Position:
Reports to:
Works with:
Transformation Leader – Restorative (Food)
CEO
Transformation Leaders, Communications and Events team and Food
Feast Contractor (who runs a series of ‘feasts’ across NZ)
Hours:
Based:
Salary:
20-30 hrs per week
Auckland
$50,000 - $70,000 per annum (pro-rata)
Note: this is initially an annual contract starting ASAP (continuation will be dependent on funding &
enrolment in the project)
BACKGROUND
The Sustainable Business Network (SBN) is a social enterprise made up of businesses, governmental
agencies and organisations located across the country. The SBN was established in October 2002. Our
vision is Make NZ the Model Sustainable Nation for the World.
We work with members to progress their role towards contributing to NZ being a model sustainable
nation through four transformation areas:




Using renewables and low carbon solutions
Positively contributing to ecological restoration
Benefiting the community they service / operate in
Choosing and using resources efficiently
We encourage members to actively participate; to be bold, leading their sectors with innovative new
business models; and to reshape profit to include wider definitions than simply financial.
The SBN office is based in Britomart, Auckland and the team provides a range of services to members
delivered both in person and online. Members are encouraged to make a contribution towards our four
transformation areas by providing expertise, collaborating on projects, participating in events and
conferences, or showcasing their work at our Showcase or annual Awards.
PURPOSE OF POSITION
The Transformation Leader – Restorative
(Food) is based in the SBN’s Auckland Office.
The role is to generate activity to progress
our Restorative Food project which sits under
one of the SBN’s four transformation areas
and is a key project for SBN. The process
involves using #TheBigShift system
innovation developed by Forum for the
Future (UK).
A critical part of the role is to engage and enrol this system into the programme through a host of
methods (cornerstone partnership, project participation, support partners and strategic partnerships).
The Transformation Leader works with and supports these experts to develop and deliver the
programme using the system innovation framework.
Some of the key outputs include:
1. A diagnosis of the state of the current system

A database of stakeholders (including detailed survey results undertaken as part of the
stakeholder diagnosis)

A diagnosis of the main barriers and opportunities that exist
A published ‘System Map’ aimed at communicating the system


A series of leverage points (pioneering activities) which need focused attention as part of the
transition to a more sustainable economy.
2. A series of communications to keep stakeholders updated with progress

An online collaboration project platform to share project updates, case studies and learning
(utilising the online ‘NZ Activity Map’).

Regular updates to the Communications team to produce stories for the newsletter, website
and National Conference –- Project NZ – to test and progress engagement from academics,
Government (councils), business and social enterprise.

Published 'Opportunities Report' developed by project participants with recommendations of
critical leverage points, distributed throughout SBN communication channels (including media)
A series of associated events around the country (National Road Show)



A series of regional ‘feasts’ aimed at educating & highlighting the best of sustainable food.
Success stories (pioneers) highlighted through SBN National Awards process.
3. Accelerating system innovation through Labs and pioneering practices
Depending on the types of leverage points that are identified, SBN can offer three different types of
LABS (design workshops) to create pioneering practices:

LAB/Coalition: bringing key organisations together to work collaboratively on a leverage point
to find a solution.

LAB/Promotion: where a viable pioneering practice already exists but it is not yet in the
market’s consciousness, SBN will work on a 6 month campaign to raise awareness for this
solution.

