3 October 2024
Al
[FYI request #28196 email]
Tēnā koe Al
Your request for official information, reference: HNZ00062257
Thank you for your email of 27 August 2024, asking Health New Zealand | Te Whatu Ora for the
following under the Official Information Act 1982 (the Act):
In January 2024 roles for a senior advisor and product manager were advertised for the
national quarantine capability for ‘in the event of a future pandemic’. Since February 2024
could I be provided with documents such as briefings, memos or key emails or other
relevant documentation that show:
The outputs and outcomes of both roles realised or expected since February 2024. The
work program of these roles since February 2024. The salary of these roles
Could I also be provided with emails and documents such as briefings, memos or otherwise
that relates to the setting up or planning or implementation of a national MIQ system since
February 2024 as part of a quarantine readiness plan and which former or new MIQ
suppliers are involved.
(As described in the 1 July 2023 Health NZ press release announcing a quarantine
readiness plan and development of proposal for investment in an evolving portfolio of
quarantine interventions).
On 24 September 2024, we extended the timeframe on your request to 8 October 2024. This
extension was made in accordance with section 15A(1)(b) of the Act.
Response
For ease of reading, I have broken your request into two main questions and responded to each
part in turn as below.
The outputs and outcomes of both roles realised or expected since February 2024, the
work program of these roles since February 2024, and the salary of these roles.
The expected outputs, outcomes and work program of these roles are outlined in the position
descriptions (
Appendix 1 and 2 refer). A summary of these outputs and outcomes by role is
provided below.
Senior Advisor
In accordance with the position description, the Senior Advisor role supports the following
outcomes:
•
Advisory: provides expert advice and support to ensure effective delivery of National
Quarantine Capability (NQC) work, incorporating operational needs and continuous
improvement. Collaborates with stakeholders to meet accountability standards and
offers strategic insights on NQC-wide issues.
•
Business planning and performance management: supports planning, improvement,
and reporting activities. Analyses data trends to inform planning and proactively
identifies priorities and issues.
•
Relationship management and stakeholder engagement: builds and maintains
strong relationships internally and externally, ensuring continuity and cooperation.
Actively contributes expertise, represents NQC positively, and influences key leaders'
decisions.
The salary bands for this role (band SP19) are as follows:
o 80% position in range: $92,046
o 100% position in range: $115,057
Product Manager
In accordance with the position description, the Product Manager role supports the following
outcomes:
•
Lead product strategies: develop and implement strategies that align NQC objectives with
Health New Zealand’s business and technology plans, with a focus on NQC digital
systems.
•
Manage stakeholders: collaborate effectively with internal and external stakeholders,
including Health New Zealand business and clinical owners, to define, prioritise, and deliver
on the Enterprise Backlog.
•
Provide technical leadership: maintain an awareness of current technical developments,
ensure quality assurance processes are robust, and operate as a senior functional
technical specialist providing expert advice.
•
Ensure service delivery: lead product planning, delivery, and marketing through the
product lifecycle, manage the associated budget, and prioritise delivery against the product
roadmaps.
•
Contribute to broader organisational goals: contribute to a culture that enables
employee growth, work collaboratively to achieve strategic health outcomes, and support a
culturally safe workforce.
The salary bands for this role (band SP21) are as follows:
o 80% position in range: $107,886
o 100% position in range: $134,857
While we are unable to disclose specific information regarding the output and workload of
individual staff, Health NZ can confirm that the realised outputs and outcomes of both roles have
been delivered in accordance with the expected outcomes, in line with the position descriptions
provided.
Could I also be provided with emails and documents such as briefings, memos or otherwise
that relates to the setting up or planning or implementation of a national MIQ system since
February 2024 as part of a quarantine readiness plan and which former or new MIQ
suppliers are involved.
The MIQ network was decommissioned in its entirety by the Ministry of Business, Innovation and
Employment (MBIE) in August 2022, but work continued to ensure New Zealand remains well
prepared for any future pandemic and other events for which quarantine and isolation might be
required. The Quarantine and Isolation Capability Readiness Plan (readiness plan) was developed
by MBIE to maintain readiness to re-establish quarantine and isolation mechanisms (such as MIQ).
