National Headquarters
Level 12
80 The Terrace
PO Box 2133
Wel ington
New Zealand
Phone +64 4 496 3600
22 July 2022
A Whittle
By email: [FYI request #19741 email]
Dear A Whittle
Information Request – Group Manager positions
I refer to your official information request dated 23 June 2022 asking for information in relation to
Group Manager (GM) positions throughout New Zealand.
In accordance with the provisions of the Official Information Act 1982 (OIA), we have set out your
questions and our responses in the table below. The ‘stand up’ date referred to in your questions
below is the 27 September 2021.
Question Request
Response
ref
1
How many Group Manager positions
74
were filled at the time of the 'stand up' of
the new FENZ structure, Sept 2021?
2
How many Group Manager positions
3
remained unfilled at that time?
3
At the time of 'stand up', how many
52
Group Managers came from an urban
fire background?
4
At the time of 'stand up', how many
22
Group Managers came from a rural fire
background?
5
Since 'stand up' how many Group
14
Manager positions in total have been
vacated for any reason, including
secondment, resignation, or retirement?
6
How many Group Manager (GM)
10
positions have been filled or will be filled
by seconded employees, or are in the
process of being fil ed by such?
7
Which Districts have or are about to, or
• Auckland District
have made offers or other arrangements,
• Canterbury District
for seconded employees to fill GM
• Counties Manukau
positions?
District
• Hawke's Bay District
• Manawatu-Whanganui
District
• Mid-South Canterbury
District
• Northland District
• Tairawhiti District
•
Taranaki District
8
How many employees seconded, or
10
about to be seconded, to Group Manager
positions had applied for a Group
Manager position during either the
redeployment or recruitment rounds of
the restructure process?
9
How many of these employees seconded
The number of employees who
to a GM position (or about to be
meet the criteria in these questions
seconded, or have arrangements in
is very small. We consider that,
place) were not successful at application
given the very small number
or interview during the redeployment or
involved and the parameters of
recruitment rounds of the restructure
your questions, it is reasonably
process?
likely that, if we were to release
10
How many employees seconded to a GM
the information requested,
position (or about to be seconded, or
individual employees could be
arrangements are proposed for their
identified and disclose personal
secondment) were deemed 'not
information about them. This is
suitable', or did not meet the suitability
particularly the case given there
requirements, for a GM role at
are only ten people who could
application or interview during the
meet the criteria you have asked
redeployment or recruitment rounds of
about (see our response to
the restructure process?
question 8). Consequently, we are
11
Which Districts have employees
withholding this information under
seconded into GM position(s) (or who
section 9(2)(a) of the OIA to
are about to be, or who have been), who
protect the privacy of natural
were previously unsuccessful or deemed
persons.
to be 'not suitable' for the GM position
during the redeployment or recruitment
We do not consider that there is a
rounds of the restructure process?
public interest in the release of the
information requested in questions
9 – 11 which outweighs
withholding it.
12
How many of these employees who had
0
applied for a GM position during the
redeployment or recruitment rounds of
the restructure process, who are now
seconded (or about to be) into GM roles,
did not pass CORE during the initial
selection process in 2021?
13
Is passing CORE still a requirement of
No
selection to a GM position, permanent or
seconded?
14
Of the vacancies identified in question 5
Of the vacancies filled on a
above, how many were filled by
permanent basis, all 3
employees from an urban fire
vacancies were filled by
background and how many from a rural
employees with an urban
fire background. How many were filled
background
by persons external to FENZ?
15
For any GM positions filled following the
Please see a copy of the
'stand up' of the new structure (Sept
“Interview Assessment
2021), using a merit-based or best-suited
Summary”
attached.
selection process involving interviews,
please provide the interview questions.
You have the right to seek an investigation and review by the Ombudsman of this decision.
Information about how to make a complaint is available
at www.ombudsman.parliament.nz or
freephone 0800 802 602.
Yours sincerely
Sid Wellik
Acting Deputy Chief Executive, Office of the Chief Executive
encl
Interview Assessment Summary
This form should be completed by the person designated as scribe on behalf of the panel. One copy of the form should be completed per
interviewee.
Date:
Candidate’s name:
Candidate Status: Affected/Internal/External
Position being interviewed for: GROUP MANAGER
Interview panel members (please indicate who is the scribe):
Name
Title
Scribe Y/N
Scoring Scale
Part one: Presentation
Capabilities being assessed:
Communication, Analysis and Judgement, Technical Knowledge, Stakeholder
Engagement and Relationship Management (refer to Capabilities table for descriptors)
Capabilities Demonstrated:
under the Official Information Act 1982
Organisational
Analysis and
Technical
Results
Stakeholder
Team
Communication
Leadership
Judgement
Knowledge
Orientation
Engagement &
Leadership
Relationship Mgmt
Notes on panel’s discussion about whether evidence of capabilities required for role observed during presentation:
Please provide commentary on presentation style, handouts, time taken.
