Position description
Title:
National Manager Professional Services
Group:
Highways & Network Operations
Location:
Wellington
Reports to:
Group Manager Highways & Network Operations
Date:
October 2009
Organisation profile
The NZ Transport Agency (NZTA) is a Crown entity that was established on 1 August 2008, under the
amended Land Transport Management Act 2003, bringing together the functions of Land Transport NZ
and Transit New Zealand to provide an integrated approach to transport planning, funding and delivery.
The purpose of the NZTA is ‘to build a better land transport system for New Zealanders’.
What we do -
Help New Zealanders to travel reliably and safely
-
Invest in moving people and freight to grow New Zealand’s economy
-
Meet our customers’ needs by being people-focused.
Our strategic priorities – the things we are focussing on:
-
Improve customer service and reduce compliance costs
-
Plan for and deliver roads of national significance
-
Improve the effectiveness of public transport
-
Improve the efficiency of freight movement
-
Improve the road safety system.
The NZTA employs approximately 1400 staff throughout New Zealand and is structured into six
business groups. The NZTA encourages staff to work collaboratively across the organisation. It is
committed to linking people together and drawing from the combined skills and knowledge held within
the NZTA, in order to develop innovative solutions and work more effectively with stakeholders.
NZTA values
To achieve our purpose we must exhibit the following values:
Achievement
We achieve excellent results
Service
We provide outstanding service
Integrity
We are honest, ethical and trustworthy
Respect
We show consideration for others
Professionalism
We produce high quality work
…resulting in a great place to work as a high performing, innovative organisation.
1
Business Group Background - Highways & Network Operations
The Highways & Network Operations Group (Highways), one of six business groups within the NZTA,
contributes to optimising the wider transport network by planning, operating, protecting, maintaining
and improving the state highway network. The Group works closely with other parts of the business to
ensure the strategic priorities are achieved. State highways perform a vital national, inter-regional and
regional role in the transport network. State highways carry buses, trucks, cars, motorcyclists, walkers
and cyclists and connect cities, towns, ports and tourist destinations. The Highways customer base is
extensive and is focussed predominately on users of the SH network. The Group operates adjacent to
communities and traverses sensitive and important parts of New Zealand.
The priorities for Highways are to:

Improve its customer service, particularly with road users but also with suppliers, neighbours and
key stakeholders

Undertake all activities on the basis of operating and improving a national network

Develop staff so that decision making can be devolved low into the Highways structure and that
staff are trained and competent in collegial decision making

Contribute to the development of the Organisational Development strategy and implement its intent
over the Group/Business Unit and evidence this by measurement.
Purpose of position
The National Manager Professional Services is responsible for ensuring that activities, delivered by
implementation business units, across the State Highway Network are both consistent in terms of
national asset management objectives and the achievement of optimal value for money.
The National Manager Professional Services does this through the:

provision of Centres of Excellence which support the implementation teams through expert
technical advice;

development and dissemination of best practice standards, guidelines and operational policy

provision of expert advice to the Network Performance business unit in the development of work
programmes; and

through the management of a value assurance gate process.
The performance of Value Added Teams and the Austroads working groups of the NZTA will be
managed by the National Manager Professional Services.
Key accountabilities - general
Leadership

Provides intellectual leadership, clear direction and expectation of performance for the Professional
Services team so that together the NZTA outcomes are achieved

Works closely with other managers taking a ‘whole of organisation’ approach to strategy
development and provide leadership in the business planning process in line with the NZTA
processes
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
Models effective leadership to ensure the NZTA values, behaviours and objectives supports an
integrated, collaborative work environment that enables engaged staff to deliver high performance
and quality service

Fosters an organisational culture based on high quality, innovation, responsiveness, excellent
communication and continuous improvement

Ensures the NZTA meets its shared obligations and contributes to the collective interest in public
administration by providing visionary and co-operative leadership.
Team Management

Is an effective member of the Highways & Network Operations Senior Management Team (SMT)

Recruits, develops, supports and retains engaged high performing staff to ensure the NZTA
maintains the right level of internal capability across the areas of expertise required in their team

Manages the development of the team’s work programme to ensure that resources are
appropriately distributed to meet the business plan requirements

Manages staff so they are empowered to make decisions around their given delegations, working on
an ‘exception basis’ for issues that need wider consideration

Ensures the performance management system is implemented for members of their team - actively
managing both strong and poor performers

Ensures development objectives are in place for all staff to maintain and build the capability of their
team(s). Demonstrates a strong commitment to implementation of these objectives and ensures
monitoring systems are in place to measure progress

Ensures effective flows of information occurs both vertically and horizontally within the team and
across the business group

Builds a good team spirit and culture, acknowledging team contribution and achievement as
appropriate.
Cost centre management

Develops and manages budgets and financial plans for the relevant cost centre(s), consistent with
the NZTA financial and accounting policies, delegations and reporting systems and in compliance
with governance, financial, human resource management, ethical and other requirements expected
of a crown entity

