POSITION DESCRIPTION

BUSINESS OPERATIONS MANAGER

SERVICE DELIVERY BRANCH

Location: Auckland, Tauranga, Wellington, Christchurch and Dunedin

Reports to: Region Manager

Position number Tba

Position status Permanent

Version date: May 2020

ABOUT FIRE AND EMERGENCY

For more than 150 years, fire service organisations have been at the heart of New Zealand communities.

Our vision is to build stronger communities and protect what matters most to the people within them.

We have around 14,000 personnel, based across New Zealand. We work closely with the public to reduce risk, improve readiness, respond to emergencies and help communities to recover from disaster.

Our organisation is made up of career and volunteer firefighters, as well as people in specialist and support positions. The work we do is critically important and maintaining public trust and confidence is vital to the performance of our responsibilities.

We’re building a modern emergency management organisation with the structure, resources and skills to protect life, property and New Zealand’s unique environment.

POSITION PURPOSE AND SCOPE

As a member of the Region Leadership Team (RLT) the Business Operations Manager is accountable for ensuring the development, implementation, maintenance and continuous improvement of service delivery (the 4Rs) across the Region.

The Business Operations Manager has primary responsibility for ensuring that the Region develops, implements and maintains the systems and processes to enable strategic and operational planning and the business of the Region is underpinned and supported by robust governance, management of all resources and efficient business and financial operations.

The Business Operations Manager will be the key conduit between the RLT and the Finance and Business Operations (FABO), Organisation Strategy and Capability Development (OSCD) and Office of the Chief Executive (OCE) branches in National Headquarters, ensuring there is a two-way flow of information and intelligence to support Service Delivery.

Financial delegations: Tba

Staff responsibility: Business Support/Service Managers and Planning and Performance Manager

KEY COLLECTIVE ACCOUNTABILITES FOR SERVICE DELIVERY LEADERSHIP POSITIONS

Form and foster a cohesive and high-performing team that ensures people are well led at all levels within the Service Delivery Branch

Place the safety, health and wellbeing of all of our people at the forefront of decision-making Ensure communities and partners are at the forefront of all our work Engage effectively and work collaboratively with all branches to build alignment and achieve

organisational goals

Ensure the organisation, through its ways of working, systems, processes and decision-making, takes into account and respects the diversity of contributions from all components of our workforce and actively promotes, sponsors and improves our engagement and relevant outcomes for Māori

Lead ongoing change to establish and maintain a unified organisation founded on a respectful and inclusive culture

Ensure all decision-making takes into account the 10 key principles of volunteerism Promote and achieve organisational cohesion through fostering a culture of continuous

improvement, collaboration and organisational learning Capture and promote the value Fire and Emergency NZ adds to New Zealand to enhance the

organisation’s public profile Ensure that the work environment rewards positive behaviour and is safe and free of unwanted

behaviour, including bullying and harassment of any form.

KEY MANAGEMENT ACCOUNTABILITIES FOR SERVICE DELIVERY LEADERSHIP POSITIONS

Implement an integrated and unified service delivery model within the Region Business and Planning and Performance Teams

Create an environment that enables and reinforces high performance Monitor performance against expectations and the values and standards of behaviour the

organisation has set.

KEY FUNCTIONAL ACCOUNTABILITIES FOR THIS POSITION

Lead the processes to ensure the development, delivery and prioritisation of strategic and operational plans for the Region and that these plans are aligned with the direction and requirements of the organisation

Ensure that there is clear accountability across the RLT for the delivery of work programmes and activities

Ensure systems and processes are in place to proactively and regularly monitor, report and manage the Region’s performance and activity (operational and non-operational) and that this information is used to continuously improve services

Ensure that the Region has plans and procedures in place to understand and deliver on its requirements and responsibilities in respect of:o People including training, learning and developmento Finance o Stakeholder engagement and communicationso Assets, including property, fleet, equipment and ICT needs

Lead the Business Operations and Planning and Performance teams for the Region, ensuring there is clear direction to enable high performance and effective and efficient activity, and that the teams are engaged and involved in the overall work of the Region

Ensure that the Region Manager and RLT have timely access to the information (finance, operational, people, assets) and expertise they need to manage their services and teams

Ensure that systems and processes are in place to enable leaders across the Region to understand and manage their finances in line with organisational policies and delegations

Work with the Response Capability Directorate to ensure the development of an operational intelligence approach within the Region (internal and external data), which enables and supports leaders across the Region to have timely access to information and intelligence to develop local solutions to problems

Ensure business continuity planning is undertaken including during surge response deployments to other parts of the country

Ensure business analysis is undertaken to support process and system enhancement and informed decision-making

Develop and implement effective and efficient communication channels across the Region to ensure timely and comprehensive dissemination of information to all personnel

Ensure the Region complies with organisational procurement processes and that all supplier contracts are managed effectively

Mentor, coach and assist in the development of managers across the Region to develop their business acumen and understanding of their resource management responsibilities (people, finances and assets)

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Work collaboratively with the Region People Services Manager to ensure the Region develops and implements a plan for its workforce that ensures it has the capability and capacity it needs to deliver its services

Ensure that the Region has effective connections and relationships at all levels with the FABO, OSCD and OCE branches to ensure organisational alignment and needs are met

Undertake all other reasonable duties as requested and required.

