Manager Service Performance & Integration

Transcription

1 Manager Service Performance & Integration Technology Services & Solutions (TSS), Shared Services Branch (SSB) The Manager Service Performance and Integration (SP&I) is accountable for ensuring the seamless provision of end-to-end service offerings to the Department, owning the provision of operational continuity critical for the effective operation of the business. They own the supplier relationship, guide the strategic development of services and provide leadership in the effective management of supplier engagement, and oversight for service level management, service integration, optimisation and assurance and improvement. Reporting to: CIO / Group Manager TSS Location: Wellington Salary range: Information Technology 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. 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.

2 Manage the delivery of services to the business Lead the integration of service delivery components and ensure that team members work effectively with the business and suppliers to seamlessly deliver full end to end service offerings Develop and manage the strategic roadmap for services that actively improves service capability and quality Ensure that service continuity is maintained across all directly provisioned DIA environments in accordance with SLA requirements Ensure quality standards are met and maintained for both internal and external (supplier) client technology services Manage the introduction and growth of the services to meet the agreed service levels Plan for and manage the resources needed to deliver the services to meet committed and forecast demand Ensure the introduction of new clients, products, and services are effectively forward planned to minimise and avoid negative impacts on currently provided services Provide visibility into service performance, transparency of costs and accurate measurement of progress towards defined objectives, proactively identifying areas for enhanced efficiency Act as a final point of escalation for service related risks and issues Management and the business have confidence in the IT service offering with all agreed SLAs delivered and business improvements realised Incident and problem management is timely and effective Systems are reliable and perform efficiently Service enhancements and extensions are delivered operationally and cost effectively New or changed requirements as a result of changes to an IT system fit with current or planned business processes Effective problem analysis is conducted and a clear strategy for problem resolution is implemented Systems perform at the optimum level Risks are identified and effectively managed Customers report continuous improvement in service delivery Page 2 of 7

3 Supplier Management Own and manage the supplier relationship and ensure management frameworks are in place to ensure effective performance, the realisation of economies of scale, cost savings and delivery of services that enable the business to deliver outcomes Guide the strategic development of the services provided by the supplier Own and manage all supplier costs, taking full responsibility for the financial management of the services to ensure the service is managed and delivered to meet financial targets Seek opportunities to leverage investment in existing services to make them more efficient, improve quality and drive business effectiveness Ensure appropriate governance structures are in place Business Engagement Develop and foster strong, valued and trusted advisor relationships between the group and senior leaders across the Department based on a sound understanding of their business needs Develop a strong understanding of each branch of the business that includes drivers, strategies, and needs, their business models, trends, and their key strategic partner relationships Proactively offer solution ideas and continuous improvement in pursuit of driving efficiencies and meeting business needs Engage with and proactively solicit business feedback on Service Performance and Integration and its contribution to achieving business outcomes The supplier management framework enables the business to deliver on strategy Suppliers function as key business partners and contribute to business solutions Strong relationships with suppliers are supported with appropriate and transparent governance, processes and controls, and performance monitoring Interactions between SP&I and the supplier help develop the capacity of each partner to absorb new ideas and technologies, potentially leading to innovation gains Investment in the supplier relationship leads to greater supplier responsiveness and improved supplier performance The Manager Service Performance & Integration is recognised by senior leaders as a valued and trusted advisor Strategic and valued business partner relationships are established with the Department that enables proactive collaboration and the positive positioning of TSS across DIA Stakeholders have a clear and positive perception of TSS as a business partner and service provider Engagement is based on language and concepts understood and shared by both the business and TSS Deliverables are achieved through cooperation and effective communication with key internal stakeholders Issues with service delivery are identified and resolved Page 3 of 7