Time taken _______ minutes
Released
Part two: Questions from the panel
Question 1.
Can you please describe for us your understanding of FENZ’s future operating model, and tell us how
you think things would need to change from how they are now to achieve this new way of working?
Follow up – do you think the new model is a positive way forward?
Capabilities the question should provide evidence of:
Organisational Leadership, Analysis and Judgement, Technical Knowledge (refer to Capabilities table for descriptors)
Capabilities demonstrated in answer to question:
Organisational
Analysis and
Technical
Results
Stakeholder
Team
Communication
Leadership
Judgement
Knowledge
Orientation
Engagement &
Leadership
Relationship
Mgmt
Notes on panel’s discussion about whether evidence of capabilities required for role observed during answer:
Question 2.
Can you please tell us about a time when you have worked to develop and/or improve a relationship
with a key stakeholder or stakeholders to successfully achieve an important organisational goal?
Follow up – what do you think it was about what you did that helped ensure success?
Capabilities the question should provide evidence of:
Stakeholder Engagement and Relationship Management, Analysis and Judgement (refer to Capabilities table for descriptors)
Capabilities demonstrated in answer to question:
Organisational
Analysis and
Technical
Results
Stakeholder
Team
Communication
Leadership
Judgement
Knowledge
Orientation
Engagement &
Leadership
Relationship
Mgmt
under the Official Information Act 1982
Notes on panel’s discussion about whether evidence of capabilities required for role observed during answer:
Released
Question 3.
What do you see as the biggest chal enges in achieving unification of urban and rural expertise in terms
of operational delivery?
Follow up – how would the expertise you bring help ensure growing unification of operational service
delivery?
Capabilities the question should provide evidence of:
Organisational Leadership, Team Leadership, Analysis and Judgement, Results Orientation (refer to Capabilities table for
descriptors)
Capabilities demonstrated in answer to question:
Organisational
Analysis and
Technical
Results
Stakeholder
Team
Communication
Leadership
Judgement
Knowledge
Orientation
Engagement &
Leadership
Relationship
Mgmt
Notes on panel’s discussion about whether evidence of capabilities required for role observed during answer:
Question 4.
If you got this role, what do you see as the main things you would need to focus on as the manager to
grow a high performing team and a positive team culture?
Follow up – What specific chal enges do you see to achieving this in terms of the team this role would be
managing?
If being interviewed for more than 1 role, approach fol ow up question from perspective of each role.
Capabilities the question should provide evidence of:
Team Leadership, Analysis and Judgement (refer to Capabilities table for descriptors)
Capabilities demonstrated in answer to question:
Organisational
Analysis and
Technical
Results
Stakeholder
Team
Communication
Leadership
Judgement
Knowledge
Orientation
Engagement &
Leadership
Relationship
under the Official Information Act 1982
Mgmt
Notes on panel’s discussion about whether evidence of capabilities required for role observed during answer:
Released
Question 5
Can you tel us your thoughts on what an increased risk reduction focus would mean for brigades and the work they
do?
Follow up – What chal enges do you see in achieving this focus and how would you overcome them?
Capabilities the question should provide evidence of:
Organisational Leadership, Team Leadership, Analysis and Judgement, Results Orientation (refer to Capabilities table for
descriptors)
Capabilities demonstrated in answer to question:
Organisational
Analysis and
Technical
Results
Stakeholder
Team
Communication
Leadership
Judgement
Knowledge
Orientation
Engagement &
Leadership
Relationship
Mgmt
Notes on panel’s discussion about whether evidence of capabilities required for role observed during answer:
under the Official Information Act 1982
Released
Part three: Assessment
Note: The minimum scoring criteria for an applicant to be considered suitable for appointment into this position wil be 3 (out of 4)
CAPABILITY AREA
Agreed rating
Capabilities Evidenced
Presentation
Question 1
Question 2
Question 3
Question 4
Question 5
TOTAL
Overal Interview Summary: (note: this wil form part of the recommendation to endorse / request for employment offer form, and provide candidate feedback)
under the Official Information Act 1982
Released
under the Official Information Act 1982
Released
Critical Capabilities GROUP MANAGER selection criteria
Organisational leadership We are looking for evidence of:
Experience working col aboratively and constructively as part of an operational management team.
