Transformation Lead

Tēnei tūranga – About the role

The Construction Sector Accord (‘the Accord’) is a joint commitment between government and industry to transform the sector for the better. The Transformation Lead – People/Procurement/Environment/Innovation will be critical in supporting system transformation of the construction sector, in particular by driving the sector’s transformation within their priority area, People/Procurement/Environment/Innovation, and sharing best practices across the sector.

The Transformation Lead – People/Procurement/Environment/Innovation will bring their extensive business and sector knowledge in People/Procurement/Environment/Innovation, extensive programme leadership experience, and highly-tuned senior-stakeholder engagement skills to:

• Lead processes to identify, scope and commission new transformation initiatives within their priority area.
• Maintain accountability for the delivery of transformation initiatives and outcomes achieved within their priority area.
• Build, maintain and lead relationships and stakeholder engagement with partner organisations, government agencies and industry bodies in relation to their priority area.
• Own the Beacons case studies, data and insights, and learning networks for your priority area.
• Ensure cross priority connections and interdependencies are defined and leveraged to achieve Accord goals.

Ngā herenga – Requirements of the role

Personal specifications

• A good understanding of the Public Sector environment and a demonstrated understanding of policy and regulatory processes, including Government decision-making and operating procedures, is desirable (note applicants from the private sector will need to demonstrate experience of working with, and gaining an understanding of, government agencies).
• Recognised as a key/credible leader (maybe transformation leader) by key stakeholders across the construction sector.
• A minimum of 15 years’ experience in relevant Focus area (i.e. People/Procurement/Environment/Innovation).
• Strong programme and project management skills and knowledge of project management disciplines and proven delivery in a public policy/regulatory environment.
• Experience of leading significant change or transformation programmes or activities.
• Knowledge of the workings of the construction sector ecosystem would be highly advantageous.
• An ability to think strategically and analytically and translate ideas and concepts into concrete actions.
• Strong stakeholder engagement / management skills with senior private and public sector executives.
• Effective influencing skills which will be required to drive transformation.
• Experience in developing frameworks and models to simplify complex concepts.
• Ability to identify and appropriately manage risk.
• Ability to quickly establish and build strong working relationships, including with senior managers.
• Flexibility to adapt within a fast moving environment.
• Ability to assimilate new information or areas of work.
• Excellent communication skills, and (preferably) strong facilitation skills.
• A tertiary degree in a relevant field is desirable.
• [People] An extensive understanding of the workforce training and development terrain for the construction industry.
• [People] An understanding of Te Ao Māori, an appreciation of cultural and economic aspects of the Māori economy, and an ability to foster relationships with iwi and cultural leaders in the sector.
• [Procurement] Experience of leading either client side or contractor side procurement activity, or a demonstrated understanding of the complexities and challenges associated with procurement and project delivery for public and/or private sector clients.
• [Procurement] Demonstrated understanding of the use of construction procurement to deliver social, environmental and economic benefits, as well as the role of clients in leading and influencing supply chains, including in achieving innovation.
• [Innovation] Extensive knowledge of the concept of ‘advanced construction’, including the development and use of new construction products, methods and processes.
• [Innovation] Demonstrated understanding of the innovation lifecycle as it relates to construction, and an understanding of the workings of an effective innovation ‘ecosystem’.
• [Environment] Demonstrated understanding of the environmental harm done by construction activity, and mitigations at a project and sector-level for reducing and offsetting those impacts.
• [Environment] An ability to translate complex environmental terms and statistics into understandable and engaging concepts that can win ‘hearts and minds’ for supporting the sector’s journey towards net zero.

