Manager Planning and Performance

Tēnei tūranga – About the role

A people manager position in MBIE, the Manager Planning and Performance is a key role responsible for the day-to-day management of the Planning and Performance Team.  The team is responsible for MBIE wide financial planning, aggregating results and providing tools and systems, to provide strategic, financial, commercial and non-financial performance analysis and advice to the business. 

The Manager Planning and Performance is responsible for building and enhancing the overall capability of the team to ensure quality and consistency of advice and practices in relation to the team’s work. The Manager is also responsible for driving the strategy for this large team in Finance and Performance, challenging status quo and delivering innovation for MBIE.

Ngā herenga – Requirements of the role

Personal specifications

• Proven experience in financial accounting in a medium to large organisation.
• Experience in management reporting within large, complex and diverse organisations.
• Ability to quickly assimilate new information or areas of work and come to an understanding of unfamiliar and complex concepts and environments.
• Knowledge and understanding of the Public Finance Act, State Sector Act and other relevant statutes.
• Strong written communication skills and the ability to articulate key messages clearly.
• Experience building organisational financial planning capability.
• Experience in planning and performance reporting in the public sector preferred.
• Strong team player and ability to collaborate and contribute at team level.
• High standards of professionalism and performance driven.
• Previous experience in leading a team.
• Proven ability in lifting capability and developing people.
• Experience in leading successful change initiatives.

Prerequisites

• CA qualified with experience in senior Finance roles.
• Must have the right to live and work in New Zealand.
• Must consent to and satisfactorily complete a credit check as the role holds financial delegations.
• Credit check required (yes).

Takohanga tuhinga o mua – Key accountabilities and deliverables

People Leadership

• Supporting and guiding direct and indirect reports by role-modelling leadership behaviours, and building strong teams.
• Responsible for building and enhancing the overall capability of the team to ensure quality and consistency of advice and practices in relation to its work, as well as ownership for the service being provided by the team.
• Team has a clear sense of direction, and each staff member understands how they contribute to MBIE’s strategic goals.
• Expectations and benchmarks at an individual role level which encapsulate Finance and Performance as a high performance environment are clear to all staff.
• Capabilities of the team have been evaluated, risks and opportunities are identified in order to monitor on-going performance over time.
• Staff have performance and development plans in place and are coached to maximise individual contribution as well as receiving formal feedback as part of the half and full year review process.
• Ensure the service provided by the team contributes to the reputation of the Enterprise Planning, Performance and Reporting branch and the wider Finance and Performance group as an effective, high quality and responsive function.
• Initiatives are in place to ensure staff are highly engaged and any issues raised by staff are dealt with professionally and swiftly.
• The adoption of a high performance culture across the business is encouraged, through effective communication, timely delivery of insightful advice and continuous improvement.
• Health and safety responsibilities and obligations are implemented in accordance with the Ministry’s policies and procedures.

Delivery and results

• Work with the Finance Business Partners to ensure the delivery of trusted, timely, relevant, insightful and comprehensive financial information support and strategic direction across the Department.
• Along with the Manager External Reporting and Manager Financial Accounting and Control, provide all MBIE wide management reporting and facilitate all core reporting processes including; monthly SLT reporting, budgets, forecasts, estimates, capital expenditure and balance sheet reporting, headcount reporting.
• Lead the process to standardise, rationalise, simplify and automate the production of key management reporting information across MBIE.
• Influence a change in organisational behaviour to ensure Finance and Performance and Business Groups consistently apply MBIE financial processes, reporting processes and templates so that standards are met.
• Ensure that MBIE’s internal performance is measured and evaluated in a way that drives continuous improvement against relevant established benchmarks.
• Ensure appropriate processes are in place to tightly manage and report on appropriations.
• Ensure there is strong and clear alignment between both the Financial and Non-Financial reporting metrics and also between both of these elements and overall MBIE key performance objectives.
• Provide leadership of planning processes (financial and non-financial) across MBIE, resulting in the delivery of key documents.

Business planning and strategic decision making

• Work with the Business Partners, to proactively lead the Ministry towards strategic decision making, informing them on how their decisions impact business opportunities.
• Active contribution to the development of Finance and Performance’s strategy and business plan.

Optimise processes and practices

• Responsible for providing robust processes and standards for the wider Finance and Performance group and building and enhancing the overall capability of the team to ensure quality and consistency of advice and practices.
• Review of processes and practices occur regularly to ensure relevancy and alignment to both operational and strategic goals.
• Business improvements have been made to strengthen and streamline processes and reduce costs.
• Audit recommendations have been successfully implemented.

Risk management

• Ensures appropriate frameworks and policies are in place to facilitate reporting risk management, clear accountability and tight management of all financial information.
• Enterprise issues and risks have been successfully understood, managed and mitigated.
• The risk register is maintained and updated within the required timeframes.

Relationship management

• Collaboratively works with others across Finance and Performance and the wider organisation.
• Relationships with external stakeholders (Treasury, SSC, Audit NZ, etc.) are positive and effective.
• Relationships with external agencies and stakeholders enhance the integrity and credibility of the Ministry.

Improve organisational planning and reporting performance and capability

• Works with managers and colleagues to identify and address capability gaps within Finance and Performance.
• Assist in building the Ministry’s wide planning and performance capability and confidence.
• Customer focused feedback, insight and recommendations to the business on performance, focusing on key drivers are regularly provided.
• The adoption of a high performance culture across the business is encouraged, through effective communication, timely delivery of insightful advice and continuous improvement.
• Works with the CFO, Finance and Performance Managers and Business Partners to ensure that Business Support and Management Information Branch forms part of a cohesive shared services experience for business managers.

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 Manager Planning and Performance position reports into the General Manager within the Enterprise Planning, Performance and Reporting branch. The branch sits within the Finance and Performance 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