The ability to develop and lead operational plans for their team to effectively deliver performance standards and organisational goals.
The ability to understand organisational goals and lead operational teams to contribute to the achievement of those goals.
Evidence could include:
•
Example of when the candidate played a key role as part of a management team or similar group to achieve an important operational outcome or solve a
chal enging problem.
•
Example of when the candidate has developed and implemented an operational plan for their team to successfully achieve an organisational goal.
•
Demonstration of the ability to accurately describe the organisation’s key goals (incl. new ways of working across the 4Rs) and insightful y articulate how
current operational practice and ways of working within and across groups wil need to change in the future to achieve these goals.
Technical knowledge
We are looking for evidence of:
A sound understanding of effective and safe management of operational response, in either (or ideal y both) built and natural environments, and how the
characteristics of the local area impact how these can be most effectively managed.
A sound understanding on relevant legislative, statutory and compliance requirements.
Evidence might include:
•
Demonstration of understanding of key principles of effective fire readiness, response, reduction and recovery in either (or ideal y both) built and natural
environments, and how the operational work of brigades can best contribute to key priorities in these areas.
Demonstration of ability to insightfully and accurately apply their knowledge of legislative, statutory and compliance requirements to a complex operational issue.
NOTE: Where applicants can only demonstrate knowledge and understanding in either the built or the natural environment, selection panels wil ensure the total
population of Group Managers appointed to the District col ectively have the required technical knowledge to operate effectively across both environments
a ccording to the District’s profile.
Team leadership
We are looking for evidence of:
Proven experience developing and managing a diverse operational team (e.g. of employees, volunteers and contractors) to achieve a positive working culture and
high performance.
The ability to effectively communicate district goals and plans, ensure their team understand how what they do contributes to this, and actively guide and enable
them to achieve the operational performance standards required.
Evidence could include:
•
Example of when the candidate has successfully provided problem solving or guidance for their team on a significant (complex and/or high risk) operational
issue.
•
Demonstration of understanding of how to manage a diverse team to maximise team performance and achieve results.
•
Example of when the candidate has communicated an important goal or plan, and effectively managed their team to achieve the or complex goal/required
outcome.
Stakeholder engagement We are looking for evidence of:
under the Official Information Act 1982
and relationship
The ability to lead local engagement activities and successful y manage key stakeholder relationships, representing the organisation at al .
management
The ability to develop positive relationships and effective partnerships and engagement with iwi, and other agencies, and strategically important community group or
individuals.
The ability to identify and implement the need to develop key (internal and external) relationships to achieve organisational goals.
The ability to represent FENZ and the government with authority, credibility and humility.
Released
Evidence might include:
•
Example of when the candidate has worked to develop and/or improve a relationship with a key stakeholder or stakeholders to successful y achieve an
important operational goal or organisational objective.
•
Demonstration of a clear understanding of their key stakeholders would be in the role, and how they might work to build and maintain relationships with
these people.
•
E xample of when they have successful y worked to build trust and influence with a key stakeholder or stakeholder group.
Analysis and judgement We are looking for evidence of:
A track record of sound and timely decision making.
The ability to consistently show good judgement, including on complex operational issues.
The ability to prioritise wel and focus on the right things.
The ability to effectively foresee and mitigate health and safety impacts on operational staff. Ability to think tactical y and strategical y to solve problems and achieve
goals.
The ability to insightfully reflect on outcomes and show self awareness and learning.
Evidence might include:
•
Example of when they have made a successful decision on a chal enging operational issue (e.g. health and safety related), and demonstration that they
were able to do this in an insightful, and timely way that created the right outcome/s.
•
Demonstrated ability to discriminate urgent from important and spend their time focusing on the things that make the most difference to achieving the
required outcomes.
•
D emonstrated ability to apply knowledge of local environment and chal enges, and think tactical y and strategical y to achieve goals.
Results orientation
We are looking for evidence of:
The ability and commitment to deliver on their plans and commitments.
The ability to think proactively and strategical y about how to achieve results, and make this happen.
Evidence might include:
•
Example of when the candidate has shown ability and extra commitment to deliver what they say they wil deliver on time.
•
E xample of when the candidate has had to problem solve and show persistence to successfully achieve a required result under difficult circumstances.
Communication
We are looking for evidence of:
The ability to communicate clearly and effectively verbally and in writing.
The ability to communicate with a range of audiences in a way that is engaging and clear.
Evidence might include:
•
Delivery of a clear, succinct and engaging presentation and answers to interview questions to the panel.
•
E xample of when the candidate has managed to communicate well with stakeholders to achieve a goal.
under the Official Information Act 1982
Released
Document Outline
