POSITION DESCRIPTION
Position:
Team Leader Design
Location:
National Office
Business Unit:
Learning and Capability Development
Group:
Child Youth & Family
Reporting to:
Manager Design and Delivery
Issue Date:
June 2013
Delegated Authority:
Yes
Staff Responsibility:
Yes
Our Role
The Ministry of Social Development (MSD) is the lead agency for the social sector. We
help the Government to set priorities across the sector, co-ordinate the actions of other
social sector agencies and track changes in the social wellbeing of New Zealanders.
The Ministry provides policy advice, and delivers social services and assistance to
children and young people, working age people, older people, and families, whānau and
communities. We work directly with New Zealanders of all ages to improve their social
wellbeing.
We serve over a million people, working out of more than 250 centres around the
country. It is likely that every New Zealander will come into contact with the Ministry at
some point in their life.
Our work, together with our social sector partners, is essential to achieving a sustainable
and prosperous future, where all New Zealanders are able to take responsibility for
themselves, be successful in their lives and participate in their communities.
Our Purpose
We help New Zealanders to help themselves to be safe, strong and independent.
Ko ta mātou he whakamana tangata kia tū haumaru, kia tū kaha, kia tū motuhake.
Our Principles
MSD people: All own what we all do | Take responsibility for what we do | Understand
our role in the big picture, who can help us and who we can help | Navigate through
ambiguity and the opportunity it brings to create better ways of doing things | Act with
integrity, courage and transparency | Celebrate our achievements and those of our
clients
Position Description Approved By:
_____________________________________
Deputy Chief Executive, Child Youth & Family
Date: ……/……/……
Group:
Child, Youth and Family’s vision is:
Safe children and young people in strong families and responsive communities
Our Mission
To help shape a New Zealand where Children and Young People grow up in families
that are free from abuse and violence, free from neglect, and free from offending
Our Goal
Creating an organisation that is responsive to the needs of the children and young
people we serve
Purpose of the Position:
The Team Leader - Design is responsible for the effective management, implementation,
evaluation, reporting and quality assurance of the Learning and Capability Development
design services. The position will provide expert advice and consultancy in best practice
training/instructional services, performance support services, social collaboration services
and performance consulting services to ensure high quality learning services within Child
Youth and Family. The position will work collaboratively with key stakeholders, the Manager
Design and Delivery, the Team Leaders Delivery, Senior Advisors, Learning and Capability
Development staff and key regional stake holders to ensure clear commission of work and
appropriate and high quality learning solutions and services are designed for Child Youth
and Family staff and caregivers. As a member of the Learning and Capability Development
management team, the position exists to manage the development and design of
accessible learning resources for performance improvement in order to continuously build
quality practice in Child, Youth and Family. The position will provide expert learning
leadership and management of the design team to ensure the effective delivery of learning
services and resources in supporting collaborative working and the building of internal
learning networks, communities and spaces in Child, Youth and Family.
Working Relationships
Internal:
 Director HR and Capability
 Manager Learning and Capability Development
 Manager Design and Delivery
 Team Leaders Delivery
 Senior Delivery Consultants
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Senior Advisors and L&CD staff
OCSW, Operations Group, C&P Service Support, YJ Services, Residential Services.
CYF Managers and staff
Regional Directors, Operation Managers, Care Services Managers, Residential
Managers, Youth Justice Managers and Site Managers and staff
Regional HRC’s.
External:
 Iwi
 Central Agencies & other government departments, particularly the State Services
Commission
 ANZASW and schools of social work
 Public Services Association
 External providers of training services
 New Zealand Qualifications Authority
 Tertiary Educational Institutions
 Other learning and development practitioners in public sector organisations
 Fostering Kids Training Manager and regional Coordinators
 YSS and other caregiver provider services.
 Non Government Organisations
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Key Accountabilities:
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Plan and manage Learning and Capability Development resources (staff, budget and
content) to develop and design quality training/instructional services, performance
support services, social collaboration services and performance consulting services.
Provide expert learning and development advice and leadership to ensure the clear
commission of work, the development and delivery of quality and needs based core
and customised learning and capability development services for CYF staff and
caregivers.
Curate L&CD design services, resources and content.
Provide expert advice and consultancy to key stakeholders in order to identify
appropriate solutions to performance and practice concerns.
Influence and enable a culture of leader – led and continuous learning by providing
expert knowledge and understanding of effective adult learning approaches, coordination of resources and services that enable leaders of practice to provide real
time learning and effective performance support to their staff through experience and
exposure.
Provide on-going development, support, supervision and monitoring to
Senior/Learning Advisers Design to ensure they are equipped to deploy best practice
and evidence based adult learning services in a statutory care and protection and
youth justice context.
As a member of the Learning and Capability Development management team work
collaboratively to ensure the collective responsibility of high quality services and high
performing teams.
Critically analyse, assess and evaluate learner feedback, adult learning knowledge
and business priorities in order to contribute to the continual improvement of the
Learning & Capability Development services, including learning pedagogy, services,
systems, records and administration procedures.