All Service Delivery employees, regardless of their position may contribute to surge response events, in accordance with their skills and experience. For employees in non-response and non-ranked positions there is no mandatory requirement to contribute to surge response events. As an organisation we understand that some people may not wish to, or be able to, do this for personal and/or family reasons, particularly outside of their hours of employment or away from their usual place of work.

SAFETY, HEALTH AND WELLBEING RESPONSIBILITIES

Understanding, and leading by expectation and example, a duty of care for safety, health and wellbeing in relation to all Fire and Emergency NZ people, workplaces and work activities under direct influence and control

Managing specific requirements, as set out in the Safety, Health and Wellbeing Policy for Fire and Emergency NZ.

KEY RELATIONSHIPS

Internal External

District Leadership Teams Service Delivery Leadership Team Region People Services Manager National Headquarters corporate directorates Business Operations Managers Regional corporate staff – fleet, property, ICT

Suppliers and providers Key stakeholders, partners and contractors

PERSON SPECIFICATION

Experience Experience leading and managing people and work programmes, including budgets and resources Experience managing commercial and/or business operations in a large and complex organisation Experience undertaking business and financial planning and analysis, including the development of

strategic and business plans Experience managing procurement processes, including contract and tender management Experience managing the financial management and budgeting processes for an organisation Experience coaching and mentoring managers in business and financial management Development and use of performance metrics to monitor and report on performance and activity Experience applying the principles of diversity and inclusion in the workplace Experience using financial systems and processes to support decision-making.

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Knowledge Tertiary qualification in Business Management (desirable) or equivalent experience Sound understanding of the Public Finance Act 1989, machinery of government and the principles

of financial and procurement management and best practice in the public sector Knowledge and understanding of the statutory framework and the political, social and economic

settings in which the organisation operates, including the machinery of government and policy-making process.

Skills Demonstrated ability to establish credibility with a wide range of groups and individuals Strong financial analysis and modelling skills and expertise Demonstrated ability to manage multiple conflicting priorities Development and use of business and financial systems and processes Demonstrated ability to convey technical and complex information to a range of audiences Strong MS Office skills, including Excel Current driver licence.

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KEY CAPABILITIES FOR RECRUITMENT

BRANCH LEADERSHIP

Providing collective leadership

Thinks and acts strategically; works collaboratively with district colleagues and across districts to deliver the organisation’s strategy and enhance the organisation’s performance.

Leading with influence

Leads and communicates in a clear, persuasive, and impactful way; tailors influencing approach so it is fit-for-purpose and progresses the organisation’s outcomes.

Achieving through external relationships

Builds and fosters effective external relationships to progress the organisation’s strategic objectives; works in partnership with external parties.

TEAM LEADERSHIP

Enhancing team performance

Enhances the performance and culture of the team; gains buy-in to change and compels people to action; monitors team performance and adjusts strategy to maximise team performance.

Inspiring our people (employees and volunteers)

Inspires their people (wins hearts and minds); adapts leadership approach so it is consistently fit-for-purpose.

Achieving through others

Ensures people are clear about what is expected of them and that they receive the feedback and encouragement to bring out the best in them; prioritises coaching and developing staff; builds the people capability to deliver organisational outcomes.

Achieving through the team

Leverages the talents of their team; builds a cohesive and high performing team.

PERSONAL LEADERSHIP

Achieving ambitious goals

Demonstrates achievement drive, ambition, optimism, and a delivery-focus; makes things happen and achieves ambitious outcomes.

Managing work priorities

Works at the right level and on the right things; delivers on their short and long-term objectives across the breadth of their role.

Displaying intellectual agility and curiosity

Thinks critically and broadly, displays curiosity and flexibility in analysing ideas and information; seeks and values the input of others, makes timely and fit-for-purpose decisions.

Demonstrates a desire to learn, seeks to understand others and values diversity of thought.

Managing self Displays grit, courage, resilience, humility and integrity; manages reactions and demonstrates composure and consistency in their behaviour and emotions.

Displaying self-awareness and a self-improvement focus

Knows themselves (what they do well and less well); can assess their performance and impact on others in the absence of feedback; seeks and values feedback; is committed to developing and improving themselves.

KEY CAPABILITIES CONTINUED:

Strategic and business planning

Collate and moderate inputs from relevant areas to inform business objectives, priorities and plans

Manage and maintain functional initiatives and activities to ensure alignment with the organisations strategic objectives and business plans

Stakeholder engagement

Identify and maintain effective relationships with internal and external stakeholders to achieve organisational outcomes

Coordinate and collaborate with and across internal functions to ensure alignment of functions

Monitoring and evaluation

Monitor and evaluate to identify issues and opportunities, and support decision making processes

Review activities to measure effectiveness against outcomes and deliverables

Advise and influence

Provide proactive and frank advice that is impactful, influential and able to be utilised Frame advice in the context of relative priorities Ability to influence others and shape debate Anticipate and time the delivery of advice to maximise impact and influence

Communication Demonstrates effective written, verbal and interpersonal communication skills Ability to convey complex or technical information both verbally and in written form to a range of

audiences

Relationship management

Build and maintain relationships with a wide range of people to achieve organisational outcomes

Results orientation Experience leading projects using contemporary best practice methodologies and practices

Analysis and judgement

Demonstrate strong qualitative and quantitative analytical ability Demonstrate strong judgement and decision-making skills Ability to distil complex and competing information to identify key themes and issues Take a strong evidence-based approach to decision-making

Technical knowledge

Demonstrates the qualifications, skills, knowledge and experience required to successfully undertake the position (detailed in the person specification of the position description)