JOB DESCRIPTION Strategic Partnerships Manager Strategic Partnerships and Māori Success. Salary Range: $86,858-$102,186

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1 Job Title: Directorate: Reports To: JOB DESCRIPTION Strategic Partnerships Manager Strategic Partnerships and Māori Success Head of Strategic Partnerships Salary Range: $86,858-$102,186 Job Purpose: Date: December 2017 The Strategic Partnerships Manager is an important organisation change role and will support the Head of Strategic Partnerships in developing and implementing the organisation s new bicultural partnership approach to stakeholder engagement, business development, and iwi and Māori partnerships. This role will contribute significantly to our growth, innovation and solidification of Toi Ohomai as a meaningful and effective strategic partner for the region. More specifically, the Strategic Partnerships Manager will: Support the Head of Strategic Partnerships in the development, implementation, and monitoring of the stakeholder engagement framework and strategic partnerships strategy across the whole organisation, that builds the organisations capability to work in partnership with stakeholders, enhances the reputation of Toi Ohomai, and contributes to Māori success. Develop, implement and monitor the systems, people and process necessary to ensure the achievement of meaningful and effective partnerships for Toi Ohomai. Develop, co-ordinate and monitor the efficacy and outcomes of the Toi Ohomai stakeholder engagement framework and strategic partnerships strategy. Implement and manage the mission critical partnership with Te Kāhui Matauranga, iwi, mana whenua, and Māori communities. Develop and manage the performance framework with Te Kāhui Matauranga, and the measurement, monitoring and evaluation mechanisms for agreed Māori educational achievement measures. Support the provision of strategic advice and guidance to the senior leadership, leadership and management teams regarding Māori educational needs, solutions and business development opportunities. Support the provision of strategic advice and guidance to the senior leadership, leadership and management teams regarding kaupapa Māori initiatives within the organisation. Support the Head of Strategic Partnerships in the development and implementation of innovative business models and processes that enhance Toi Ohomai ability to partner meaningfully and effectively. Champion and sustain biculturalism through an integrated organisation wide approach.

2 Toi Ohomai Institute of Technology Strategic Intent Globally, education is undergoing disruptive change driven by technology; learner expectations of employment outcomes; as well as employer and government expectations of relevance and value. Delivery models have changed more in the past 10 years than in the previous 1000 years and are expected to change even more rapidly. In this context Toi Ohomai will systematically and continuously adapt to ensure that its education models and practices are relevant; that our technology, systems and processes meet future business needs; that staff capability and culture embrace change; and our physical asset base meets future learning needs, with a specific focus on improving access to education and enabling employment opportunities throughout the Bay of Plenty. The ability of Toi Ohomai to produce the best possible outcomes for our students, communities and business through seamless connectivity with our regional stakeholders, and Iwi in particular, is critical to the social, cultural, environmental and economic wellbeing of the wider Bay of Plenty region. Toi Ohomai Strategic Intent is to: We will: 1. have meaningful and effective partnerships a. Be a strategic education partner to Iwi, industry, professions and the communities in the region to ensure delivery meets needs and supports students/graduates to gain meaningful employment b. Recognise Iwi of the region as rights holders and ensure education delivery enables Māori to learn as Māori. c. Work collaboratively with other education providers (including schools and TEOs) to maximise opportunities for students and to support innovation and research. d. Work closely with government agencies. 2. deliver tertiary education, research and technology transfer to meet the needs of the region. a. Ensure that we understand and meet the tertiary education needs of the region. b. Provide accessible and adaptable pathways for learners. c. Develop our discipline and research strengths to align with those of the region. d. Be active in technology transfer and applied research for industry. 3. be innovative and support innovation a. Create an organisational culture that encourages and supports innovative practice. b. Develop activities that support new innovators and entrepreneurs in our region. c. Embrace and share new technologies and practices in education and industry. d. Build our capability and delivery of STEM subjects and courses. 4. be learner-centred a. Offer a range of services to support student success prior to enrolment, during their study and beyond graduation. b. Tailor our educational delivery to suit the needs of the learners and to enhance their employability. c. Ensure our campuses, programmes, delivery and support mechanisms engage and support Māori and Pasifika students to achieve success. d. Create a culturally-safe environment for all learners. 5. be a sustainable organisation a. Ensure that we are financially responsible and sustainable. b. Develop revenue streams appropriate to our core purpose. c. Maintain the highest standards of health and safety for our staff and students. d. Develop the capability of our staff to meet the future needs Page 2