From 1 July 2023, this responsibility was transferred to Health agencies. The National Quarantine
Capability (NQC) within Protection, Health NZ is responsible for enabling border focused
quarantine and isolation capability, should the need arise. Since February 2024, NQC has worked
to maintain, test and mature the readiness plan.
We have identified two documents within scope of your request. These are owned the Ministry of
Health who hold joint responsibility for this work.
1. Briefing 10 May 2024:
National Quarantine Capability: work programme and next
steps (H2024039348)
2. Briefing 31 July 2024:
National isolation and quarantine capability (H2024045544)
We have been advised that these will be proactively released by the Ministry of Health on their
website in the near future. As such, this information is refused under section 18(d) of the Act as it
will soon be publicly available. A list of suppliers who provide services for NQC has been provided
as Appendix 3.
How to get in touch
If you have any questions, you can contact us at
[email address].
If you are not happy with this response, you have the right to make a complaint to the
Ombudsman. Information about how to do this is available at
www.ombudsman.parliament.nz or
by phoning 0800 802 602.
As this information may be of interest to other members of the public, Health NZ may proactively
release a copy of this response on our website. All requester data, including your name and
contact details, will be removed prior to release.
Nāku iti noa, nā
Sara Freitag
Manager, Machinery of Government Support
National Public Health Service
Appendix 1
Position description:
Senior Advisor, Readiness and Continuous Improvement
Position Description | Te whakaturanga ō mahi
Title
Senior Advisor, Readiness & Continuous Improvement (NQC)
Reports to
Principal Advisor, Readiness (NQC)
Location
Flexible
Department
NPHS, Health Protection Directorate
Direct Reports
Nil
Total FTE
1
Budget Size
Opex
N/A
Capex
N/A
Delegated Authority
HR
Tier 7
Finance
Tier 7
Date
January 2024
Job band (indicative)
Te Whatu Ora | Health New Zealand
The Health System in Aotearoa is entering a period of transformation as we implement the Pae
Ora/Healthy Futures vision of a reformed system where people live longer in good health, have
improved quality of life, and there is equity between all groups.
We want to build a healthcare system that works col ectively and cohesively around a shared set of
values and a culture that enables everyone to bring their best to work and feel proud when they go
home to their whānau, friends and community. The reforms are expected to achieve five system
shifts. These are:
• The health system wil reinforce Te Tiriti principles and obligations
• Al people wil be able to access a comprehensive range of support in their local communities to
help them stay wel
under Official Information Act 1982
• Everyone wil have equal access to high quality emergency and specialist care when they need
it
• Digital services wil provide more people the care they need in their homes and communities
• Health and care workers wil be valued and wel -trained for the future health system
Te Mauri o Rongo – The New Zealand Health Charter (to be confirmed)
Released
Te Mauri o Rongo is currently being finalised – this section provides an overview of anticipated
content. In order to guide the culture, values, and behaviour expected of the health sector, Health
New Te Mauri o Rongo provides common values, principles and behaviours through four Pou, to
guide health entities and their workers, enabling a cultural transformation of the health sector. Te
Mauri o Rongo fundamentally upholds a key system shift of the New Zealand health reforms to
reinforce and embrace Te Tiriti and our obligations to it.
The pou are a platform and a foundation to empower a culture transformation, every person is guided
to align themselves to the pou and enact the values and behaviours that the pou represent.
Employers and employees are expected to uphold Te Mauri o Rongo in their work and environments
as part of our commitment to achieving Pae Ora (healthy futures) for al .
It is fundamental that the four Pou of Te Mauri o Rongo are upheld by the health entities and their
workforce.
Wairuatanga
The ability to work with “
When we come to work, we are able and
heart
supported by others to be our whole selves.
When we return home we are fulfil ed”.
