Position Profile
Position Details
Position Title: Work Role Grouping: Directorate: Section: Location: Position Status: Organisational Context The Ministry of Health aims to ensure that the health and disability support system works for all New Zealanders. As principal advisor to the Government on health and disability policy, we lead and support the sector to achieve better health for New Zealanders, and reduce inequalities. The Information Directorate is responsible for providing leadership in developing and managing the Health system’s information systems and business processes. The Directorate is responsible for developing, maintaining and ensuring access to all the key information databases held by the Ministry. It is also responsible for making and monitoring payments to health providers in the sector. The Information Directorate will, working with the Health & Disability Systems Strategy Directorate provide strategic advice to the Director General and the Executive Leadership Team (ELT) on the medium- to long-term information needs and infrastructure of the sector that will meet future health service and population health needs. Position Purpose The purpose of the Manager Infrastructure Services team is to manage a team of technical competent and qualified System Engineers and Administrators for the Ministry of Health’s infrastructure that delivers service to the users that are geographically dispersed in Ministry of Health offices throughout New Zealand. The Manager Infrastructure Services team is responsible for providing technical expertise and problem solving in relation to the operations of the Information and Communications technologies including SUN, Windows, AIX servers, Messaging and VM farms, management and monitoring tools and other related technologies as required. The Manager Infrastructure Services team will be required to;
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Manager, Infrastructure Services Line Manager Information Directorate Technology Services Wellington Permanent
Position Number: ___________ 2/03/2005
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provide technical support as a technical lead with the other technical resources be responsible for defining establishing and managing processes and work controls ensure that all staff follow agreed standard practices implement changes that improve the user experience while maintaining security
This position will work with all Technology Services teams to provide efficient and effective support for the Ministry of Health users. It has the primary responsibility for managing the Ministry of Health core Infrastructure to industry standards and accepted best practice to maximize the availability and access to systems and infrastructure. The role will be responsible for the identification and management of resources for the planning, development and delivery of specified information and communications systems services and products. Influences senior level customers and project teams through change management initiatives, ensuring that professional standards are maintained. Takes full responsibility for budgeting, estimating, planning and objective setting. Plans and manages implementation of processes and procedures, tools and techniques for monitoring and managing the performance of automated systems and services, in respect of their contribution to business performance and benefits to the business, where the measure of success depends on achieving clearly stated business/financial goals and performance targets. Monitors performance and takes corrective action where necessary. The role is responsible for the evaluation of new system software, reviews system software updates and identifies those that merit action. Ensures that system software is tailored to facilitate the achievement of service objectives. Plans the installation and testing of new versions of system software. Investigates and coordinates the resolution of potential and actual service problems. Ensures that operational documentation for system software is fit for purpose and current. Advises on the correct and effective use of system software. The Manager is responsible for ensuring there is collaboration between teams and team members and that relationship and issues are managed appropriately. This role will contribute to the Group achieving delivery of strategic objectives and annual priorities. This role is expected to operate in line with the described Directorate purpose and values. Key Relationships All Ministry employees have a responsibility for managing relationships in some or all of the key sectors we work with. In this role, the key relationships to be developed are as follows:
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Reports to: Nos of employees (FTE): Internal Ministry relationships:
Group Manager, Technology Services 8 - 12 Primary Technology Services – Team Managers Technology Services – Technical Leads Solutions Delivery – Team Managers/Leaders Secondary Technology Services – All staff Ministry of Health – All staff Desktop and Peripherals Suppliers to Technology Services
Government and Parliament: Health and Disability Sector: Communities and the Public:
Peers in other Government Departments NIL NIL
Key Accountabilities The incumbent is responsible for the following key result areas and tasks: Key Result Areas Infrastructure delivery Services Expected Outcomes • to improve the quality and security of the ICT services delivered • align the ICT services with the current and future needs of the business • to reduce the long-term cost of the service provision. Substantial gains are to be made by the introduction of standard processes and procedures and implementing a service improvement culture. • Contribute to the Technology Services leadership team on issues related to the….. • Develop the Database Services Section, focusing on: professional and performance development of individual team members; team dynamics and team work; mentoring, coaching and feedback. • Planning, organisation and direction of Database Services team members. • Manage and support direct reports, fostering
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Leadership and teamwork
