Manager Investment Management and Performance

Tēnei tūranga – About the role

The position is responsible for the management of multiple tourism investment funds and leading the investment processing function for the Tourism Branch. Using knowledge of best practice funding and contracting operations; the position will work in partnership with the Branch to ensure investment funds are developed and designed in line with best practice principles and are successfully managed and delivered.

The position is responsible for building and maximising the overall capability of the Investment Management and Performance Team to ensure quality and consistency of analysis, advice, funding and contracting practices. In addition to this, the position is responsible for setting the strategic direction of the Investment Management and Performance team in line with wider MBIE priorities.

Ngā herenga – Requirements of the role

Personal specifications

• Demonstrated experience in funds management, contract management, operations and administration, audit and assurance processes.
• Able to display sound judgment, integrity and discretion, particularly around handling sensitive information.
• Proven leadership and coaching capabilities to embed a team culture to develop and/or maintain an effective team.
• Proven ability to quickly establish and build effective working relationships.
• Proven ability to develop trust and credibility with senior managers.
• Proven ability to influence.
• Demonstrated experience in developing and maintaining an environment focused on continuous improvement to enhance organisational performance.
• Excellent written and verbal communication skills.
• Understanding of the machinery of government, and public policy processes at a management level.
• A tertiary qualification in any discipline is preferred, and/or extensive comparable experience in investment management and risk management.
• Experience in project management disciplines is an advantage.
• Credit check required - yes.
• Required to drive - no.
• Police vetting – yes.

Takohanga tuhinga o mua – Key accountabilities and deliverables

Delivery

• Responsible for setting the strategic direction and focus for the Investment Management and Performance team. Continuously thinking, planning, and acting strategically; engaging others in the vision, and positioning the team to meet customer and future needs.
• Manage the Tourism investment funds in accordance with their Cabinet-mandated criteria and terms, including Ngā Hearenga New Zealand Cycle Trails, : and other current or future bespoke investments currently in the hundreds of millions).
• Lead the provision of high quality analysis and advice to government agencies, appointed advisory bodies/investment panels and Ministers for the Tourism investment funds listed above.
• Supporting the Tourism Policy teams as funds are developed and designed to ensure they take account of, best practice principles and process, along with operational considerations.
• Manage the Tourism investment system toensure a strong emphasis on impact, performance evaluation and monitoring, particularly the governance of the investments and the likelihood of achieving outcomes; and review delivery against contracted outputs.
• Accountable for developing and maintaining quality systems of investment management, in partnership with the managers responsible for the policy development of Tourism funds.
• The business owner of a funds management system ensuring the system is fit for purpose and meets the business needs and connecting with the SSIP branch to ensure alignment.
• Manage client relationships effectively with investment policy and process owners and ensure that policy insights are informing investment operations (and vice versa).
• Build a continuous improvement culture to enable improvements to be implemented and imbedded within investment operations processes.
• Establish the Investment Management and Performance function as a centre of excellence and expertise for the branch, and an exemplar of best practice.
• Build strong linkages with other parts of MBIE with sectoral interests in specialised investments.
• Build and maintain a customer focused culture across the team developing purposeful relationships with internal and external stakeholders.
• Ensure quality funding round planning, in conjunction with others on the Branch leadership team.
• Responsible for building and maximising the overall capability of the Investment Management and Performance Team to ensure quality and consistency of analysis, advice, funding and contracting practices.
• Advise and support Ministers and others across MBIE and Government.
• Oversee the audit and assurance processes across the various funds administered by the team.

Team leadership

• Proactively models positive management and leadership behaviours.
• Fosters an open-minded collaborative environment that encourages quality, innovation, ongoing learning, and knowledge sharing within the team.
• The value of the team’s work is supported, and opportunities are maximised to make the team’s work visible.

Team Management

• Develop strategies, work programmes and performance targets for Investment Management and Performance, with supporting measurement, monitoring and reporting mechanisms.
• Aligns Investment Management and Performance work programmes with MBIE’s strategic direction and other Groups’ work programmes.
• Monitor and adjust work programmes through the agreed processes to enable the team/work programme to adapt to changing circumstances.
• Monitor and report on progress towards achievement of plans and strategies.
• Manage expenditure and resources in line with approved guidelines, budget, deadlines and reporting requirements, with a focus on driving cost effectiveness in the Ministry.
• Build continuous review and improvement throughout all elements of Investment Management.
• Effectively and consistently identifies and manages risk.
• Performance objectives are set for each direct report establishing clear accountabilities, expectations, and performance standards.
• Regular one to one meeting with direct reports are held to provide feedback to staff on their performance against their agreed performance and training objectives.
• Be an escalation point for team members for resolution of day-to-day issues.

Direction Setting and Leadership

As a member of the management team, contribute to the leadership of the branch, taking collective responsibility for direction setting, decision making, agreeing priorities and resource allocation, and building the culture and engagement across the branch:

• Take collective responsibility for the cohesion and performance of MBIE as a whole and provide peer support to other senior managers.
• Contribute proactively as a member of the wider branch management team to the development of a shared vision and purpose.
• Take collective responsibility for branch decision making, setting priorities and resource allocation, and building the branch culture and engagement.
• Communicate a strong sense of team purpose and role connected to the branch purpose.
• Establish direction and priorities with the team; plan and lead the delivery of the work programme to agreed purpose, priorities and values.

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 Investment Management and Performance position reports into the General Manager Tourism within the Tourism branch. The branch sits within the Labour, Science and Enterprise (LSE) 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