Rangatiratanga
Ensuring that the
“
As organisations we support our people to
health system has
lead. We wil know our people; we wil grow
leaders at al levels
those around us and be accountable with
who are here to serve
them in contributing to Pae Ora for all”
Whanaungatanga We are a team, and
“
Regardless of our role, we work together for
together a team of
a common purpose. We look out for each
teams
other and keep each other safe. Together we
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are whānaunga, we are the workforce -
kaimahi hauora”
Te Korowai
Seeks to embrace and “
The wearer of the cloak has responsibility to
Act
Manaaki
protect the workforce
act/embody those values and behaviours”
About the role
The Senior Advisor, Readiness and Continuous Improvement plays a critical role in helping to
shape NQC’s business performance, and readiness through the provision of specialist advice and
Information
development of effective processes and for leading a programme of continuous improvement
activities.
Key Result
Expected Outcomes / Performance Indicators – Position Specific
Area
• Leading the provision of balanced, expert and responsive advice,
Official
Advisory
support and planning which relates to the delivery of the Portfolio.
• Understanding the operational needs of NQC to ensure those needs
are reflected in approach to delivery of work.
• Builds continuous review and improvement throughout al elements
under
of Isolation and Quarantine Readiness.
• Works with others across Te Whatu Ora to ensure successful and
on time delivery of the public sector accountability framework.
• Works effectively across the health system, engaging with the Te
Aka Whai Ora and Manatu Hauora.
• Identifies opportunities as to how NQC’s accountability framework
wil look in the future, how we work together and how all the
Released processes fit together.
• Work closely with NQC management to understand the operational
environment.
• Provides strategic advice on NQC-wide issues and positioning the
group with key external stakeholders.
•
• Supports group business planning initiatives, continuous
Business
improvement, and performance reporting.
Planning and
• Identify trends from multiple data sources covering quantitative
and qualitative data sets and relate these to the NQC business
Performance
planning and performance framework and continuous
Management
improvement.
• Continuously and independently monitor the environment, anticipate
priorities, and issues, and proactively liaise with colleagues to act.
• Builds continuous review and improvement throughout al elements
of Isolation and Quarantine Readiness.
Relationship
• Develop and maintain relationships across NQC and other external
Management
agencies to ensure continuity of delivery and associated resourcing.
and
• Build appropriate and effective business relationships with work
Stakeholder
col eagues and external stakeholders to enhance understanding and
Engagement
cooperation needed to achieve desired results.
•
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Participate as an active team member and contribute knowledge
and expertise.
• Develop effective working relationships with managers and team
Act
leaders, and across NQC.
• Represent NQC and Te Whatu Ora views and protects its reputation
in external interactions.
• Build strategic alliances with key leaders to ensure operational
influence in their decision-making.
Information
Key Result
Expected Outcomes / Performance Indicators – All Te Whatu Ora
Area
Leaders
Te Tiriti o
• Remains focused on the pursuit of Māori health gain as wel as
Waitangi
achieving equitable health outcomes for Māori.
• Supports tangata whenua- and mana whenua-led change to deliver
mana motuhake and Māori self-determination in the design, delivery
Official
and monitoring of health care.
• Actively supports kaimahi Māori by improving attraction,
recruitment, retention, development, and leadership.
Equity
•
under
Commits to helping al people achieve equitable health outcomes.
• Demonstrates awareness of colonisation and power relationships.
• Demonstrates critical consciousness and on-going self-reflection
and self-awareness in terms of the impact of their own culture on
interactions and service delivery.
• Willingness to personal y take a stand for equity.
• Supports Māori-led and Pacific-led responses.
Released
Culture and
• Lead, nurture and develop our team to make them feel valued.
People
• Prioritise developing individuals and the team so Te Whatu Ora has
Leadership
enough of the right skil s for the future, supporting diversity of
leadership to develop – Māori, Pacific, people with disabilities and
others.
• Provides leadership that shows commitment, urgency and is visibly
open, clear and innovative whilst building mutual y beneficial
partnerships with various stakeholders both internally and externally.
• Implement and maintain People & Culture strategies and processes
that support provide an environment where employee experience,
development and performance management drive achievement of
the organisation’s strategic and business goals.