3 of the organisation. e. Minimise our negative environmental impact. f. Contribute to the social cohesion of our communities. Resource Management: Financial Authorities: Budget owner: Yes Delegated Financial Authority as per Toi Ohomai Delegations Policy: TBA Staff Authorities: Number of Direct Reports: Minimum 1 Number of Indirect Reports: TBA Responsible for contract staff, and/or coaching, training of others: Yes Responsible for new employee hire: Yes Functional Relationships: INTERNAL Chief Executive Council Executive Leadership Team Leadership Team Managers All Staff Students EXTERNAL Te Kāhui Matauranga Government Departments (esp. TEC, MBIE, TPK, Treasury, MOE) Iwi and Māori Other ITPs. training providers, universities, schools Strategic partners High Level Competencies for Leaders: Mana: Demonstrates a credible, experienced and dignified demeanour that reassures others, commands respect and conveys an image that is consistent with the organisation s vision and values. Conveys respect towards others, preserving their own dignity and mana. Growth: Enable one s self, others and the organisation to develop and improve. Empowers others to flourish through enhancing knowledge, skills and behaviours. Is open to change, is creative and supports innovation. Drive: Demonstrates determination, motivation and is committed to excellence and results. Strives for continuous improvement and high performance while balancing a concern for people and due process. Is persistent in the face of resistance or setbacks. Energy: Goes about work in an optimistic, dynamic and enthusiastic way. Is willing to take the initiative and confidently makes decisions. Does not shy away from challenges and is resilient when faced with failure, treating it as a learning experience. Collaboration: Is cooperative with individuals at all levels of the organisation and amongst related communities. Page 3

4 Consults with others to gain their commitment and encourages involvement and accountability. Shares important or relevant information with others. Fosters a cohesive environment. Key Competencies are framed by Toi Ohomai Strategic Intent: Leaders have the following overall accountabilities along with those related to their specific areas of business; Strategic Direction and Investment Plan: As part of the Senior Leadership Team contribute to the shaping of Toi Ohomai strategic intent, purpose and goals, and assist in driving change and managing risks. Senior Leaders are expected to build strategic partnerships, internally and externally, to support and deliver on Toi Ohomai stated goals. Senior Leaders are required to develop and implement plans linked to Toi Ohomai Strategic Goals to implement a range of initiatives of significance. People Leadership: Provide strategic direction and leadership to the reporting teams. Actively mentor direct reports and instil a culture of performance excellence. Promote a work environment built on encouragement, accountability, leadership, creativity and diversity. Values Based Leadership: A cornerstone of our values and culture is to give centre-place expression to our partnership with Māori as tangata whenua. The establishment and modelling of a culture which gives expression to Toi Ohomai Strategic Intent and creates a competitive advantage and provides the environment for all employees to achieve outstanding performance. A culture where innovation, creativity and performance excellence are sought and rewarded. Operational Leadership: To effectively and efficiently manage all resources (including people, financial, property) to ensure outcomes that are deliver on Toi Ohomai Strategic Intent, and Investment Plan. Identify opportunities for improved organisational competitiveness, growth, effectiveness and efficiency, by the introduction of new technologies, systems, processes and practices. Health and Safety: To ensure that the Health and Safety of all staff, learners and visitors remains at the forefront of decisions senior leaders are required to drive a culture of safety, wellness and all-round health in the workplace, implement appropriate systems, processes and practices to achieve excellent Health & Safety standards and encourage reporting of incidents and regularly review risks. Sustainability: To ensure that all decisions and on-going activities consider the immediate and future impact on the continued economic viability of the organisation, social impact on the community and our impact on the environment. Identify opportunities and risks to ensure the sustainability of our products, services, our staff, customers and suppliers. Key Competencies: Meaningful and effective partnerships Develop and sustain partnerships for Toi Ohomai at a strategic level across all sectors, to ensure the provision of meaningful partnership solutions; Champions a culture of collaborative working relationships with leaders, managers and staff to facilitate others to achieve their objectives in a financially sustainable and mana enhancing manner; Supports the Strategic Partnerships team to partner across the organisation to ensure the achievement of strategic partnership objectives and projects, through sound project management and effective influence; Develops and maintains strong collaborative and sustainable strategic relationships with relevant external stakeholders, agencies, providers, legal entities, industries and communities; Contributes to a team environment that fosters and Expected Outcomes: Strategic partnerships are developed, maintained and produce effective outcomes for the institution, Māori Success, and the region as a whole. Relationships are maintained with iwi and external stakeholders, and Leaders are able to respond to iwi with appropriate kawa and tikanga; Effective and productive relationships are maintained with other departments and leadership groups, to embed innovative approached to strategic partnership; Leaders, managers and staff are supported to deliver in their roles; Internal and external stakeholders experience meaningful and effective partnership outcomes in the people, processes and systems that Strategic Partnerships team implement; External relationships reflect the Toi Ohomai values and brand identity and strengthen the reputation of Toi Page 4