4 Stakeholder and Relationship Management Develop and maintain productive and collaborative relationships with key stakeholders, in order to support achievement of Department outcomes Membership of the TSS Leadership Team Be responsible for the activities of Technology Services and Solutions, within the national environment, for all clients Demonstrate leadership for initiatives and organisational activities, modelling DIA principles and behaviour Identify issues which impact on the implementation and sustainability of change, and develop strategies for these with SLT Take a whole of organisation approach to the management of the business unit and the delivery of overall outcomes Take joint responsibility with the rest of the TSS leadership team for establishing business partnerships with key internal stakeholders to deliver outcomes Contribute to strategy setting for TSS Contribute to the financial sustainability of TSS as a whole Productive relationships and networks are built and maintained both internally and externally TSS strategic direction is aligned to the branch and DIA four year plan DIA principles and behaviours are demonstrated Plans are in place to ensure TSS has the workforce capability it requires now and in the future Value for money decisions are being made Page 4 of 7

5 Change and Transition Leadership Set the broad framework for effective change implementation to enable managers and team members to own changes and see them as positive Lead and manage the overall service and team contribution to the development of new initiatives, and the successful delivery of programmes and projects Identify issues which impact on the implementation and sustainability of change, and develop strategies to manage these with SLT People Leadership and Management Recruit, lead and manage the team in line with HR guidelines and the people leader profile of the DIA capability framework Ensure the Strategy & Engagement leadership team are clear on their role, function, goals/outcomes and their contribution to TSS and Shared Service Branch role, function and goals/outcomes Organise the available resources to ensure their optimum use to deliver to agreed services levels ensure the right people are doing the right work Enhance the leadership and performance culture within the team, setting clear expectations, holding people accountable and actively managing and enabling delivery Undertake regular DIA culture and engagement activities with the team and manage communications and the flow of information to and from the team so that individual team members are kept informed of and are aligned to the TSS, Shared Services Branch and Departmental initiatives, objectives and priorities New ways of working and engagement are owned by the team Ongoing fine-tuning to structure and roles takes place as required as the new operating model is bedded in Behaviour as a people leader in line with DIA Capability framework Regular culture and engagement initiatives are undertaken Recruitment and retention of high performing staff The performance and development of staff within the team is appropriately planned and managed in accordance with DIA process and business needs Effective matching of resources to customer demands and needs A team with clarity of roles, responsibilities and purposes and understanding of how they contribute to the achievement of TSS, Shared Services and DIA strategic objectives Page 5 of 7

6 Advise Collaborate with Influence Inform Manage/ lead Deliver to The Department of Internal Affairs Management of Finance Outcomes Produce accurate and reliable forecasts of revenue and expenditure Produce accurate and reliable forecasts of capital expenditure and undertake capital planning Meet the operational and capital budget set for the team Health and safety (for self) Work safely and take responsibility for keeping self and colleagues free from harm Report all incidents and hazards promptly Know what to do in the event of an emergency Cooperate in implementing return to work plans Health and safety (for team) Inform, train and equip staff to carry out their work safely Ensure prompt and accurate reporting and investigation of all workplace incidents and injuries Assess all hazards promptly and ensure they are managed Expenditure is managed within agreed budget and when necessary updates to forecasts are made All finance and procurement processes are followed A safe and healthy workplace for all people using our sites as a place of work All requirements of DIA s Health and Safety policy and procedures are met Who you will work with to get the job done Internal External TSS Leadership Team Executive Leadership Team SSB Senior Leadership Team Service Performance and Integration team Programme and Project Managers TSS Managers and staff Service and Product Managers Vendors and suppliers Government Departments and agencies Your delegations as a manager Human Resources and financial delegations Level D Direct reports 1-5 Page 6 of 7

7 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 Senior Leader. Keys to Success: Adaptive leadership Driving innovation and transformation Strategic agility Political savvy Empowering people for success Inspiring others through vision and purpose What you will bring specifically Experience: A strong base of experience in implementing service delivery models and managing the delivery of shared services Knowledge: Understanding of frameworks and models for supplier management, including effective governance and management systems A broad view of the business and related understanding of strategy, processes and capabilities, enabling technologies and governance In-depth commercial and business acumen Skills: Knowledgeable about how organisations work and knows how to get things done both through formal channels and the informal network, internally and externally Strong communication, relationship building negotiation & influencing skills Proven ability to understand and manage high-level supplier relationships Other requirements: A security clearance may be required Page 7 of 7