Title:Service Portfolio Manager

Group:Technology and Channels, Corporate Services

Reports to:Chief Technology Officer, Technology and Channels

Location:Wellington

Direct Reports:between 3 and 10

Budget:Yes

OUR ORGANISATION

About us / Oranga Tamariki—Ministry for Children is a new Ministry dedicated to supporting any child in New Zealand whose wellbeing is at significant risk of harm now, or in the future. We also work with young people who may have offended, or are likely to offend. Our belief is that in the right environment, with the right people surrounding and nurturing them, any child can, and should flourish.
Our vision / Our vision is: New Zealand values the wellbeing of tamariki above all else.
Our purpose / Our purpose is: To ensure that all tamariki are in loving whānau and communities where oranga tamariki can be realised.
The Oranga Tamariki way / We’re introducing a new way of doing things. A way of looking at the world that guides everything we do:

Our core outcomes / Our core outcomes are:
-All children and young people are in loving families and communities where they can be safe, strong, connected, and able to flourish.
-Improved outcomes for all children, especially tamariki and rangatahi Māori.

BACKGROUND

Technology and Channels is responsible for the Ministry’s technology strategy, systems and services. We are implementing a new operating model so that we can deliver our responsibilities more efficiently, through a business-aligned structure. Our operating model is founded on three main principles:
-User-centricity is paramount, with a focus on the front-line and the wider sector.
-We will be cloud-first and asset-light, choosing to buy as-a-service offerings from third party suppliers, rather than own technology assets.
-Our systems and processes will be agile and enabling, to deliver changes faster, reduce complexity and simplify system interactions.
Under the new structure, we will have four dedicated teams called Service Portfolios. Each Service Portfolio will be responsible for a set of systems that is broadly aligned to agency business functions. Each Service Portfolio will be led by a Service Portfolio Manager.
A Strategy and Performance team will sit alongside the Service Portfolios, led by a Strategy and Performance Manager. Strategy and Performance is responsible for overarching frameworks – technology strategy, architecture, technology procurement, partner performance management and quality assurance.
The Service Portfolio Manager is a critical leadership role, reporting directly to the Chief Technology Officer (CTO).This business-facing role represents Technology and Channels in all areas of the Service Portfolio, includingservice design, day-to-day operations, escalations, service assurance, service innovation and supplier engagement.
The Service Portfolio Manager,will manage a team of between 3 and 10 dedicated resources, with broader support engaged internally from skill-groups within Technology and Channels, or externally if required to support Change projects.

POSITION PURPOSE

The purpose of this role is to:
-lead the design and development of the Service Portfolio, so that it remains fit for its purpose,
-manage all ICT services and systems within the Service Portfolio,
-provide a seamless engagement with consumers of portfolio services, from planning and change to operations and service assurance.
-lead the engagement with third party suppliers within the Service Portfolio.

KEY ACCOUNTABILITIES

Key result area / Key accountabilities
Plan / -Actively engage with business customers: the Service Portfolio Managermust be highly visible and available to the business.
-Gather ideas and needs from business customers.
-Proactively identify service improvements for business customers.
-Prioritise and plan formal Changes – i.e. large and/or risky technology changes that must be managed under a formal Change process.
-Maintain a view of current and planned Service Adjustments – i.e. small, low-risk improvements that can be easily implemented under an agile process managed within the Service Portfolio.
-Maintain the financial health of the Service Portfolio, including rigorous financial management of Change and Run activities.
Change / -Lead the Change Programme for the Service Portfolio, in support of the Ministry’s service transformation:
  • gather business requirements,
  • assess business impact,
  • coordinate with other Service Portfolios to sequence Change across the agency,
  • lead any required market engagement for procuring new services,
  • deliver Change projects from design to completion, including testing and certifications, operational readiness and transition to Run.
-Work with business group senior leadership throughout project delivery.
-Co-ordinate with the Ministry’s Programme Management Office.
Run / -Ensure that all services and systems within the Service Portfolio are delivered to their contracted Service Levels and other contractual commitments.
-Manage external providers of services and systems within the Service Portfolio.
-Manage the engagement with business consumers of services and systems within the Service Portfolio.
-Maintain a regular, non-disruptive programme of incremental improvement, informed by business need and best practice service delivery.
Assure / -Maintain oversight of each partner’s operationalperformance.
-Ensure that all external providers within the Service Portfolio follow the Ministry’s IT Service Management process.
-Be the ‘first manager to know’ if there are incidents or problems affecting groups of system or service users.
Leadership and management / -Future builder - help staff and the organisation navigate the future.
-People builder – develop people and identify talent.
-Deliverer - make things happen, with and through others.
-Steward - lead in a public service context, contributing to a better New Zealand.
-Understand and implement your manager Health, Safety and Security accountabilities.
-Ensure health, safety and security policies and procedures are understood, followed and implemented by all employees.
Being part of the Oranga Tamariki team / -Actively and positively participate as a member of the team.
-Proactively look for opportunities to improve the operations of Oranga Tamariki.
-Perform any other duties as needed by Oranga Tamariki.
-Comply with and support all health and safety policies, guidelines and initiatives.
-Ensure all incidents, injuries and near misses are reported into our Health and Safety reporting tool.
-Comply with all legislative and regulatory requirements, and report any breaches as soon as they become known.
-Adhere to all Oranga Tamariki procedures, policies, guidelines, and standards of integrity and conduct.
-Commitment to the Treaty of Waitangi and respect and incorporate these into your work.