LAB/Business Design: working with a set of external design partners, SBN will take potential
solution providers through a 6 month business design process to prototype their solution to
market.
4. Engaging, Informing, educating and motivating consumers
The aim is to engage and inform consumers at a deeper level on the current challenges and solutions –
highlighting pioneering solutions (e.g. supporting the Events Manager with the ‘GOOD FOOD FESTIVAL’.)
This is a critical role within the SBN. It will be the key contact point within the network responsible for
the work stream’s transformation area.
TASKS AND RESPONSIBILITIES & KPI’S:
The key responsibilities for this role include:
1. Develop a database of key stakeholders (over 300 players contacted and informed about the
project); to inspire the vision; increase participation and active interest.
2. Enrol Partners (financial & strategic) into the project (over 3 year period)
3. Run series of meetings with key partners & players to:
a. Develop system map and diagnose issues, challenges and leverage points
b. Identify a set of shared metrics from which to measure progress
4. Run a national roadshow to communicate progress and highlight activity. Develop, host and hold
regular meetings, forums and/or deliver presentations.
5. Work with Events Manager to enrol participants in ‘Good Food Festival’ ( May 2015)
6. Undertake continuous communication via SBN communications team
7. Help partners to develop commercial funding streams to deliver associated projects, forums or
research etc. which progress the vision of the programme. Support and encourage any associated
commercial opportunities that arise from their work.
8. Report progress to CEO, Expert Advisors and network staff.
Performance Areas
KPI’s
High
performer
Medium
performer
Base
performer
Stakeholder Database contacted and involved or
linked into the programme.
500
350
200
Membership targets (10% growth)
15%
10%
5%
One Cornerstone Partner
$80k
$40k
$25k
10-15 active Project Partners
$150k
$100
$50
20 plus Supporter Partners
$100k
$60k
$40K
Financials
Skills required for doing this role well.
Inspires a Shared Vision
This person must be able to inspire SBN members and potential members on each Transformation Area
vision and to be able to explain the roadmap and how members can be involved in this really well. The
person needs to be able to "lift us up, give us a reason for being and give the vision and spirit to
change." They should be able to ensure members feel they have a real stake in the transformation or
any practical/ commercial project associated with it.
Good Communicator
This person has to communicate with people at all levels – and across all sectors. As a key leadership
role they must have clear communication about goals, responsibility, performance, expectations and
feedback. SBN values openness and directness as well as the ability to effectively negotiate and use
persuasion when necessary to ensure the success of the team and any associated project. Through
effective communication, the person will need to support individuals as well as groups of members.
They will need to use metrics and transparent communications in order to achieve the broader vision
through practical results. This person must be a good team player. They will have to be good at both
written and oral communications to communicate progress. Some examples are documents, meetings,
reviews, reports and assessments.
Integrity
One of the most important things for all SBN staff is that his or her actions, and not words, set the
modus operandi for the work. Good leadership has to be shown through ongoing commitment to, and
demonstration of, ethical practices consistently through all SBN work.
Enthusiasm
SBN is all about transforming the status quo. We need a team of people with oodles of enthusiasm, with
a bounce in their step, and a can-do attitude. They need to be part of an invigorating journey for our
members. They need to be natural leaders. Enthusiastic leaders are committed to their goals and
express this commitment through optimism. Enthusiasm is contagious and we need that if we are to
create change.
Business Acumen
The SBN is a business focussed organisation and it is crucial the Transformation Manager has a good
understanding of, and is comfortable working in a business environment and in operating in a
commercially focused way.
Empathy
Transforming business isn’t an easy job and at times empathy for the situation and challenge for others
will be a key skill required.
Competence
This person needs to be able to quickly demonstrate competence – not necessarily as a technical expert
but certainly does need to be a good host and project leader.
Ability to Delegate Tasks
This is a very busy role within SBN so the ability to effectively allocate or delegate tasks to others is
critical. This requires the person to trust members to undertake actions, projects or communicate
programme to or with others. This is not a role for micro-managers, or people who end up doing all of
the work themselves.
Cool Under Pressure
In a perfect world, all of SBN work and/or associated projects would be delivered on time, under budget
and with no major problems or obstacles to overcome. However this is rarely the case so the person in
this role will need to be able to see a stressful event as interesting, but feel that they can influence the
outcome and they see it as an opportunity.
Team-Building Skills
The Transformation Leader must be fantastic at team building. He/she needs to be the glue which holds
the participants together, and to share the vision and roadmap as a team. The Transformation Leader
must also have an understanding of the value each member provides and how to capitalise on each of
these at the right time, to deal to any problem that may be at hand.
Problem Solving Skills
This Transformation Leader needs to have excellent problem-solving skills and also know how to engage
others when necessary. Transformation requires a fresh, creative response to the myriad of
opportunities which will arise; it is not necessarily a matter of looking at what others have done in the
past but rather looking to new models.
Results driven and well organised
This role requires strong management skills and needs to be results driven and to focus on getting work
done against agreed requirements. It is very likely that some projects will involve people who have not
worked together before. It’s a busy role which requires good time management and ability to document
