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Position description TSI Manager November 2013

Position description

Position title:
TSI Programme Manager Youth Pathways & Early Childhood
Position number:
TBA
Division:
Chief Planning Office
Reports to (attach structure):
General Manager Southern Initiative
Department:
The Southern Initiative
Direct reports (number):
NA
Unit:

Indirect reports (number):
NA
Team:

Location:
Manukau
Position Context
Auckland Councils Southern Initiative is a 30-year programme that focuses on developing stable homes and
employment opportunities for children and families in parts of the south of Auckland. It is in its first 12 months
operation. The work streams are shown in the following diagram.




Accountabilities of Position
Purpose of position
This position plays a lead role in the implementation of the vision and strategic direction of The Southern
Initiative (TSI), one of the two big initiatives, as set out in the Auckland Plan. The overall purpose of this role is
to plan and coordinate resources to deliver a long term programme of co-ordinated investment and actions to
deliver transformational change in south Auckland. In particular, this position is tasked with making
transformational improvements in south Auckland in the following priority workstream(s):
A clear pathway and support for further education, training or employment for all young people leaving
school
Support strong family attachment and early intervention for children before school.

The Auckland Plan provides the directive to:
Provide a transition and pathway programme for all children, from year 7 to leaving school
Work with business leaders and employers to enhance job opportunities and connect work-ready youth to
local employment
Develop and deliver a multi-sector programme of actions and effective early intervention models, with priority
to vulnerable children.
A key aspect of the work programme is ensuring safe mothers, children and young people.

Position description The Southern Initiative November 2013
While the position holder is expected to have a focus on the above they must also be flexible and, as required,
contribute to other programmes across units, departments and Council/CCOs.

The Southern Initiative builds on the commitment of multiple sectors, including central government, Iwi, local
boards, NGOs, business, Pasifika and other communities to help deliver this change in an area of high social
need and significant economic opportunity. To achieve this, Auckland Council is working in partnership with an
extensive range of both internal and external stakeholders to deliver on the Priorities and Directives contained
within the Auckland Plan.

Key responsibilities

Expected outcomes
Programme Development
Effectively lead and manage programmes and
resources to deliver transformational change to
South Auckland
Ensure establishment of appropriate project
team structure to deliver the relevant change in
south Auckland. Manage the governance and
project controls relating to project team
structures.
Build credibility through programme leadership to
enable commitment from other internal and
external stakeholders
Coordinate resources internally and externally to
achieve quality and effective results
Tailor leadership style according to the multiple
stakeholders involved in this ethnically and
culturally diverse area
Assist the GMTSI to present the workstream
outcomes, at conferences and events;
articulating the importance of TSI in relation to
the Auckland Plan and the Better Public Service
targets
Understand and accommodate the delivery
resource requirements and constraints of
complex delivery channels within a project
management context
Lead and participate in cross-unit teams to plan
programmes, working with the relevant Auckland
Council employees to schedule appropriate
resources required to deliver programmes
across south Auckland
Lead the co-creation of an innovative, results
focused work programme for TSI which
incorporates the aims of the Auckland Plan
Provide expert advice on community wellbeing
matters relative to TSI
Understand economic youth and young people
drivers in TSI area, and consider these in
programme direction
Ensure the TSI programme of work is consistent
with broader arts, culture, sports and recreation
strategies and work programmes

The creation of a results focused, effective
work programme
The work programme reflects good practice
and has a social change and innovation focus
The work programme responds to the needs
and aspirations of the south Auckland
communities and Auckland Plan
All stakeholders actively engage, participate
and deliver on expectations and actions
Resources from other sectors contribute to
delivery of TSI in a co-ordinated and cost-
effective manner
Engaged sectors and community in delivery of
TSI
Effective relationships and partnerships with
other units of Council are developed to
achieve identified results
High quality outcomes delivered in a timely
and cost-effective manner
Results, progress and impact are
demonstrated and communicated
Expert advice is provided in a timely and
effective manner
Local communities are satisfied with the
delivery of the work programme
Residents and communities are aware of the
activities provided, impact and achievements

Relationship Development
Work collaboratively with councils planning and
operational staff to ensure delivery of programmes
Develop strong working relationships with Councils



The team interacts effectively and efficiently with
key stakeholders and communities
Partnerships are effective and collaborative,

Position description The Southern Initiative November 2013
internal agencies focused on arts, culture, sports
and recreation outcomes
Work with internal and external stakeholders
including Auckland Council, CCOs and
departments, and external stakeholders to build
understanding and commitment to TSI
Work with the GMTSI to foster collaboration and
enable negotiations with key businesses as required
With the GMTSI, liaise with key regional and central
government stakeholders
Identify and develop partnerships in order to develop
TSI programmes for south Auckland
Support the governing body and local board
relationships and engagement where applicable

meeting the needs of each community
Effective partnerships with other units of Council
are developed to assist with achieving TSI
outcomes
Communication flow is appropriate and timely for
the relevant stakeholders (i.e. Central
Government, Auckland Council, other CCOs, iwi,
community groups, businesses, Pacific people
etc)
Effective and cooperative relationships
established with relevant private sector
participants
Central government works collaboratively with
Auckland Council to address concerns of the
south Auckland communities
Political Interface
Work closely with senior internal management to
ensure the relevant Auckland Council committees,
local boards, central government ministries and
departments are aware of TSI initiatives and
progress
Assist the General Manager TSI in overall
management of the political interface
Consistently display a high level of political
judgement and sensitivity to inspire the confidence
of elected members, Auckland Council senior
management, colleagues, central government
officials, and members of the business community