Develops and maintains an annual business plan which matches resources to the SH Plan workload.
Relationship management

Engages effectively with internal experts/staff across the NZTA so that the best information is
available for decision-making, policy development, planning, resource and risk management,
operations and service delivery to our Minister and the public

Actively manages internal client expectations and maintains timeliness of delivery including meeting
service level agreements.
Stakeholder management
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
Establishes and maintains professional relationships with providers of land transport services, local
and central government transport sector agencies, other State agencies, the private sector, interest
groups, the public and international transport agencies and peers as appropriate

Convenes and attend meetings with key internal and external stakeholders to address specific
issues and generate solutions and has the ability to influence thinking and decisions that are
consistent with the NZTA strategic direction

Provides meaningful and timely communication to the sector so that stakeholders understand their
requirements in relation to the Government transport sector objectives.
Risk and issue management

Escalates any significant risks and issues to their manager in a timely way

Ensures a comprehensive risk management approach to the way the business is managed on a day
to day basis. Identifies threats to SH Plan, business and the NZTA so that risks within their area of
responsibility are managed, mitigated or minimised

Identifies and takes advantage of opportunities so that there is continuous improvement in
business processes and greater value is delivered to customers and stakeholders.
Customer service

Develops a customer service ethos that focuses on the provision of high quality, proactive and
timely service, support and advice, which is aligned to the NZTA’s needs and strategies

Actively manages our key customer segments of road users, key stakeholders, neighbours and
suppliers by:

encouraging and promoting dialogue and collaboration with road user groups such as
Automobile Association, Road Transport Federation, bus operators, cycling interest groups
so that they play a part in assisting with the setting of priorities, standards and urban
design

developing and maintaining a working relationship with all suppliers so that they have
forward visibility of our programme and can openly discuss issues with the NZTA and see
the NZTA as a premier client

ensuring we are open, honest and available to all our neighbours so that they can advise us
of issues and that they can, through engagement, assist us in finding the best solutions to
our transport problems.
Health and safety

Takes responsibility for the health and safety of their staff and self.

Ensures all hazards are identified and controlled.

Provides staff with appropriate information, training and supervision.

Actively encourages and supports local workplace safety management practices.
Self development

Takes responsibility for personal development and continually develops their own professional
expertise.
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Key accountabilities - specific
Strategic Priorities

Be across all strategic priorities and be able to communicate purpose, objectives and associated
work plans

Ensures all strategic priorities are appropriately resourced

Fulfils any specific roles on strategic priorities with appropriate input


Articulates the organisations strategic direction to key stakeholders and clients.
Deputise for the Group Manager, Highways & Network Operations during periods of absence.
Business Planning

Completes annual business planning to satisfy annual and three yearly cycle

Annually, complete a first principles review of activity resource requirements to ensure all resources
are focussed and fully deployed

Continues to improve and make more efficient the provision of administrative support inside the
business unit.
Value Assurance Gate Process

Implements a process through which all State Highway activities must seamlessly flow to ensure
national consistency and optimal value is achieved

Manages an audit regime for the value assurance gate process.
Centres of Excellence

Oversee Centres of Excellence which provide valued expert advice and support, with respect to
Highways activities, to Network Performance and regional business units in an environment of
custom service excellence.

Formulates best practice Operational Guidelines modified to provide optimal value in the New
Zealand context and ensures this is habitually embedded into regional practices and implemented
on all Highways activities

Oversee the provision of expert advice with respect to decisions made by regional business unit
decision making teams relevant to areas of expertise held by the professional services team
Asset Management

Updates the national asset management plan on an annual basis to ensure the asset is operated
and maintained in accordance with the NZTA Investment and Revenue strategy
Industry Best Practice Standards, Guidelines and Operational Policy

Develops, maintains and disseminates standards, guidelines and operational policy which target
optimal value achievement in the New Zealand context of State Highway network management.
Value Assurance Committee and Highways Decision Making Framework
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
Convenes the Value Assurance Committee providing the highest level of effective decision making
for all high risk Highways activities.

Ensures all decisions made by the VAC are aligned with NZTA Board delegations and Strategic
Priorities

Provide assurance that all regional business unit decision making teams are operating effectively,
decisions are aligned with the national network approach and where required professional services
experts are seconded to decision making teams.
Value Added Teams

Oversees the effective implementation of VATs to ensure that an environment of continuous
improvement is engendered across the Highways Group; and the best interest of the national
network is continually monitored.
Matrix Management

Fulfils RONS project executive and Contract/Alliance Management Boards and other activities in
other business units so as to provide appropriate direction and assure appropriate quality
standards are met

Strongly reinforces matrix roles in National Office to ensure work is undertaken to operational
policies and delivered consistently (eg, property, programming, optimisation etc).
Quality system

Undertakes activities in accordance with Highways ISO9001 systems including appropriate record
keeping of decisions made within the business unit.
Reporting

Completes high quality, insightful and progressive reporting of the business unit business on a
quarterly basis.
Continuous improvement

Works with the Highways senior management team and staff, within a continuous improvement
framework, to set up mechanisms to continuously assess and review Highways activities, processes
and systems in order to improve service and optimise the Groups ability to deliver to expectations.