well (e.g. contracts, emails, memos, reviews, meetings, specialist documents, requirements and
specifications, reports, changes, issues, risks, etc.)
Planning, Budgeting and Set Up and Manage Budgets
Particularly for funded projects this person will need to be good at developing Project Plans and setting
up and managing budgets. Any projects will require funding from participating members. The person
must ensure that projects are commercially beneficial for the network. Additionally projects need to be
managed using technology that allows any interested member to view and potentially comment or input
into its progress.
Facilitation and hosting of a range of meetings.
The person will need to act as a host and facilitator of many meetings so must be good at moving people
through a process together, and to draw out opinions and ideas of the group members. They need to
make sure all people participate in the process of learning or planning together and try not be seen as
neutral.
Compliance
Compliance with all Health and Safety procedures as defined by the Health and Safety Act.
Compliance with all company policies and procedures. Any other duties as and when required by the
employer.
The job description outlined while specific is not exhaustive.
In the course of the employee’s employment with SBN the employee shall carry out all tasks diligently,
responsibly and with regard to the best interests of the employer.
The employee shall become properly familiar with and follow all procedures of the employer established
from time to time. The employee shall observe in all respects the directions and instructions given by
the Director or which may be properly given by an officer or employee of the employer having authority
to give such directions or instructions to the employee.
Key Competencies
Performance will be reviewed annually with six monthly reviews. Staff are expected to perform strongly
in the following areas and align with SBN’s values
Sense of Mission
Understands and can discuss aspects of the SBN’s vision, values, purpose and aims. Has a passion for the
environment and people and a clear understanding of the projects carried out and the services provided
to members
Is conscious of the image of the network and of the working environment. Takes steps to enhance the
professional image of the network as a warm, professional, welcoming, safe and environmentally sound
organisation. Seeks out, builds and fosters alliances in the community, with others who share similar
strategic directions and may be useful in assisting the SBN to achieve its mission and goals.
Unwavering purpose
Understands SBN’s purpose is to help business succeed through sustainability and seeks to deliver great
value to its members to show what is possible to the NZ business community. It’s through this
steadfastness that we will we will make step change for sustainability.
Personal
Self-directed and self-motivated. Demonstrates professional self care. Knows when and how to seek
support.
Confidently and eloquently able to express views, even when faced with differing points of view.
Displays confidence in own decisions.
Shows an interest in, and seeks to develop a broader understanding of, issues relating to the work of the
SBN and the New Zealand business sector generally, and seeks to professionally develop in their role
Takes action based on positive expectations.
difficult or sensitive situations.
Feels comfortable seeking guidance and support in
Confronting issues
Is fearless in confronting the hard issues surrounding sustainability for business. Rather than lobbying,
takes a courageous approach to tackling the difficult questions and promoting robust, pragmatic
discussion.
Modelling sustainable practice
Leads by example using the best sustainable business practices - more than lip service - modelling the
current and designing the future paradigms become a reality.
Performance
Takes deliberate steps to achieve agreed KPI’s with measurable targets that really stretch. These are
monitored and referred to often.
Is competent in the management of projects. Is able to create a project plan with timelines, resources,
key milestones, Profit & Loss etc and reports accurately on that performance.
Uses creative ideas and flexible in grabbing opportunities. Get excited by new ideas. Identifies or
anticipates and prepares for opportunities. Able to identify opportunities which may add value to the
network members. Is able to balance own prioritises and preferences with those of others or with
network requirements.
Financial Literacy
Able to clearly comprehend and manage, along with the Accountant, the finances of the Region within
Budgets
Creative, influential trailblazers
Works with members facilitates which facilitates a culture of creativity. We are successful, inventive and
resourceful.
Teamwork & Collaboration
Champions self-management and is able to empower, support and help others. Recognises inherent
historical knowledge within SBN and seeks advice or support before frustration sets in.
Is capable of undertaking formal research to assist in providing reliable, best practice information to
members or team members. Is open and honest in dealing with others, respecting own and other’s
rights to have differing views.
Actively looks for opportunities to work with others to progress practical projects, programmes which
improve sustainability outcomes.
Develops long term relationship with key funders or project supporters
Publicly credits others who have performed well. Cooperates rather than competes. Communicates
needs clearly and willingly. Imparts knowledge to others.
Generating possibilities, Realising Opportunities
Actively uses SBN’s local and global networks, expertise, relationships, and a comprehensive set of tools
and services to generate possibilities (from new products to service offerings to business models) and
realise opportunities for success for members - the business community in general, and SBN itself.
Valuing Diversity
Demonstrates an understanding of other cultures or preferences by adjusting own behaviour to improve
communication and understanding. Is empathetic, comfortable and friendly in diverse groups.
Providing opportunities for energising, inspiring interactions
Helps create energising and inspiring events which showcase what are possible, pose questions, and
encourage debate and discussion. Is informal and non-conformist, yet creates a sense of community and
common purpose.