Principal Advisor Digital Government

Transcription

1 Principal Advisor Digital Government System Transformation, Service and System Transformation Branch (SST) New Zealand public service is steadily embedding digital ways of working in how it organises and delivers its services, focussing on improving services to citizens or businesses as customers in a digital world. This principal advisor role underpins how digital can be adopted through providing strategic thought leadership and advice to Ministers, senior executives, central agencies and stakeholders on the transition to Digital This role is spread across a small team who work together and support each other to provide advice on how to respond and adapt to the opportunities and challenges that arise in accelerating digital government. The role plays a critical part in realising the Government s directions and priorities with a particular focus on how digital, data and ICT deliver Better Public Services. The role also provides leadership on the wider economic and social benefits of the transition to a digital nation and the importance of Digital Government working effectively across New Zealand society and commerce. Each team member brings their specialist skills and knowledge to contribute to the team s outcomes, and support other team members to be successful. You will have specialist skills in one or more of the following areas: Vision, strategy and direction understanding world digital changes and their impact on NZ Investment advice - including governance, decision-rights, funding models and delivery models to support the uptake and reduce the barriers to the adoption of smart digital solutions Digital leadership and capability - to create digital leaders across the Public Service and wider state sector International engagement to engage with and support NZ s position as a world leader in Digital Government Reporting to: General Manager System Transformation Location: Wellington Salary range: Information Technology - band K What we do matters our purpose Our purpose is to serve and connect people, communities and government to build a safe, prosperous and respected nation. In other words, it s all about helping to make New Zealand better for New Zealanders. Page 1 of 6

2 How we do things around here our principles We make it easy, we make it work Customer centred Make things even better We re stronger together Work as a team Value each other We take pride in what we do Make a positive difference Strive for excellence Working effectively with Māori Te Aka Taiwhenua our Māori Strategic Framework enables us to work effectively with Māori. We accept our privileged role and responsibility of holding and protecting the Treaty of Waitangi / Te Tiriti o Waitangi. What you will do to contribute Strategy and Direction Provide strategic and in-depth analysis of, and provide advice on, emergent opportunities and/or future digital challenges that may impact across all of government, recommending strategies for effectively addressing these. Identify and leverage expertise across the world, the public service and within the GCIO to build and enhance cross government strategies to deliver Digital Work across the SST branch to provide strategic leadership in relation to Digital Ensure that all strategic advice and recommended approaches have had appropriate input from key stakeholders, especially those working across the public service. Provide high level, high quality, evaluative thinking and evidence informed strategic analysis to support decisionmaking and planning. Provide strategic advice, on all matters pertaining to Digital, Data and ICT to senior stakeholders, including Ministers, as required. Provide critical friend advice on Digital, Data and ICT programmes to agency and system initiatives, assisting with establishing and defining opportunities, both current and future. As a result we will see Common understanding across the public service about Digital Much greater alignment across the public service with working together to accomplish joint outcomes. Increased collaboration and integration between System Transformation and other key internal and external stakeholders. Increased understanding of the GCIO s value proposition as a trusted business partner with agencies delivering on their Digital, Data and ICT transformational priorities. Consistent and collaborative trusted advice for agencies to act in the best interests of the wider government system. Page 2 of 6

3 Digital Government Partnership Work closely with the GCDO and working group chairs to support the networked leadership purpose and approach of the Digital Government Partnership. Work with key stakeholders across the system to position the Digital Government Partnership as a key system lever for driving digital transformation across government. Oversee the delivery of the Digital Government Partnership Work Programme. Provide secretarial support for agreed groups. Agency Stakeholder Management and Influence Represent the GCIO and system wide approach in interactions to demonstrate value of collaborating and influencing so agencies can make informed decisions in line with GCIO direction. Provide a system wide view of Digital, Data and ICT approaches to agencies to inform and direct agency executive s decisions. Influence across multiple agencies to affect system change, ensuring change that takes account of current limitations and future expectations. Finding opportunities to speed up the system to make changes aligned to All-of-Government strategy. Team Collaboration Work with the other principal advisors to ensure that the team is connected and working together, with each member contributing their skills and knowledge to advance the team outcome. Act as a role model of a digital leader. Support the management and delivery of the team s work load. Bring engagement insights back to the team. Collaborate with the General Manager System Transformation on directions, trends and issues. Visioning Develop and maintain a digital government vision. Research and report on world digital megatrends and how those trends are likely to impact on NZ and NZ Maintain an oversight of emerging trends and issues impacting digital government. Engage with world academic leaders for them to help advance NZ s understanding of Digital. Provide an overview of the strategic direction and pathways for accomplishing a Digital Government Investment Lead the development of the AoG approach to advice and move the Digital Government Partnership to an Alignment across the Digital Government Partnership on how the transformation of government will occur, how each party contributes, and how success is measured. Increased agency, sector and system alignment to support the implementation of Digital A high performing team that demonstrates the traits of effective digital leadership. The General Manager System Transformation remains abreast of initiative s progress. A Digital Government vision adopted by Digital Government SLG, which resonates with people and is used widely to help people understand what the digital future may look like. Artefacts are available to support sound decision making. World authorities see NZ as a place to invest their time and effort to share and advance their knowledge and skills. A system-wide view of the cost to Page 3 of 6