• Ensures Business Unit culture develops in line with expectations
outlined in Te Mauri o Rongo (the Health Charter, once developed),
ensuring unification of diverse teams whilst simultaneously
supporting local cultures to be retained and strengthened.
Innovation &
• Be open to new ideas and create a culture where individuals at all
Improvement
levels bring their ideas on how to ‘do it better’ to the table.
• Model an agile approach –tries new approaches, learns quickly,
adapts fast.
• Develops and maintains appropriate external networks to support
current knowledge of leading practices.
Collaboration
• Models good team player behaviour, working with col eagues to not
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and Relationship
allow silo thinking and behaviour at decision making level to get in
Management
the way of doing our best and col egial y supports others to do the
same.
Act
• Work with peers in Te Aka Whai Ora | Māori Health Authority and
Pacific Health Business Unit to ensure the voice of and direct
aspirations of Māori and Pacific People are reflected in planning and
delivery of services.
Health & safety
• Exercises leadership and due diligence in Health and Safety matters
and ensures the successful implementation of Health and Safety
strategy and initiatives .
Information
• Taking all reasonably practicable steps to eliminate and mitigate risks
and hazards in the workplace that could cause harm, placing
employee, contractor and others’ health, safety, and wel being
centrally, alongside high-quality patient outcomes.
•
Official
Lead, champion, and promote continual improvement in health and
wel being to create a healthy and safe culture.
Compliance and • Takes responsibility to ensure appropr.iate risk reporting,
Risk
management and mitigation activities are in place
• Ensures compliance with all relevant statutory, safety and regulatory
under
requirements applicable to the Business Unit.
• Understands, and operates within, the financial & operational
delegations of their role, ensuring peers and team members are
also similarly aware.
About you – to succeed in this role
Released
You will have
Essential:
• A relevant tertiary qualification or equivalent experience.
• Previous experience in a senior advisory role in a complex
environment.
• Demonstrated sound understanding of internal processes as wel as
keeping abreast of strategy and operations of NQC to provide the
right level of information and advice to maintain credibility of the
Portfolio.
• Strong conceptual thinker and problem solver, demonstrating
innovation and excel ent judgement.
• Clear, concise, communicator with particular strengths in writing,
including but not limited to; leadership papers, memos, project
documentation and reports.
• Able to cut a clear path through complexity and comfortable with
ambiguity and change.
• Able to balance strategic imperatives with operational realities.
• Knowledge and experience of Te Ao Māori and Te Ao Māori
practices; tikanga, Te Reo and a comprehensive understanding of the
Treaty, Te Tiriti and the Treaty Principles.
• Self-motivated and results-driven, including the ability to do what is
difficult or unpopular when required, to work effectively under
pressure and focus on key issues.
• Excel ent interpersonal skil s with an ability to liaise and collaborate
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effectively at al levels of the organisation and an ability to build and
maintain strategic relationships.
• Maturity, political nous, sound judgement, flexibility, and a sense of
Act
teamwork in a demanding and unpredictable work environment,
which can involve urgent problem resolution.
• Attention to detail and a commitment to accuracy and excel ence.
•
•
•
•
You will be able to
Essential:
Information
• Demonstrate an understanding of the significance of and obligations
under Te Tiriti o Waitangi, including how to apply Te Tiriti principles in
a meaningful way in your role
• Take care of own physical and mental wel being, and have the stamina
needed to go the distance
Official
• Able to maximise the quality and contributions of individuals and teams
to achieve the organisation’s vision, purpose and goals
• Establish and maintain positive working relationships with people at al
levels within the public and private sectors, related industry and
community interest groups and the wider national and international
under
communities
• Demonstrate a strong drive to deliver and take personal responsibility
• Demonstrate self-awareness of your impact on people and invests in
your own leadership practice to continuously grow and improve
• Demonstrate the highest standards of personal, professional and
institutional behaviour through commitment, loyalty and integrity
Released
This position description is intended as an insight to the main tasks and responsibilities required in
the role and is not intended to be exhaustive. It may be subject to change, in consultation with the
job holder.