Develops and presents papers to the SLT, Board or Minister as requested.
Financial Dimensions
Refer to the NZTA Delegations.
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Committee / Steering Group / Team memberships
Senior Management Team – responsible for working in a collegial team to oversee the tactics which need
to be deployed nationally for the group to succeed on its business targets, and for maintaining, nurturing
and deploying a high performing work force. The team is also responsible for communicating the direction
of the Group and that of the NZTA.
Operations Committee – responsible for reporting the current performance (historical and forecast) of the
Business Unit/SH region to alert the Committee of issues which will prevent the business from achieving its
objectives. The Committee is also responsible for developing tactics around national issues which will
ensure the Group achieves its business objectives, and communicate these bask to the region.
Professional Services Business Unit Decision Making Team – convene and be responsible for ensuring
the appropriate direction is given to staff to operate effectively, that business cases in functional
groups/SH offices can be given peer review and decisions can be made on the business where delegated or
are sufficiently complex/impact to require senior management overview.
Strategic Priority Portfolio Groups – responsible for ensuring appropriate group input is provided into
strategic priorities and assists resolving internal resource conflicts between strategic priorities and
business as usual activities.
Business/Technical/Operational Teams – responsible for contributing to specialised teams and groups
ensuring business procedures are reviewed, updated and improved as required to meet business need.
Key relationships
Internal

NZTA Board / SH Committee

All other NZTA Business Groups

Network Performance business units

Highways Implementation business units.
External

Government Departments / Agencies / TLAs

Consultants and contractors

Australasian/International infrastructure providers and centres of excellence

Industry experts

Road user and industry representative bodies

Travel and freight industry stakeholders

Other Government Departments / agencies

On-Track

Territorial Authorities

Universities & Research Institutions
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Person specification
Education and training
A four year Bachelor of Engineering (BE) or a degree that is benchmarked to the Washington Accord is
essential.
A Chartered Professional Engineer (CPEng) and a professional member of IPENZ (MIPENZ) are essential.
A current and valid New Zeland Driver’s Licence (or equivalent) is required for this position.
Knowledge and experience

An experienced technical professional with strong leadership and strong strategy skills

Experience in leading and motivating staff including developing staff potential, encouraging
ownership and providing for two way communication

Sound interpersonal skills to work in teams and across groups

Business development and research capability to lead the organisation in continuous improvement

Marketing ability which allows the NZTA to provide advice to other road-controlling authorities and
be an influential mover in the field

Effective written communications and presentation skills.
Personal attributes

Actively demonstrates, promotes and models desired organisational behaviours and values

Displays strong interpersonal and verbal and written communication skills

Experience in building and fostering relationships

Displays a strong customer service ethos

Possesses a strong achievement/delivery focus – sets high standards including accuracy and
attention to detail, meets deadlines etc

Promotes a high quality climate of innovation, collaboration, change and adaptation in own area

Actively looks for opportunities to improve services and support organisational change

Displays strong team skills, contributing to team success

Takes accountability for the responsibilities of the position and own actions.
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Competencies – technical competence standards
The twelve elements of the competence standard for Professional Engineers are set out below:
Element One - Knowledge
Comprehend and apply knowledge of the accepted principles underpinning widely applied good practice
in professional engineering (Washington Accord degree level)
Element Two – Local Knowledge
Comprehend and apply knowledge of the accepted principles underpinning good practice for
professional engineering that is specific to the jurisdiction in which he/she practices (NZ)
Element Three – Analyse Problems
Define, investigate and analyse complex engineering problems in accordance with good practice for
professional engineering
Element Four – Design Or Develop Solutions
Design or develop solutions to complex engineering problems in accordance with good practice for
professional engineering
Element Five – Decision Making
Be responsible for making decisions on part or all of one or more complex engineering activities
Element Six – Management
Manage part or all of one or more complex engineering activities in accordance with good engineering
management practice
Element Seven – Risk Management
Identify, assess and manage engineering risk (in the context of complex engineering problems)
Element Eight – Ethical Conduct
Conduct engineering activities to an ethical standard at least equivalent to the relevant code of ethical
conduct
Element Nine – Recognise Foreseeable Effects
Recognise the reasonably foreseeable social, cultural and environmental effects of professional
engineering activities generally
Element Ten – Communication
Communicate clearly with other engineers and others that he or she is likely to deal with in the course
of his or her professional engineering activities
Element Eleven – Maintain Currency
Maintain the currency of his or her engineering knowledge and skills
Element Twelve – Judgement
Exercise sound professional engineering judgement
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