Successfully develop and manage relationships with L&CD and CYF managers and
staff to ensure to effective delivery of learning services.
In collaboration with Team Leaders Delivery and Senior Advisors be responsible for
evaluation analysis, solution and needs identification, planning and development of
strategic learning and capability development design initiatives.
Contribute to national operations, project development/implementation/evaluation
and other strategic initiatives.
Provide required reports and information relating to Learning and Capability
Development activities in a timely manner.
Deputise in the absence of the Manager Design and Delivery when required.
Undertake any other duties and/or projects as directed by the Manager Design and
Delivery.
Ensures health and safety procedures, policies and practices are implemented,
followed and understood by all staff.
Completes Health and Safety scheduler tasks within specified timeframes and
ensures evidence appropriately filed in the site health and safety folder.
Key Collective Accountabilities
This position has a collective responsibility for leadership and operational management
in terms of CYF’s overall performance, in particular, the achievement of key outcomes
and generic accountabilities around the management of financial and staff resources.
 Provide peer support to other managers and take collective responsibility for the
performance of CYF learning and capability development services.
 Ensure consistency and alignment between groups and promote solution seeking
where there are legitimate differences.
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Contribute to the discussion on and implementation of operational management
issues.
Identify and manage organisational risks within CYF’s business risk framework.
Build the focus on quality within CYF and establish and support quality assurance
practices.
Ensure adherence to CYF’s policy and fiscal and statutory requirements.
Lead occupational health and safety within their team and across the site, including
completion of all Health and Safety monthly Scheduler tasks."
Contribute to the group’s business plan to ensure alignment with CYF’s business
plan and Statement of Intent.
Ensure that activities comply with all relevant legislation and ethical and industry
standards.
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Technical/Professional Knowledge and Experience
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A SWRB recognised tertiary qualification in Social Work and/or qualification in Adult
Education/ or extensive demonstrated experience and knowledge in adult learning or
education in the context of a human service, social service or allied field.
Proven successful experience at a team leader level in the development and design of
learning and capability development services in a medium to large sized organisation,
including experience of management of a learning and development unit.
A thorough and demonstrated knowledge of the CYF Learning and Capability
Development model and service framework, specifically training/instructional services,
performance support services, social collaboration services and performance consulting
services.
Sound knowledge and understanding of the development and design of effective adult
learning services in a statutory child protection context.
Sound knowledge of training/instructional services, performance support services, social
collaboration services and performance consulting services and their application in a
performance focussed learning organisation.
Successful experience developing and implementing effective learning and capability
development solutions, strategies, policies and design including monitoring and
evaluation and quality assurance.
Proven practical backgrounds in systems thinking, process planning – including how to
set up systems and processes to ensure efficient service provision with a focus on
quality learner outcomes.
Experience in the development, preparation and monitoring of service delivery
performance measures and of reporting against these.
Demonstrated ability to work in collaborative peer and other stakeholder relationships to
achieve effective outcomes.
A thorough understanding of key issues affecting Child Youth and Family and Learning
and Capability Development services in a social services environment.
Proven successful experience in managing performance on a one-to-one basis through
team motivation and building individual relationships, including competence in providing
supervision.
A thorough knowledge and understanding of care and protection of children and young
people.
Attributes/Success Factors
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The ability to impact and influence at a senior level using a strength based solution
focus.
Impact and influence and leadership in solution focus and service deployment.
Strength based leadership, with the ability to collaborate with others, across Learning
and Capability Development management team to achieve mutually agreed goals.
Continually shares the organisations vision with others and creates a sense of energy,
enthusiasm and inspiration in others.
Is innovative and actively seeks out ways of doing things differently.
Considers all options when making resource decisions and the wider impact, particularly
on people and service delivery.
The ability to motivate and guide staff individually and in small groups.
Effective systems thinking.
Effective systems management.
Well developed written and verbal communication skills and effective interpersonal
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skills.
Calm professional demeanour, with the ability to maintain performance under stress.
Effective organisation, planning and time management skills.
Professional presentation at all times.
Builds and maintains rapport with others based on their own integrity and honesty, has
the ability to collaborate with others, to achieve mutually agreed goals.
Works to resolve problems, conflicts or difference by finding areas of agreement that
benefit the organisation and individuals.
Commitment towards positive outcomes for Children, Young People and their Families.
Sensitivity towards Maori, Pacific Peoples and other cultures.
Other Requirements
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Willing to travel to fulfil job requirements
Holds current ‘clean’ drivers licence and is prepared to drive the Ministry’s vehicles if
required.
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Appendix 1: Competencies
Essential Competencies
Competencies
Descriptors
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1. Service Delivery
The ability and desire to focus
attention on meeting the needs of all
CYF’s clients and to ensure service
delivery standards are met or
exceeded.
2. Continuous Improvement
The ability to review, develop and
improve systems, processes and
services in order to maximise
organisational
performance
and
support the achievement of the
Department’s strategic goals. This
includes the ability to lead and drive
change and to support others
through change processes.