Appendix 2
Position description:
D&D Product Manager - NQC
Position Description | Te whakaturanga ō mahi
Title
Product Manager
Role ID
D&D Product Manager – NQC
1982
Reports To
Manager, National Quarantine Capability
Act
Location
Wellington - preferred
Business
Health Protection
Group
People
Direct Reports: Nil
Indirect Reports: Nil
Budget
Opex: Nil
Capex: Nil
Information
Delegated
HR: TBD
Finance: TBD
Authority
Official
Job Band
SP21
Tier
6
About the
The Product Manager is a senior member of the National Quarantine
Role
Capabilty (NQC) team which sits in the National Public Health Service
under
(NPHS). NQC is responsible for providing quarantine and isolation
capability in Aotearoa in the event of a future pandemic. NQC is
supported by several digital systems and the Product Manager will take
responsibility for these systems, working collaboratively with Te Whatu
Ora Data and Digital teams to maintain, evolve and drive value from
these platforms over time. The role will lead assessment of NQC’s digital
systems to inform a future plan for investment opportunities to both
Released
mitigate risk and realise the NQC strategic vision. A key delivery will be
input and leadership around budget process planning. The role will be
responsible for aligning strategic thought leadership with operational
delivery.
Organisational Giving effect to the strategic health outcomes of Te Whatu Ora by
Impact
providing leadership that contributes to building sustainability, resilience
and meaningful culturally safe connections, capabilities, assets and
services with the good of the New Zealand Public Health System in
mind, now and for the future.
Key Result Areas
Expected Outcomes (Role specific)
Strategy Management Lead product strategies that are aligned to the principles of Te
Tiriti and help deliver pro-equity outcomes.
Develop and implement strategies to align Te Whatu Ora
organisational business plans and technology delivery plans
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with business objectives.
Maintain a facilitation role for delivering business outcomes in
Act
area of accountability that contribute to the overall data and
digital strategy.
Own the product vision ensuring shared goals are clear and
well understood by the product teams and the business.
Collaborate with the Te Whatu Ora business and clinical owners
to define, prioritise and deliver against the Enterprise Backlog.
Information
Provide thought leadership, expertise and advice to
programmes of work to ensure the successful delivery of
priorities and objectives.
Communicate business objectives/strategies authoritatively at
Official
all levels across the organisation to both technical and non-
technical audiences.
Provide input into policy and strategy formation where required.
under
Stakeholder
Collaborate across teams and capabilities to streamline and
Management
improve delivery of services, prioritise demand, and improve
business value.
Actively initiate influential relationships with internal and
external customers, suppliers and partners at a senior level,
including industry leaders to deliver business objectives.
Released
Gain agreement from stakeholders to conclusions and
recommendations and negotiate with stakeholders to manage
competing priorities and conflicts.
Work collaboratively with colleagues, other business teams and
other agencies to take advantage of, and develop good practice
frameworks, methodologies and collateral.
Represent product management at the appropriate technical
and governance levels.
Foster an open, collaborative environment that encourages
ongoing learning and knowledge sharing.
Foster a culture of continuous improvement and innovation with
stakeholders within the organisation to improve efficiencies,
reduce waste in processes and better utilise resources.
Work closely with other Product Managers to deliver business
outcomes where multiple products and in particular complex
products are required.
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Facilitate the building of effective relationships between
others.
Act
Technical Leadership Maintain an awareness of current technical developments that
may provide business opportunities to programmes, projects,
products or services. Provide expert insights and share
knowledge widely.
Undertake troubleshooting to understand current challenges
and needs, identifying and resolving issues that impact the
Information
success of their product teams
Ensure that quality assurance processes and activities are
robust and reliable, and appropriately tailored to the
organisation’s quality objectives, and are effectively deployed.
Official
Develop, summarise and report on KPIs within business area
as to status against measures including the required quality,
scope, resource, benefit, budget, delivery cadence and
under
outcomes of product team deliverables.
Operate as a senior functional technical specialist providing
expert technical advice and recommendations to ensure the
delivery of programmes of work and wider organisational
strategies.