5 develops effective working relationships, high performance and continuous improvement culture within the team; Operate cross-functionally to build effective teams and influence across the organisation; Delivery of tertiary education, research and technology transfer to meet the needs of the region. Ensure stakeholder engagement, business development and strategic partnership systems and processes developed to align and support the needs of the region and its stakeholder communities; Support the implementation of business development and strategic partnerships to deliver innovative, successful, bicultural, and valuable outcomes for Māori learners and the organisation. Supports the organisation s knowledge of current market, economic, technological, political and academic trends related to Iwi, Māori economy and entrepreneurship and innovation. Contributes to an inclusive culture that strives to integrate commercial and cultural best practice, to add value and impact for the organisation, learners, and the communities of the region. Be innovative and support innovation Contributes to the strategic vision for the Strategic Partnerships Team that supports and compliments the future needs of the institute, its customers, and the communities of the region; with a particular focus on kaupapa Māori and biculturalism; Actively supports a culture where innovation is valued both within the team and towards other teams; Continually review the achievement of and enhance our stakeholder engagement framework and strategic partnerships; Contribute to a positive environment in which employees are motivated, innovative and contributing to effective change; Provide leadership to the organisation in kaupapa Māori business models that add value to the organisation s sustainability, improve the ability to partner meaningfully with Māori and iwi, and contribute to Māori Success. Drives a culture of collaborative working relationships with leaders, managers and staff to facilitate others to achieve their objectives in a financially sustainable and bicultural way; Ohomai in the community, with Māori and iwi, and in the wider region. People, process and systems within Strategic Partnerships team and the Directorate, seamlessly support the needs of the region and its stakeholder communities Business development projects are managed with commercial acumen and cultural integrity, and build viable sustainable income streams for the organisation that are consistent with the Strategic Intent as well as that support Māori Success. Stakeholder engagement and strategic partnership systems processes and people are continuously being reviewed to look for better ways of achieving our strategic intent; Business plans, department culture and day to day operations demonstrate that innovation and an entrepreneurial mindset is a core focus for the Strategic Partnerships team; An approach to meaningful and effective partnerships which utilises technology and matauranga Māori to its fullest potential is efficiently and effectively established across Toi Ohomai; Feedback demonstrates that internal stakeholders value the innovation and the relevance of the outputs and outcomes. Feedback demonstrates that external stakeholders value the innovation and the relevance of the outputs and outcomes. Page 5

