promotions Assistant (20 hours) – commencing 27 July (replacement) Concern has been expressed to me that some roles have been advertised without the Council being advised. That occurred because of the two months gap between reports to Council that occurs at this time of the year. To avoid this in the future you will be advised of jobs being advertised in the Councillor Update on a Friday.
8 Relationship Management – Iwi, customers/ratepayers, media, other councils, CCOs 8.1 A Memorandum of Understanding on Shared Services (Appendix Three) was signed by
the Mayors of the three Top of the South Councils in July 2012. Its objectives and the principles for joint working are still relevant; perhaps more so given the Minister’s recent speech. Despite that and the work that went into it, the MOU has only had the occasional
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airing since it was adopted. In the joint solid waste discussion with Nelson for example it wasn’t the ‘touch stone’ for the relationship that I thought was intended.
8.2 At a recent meeting of the Nelson, Marlborough and Tasman councils’ executive teams it was agreed that each council would be reminded about the MOU, advised that it hadn’t been reviewed and applied as intended and that we recommend to let it lapse. This is perhaps indicative of a ‘let’s just do it’ approach than have an MOU to guide the process and relationship.
8.3 The MOU was a product of relationship rebuilding efforts in the post amalgamation poll era.
In its absence future joint or shared services would be subject to their own agreements and process.
8.4 My contacts and other activities over the past 8 weeks have included –
Specialist Interest Group review – further work for the Regional Sector Group of LGNZ and the Regional CEOs
Puketutu ground levels and development contributions – meetings with Whakatu
Arizona Lands deferral uplifting - agreement on water supply
Jackett Island van Dyke civil claim – liaison with legal advisers and swearing affidavits on discovery
Port Tarakohe charges –Talley Holdings Ltd
Wangapeka River – river works costs dispute over the ‘local share’
Rating issues - contiguous properties and inequities
Freedom Camping – visit from David Hammond Thames Coromandel District Council to discuss common issues and promote the process for recovering fines.
Mapua JV – meetings and correspondence on roundabout cost sharing and development contributions objections
Marahau Valley access – meetings with the parties with an interest in Section Gully Stream
South Island Regional CEOs meeting – weekend of 6 June 2015
Civil Contractors – awards night
NZTA CEO with Mayor – FAR review outcomes for South Island councils.
1. Attachments
1. Year End Health and Safety Statistics 17
2. Human Resources Statistics 19
3. Memorandum of Understanding - Shared Services 23
Att ac hm ent 1 Item 8. 12
Att ac hm ent 1 Item 8. 12
Att ac hm ent 2 Item 8. 12
1 Staff Numbers Statistics
Full Time Part time Casual Fixed Term
Community Development 47 31 2
Corporate Services 38 1 3
Engineering Services 40 2 1
Environment & Planning 81 11 5
Office of the CEO 5 1 1
Headcount = 269 FTE = 244.5
211 46 2 10
June 2015 June 2014 June 2013 June 2012 June 2011
Community Development 80 83 84 85 84
Corporate Services 42 41 42 39 36
Engineering Services 43 40 40 22 21
Environment & Planning 97 92 89 93 90
Office of the CEO
(previously included in Corporate Services) 7 6 Headcount =
Increase on headcount
269
2.6%
262
2.7%
255
6.7%
239
3.5%
231
2.7%
FTE =
% increase on FTE
244.5
4.1%
234.5
2.7%
228
8.0%
211
3.7%
203.5
4.3%
Activity Area Position Title
Community Development (3 disestablished roles)
Assistant Librarian – Collections (Richmond)
Library Assistant (Motueka)
Library Assistant – Casual (Richmond) Corporate Services
(1 new role)
Project Leader – EDRMS (24 months fixed term) Engineering Services
(3 new roles)
Development Engineering Officer
Project Manager
Project Officer - 0.4 FTE (12 months fixed term) Environment & Planning
(5 new roles)
Technical Advisor – Building Control
Policy Planner – Coastal, Urban and Rural Development
Environmental Officer (12 months fixed term)
Administration Officer – Building Control (6 months fixed term)
Administration Support Officer – E&P (6 months fixed term) Office of the CEO
(1 new role)
Administration Assistance – Governance (12 months fixed term)
Att ac hm ent 2 Item 8. 12
2 Staff Turnover Statistics
3 Staff Age and Length of Service Statistics
Att ac hm ent 2 Item 8. 12
Att ac hm ent 3 Item 8. 12
Att ac hm ent 3 Item 8. 12