Analyse and anticipate procurement needs, and ensure they
Released are met through high-quality relationships with key suppliers
and vendors.
Lead the procurement of vendors and manage vendor
performance against agreed service levels/deliverables.
Operate as an expert in product management performing highly
complex/ambiguous work activities covering technical, financial
and quality aspects.
Propose, develop and lead learning sessions that will increase
the product management capability across the organisation.
Service Delivery
Lead product planning, delivery and marketing through the
product lifecycle.
Operate between the Business and Technical domains to align
strategy, drive product value and achieve agreed outcomes
against the Enterprise Backlog.
Operate agreed product roadmaps and quarterly plans and
ensure reporting and progress against those roadmaps and
quarterly plans is communicated as per the organisation’s
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requirements.
Act
Manage the budget associated with the roadmaps and quarterly
plans.
Market the product to look for opportunities for re-use or other
applications of the product both inside and outside the Senior
Product Manager’s business area.
Prioritise delivery against the product roadmaps alongside key
product stakeholders. Information
Work with the product teams to ensure that functionality in
production is supported effectively, efficiently and to the agreed
quality standards.
Official
Works with the business to define objectives and key results,
and to implement measurement of these when products are in
production
Give business empowerment where appropriate to direct on
under
timings and value for business-driven improvements and
change while balancing this with the need for product
development that ensures the technical sustainability of the
product.
Ensure re-use of those products that provide common or re-
usable capabilities across different business units.
Released
People Leadership
Form, maintain and lead the product team and the team
members within it to achieve project/programme objectives.
Provide advice to iteratively improve product management
capability including skills requirement, development
opportunities, training, coaching and mentoring.
Participate actively in the recruitment and onboarding of team
members.
link to page 13
Carry out formal capability assessments to identify strengths
and areas for improvement of self and other Product
Managers.
Facilitate team members’ individual development of skills and
capabilities in line with team and personal goals, providing
development opportunities in line with the product management
capability, business and strategic direction.
Set quality, performance and capability targets for the team in
line with capability area and organisational goals.
Determine and allocate routine tasks or project work to team
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members in line with team objectives and individual capabilities
including adjusting workload, targets, and team capacity as
Act
requirements.
Review team outputs and provide constructive advice and
feedback.
Monitor the performance of the team and working relationships
providing effective feedback to address individual issues.
Lead team member performance reviews.
Information
Other
Undertake any other duties as directed by the Manager.
Drive own development taking the initiative to identify and
negotiate own appropriate development opportunities.
Official
Key Result Areas
Expected Outcomes for all Te Whatu Ora Managers
under
People and Culture
Lead a culture that enables employees to learn and grow in order
to deliver responsive and trusted services, ensuring career
growth and development, and supporting Te Whatu Ora to be
seen as a preferred employer.
Act as an ambassador for the values and behaviours of the
desired organisational culture, Te Mauri o Rong
o1, ensuring
Released unification of diverse individuals and teams whilst supporting
positive local cultures to be retained and strengthened, and
driving performance through effective teamwork and
empowerment to achieve current and future service delivery.
Support product teams so that Te Whatu Ora has the skills and
performance outcomes it requires now and for the future,
1 Health Charter, once developed
link to page 14
supporting diversity of leadership to develop – Māori, Pacific,
people with disabilities, and others.
Strategic Health
Work collaboratively with other business units and across
Outcomes
sectors, to collectively contribute to the strategic health outcomes
outlined in the Pae Ora (Healthy Futures) Act 202
22.
Te Tiriti o Waitangi – is focused on the pursuit of Māori health
gain as well as achieving equitable health outcomes for Māori.
Support tangata whenua- and mana whenua-led change to
deliver mana motuhake and Māori self-determination in the
design, delivery, and monitoring of health care. Actively support
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kaimahi Māori by improving attraction, recruitment, retention,
development, and leadership, and te ao Maori is reflected in all
Act
that we do.
Planning, direction
Think, plan, and lead the product team. Engage the product team
and operational
in the vision and position the team to meet current and future
management
needs.