Takohanga tuhinga o mua – Key accountabilities and deliverables

Critical Area of Success

• Build and maintain effective strategic working relationships across government and the sector for the Transformation Plan’s success.
• Act as a champion and advocate for the Accord’s work, both generally and in the relevant Focus Area, including representing the Accord at events.
• Translate the objectives, priorities and deliverables set by the Accord Steering Group in your priority area into a workstream plan that ensures delivery.
• Develop workstream plans that set out the deliverables, outcomes and measures that will ensure the achievement of the Construction Sector Accord transformation outcomes.
• Use project planning and management techniques to effectively lead and carry out multiple concurrently complex projects within the resources available.
• Work with supporting teams (including Data and Communications functions) to ensure deliverables are impactful and achieve the desired outcome.
• Engage and influence the industry through professional and productive relationships.
• Ensure that reporting to Ministers is of an appropriate frequency, quality and accuracy.
• Support Programme Manager by overseeing workstream budgets, timelines and dependencies within your priority area.
• Accountable for the scoping and commissioning of initiatives within your priority area, to support prioritisation and funding decisions.
• Build and maintain working relationships between this programme and other government initiatives to ensure the programme plan is cognisant of related priorities and activities.
• Maintain a forward agenda, identifying opportunities and risks for the programme and, where risks exist, actioning them or where appropriate recommending mitigations to the Accord Boards.
• Ensure the effective reporting of progress, risks and issues to the Programme Manager and Construction Sector Accord Director.
• Participates in, chairs and leverages advisory groups and governance groups to drive the Accord agenda and facilitate timely decision making.
• Monitors and adjusts work programmes through the agreed processes to enable the Accord to adapt to changing circumstances.
• Can work collaboratively and effectively with Directors leading other priority areas to ensure work programmes are complementary, and that prioritisation and resource contention is handled appropriately and with a ‘best-for-industry’ perspective.

People Leadership

• Although without direct reports, this is a key leadership role for the Accord across the sector, and therefore must model exemplary management and leadership behaviours, and State Sector ethics and values.
• Provides a sense of vision and leadership that engages and motivates others participate and make things happen.
• Fosters an open, collaborative environment that encourages quality, innovation, on-going learning and knowledge sharing.
• Monitors team performance against Accord objectives/KPIs to ensure performance targets and outcomes are met. Identifies issues and brings to Construction Sector Accord Director’s attention in a timely manner and addresses any issues, as required.
• Supports the Construction Sector Accord Director and Accord Leadership team in ensuring an engaged, functional team (including pro-actively identifying and effectively addressing any issues that detract in a timely manner).
• Supports the Construction Sector Accord Director so that the Accord team operates effectively and efficiently and delivers agreed outputs to support achievement of MBIE outcomes.

Relationship Management

• Effectively influences, and contributes to an effective authorising environment, through building and maintaining enduring relationships with senior stakeholders.
• Represents whole-of-Ministry views and protects its reputation in external interactions.
• Builds and maintains effective relationships and partnerships with internal and external stakeholders in order to ensure successful and timely delivery of project deliverables.
• Tests the effectiveness of stakeholder relationships using a range of appropriate measures and processes (including stakeholder feedback). Key accountabilities and deliverables continue.
• Develops effective working relationships with other MBIE managers and staff in order to deliver the programme of work and transfer knowledge and learning from the team to the wider organisation.
• Develops effective working relationships with other agencies and stakeholders involved or impacted by the programme.
• Transformation Lead - People Specifically: Setting a long-term skills strategy for the sector, and working across relevant entities in the sector to ensure critical skills gaps are closed and institutions are geared up for achieving the sector’s long-term skills goals.
• Broadening the role of Māori in shaping the future of the sector and improving outcomes in construction for Māori businesses and workers.
• Improving health, safety and wellbeing practice by standardising health and safety requirements, increasing senior-leadership awareness and capability in H, S&W and creating a culture of learning and improvement for H, S&W matters in the sector.

Transformation Lead- Procurement Specifically:

• Improving phasing and planning of government projects to smooth demand on the private sector and improve social, environmental and economic impacts.
• Improving procurement practice among private and public sector clients by driving standardisation, simplification and encouraging uptake of collaborative and partnership-based relationships and contracting approaches.
• Increase appetite for risk-taking by using the portfolio of government projects to broaden opportunities for SMEs and offer opportunities for new and innovative products and processes to be tested and proven.

Transformation Lead - Progress Specifically:

• Create alignment across the innovation ecosystem by coordinating innovation funds to improve investment practices and improving the scoping and commissioning of research and innovation activities.
• Bring additional clarity to the innovation ecosystem by ensuring it is adequately mapped and understood, while also establishing and convening regular forms to increase visibility across the system and look for opportunities for collaboration.
• Ensure the sector’s digital foundations are in place through the adoption of BIM and other technologies, and working with the Knowledge stream to ensure appropriate standards and platforms are in place for coordinated innovation and research activity across the sector.