The TSI is viewed as being highly effective by
elected members, Auckland Council senior
management, colleagues, central government
and members of the business community
Effective and cooperative relationships
established with central Government department
heads and ministers

Project Management

Manage programme development and delivery
within a fiscally prudent environment and in
compliance with council project management
practices and procedures
Utilise Councils Project Management framework -
preparing project plans and working with internal
stakeholders to coordinate delivery mechanisms
Ensure the relevant stakeholders are aware of, and
where applicable engaged in, work being done
within TSI programme of work

Projects are developed and implemented in
alignment with the Southern Initiative and agreed
KPIs and principles outlined in the Auckland Plan
TSI work programmes are delivered within
budget, scope, time and quality
Business cases represent best practice and
incorporates commercial, environmental, cultural,
social, community and public good interests
Organisational obligations
Action Auckland Councils good employer
obligations and equal employment bicultural policies
and practices
As an employee of the Council you are required to
be associated, as required, with Civil Defence
Emergency Management or any exercise that might
be organised in relation to this council function.
Promote a safe and healthy workplace by
undertaking responsibilities as outlined in Auckland
Councils health and safety policy and procedures
Promote activities and initiatives that assist
Auckland Council achieve its vision and mission
Promote one-organisation initiatives and action
these service characteristics
As an employee of Auckland Council you are
required to familiarise yourself with and comply with

Auckland Council meets its obligations as an
employer
Auckland Councils reputation is enhanced within
the community
Health and safety requirements upheld

Position description The Southern Initiative November 2013
all organisation policies, including but not limited to,
Auckland Council Code of Conduct

Key relationships
Internal
Planning division
Operations division (especially Community Development Arts & Culture)
Stakeholders across the organisation, including Council Controlled Organisations

External
Iwi, Pacific, ethnic leaders and representatives
Community groups and funders
Early childhood advocates and providers
Tertiary and training providers
Central government agencies
Business leaders
Service providers
Type of person suitable for this position
Qualifications
Essential
Tertiary degree or equivalent qualification in programme management, business or a related field

Desirable
Post graduate qualification in community development or related field
Project management qualification
Current NZ drivers licence
Membership of a relevant professional institute or body




Experience
A minimum of 7-10 years relevant and successful experience (i.e. demonstrated depth of experience) in
managing and delivering complex multi-disciplined and multi-sector projects and/or programmes including a
strategic component
A minimum of 10 years relevant experience in building relationships across a multitude of stakeholders at all
levels of seniority
At least a good understanding of, and ideally experience in community development, social innovation and
social change initiatives
Public sector complex stakeholder environment
Experience with central Government and its decision-making processes
Experience with social development with social sectors; current knowledge of community-led discipline,
including knowledge of current trends and practices both locally and internationally
Sound experience in a large multi-disciplinary and complex organisation
Development and maintenance of successful strong stakeholder relationships in complex situations
Experience in working with culturally diverse communities combined with a sound understanding of tangata
whenua and Te Tiriti o Waitangi issues
A sound understanding of community engagement and development of strategic relationships

Position description The Southern Initiative November 2013
Negotiation and management of collaborative arrangements, contracts and service agreements
Core competencies people leader and specialist
Lead our vision and values keeping the organisations vision and values at the forefront of staff decision
making and action.
Enable innovation and improvement encouraging self and others to seek opportunities for different and
innovative approaches to addressing problems and opportunities; facilitating the implementation and
acceptance of change within the workplace.
Choose the right people working with the recruiting team, evaluating and selecting internal and external
talent to ensure the best match between the individual and the work requirements.
Develop team members planning and supporting the development of individuals skills and abilities so that
they can fulfil current or future job/role responsibilities more effectively.
Building working relationships developing and using collaborative relationships to facilitate the
accomplishment of work goals.
Focus on customer service ensuring that customer and stakeholder perspectives are a driving force
behind decisions and activities; crafting and implementing service practices that meet or exceed customers,
stakeholders and own organisations needs.
Monitor resources setting up on-going procedures to collect, and review information and resources
needed to manage outcomes.
Deliver results setting high goals for personal and team accomplishment; using measurement methods to
monitor progress towards goals; tenaciously working o meet or exceed goals while deriving satisfaction from
that achievement and continuous improvement.
Business know how uses internal and external sources of data to understand and improve organisational
outcomes; uses ones understanding of major business functions; sector trends, and own organisations
position to contribute to effective business strategies and decision-making.


Technical competencies
Demonstrated skills in strategic thinking, planning and programme development
Ability to foster and maintain relationships across a complex variety of stakeholders
Understanding and empathy with Pasifika and Asian cultures and minority groups
Political acumen - the ability to balance these against other considerations to achieve the desired outcomes
Credibility to coordinate and connect with a broad range of external stakeholders including Central
Government, the business and community sectors
Ability to identify and develop strategic opportunities which are delivered by multiple sectors
Ability to deliver on projects
Influencing and negotiation skills
Innovative with demonstrated success of delivery
Complex decision making skills and strong business acumen
Understanding of physical land use development and associated planning requirements
Customer focus and stakeholder relationship management
Driving execution, through effective team leadership
Financial management
Ability to communicate both written and orally with diverse groups
.
Disclaimer
The above statements are intended to describe the general nature and level of work being performed by
incumbents in the assigned job. They are not construed as an exhaustive list of all responsibilities, duties, or skills
required of the incumbent. From time to time, personnel may be required to perform duties outside of their normal
responsibilities as needed.

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