Lead the development and implementation of business plans,
frameworks for the team, function or business unit performance,
Information
and drives performance and delivery against objectives.
Lead and contribute to business planning, delivery monitoring
and reporting, and resource management effectiveness.
Achieving Equitable
Role-model a change in the way we work to improve health
Official
Outcomes
outcomes, equity for Māori, as well as Pacifica, Whaikaha, and
other groups, that achieves the goals of Pae Ora.
Contribute to the business unit’s equity commitments.
under
Support a culturally safe workforce, reflecting our diverse
community, and better understanding own cultural perspectives
to bring awareness and how this may unconsciously impact
interactions and service delivery, to advance work across a
range of social contexts. Including, to partner effectively with Te
Aka Whai Ora and Manatu Hauorā in advancing Māori health
Released aspiration and outcomes.
Collaboration and
Build mutually beneficial partnerships internally and externally
Relationship
with inter-dependent stakeholders across different organisational
Management
and community representation including hapu and iwi, required to
achieve sustainable performance outcomes.
2 The explicit purpose of Act is to: protect, promote, and improve the health of all New Zealanders; achieve equity in health outcomes
among New Zealand’s population groups, including by striving to eliminate health disparities, in particularly for Māori; and build
towards pae ora (healthy futures) for all New Zealanders.
Work with peers in Te Aka Whai Ora | Māori Health Authority and
Pacific Health Business Unit, and others, to ensure the voice of
and direct aspirations of Māori and Pacific People are reflected in
planning and delivery of services
Role model effective team player behaviour and works to support
inclusive, productive interactions and service delivery by actively
breaking-down silo thinking and behaviour, especially at decision
making level, to allow for best work. Collegially supports others to
do the same.
Health & Safety,
Take all reasonably practicable steps to eliminate and mitigate
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Compliance and
risks and hazards in the workplace that could cause harm,
Reporting
placing employee, contractor and others’ health, safety, and
Act
wellbeing centrally, alongside high-quality patient outcomes.
Ensure active management and compliance with all relevant
statutory, safety and regulatory requirements applicable to the
team.
Take responsibility to ensure appropriate risk reporting,
management and mitigation activities are in place.
Information
Understand, and operate within the financial and operational
delegations of their role, ensuring peers and team members are
also similarly aware.
Official
Key Relationships
External
Internal
under
• Suppliers
• Te Aka Whai Ora
• Vendors
• Manager
• Contractors
• Project teams
• Other Government agencies
• Product Managers and teams
Released
• Product Owners
• Sector Digital Channels Managers
• Sector Digital Channels Capability Leads
• Programmes
• Wider Data and Digital Teams
• Business Owners
• Te Whatu Ora business units
Essential Requirements
Experience
Seasoned experience in a similar role in a large complex
organisation working with both internal and external stakeholders
and leading team
Experience working in an Agile product delivery framework
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Significant experience developing product roadmaps
Act
An appreciation of the technical landscape, ability to support the
shaping of solutions with the ability to articulate this in a
language that is reflective of the audience
Demonstrated ability to motivate and encourage teams in an
environment of change, financial prudence and an increasing
level of digital maturity across the organisation
Strong coaching and mentoring skills with the ability to lead
Information
others effectively to achieve successful organisational outcomes
Proven relationship building skills and well-developed
communication skills.
Official
Proven ability in managing suppliers and vendors
Ability to apply technical strategies, policies, standards and
practices effectively.
under
Demonstrated intuition and the ability to balance good process
with the need to make clear decisions in demanding situations
such as priority service outages.
Demonstrated ability to work under tight timeframes and manage
competing priorities while remaining resilient under pressure.
Experience working in the health sector or other Government
Released body preferred
Knowledge, Skills,
Pae Ora & Te Tiriti o Waitangi - demonstrates an
and Attributes
understanding of Pae Ora (Healthy Futures) Act 2022, the
significance and obligations of Te Tiriti o Waitangi, including how
to give effect to these expectations in a meaningful way, and the
commitments to equity and priorities of Wai2575. Have an
appreciation of cross-cultural matters, including knowledge of
tikanga Māori (or a willingness to learn).