Transformation Lead - Planet Specifically:

• Oversee delivery of a wholistic roadmap of activities to drive the sector towards zero carbon and waste minimisation through circular practices.
• Drive the improvement of carbon and waste measurement and management across the sector.
• Coordinate activity such as climate-related government policy, innovation funds, and private sector networks to maximise alignment and increase impact.

Wellbeing, health & safety

• Displays commitment through actively supporting all safety and wellbeing initiatives.
• Ensures own and others safety at all times.
• Complies with relevant safety and wellbeing policies, procedures, safe systems of work and event reporting.
• Reports all incidents/accidents, including near misses in a timely fashion.
• Is involved in health and safety through participation and consultation.

Tō tūranga i roto i te Manatū – Your place in the Ministry

The Transformation Lead position reports into the Transformation Director within the Digital, Communication and Transformation branch. The branch sits within the Building, Resources and Markets group.

More information about MBIE's structure

Matatautanga – Competencies (Leadership Success Profile)

The Leadership Success Profile (LSP) is a leadership capability framework, developed by the New Zealand public sector for the New Zealand public sector. It creates a common language for leadership and establishes what great leadership looks like. You can look at the twelve underpinning capabilities and four leadership characters here: Leadership Success Profile | Te Kawa Mataaho Public Service Commission(external link)

To mātou aronga – What we do for Aotearoa New Zealand

Hīkina Whakatutuki is the te reo Māori name for the Ministry of Business, Innovation and Employment. Hīkina means to uplift. Whakatutuki means to move forward, to make successful. Our name speaks to our purpose, Grow Aotearoa New Zealand for All.

To Grow Aotearoa New Zealand for All, we put people at the heart of our mahi. Based on the principles of Te Tiriti o Waitangi / The Treaty of Waitangi, we are committed to upholding authentic partnerships with Māori.

As agile public service leaders, we use our breadth and experience to navigate the ever-changing world. We are service providers, policy makers, investors and regulators. We engage with diverse communities, businesses and regions. Our work touches on the daily lives of New Zealanders. We grow opportunities (Puāwai), guard and protect (Kaihāpai) and innovate and navigate towards a better future (Auaha).

Te Tiriti o Waitangi

As an agency of the public service, MBIE has a responsibility to contribute to the Crown meeting its obligations under Te Tiriti o Waitangi (Te Tiriti). Meeting our commitment to Te Tiriti will contribute towards us realising the overall aims of Te Ara Amiorangi – Our Path, Our Direction, and achieve the outcome of Growing New Zealand for All. The principles of Te Tiriti - including partnership, good faith, and active protection – are at the core of our work. MBIE is committed to delivering on our obligations as a Treaty partner with authenticity and integrity and to enable Māori interests. We are committed to ensuring that MBIE is well placed to meet our obligations under the Public Service Act 2020 (Te Ao Tūmatanui) to support the Crown in strengthening the Māori/Crown Relationship under the Treaty and to build MBIE’s capability, capacity and cultural intelligence to deliver this.

Mahi i roto i te Ratonga Tūmatanui – Working in the public service

Ka mahitahi mātou o te ratonga tūmatanui kia hei painga mō ngā tāngata o Aotearoa i āianei, ā, hei ngā rā ki tua hoki. He kawenga tino whaitake tā mātou hei tautoko i te Karauna i runga i āna hononga ki a ngāi Māori i raro i te Tiriti o Waitangi. Ka tautoko mātou i te kāwanatanga manapori. Ka whakakotahingia mātou e te wairua whakarato ki ō mātou hapori, ā, e arahina ana mātou e ngā mātāpono me ngā tikanga matua o te ratonga tūmatanui i roto i ā mātou mahi.

In the public service we work collectively to make a meaningful difference for New Zealanders now and in the future. We have an important role in supporting the Crown in its relationships with Māori under the Treaty of Waitangi. We support democratic government. We are unified by a spirit of service to our communities and guided by the core principles and values of the public service in our work.

What does it mean to work in Aotearoa New Zealand’s Public Service?(external link) — Te Kawa Mataaho The Public Service Commission