KEY RELATIONSHIPS

Internal / -General Managers and senior leaders within Oranga Tamariki
External / -Ministry of Social Development (shared services provider)
-External service providers and vendor partners

QUALIFICATIONS & EXPERIENCE

Qualifications / -Tertiary qualification in a relevant discipline or equivalent experience.
Experience / -Significant proven experience in ICT delivery, programme and project management, management of technology suppliers, and a deep understanding of best practice in technology and digital.
-In-depth knowledge and experience in ICT operations
-Experience in the transition of new and modified systems in a production environment.
-Proven experience leading teams who deliver large scale, high cost, business-critical programmes of ICT work.
-Deep understanding of short to medium term technology needs for the business.
-Ability to construct a cohesive plan across all the elements of a technology-enabled business.
-Experienced in developing solutions to solve complex organisational problems.
-Demonstrated experience in advising and supporting the senior leaders of a large and complex organisation.
-Experience managing and leading people.
-Ideally, experienced in leading technology delivery within large enterprises, private or public.
Skills / -Ability to build strong working relationships and develop credibility with managers, colleagues, staff, suppliers and other stakeholders.
-Commercial expertise, including experience leading negotiations with third party suppliers and managing service delivery.
-Deep expertise in technology-enabled service delivery and technology industry best practice.
-Detailed knowledge of ICT functions, environments, business practice and systems.
-Ability to ‘translate’ technology concepts to business stakeholders clearly and respectfully.
-Ability to bring the benefits of technology to co-design of services for children, young people, whānau, partners and providers.
-Knowledge of All-of-Government common ICT capabilities.
-Ability to communicate complex ideas to a variety of audiences and build and maintain rapport with others.
-Understanding and appreciation of cross cultural issues and concerns, in particular, knowledge of tikanga Maori, and Pacific peoples’ culture.
-Excellent verbal, written and interpersonal communication skills.

POSITION COMPETENCIES

Competency / Description of success profile behaviour
Customer-focused / -The Service Portfolio Manager must be able to build strong, working relationships with a wide range of people, including OT front-line teams and senior management, partners of OT engaged to deliver front-line services and technology service providers.
Credible / -The Service Portfolio Manager must be able to display a deep understanding of the Service Portfolioand must be able to explain technology-related issues and ideas using business language, where appropriate for the audience.
Self-motivated / -The Service Portfolio Managermust seek out opportunities to engage with customers and other stakeholders – for example, by visiting regional sites, presenting to senior management and engaging with suppliers.
Innovative / -The Service Portfolio Manager must be ‘up with the play’ and proactively suggest ideas for service improvement. These could be based on the Manager’s own knowledge of technology developments or gathered from interactions with business stakeholders.
Adaptable / -The Service Portfolio Manager must enjoy dealing with a wide range of matters during a working day, some of which will be hard to predict.
-The Service Portfolio Managermust be comfortable working within an agile and light technology operating model, where change is to be expected.
Personable / -The Service Portfolio Manageris the face of Technology and Channels to Ministry business and other stakeholders. The Service Portfolio Managermust be friendly and professional.

Position Description – Service Portfolio Manager1

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Position Description – Service Portfolio Manager1