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Leadership and management – at a mid-managerial level, has
the ability to think, plan and contribute strategically and to
connect with people to build an engaged and productive
workforce. Demonstrates inclusive leadership and management
skills able to maximise the quality and contributions of individuals
and teams to drive outcomes.
Communication and relationship effectiveness –
demonstrates mature communication and interpersonal skills,
including the ability to write and present in a clear, persuasive,
and impactful way, to influence others to embrace change, and to
develop, unify and maintain effective internal and external
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relationships essential for achieving sustainable outcomes.
Planning and direction – at a mid-managerial level, has the
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ability to maintain oversight of work responsibilities, to identify
business / project requirements, to contribute to strategies, to
plan, prioritise, delegate and organise work to deliver on short
and long-term objectives across the breadth of the role.
Operational management – at a mid-managerial level, has the
ability to monitor and analyse performance to ensure the quality
of work, identify areas of improvement, problem solve, and make
Information
sound decisions to achieve goals.
Continuous improvement – demonstrates an openness to the
views of others, and an ability to model an agil
e3 approach that
helps to foster a culture where individuals bring their ideas and
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issues for constructive debate and finding improved ways
forward. Has networks to support current knowledge of leading
practices.
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Dealing with ambiguity – demonstrates an ability and
willingness to effectively manage people and projects of work
during times of uncertainty and change.
Financial management – at a mid-management level, has a
relevant understanding of financial management, including
budgeting, forecasting, and cost management.
Released
Compliance and risk management - demonstrates an
understanding of risk and compliance, legal and regulatory
requirements regarding relevant regulations and standards in
New Zealand, to ensure compliance with these requirements as
relevant to the role.
3 Agile approach – tries new approaches, learns quickly, adapts fast
Education
A relevant graduate and/or post-graduate qualification or
comparable experience working at a management level.
Selection Criteria
Critical knowledge,
1. Knowledge and experience relevant to the expectations of
skills, and attributes,
this position as outlined above.
including specific
2. Seasoned experience in a similar role in a large complex
cultural and/or
organisation working with both internal and external
language requirements
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stakeholders and leading team. Experience working in an
Agile product delivery framework. Significant experience
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developing product roadmaps. An appreciation of the
technical landscape, ability to support the shaping of solutions
with the ability to articulate this in a language that is reflective
of the audience. Proven ability in managing suppliers and
vendors. Ability to apply technical strategies, policies,
standards and practices effectively.
3. Demonstrated ability to balance good process with the need
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to make clear decisions in demanding situations (e.g. priority
service outages). Demonstrated ability to work under tight
timeframes and manage competing priorities while remaining
resilient under pressure.
4. Demonstrated ability to motivate and encourage teams in an
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environment of change, financial prudence and an increasing
level of digital maturity across the organisation. Strong
coaching and mentoring skills with the ability to lead others
effectively to achieve successful organisational outcomes.
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Strong financial management of operational budgets
5. Previous responsibility at a leadership level for developing,
maintaining and influencing relationships and partnerships
across sectors and organisations including with Māori and
Pacific Peoples and groups. Proven relationship building skills
and well-developed communication skills. Leadership level
Released experience putting into practice the expectations outlined in
Te Tiriti o Waitangi in their position.
Essential
A graduate or post graduate qualification in a relevant area or
qualifications,
comparable experience working at a management level.
certifications and/or
professional
registrations required
Appendix 3
NQC suppliers
• Interact Learning Pty Ltd (trading as Kineo)
• Sudima Christchurch
• Sudima Auckland Airport
• The SEBEL Auckland Manukau
• Novotel Christchurch Airport
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• Novotel Auckland Airport
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• Naumi Hotel
• Johnston's Coachlines
• Satellite Media Ltd
• Jet Park Auckland
• Holiday Inn Auckland Airport
Information
• First Security Guard Services Ltd
• Big Blue
•
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AvSec
• JNCTN
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Released
