Chief Executive Officer(CEO)/Secretary General(SG)

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Job Description

FASANOC was established on March 25, 1949, and recognized by the International Olympic Committee (IOC) on September 20, 1955. Its mission is to inspire the people of Fiji through sporting excellence and it coordinates Fiji's national teams for major international events.

Reporting to the President and the Executive Board, the role as guided by the FASANOC Charter is the principal administrative and finance officer of FASANOC and shall be responsible for the efficient operation and management of FASANOC Offices. In addition, s/he will provide overall strategic direction, leadership and organisational management to FASANOC. The CEO is an ex-officio member of the Executive Board without voting rights to meet IOC requirements.

Outcomes

Organisational Stakeholders
1. Management and Leadership of FASANOC
Robust coordination in the development of Strategic Plans Implementation of Strategic Plan/direction is ensured Policies are recommended for personnel, finance and administration Approved policies and procedures are implemented Annual business plan reflects FASANOC's strategic direction and is effectively implemented Monthly and annual statements of FASANOC's accounts are prepared and submitted  Budgets are developed and successfully managed                      All expenditures are contained within budget Risk management - assessment plan developed, implemented and continuously monitored                              Risk mitigation plans for high level risks developed and well understood by Board and staff. Cohesive leadership provided to FASANOC programs/projects                                                        Resources, including human resources, are managed while considering priorities, barriers and obstacles Increased application of technology supports strategic direction of the organisation Project management – delivery:                      Program implementation is successfully delivered against targets and objectives Organisational environment focuses on customers and supports continuous improvement                                                               Effective and efficient administration of services provided Assets are optimised through effective monitoring against business priorities, including but not limited to:                   Financial, Human capital and Physical assets – property, plant and equipment Undertaking of other duties as directed by the Executive Board and or President Role of Company Secretary enacted as and when required Governance and compliance matters raised Briefs provided to the Executive on key issues raised through board decisions Drafting of all correspondences coming from the President of the Executive Maintaining complete, correct and relevant minutes, and matters arising Effective distribution of meeting minutes and papers ensured Ensuring matters arising are appropriately and efficiently addressed
2. Robust Human Capital Management
Constant review of the management structure and systems Efficient and effective organisation with clear roles and responsibilities for all staff Performance is managed                   Annual performance management reviews implemented Performance management measures established and maintained while managing adjustments and variations Performance reports submitted to relevant stakeholders in a timely and accurate fashion                                                  Performance reporting system/s and measures are established and maintained Developing and growing workforce (FASANOC and Membership):                              Support and relevant learning opportunities provided for staff  Staff are effective, competent and motivated Retention ensured Demonstrable increase in FASANOC staff competencies Developing and growing the volunteer workforce of FASANOC
3. Strategic Communication oversight ensured
Effective image building implemented at community levels                          Advocacy and awareness of FASANOC priority areas on FASANOC website, social media, mainstream media ensured Strategic communications plan developed and implemented                    Synergising and coordination with stakeholders' efforts ensures Communication and advocacy through mainstream media strengthened  Effective public relations management with stakeholders ensured
4. Well-informed Executive supports informed decision-making
Compiles and circulates FASANOC Annual Report Annual Report finalized for presentation to Annual General Assembly Report circulated to FASANOC stakeholders Monitoring and reporting on FASANOC Strategic Plan ensured Bi-annual reports to FASANOC Executive Board and Annual Report to FASANOC Board Regular financial reporting to FASANOC Executive Board and  Staff provided Annual Report on FASANOC Programs provided to the Executive Board and relevant stakeholders Sound advice provided to the Board includes but is not limited to company policies, regulatory, investment, business growth, etc.
5. Effective Stakeholder and Membership Engagement
FASANOC represented at international meetings relevant to the work of the organisation ensured Accompanies and supports members of the FASANOC Executive Board as and when required on various representational and consultative tasks Monitoring and reporting on FASANOC Solidarity programs ensured and where appropriate, advice and guidance provided on utilisation of funds Clear and precise guidelines to FASANOCs regarding access to programs delivered Templates for standard technical and administrative reports for individual activities planned by FASANOC as approved within the framework and that of international bodies eg. Olympics International Ongoing liaison with NOCs, Regional/International Sports Federations, ANOC and IOC ensured “User-friendly” relationships between FASANOC, ONOC, NOCs, Regional/International Sports Federations, ANOC and IOC Training activities effectively coordinated for Executives and management staff on FASANOC Programs Training activities implemented Improved delivery of programs in the region Securing of core funding from potential donors ensured Ascertain minimum funding required to ensure the sustainability of the core function of FASANOC Ensure programs and activities undertaken by FASANOC can self-funding Continuous stakeholder engagement and advocacy supports financial growth and organisational sustainability and targeted thematic areas in mandated activities Commercial viability managed - current and future Funding secured from donors, private sector, and local philanthropy Funding meets financial goals over time
6. Delivery of Administration Duties as and when required
FASANOC Annual General Assemblies, FASANOC Executive Board Meetings, FASANOC Commission Meetings, and Secretaries General Meetings coordinated and supported Meetings organized and serviced Timely production of summary records of meetings
7. Statutory and operationally compliant organisation
Risk assessment program is implemented and managed Procedural compliance is ensured at all times Statutory compliance is ensured at all times Professional best practice is ensured across all operations
8. FASANOC's image and value standards demonstrated and promoted
Collaborate with other teams in the organisation for the benefit of the organisation Monitor and encourage team members to uphold image and value standards Uphold and demonstrate the organisation's image and values