4 investment focus and ROI to the system as part of delivering the Shared Vision for Digital Government and the Government Digital Strategy.. Provide Government leaders with strategic trusted advice that is informed by a sound understanding of the cost drivers of Digital, Data and ICT expenditure, where government is positioned (investment horizon),, and quality assurance consistent with best practice. Display a high degree of digital/ financial acumen and experience. Display a well-developed knowledge and understanding of existing digital and financial policies and practice (GAAP, Public Finance Act, Digital Standards, BI-Modal, Digital Disruption). Working strategically with Treasury leaders and other key stakeholders to test and lift the investment capability of the system. In conjunction with the Digital Government Partnership, lead the develop and implementation of a system-wide All of Government Digital, Data and ICT cost to serve model which will inform investment levels across the system. Work in partnership with the private/public sector to advise and inform investment opportunities in digital and data innovation (e.g. Private sector innovation funds) serve for Government Digital, Data, and ICT costs is used to manage risks and inform effective decision making. An informed model and understanding of the actual and forecast expenditure to government of its ICT and digital business systems Input into and relationships with private sector partners innovation funds (Westpac Innovation Fund, GovTech Fund) Improved efficiency for government at a system-level in early stage fail-fast investment approaches, and an improved ability to remove duplication and scale investment. Trusted advice that installs confidence in Government leaders, including CEOs, CFOs, and COOs Digital Leadership and Capability Lead the development of the AoG strategy to build Digital leadership capability. Work with others to develop and deliver a work programme across government to build Digital and ICT workforce capability. Engage with and provide strategic advice on AoG wide organisational and capability development initiatives (e.g. culture, workforce strategy, leadership development etc.). Establish and maintain systems to develop intelligence, insight and understanding of AoG organisational development and workforce capability requirements. Oversee the development and maintenance of capability development frameworks in line with the various strategies and in collaboration with the General Manager System Transformation. Oversee the delivery of the capability work programme. International Engagement Provide strategic advice on NZ s investment in and approach for international leadership. Support the GCDO in engaging with the OECD and D5 participants. A robust and supported leadership capability strategy and work programme, including future work options, initiatives and plans. An integrated, consistent and cohesive approach to strategy, framework in which all policies, programmes and initiatives support the achievement of system wide needs, and digital is embedded as part of the AoG approach. AoG stakeholders value and see the linkages between effective Digital and ICT Leadership strategy and work programme with the ability of the system to meet its strategic objectives. AoG understand the systems capability development needs and is able to deliver targeted solutions. The GCDO is supported to accomplish their international commitments. World digital leaders have an Page 4 of 6

5 Advise Collaborate with Influence Inform Manage/ lead Deliver to Lead the management of NZ events supporting OECD digital and the Digital 5 nation outcomes. Engage with world leaders to promote NZ s development of Digital Government and gain an understanding of each country s digital journey. appreciation of NZ s Digital Government implementation. NZ is well positioned to learn from, and support the learning of, D5 nations. Who you will work with to get the job done Internal External Your delegations General Manager System Transformation System Transformation colleagues Deputy Chief Executive - SST ICT Assurance - SST Commercial Strategy and Delivery - SST Relationship Management - SST Result 10 Agency Executives, CIOs and CFOs Agency key stakeholders Ministers and ministerial office staff Functional Lead agencies Treasury and SSC Chief Govt. Accountant and direct reports Human Resources and financial delegations Direct reports Level Z Will need to manage contract resource as and when required. Your success profile for this role At DIA, we have a Capability Framework to help guide our people towards the behaviours and skills needed to be successful. The core success profile for this role is Specialist. Keys to Success: Problem solving Critical thinking Interpersonal savvy Navigating complexity Communicating with influence Technical and specialist learning What you will bring specifically Extensive experience in providing high level strategic advice and influencing system wide change. Extensive experience in engaging with and managing relationships with senior stakeholders, including ministers. Extensive experience in a senior role within a large and complex environment, preferably with an understanding of how technology underpins transformative change. Has held significant leadership roles in large complex organisations in Digital, Data or ICT functions or related financial and investment management. Extensive experience in the management of significant Digital, Data and ICT initiatives, particularly at the system level. Page 5 of 6

6 Your success profile for this role What you will bring specifically Knowledge: In depth understanding and knowledge of the machinery of government processes, systems and governance. In-depth knowledge in a wide range of Digital, Data and ICT solutions (with a focus on emerging technology). A sound understanding of government directions and priorities, including linkages across domains and programmes of work. Skills: Development, preparation, and communication to Executives of Digital, Data and ICT initiatives. Negotiation skills and influence. Exceptional problem solving, analytical and intellectual skills able to think strategically, assess linkages, opportunities and challenges, and think innovatively across a wide range of issues in an environment with considerable complexity. Excellent interpersonal skills, e.g. networking and influencing skills, which can be applied at the most senior levels of other organisations and with external stakeholders Exceptional written and oral communication skills able to write concisely and persuasively, able to develop White Papers The ability to drive and implement change programmes. Other requirements (preferred depending on focus of the position among the three accountabilities) A relevant post-graduate qualification. Page 6 of 6