People Management
Key Result Areas
Expected Outcomes high standards in the quality of outputs, and promoting a quality service focus. Ensure all staff and contractors have clear definitions of roles, responsibilities and accountabilities and are appropriately supported to perform their optimum. Provide all direct reports with an annual performance and development plan and ensure they are provided with regular feedback and support to bridge development gaps. Manage high and low performers are appropriately. Ensure open and informative communication with team via regular meetings and feedback sessions. Financial Management – manage and prioritise departmental expenditure (DE) and non departmental expenditure (NDE) in the Unit consistent with the Ministry’s financial management policies and procedures and agreed delegations. Human Resource Management – ensure the management of Unit staff is consistent with the Ministry’s Human Resource management policies and procedures and agreed delegations. Contract Management and Procurement – manage and operate quality contracting processes which comply with the Ministry’s policies and standards, working with the Business Unit as necessary. Reporting – ensure all reporting requirements of the Unit are delivered on time. Legislation – ensure all relevant legislation is complied with. Health and Safety – meet the Ministry’s workplace health and safety objectives (outlined in the National Health and Safety Plan). Promote and foster cooperation and collaboration between teams within the Unit, Directorate and Ministry. Pass on knowledge and expertise to staff in the Ministry and wider system. Promote and model a quality service focus within the Directorate. Undertake such other duties as may be reasonably required.
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Compliance
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Relationship Management
Working outside of standard hours of work will also be required at times to action such issues and undertake pro-active systems administration tasks.
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Note that these objectives and deliverables/key result areas form part of the position holder’s performance agreement with the Ministry of Health. New objectives and deliverables/key result areas will be agreed for subsequent years. Key Selection Criteria To be considered for this role, the ideal person will need to demonstrate the following: Essential skills and experience: • • • • • • • • • Proven experience in the leadership of technical specialists; System Administrators and Engineers, including the ability to promote change and testing of new equipment and decommissioning a disposal of old equipment. Experience in applying specialised knowledge of server based computing interacting with networking software to large organisations. Excellent and proven communication skills both verbal and written and interpersonal skills. Experience in human and technical resource management of remote teams Experience in implementing change within an organisations based on an ITIL process framework including building key metrics to identify successes and areas for improvement Experience in providing implementing and delivering an outcomes focused quality improvement programme Experience in successfully managing expectations and building quality relationships with multiple stakeholders. Experience in working with others to look for solution, both traditional and innovative to problems. Demonstrated drive and ownership of outcomes to ensure delivery to the business
Desirable skills and experience • • • Experience in working in IT organisations that have implemented ITIL frameworks for Service Management and/or Service Operation. Understanding of IT TCO models Knowledge of IT accounting and government procurement practices
Competencies • All Ministry core competencies and management and leadership competencies (please see attached competency framework).
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Working for the Ministry
Expectations of Employees
Corporate Citizenship All employees are expected to contribute to the development and maintenance of the Ministry of Health as an organisation. This means: Using resources responsibly and supporting Ministry conservation measures Maintaining standards of ethical behaviour and practice Meeting the Ministry’s performance standards Participating in corporate development initiatives Helping to develop and maintain Mäori capability in the Ministry, including developing our understanding of the Treaty of Waitangi and ways in which it applies in our work. Raising and addressing issues of concern promptly. The Employer and Employee Relationship We have shared responsibility for maintaining good employer/employee relationships. This means: Acting to ensure a safe and healthy working environment at all times Focusing our best efforts on achieving the Ministry’s objectives A performance agreement will be reached between a staff member and their manager containing specific expectations annually or other timeframe as appropriate. Client and Stakeholder Commitment All employees are responsible for striving to continuously improve service quality. This means: Taking the initiative to meet the needs of the client/stakeholder Addressing our obligations under the Treaty of Waitangi Involving the client/stakeholder in defining expectations around the nature of the services to be delivered and the timeframe Keeping the client/stakeholder informed of progress Following through on actions and queries Following up with the client/stakeholder on their satisfaction with the services. Professional Development As the business of the Ministry and Health and Disability sectors develops, the responsibilities and functions of positions will change. All staff are expected to contribute and adapt to change by: Undertaking professional development Maintaining currency of professional expertise in order to maintain credibility Applying skills to a number of long and short term projects across different parts of the organisation Participating in rotation throughout all areas of the organisation Undertaking such other duties as the Ministry may reasonably require.