6 Be learner-centred Contribute to a culture within the Strategic Partnerships team that is focused on providing consistent high quality service that supports and enhances student experience and Māori student success; Encompass a philosophy of design and implementation that provides superior experience in all student & staff facing interactions; Embrace and embed kaupapa Māori concepts, including the concept of rangatiratanga, in business development and relationship management; Embed practices within the Strategic Partnerships that put the student and Māori Success at forefront of all innovation and collaboration on the systems, processes and people changes that the Strategic Partnerships team develop and implement; Support the sustainability, enhancement and growth of ahuatanga Māori and kaupapa Māori within Toi Ohomai. Be a sustainable organisation Support the Strategic Partnerships team to deliver institution wide solutions and outputs that are not only efficient, effective and financially sustainable but also have cultural integrity; Contribute to an institutional culture that embeds cultural integrity, and financial responsibility, and sustainability in our operations and decisions; Collaborate across the institution, to drive continuous improvement and capability development enabling leaders, managers and staff to be culturally and commercially astute and to embed sustainable performance, monitoring, reporting and analysis. Support the provision of strategic advice and recommendations to Council, leadership and management that contributes to ensuring that the viability of the institution is planned and maintained. To contribute and identify innovative sources of funding, business models, and revenue generation opportunities that support the strategic intent. The focus on student and Māori Success and innovative improvements is evident in processes, procedures and decisions made by the Strategic Partnerships team Stakeholder facing processes and all other communications provide them with an experience that is in line with our values and our brand identity; The relationship management aspects of the Strategic Partnerships team are clearly focused on providing a great stakeholder experience Toi Ohomai continues to be commercially and culturally viable and is able to continually invest in activities to support and enhance learning; Council, leadership, management and staff are well informed and have confidence in the bicultural competency of the management and operation of the institution; Reports are produced accurately and in a timely manner and provide the necessary information to monitor performance and make decisions; Staff have the appropriate information easily available to them to monitor their strategic and stakeholder engagement performance and to make decisions; Policies and procedures are adhered to and an environment of best practice relationship and risk management control operates effectively; Note: The above Key Competencies are provided as a guide only. You are expected in your role to undertake any and all reasonable and lawful instructions and / or delegated tasks given by your manager, or someone in a position authorised to give such instruction. The precise performance measures for this position should be discussed between the jobholder and manager as part of the performance development process. Page 6

7 Person Specification: Qualifications Essential: Tertiary qualification in either Business, or Management, or Marketing/Communications, or similar specialisation Desirable: Postgraduate or Masters qualification Qualification in Te Reo Māori Project Management qualification or certification Knowledge / Experience Essential: Comprehensive knowledge and understanding of Te Reo Māori and tikanga Māori Experience in successfully leading change in large organisations; Significant experience in strategy development and implementation, business development, and project management; Significant experience in Implementing relationship management and business development systems, and reporting; Significant experience in relationship management; Knowledge and understanding of Te Tiriti o Waitangi Knowledge and understanding of kaupapa Māori frameworks. Skills and Attributes Essential: Superb cultural, motivational and relationship skills that inspires others and maximises the quality and contribution of colleagues; Ability to korero te reo Māori, understand and apply tikānga to work, and experience incorporating kaupapa Māori frameworks and methodologies into work practices; An active influencer with high EQ and empathy for others, particularly understanding how adults learn and change their behavior; Drive for results and commitment to delivery; Highly developed interpersonal and communication skills, with the ability to negotiate, assimilate and communicate knowledge and information clearly and succinctly; Ability to look to the future, identifying challenges and opportunities, and participate in strategy formulation and implementation; Desirable: Experience in business and strategy development in a public sector environment Experience in applying kaupapa Māori within business development processes (such as project management, due diligence) Integration of kaupapa Māori, and/or biculturalism, and/or Te Tiriti o Waitangi within an organisation. Desirable: Proven knowledge and experience working successfully, with agility, and innovatively within a regulatory environment; In depth understanding, knowledge and skills in Te Ao Māori, and the ability to integrate this matauranga with integrity within a large, complex organisation; Page 7

8 Ability to translate business needs into solutions that are culturally and commercially appropriate; Customer service focused including an active commitment to students aspirations, learning and achievements; Ability to persuade, convince and influence others; Acts with integrity and is committed to modelling the highest standards of personal, professional and institutional behaviour; Demonstrated relationships across multiple sectors and communities of interest within the Toi Ohomai rohe, as well as high value national networks; Change to Job Description: From time to time it may be necessary to consider changes in the job description in response to the changing nature of our work environment; including but not limited to technological requirements or statutory changes. Such change may be initiated as necessary by the manager of this position. This Job Description may be reviewed as part of the preparation for performance planning for the annual performance cycle. Approved: Line Manager Name Sign Date Employee Name Sign Date Page 8