POSITION DESCRIPTION FOR ROLE OF
REGIONAL MANAGER RURAL
FIRE AND EMERGENCY NEW ZEALAND
Position title:
Business Area:
Location:
Reports to:
Date:
Regional Manager Rural
Rural Fire
Various
National Manager Rural
March 2017
ROLE CONTEXT
Fire and Emergency New Zealand will be established as a Crown Entity under the Fire and Emergency
Services Act 2017, with effect from 1 July 2017. The Act (currently before Parliament) will prescribe
the accountability framework for the Board and sets out the relationship between the Minister, the
Chair, the Board and the Chief Executive. The role of Fire and Emergency NZ will extend beyond the
prevention of and response to structural and vegetation fires and includes assistance with motor
vehicle accidents, medical emergencies, hazardous substance related incidents and response to
natural disasters.
The move to a unified fire and emergency services organisation is designed to deliver better outcomes
for New Zealand’s communities in terms of emergency prevention and response and enhanced
support for its workforce, both paid and volunteer. The intent of this change is to set up a ‘fit for
purpose’ 21st century fire and emergency service that is flexible, modern and efficient, and a fire and
emergency service that works well, is funded appropriately and that values the paid and volunteer
workforce.
Appointment to this role will be for a fixed term period of two years in light of likely changes that will
need to be made as Fire and Emergency New Zealand transitions from amalgamation through to the
integration of its services and operations.
ROLE PURPOSE
The purpose of establishing the Regional Manager Rural (RMR) role is to provide a practical transitional
arrangement for Principal Rural Fire Officers (PRFOs) to report into the Fire and Emergency NZ
structure. The RMR role will be responsible for a defined geographical area and PRFOs in each
geographical area will report to a RMR.
The Regional Manager Rural will function in two interdependent ways:
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As a member of the Fire and Emergency New Zealand operational leadership team supporting the
National Manager Rural, and
Leading and managing the operational performance of rural fire within a specified geographical
area and contributing to national and inter-regional projects and policy development.
For clarity – the geographical area of an RMR does not override the Fire and Emergency New Zealand
Command and Control policy for management of incident types.
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KEY ACCOUNTABILITIES
Area of
accountability
Strategic
Direction
Key deliverables
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Operational
service delivery
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Transition/Change 
Management
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Team
Membership
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Influencing and contributing to the design, development and delivery of
national and regional strategy, policy and practice
Ongoing development and implementation of risk reduction strategy and
plans and ensuring regional reduction activities are coordinated and
linked to the national strategy
Identifying and setting quality initiatives and priorities for the region that
contribute to the organisation wide strategic initiatives.
Contributing to the design of the future Fire and Emergency New Zealand
operating model and organisational design
Contributing to the development and implementation of the volunteer
strategy and drive volunteer support initiatives.
Accountability for the overall performance of rural fire within their
region including ensuring risk management strategies and practices are
in place
Accountability for the rural operational management and administration
of resources including finances, people, assets etc., for their region
Ensuring rural fire can function effectively and efficiently at an
operational level including ensuring adequate personnel resourcing and
succession planning, and business continuity planning
Ensuring there is a coordinated effective response for large scale and/or
complex regional incidents in the geographical area including the
appointment of an Incident Controller
Accountable for the financial management and business planning of rural
for their geographical region
Leading and contributing to inter-regional reforms and exercises
Providing change management leadership through the integration period
of change
Working through transitional arrangements with Territorial Land
Authority’s to ensure a seamless transfer of services to Fire and
Emergency New Zealand and minimal impact from a customer and
operational perspective
Developing strong relationships with urban counterparts to identify and
implement opportunities for collaboration and integration and ensuring
alignment with other Regional Managers Rural
Contribute to the development and monitoring of Local Advisory
Committees
Responsible for leading a specific initiative to drive integration, as
required.
Participate fully and cooperatively as a member of the Directorate’s
management team, and the Fire and Emergency NZ OLT and contribute
to the ongoing development and effectiveness of the organisation.
Take collective responsibility for the performance of the Directorate as a
whole, focusing on solutions
Consistently and actively supports management decisions
Provide peer support to other managers and leaders
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People Leadership
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Volunteerism
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Stakeholder
Engagement and
Relationship
Management
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Safety, Health &
Wellbeing
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Ensuring direct reports have clear accountabilities, expectations and
performance standards for their roles and wider teams, and that regular
performance management and development occur
Providing support and leadership to direct reports to ensure team
outcomes are delivered
Contributing to and implementing people capability initiatives for rural
fire.
Championing and leading volunteerism, building a strong and sustainable
volunteer workforce and supporting volunteer rural fire forces and
volunteers so they are able to meet challenges as they arise and adapt to
changing community needs and organisational expectations based on
Fire and Emergency New Zealand’s volunteer principles.
Promote and foster cooperation and collaboration between teams within
and across the regions
Develop and maintain a strong and constructive working relationship
with Fire Region Manager counterpart
Developing and maintain strong working relationships with key internal
and external stakeholders in order to advance the region and
organisational objectives
Leading rural stakeholder engagement and management for their areas
(e.g., Forestry, DOC)
Working/liaising with local Iwi on land management, risk planning and
fire safety education/reduction activities
Helping establish and support working relationships with Local Area
Committees
Understand, and lead by expectation and example, your duty of care for
safety, health and wellbeing in relation to Fire and Emergency New
Zealand personnel, workplaces and work activities under your influence
and control.
SCOPE of ROLE
Number of direct reports:
Number in functional area:
Number of volunteers?
Financial delegation:
Up to 8
Up to 21
Up to 800
Expenditure:
Capital Assets:
TBA
TBA
KEY RELATIONSHIPS
Internal
 Regional Managers Rural
 Manager Rural Fire (x 5 regions)
 Fire Region Managers (Urban)
 Area Managers (Urban)
 Fire & Emergency NZ Volunteers
External
 Other emergency services
 Unions and Associations
 Department of Conservation
 Local Government
 Local Iwi
 Forest Owners
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Federated Farmers
Local Advisory Committees
QUALIFICATIONS, EXPERIENCE & SKILLS
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Demonstrated ability to think strategically – able to see the big picture, make connections and
contribute to the strategic direction of the organisation
Extensive operational leadership / management in forestry and rural fire management, including
risk reduction
Experience in leading people through large and complex change
Strong leader, able to show vision and attitude to role model and promote the values and
desired behaviours of Fire and Emergency New Zealand
Proven experience of working in a collective and collaborative leadership environment
Strong coaching and mentoring skills that leads to strengthened capability
Proven ability to build and maintain trusted, respectful and constructive relationships with
colleagues, key stakeholders and customers, including local iwi and wider community
Demonstrated experience in facilitating purposeful conversations between key decision makers
at a senior level to reach robust decisions
Highly developed influencing and persuading skills and demonstrated ability to work with
stakeholders
Experience in managing political and community expectation
Demonstrated sound understanding of volunteering and the best approaches to engaging
volunteers effectively
Sound understanding of wild fire and fire as a land management tool
Proven experience in incident management
Ability to critically analyse complex information and make effective decisions
Experience in interpreting and influencing legislation and standards as relevant to area of
expertise
Comprehensive understanding of the political, social, environmental and commercial
environments within which Fire and Emergency New Zealand operates
Financial management and strategic budgeting skills and experience.
Strong verbal and written communication skills
Effective workload management skills, with a focus on delivering commitments
Relevant fire and leadership qualifications are desirable.
Approved:
Date:
Transition Committee Delegated Authority
28 March 2017
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