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3. Results Orientation
The ability and desire to achieve
effective results, and work towards or
exceed an agreed goal.
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4. Stakeholder Engagement
The ability to build and maintain
effective working relationships with
key stakeholders in order to enhance
understanding and co-operation to
achieve desired results.
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Seeks to understand client issues.
Takes personal responsibility for seeing that client
concerns are addressed satisfactorily.
Keeps client up-to-date with progress on a specific
issue.
Contributes to the development, definition and
implementation of service standards within own
business unit to ensure client needs are met.
Identifies immediate barriers to meeting client
needs and resolves issues individually or in
collaboration with others.
Demonstrates a strong desire to find better ways of
doing things
Promotes the attitude “we can keep doing things
better”
Seeks and accepts suggestions from others about
service improvements
Is prepared to take responsibility for developing
and implementing ideas for improvement within a
region
Helps others understand the implications of change
and guides them through change processes.
Works to achieve self-set goals
Plans and achieves required results without
prompting and takes effective contingency
measures where possible
Demonstrates a high level of persistence, drive and
energy
Takes full personal responsibility for making things
happen within own area of control, or where
parameters are clearly defined
Manages conflicting priorities
Develops networks and relationships with
individuals and agencies that have a role to play in
meeting clients’ needs
Facilitates individuals working together by
identifying common goals, encouraging
collaboration and joint ownership of ideas and
approaches
Understands and helps others to understand one’s
own organisation and how it interfaces with other
agencies and community organisations.
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5. Strategic Focus
The ability to stand apart from day-today activities and take a broad or
long-term perspective. This includes
the ability to define a future view of
the organisation and to identify
broader strategic and conceptual
issues for planning and decision
making.
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6. Cultural Responsiveness
The ability and desire to show
cultural sensitivity, awareness and
understanding of diversity.
7. Team Orientation
Teamwork is working collaboratively
with others and actively committing to
be part of the team. It involves
developing trust between team
members and following through on
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commitments made to the team.
8. People Development
The ability and desire to create and
maintain an environment in which
each person has a clear sense of
direction and is committed to
achieving objectives. This includes
motivating and developing individuals
in order to maximise their potential
and to facilitate a high-performing
team.
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Is clear on the direction of own service area and
how it relates to the whole organisation
Is aware of current trends, threats and
opportunities
Usually externally generated rather than generated
by self
Considers the medium term issues when planning
and choosing a course of action
Demonstrates an understanding of the key
concepts embodied within the Treaty of Waitangi
and their application to the Department;
Understands the social, ethnic and behavioural
characteristics of those from different cultural
backgrounds and is able to translate that
knowledge into work practices and delivery of
services;
Collaborates with different cultural communities
regarding service delivery and demonstrates a
willingness to work together; demonstrates that
cultural responsiveness is valued, clearly defined,
understood and applied within the Department.
Keeps people up to date and informed by sharing
all useful information;
Wgain acceptance as part of the team effort;
Recognises individual strengths and weaknesses
in order to achieve objectives by working together;
Participates willingly and aims for consensus.
Manages individual performance and effectively
delegates responsibilities to team members;
Sets clear expectations; recognises and rewards
individuals where appropriate
Tailors leadership style in order to meet individual
needs
Facilitates coaching of individuals in order to build
their capabilities now and in the future
Maximises opportunities for others to learn and
develop across service areas
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Desirable Competencies
Competencies
Descriptors
9. Public Service Context
Understands the principles and
conventions of government and the
constitutional, legal and politically
neutral framework in which one
works in the Public Service. This
includes recognising the impact of
future environmental, economic, and
social developments and trends on
public sector policies, processes and
methods.
 Understands and adheres to current government policies
and practices, recognising what the Department is doing
and why
 demonstrates sensitivity to the relationships between
key players in the Public Service
 is able to see one’s own organisation from different
perspectives
10. Business Acumen
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The ability to apply sound general
management practices to ensure the
business operates effectively and
efficiently and delivers agreed
outputs to contribute to priority
outcomes.
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11. Integrity
The ability to maintain confidences
and trust, and to act in an honest,
ethical and professional manner. 
This also includes operating with
credibility in any situation.
Shows an ability to understand, monitor and take
appropriate action regarding resource management
following guidelines;
Monitors and manages budget effectively;
Negotiates for resource allocation;
Understands the impact of one’s actions on the
service plan; identifies and predicts potential risks.
1. Sets and adheres to personal and organisational
ethical standards;
2. Handles occasional ethical dilemmas;
Regularly self-assesses personal behaviours and
performance.
3. Uses a variety of means for influencing others;
shows an ability to recognise the dynamics of
different situations;
4. Quickly establishes positive communication links
with external parties;
5. Anticipates how others will react to different
situations and attempts to tailor the approach
effectively;
6. Can convince others and gain agreement.
12. Impact & Influence
The ability to seek and gain mutual
understanding in a variety of
situations in order to develop
effective
relationships
and
to
influence favourable outcomes for the
organisation.
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