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Position Number: ___________ 2/03/2005
Competency Framework
Ministry Competencies
The Ministry has a competency framework in place to support the development of both the organisation and its staff. Refer to Key Selection Criteria for competencies critical to being effective in this position. Our competency framework includes: Core Competencies Core competencies which apply to all people working in the Ministry as they reflect the organisation’s core values: Knowledge. The ability to make realistic/relevant connections between one’s own work, the work of the Ministry and broader contexts. Relationship management. The ability to support the work of the Ministry through high quality working relationships. Professionalism. The ability to demonstrate commitment to the Ministry’s objectives and core values. Self-management. The ability to develop and maintain personal health and work/life balance systems. Communication. The ability to communicate in a way that shows sensitivity to other people and achieves desirable outcomes. Problem solving and achievement. The ability to give shape and direction to issues, ideas and information and deliver high quality work on time. Māori Awareness It is essential that a Ministry of Health person has an understanding of Mäori issues. This includes an awareness of traditional and contemporary Mäori and Iwi structures, key Mäori concepts, an awareness of legislation, Treaty of Waitangi issues and policy affecting the key areas of work. Management and Leadership Competencies In addition, positions with a management and/or leadership focus have the following set of competencies: Personal leadership. The ability to inspire others and increase workplace effectiveness. Stakeholder management. The ability to manage stakeholder expectations through quality relationships. People management. The ability to promote co-operation and collaboration, and to develop staff in order to ensure the Ministry’s ongoing achievement. Applied intellect. The ability to apply intellectual thinking to get high-quality results. Strategic management. The ability to focus the activities of the Ministry on building a leadership presence in the health sector to allow all New Zealanders to experience: better health; improved participation in
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Position Number: ___________ 2/03/2005
communities by people with disabilities; reduced health inequalities among population groups. Resource management. resources. The ability to manage physical and financial
There are also foundation and specialist competencies, which may apply to specific roles in the Ministry and reflect the technical aspects of these roles. Foundation Competencies Knowledge management. The ability to transform assets/information into capability for effective action. intellectual
Risk management. The ability to apply risk management principles to work in the Ministry. Legislation and regulation. The ability to interpret and apply legislation and regulation in work of the Ministry. Presentation. The ability to deliver messages accurately and appropriately to various audiences. Sectoral leadership and partnership. The ability to build commitment and give effect to government policy objectives throughout the Health and Disability sector. Critical thinking. The ability to bring analysis and evaluation skills to work in the Ministry. Specialist Competencies – Policy Analysis Formulating Policy Advice. The ability to understand the Health Sector / Public Sector policy environment, apply objective analytical skills to policy issues, and provide advice that reflects the Ministry’s position. Understanding and Working in the Political Context. The ability to understand the political context, including the relationship between the Crown and Government formed by the Treaty of Waitangi, and to use this knowledge to uphold the interests of the Ministry of Health. Stakeholder Consultation & Partnership. The ability to sustain the interests of the Minister(s) and the Ministry through developing and maintaining effective and cooperative relationships with stakeholders. Specialist Competencies – Contract Management Contract Preparation. The ability to plan and create a third party contract and to select a suitable contractor/service provider. Negotiation. The ability to negotiate effectively with contractor/service providers on behalf of the Ministry. Contractor/Service Provider Management. The ability to establish and maintain a productive relationship with the contractor/service provider. Contract Management – Knowledge. Has a comprehensive knowledge of policies, procedures, systems and legislation relating to contract management.
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