Responsibilities - Critical Competencies

Competence	Description
Business
Strategic Development	Establish the strategic direction and steer the organisation towards its goals
Business Performance	Manage the performance of the organisation.
Risk Management	Analyse and manage risk.
Planning	Deliver results by developing, reviewing or following a work plan, action plan or operational plan.
Resource Management	Deliver results through the efficient and effective allocation and use of supplies , equipment and people.
Documentation	Communicate using formal business writing.
Communication	Exchange information through verbal communication
Customer
Customer Commitment	Demonstrate a commitment to customer service - both internal and external customers.
Promotion	Promote the value of the products/services offered by the organisation.
Quality Focus	Deliver quality.
Organisational Values	Display the organisation's image and value standards.
People
Leadership	Utilise a leadership position to influence people and events and to increase performance.
Negotiation	Reach agreement through discussion and compromise.
Innovation	Use original and creative thinking to make improvements and/or develop and initiate new approaches.
Learning	Develop the competencies of self and others to enhance performance.
Professional
Technical Strength	Demonstrate knowledge of a specialist discipline.
Financial Application	Apply financial principles and practices.
Global Environment	Respond to globally driven changes in the organisation’s environment.
Technology Application	Apply technology.

Qualifications

Qualification	Discipline	Notes
Preferred
Higher Degree incl. Post Grad Cert or Dip	Business Administration, Operations Management, Sport Management
Desirable
Masters Degree	Business Administration, Operations Management, Sport Management

Work Knowledge and Experience

1. Minimum of 5 years in a similar role or 8 years at a Senior Managerial role
2. Computer literacy including an intermediate level of skill in MS Word and Excel
3. Exceptional self-management skills (organisation and time management) and the ability to work well within a team
4. Exhibit excellent communication (verbal and written) and interpersonal skills
5. Consultancy skills - ability to understand the HR needs of both the organisation and the individual staff member
6. Possess skills in establishing and maintaining relationships and partnerships with a wide range of internal and external stakeholders (Mutually beneficial relationships)
7. Proven experience in administration management
8. Ability to maintain a high level of customer service
9. Ability to apply/implement organisational and procedural guidelines of the office
10. An understanding of the sporting environment in Fiji and partner development including management of staff and volunteers
11. Financial management with a demonstrated ability to prepare and manage budgets, analyse financial records and report preparation
12. An understanding of the Olympic movement and the functional roles of its key components as well as understanding of the autonomy of sport

Requirements

Language Proficiency
Excellent command of spoken and written English
Professional Associations
Membership of appropriate Professional Institution
Regulatory Compliance Requirements
Police Clearance

Interactions

Interaction	Comments
Internal
Management Team
Staff
National Federations (NFs)
Commissions, Committees, Programs: SJC, Uniform, Medical, Drug Free Sport, HPC, Athletes, Sports & Environment, Olympic Academy, WIS, Appeals, Disciplinary
Team Fiji Management, Team Officials
Volunteers
Suva Apartments Staff
External
IOC & Member NOCs
ANOC
CGF & Member CGAs
International Federation of Sport
IOC recognised organisations of sport
Games organising committees
International funding and donor agencies
International media
International sport interest organisations
ONOC & Member NOCs
PGC & Member PGAs
Regional media
Regional funding and donor agencies
SportingPulse
Government agencies
Sponsors
School and tertiary institutions
Suppliers
General public

Attributes

Attribute	Definition
Behavioural Styles
Accountable	Assumes full responsibility for own actions and identifies with the success or failure of own part of the overall work/goal.
Detail oriented	Attends to the small elements of a task/activity, ensuring completeness and accuracy.
Innovative	Devises new and creative ways to do things comes up with original ideas.
Integrity	Adherence to moral and ethical principles; soundness of moral character; honesty.
Resilient	Cope positively with stress and catastrophe. Bounces back from setbacks, mistakes or misfortunes.
Interpersonal Styles
Realistic	Shows concern for facts and reality, rejecting the impractical.
Self-sufficient and assured	Readily copes with situations without recourse/need of others, showing confidence and belief in oneself and one's own abilities.
Team Oriented	Enjoys being with others as part of a group or team.
Trusting	Places confidence in others without misgivings, relying on their ability, character, and truthfulness.
Thinking Styles
Concrete thinker	Focuses on the tangible experiences of actual things or events.
Holistic thinker	Considers issues/situations as a whole rather than analysing or dissecting the parts.
Initiative	Takes action and makes decisions without the help or advice of other people.
Numerate	Shows abilities in quantitative thought and expression.
Well organised	Controls tasks in a well thought out and critical manner.

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