The main responsibilities of an Audit Director are to:

• Sign opinions on behalf of the Auditor-General – this involves the Audit Director becoming an “appointed auditor” under Section 32 of the Public Audit Act 2001. 
• Ensure that all necessary work is completed by the audit team before the Director signs the opinion, and then follow up by issuing a management report to the client and, when required, a draft ministerial letter.
• Develop and maintain strong working relationships with clients at the highest level.
  
• Participate in Audit New Zealand’s wider leadership team, including participating in national Director and Manager events.
  
• Take a local leadership role, ensuring that staff in the local office are motivated, understand the broader context of our work, and are appropriately trained and mentored.
  

Key relationships

To carry out these responsibilities, an Audit Director needs to develop and maintain positive working relationships with:

• Clients at the highest level, including where appropriate Board chairpersons and members, Mayors, Chief Executives, second-tier managers, Chief Financial Officers, Audit and Risk Committee chairpersons and members.
  
• Selected staff from within the Office of the Auditor-General, but particularly the Assistant Auditor-General, Parliamentary Group, Assistant Auditor-General, Local Government, and Sector Managers.
  
• Colleagues within Audit New Zealand, including all Executive Leadership Team members (Executive Director, General Manager Operations, General Manager Professional Practices, Assistant Auditor-General, Corporate Services), the Professional Practices Group, other Directors and Managers, and staff in their local office.
  
• Select Committee members.
  

Required qualifications

Chartered Accountant with the New Zealand Institute of Chartered Accountants (consideration will be given to people who hold overseas equivalent qualifications, but these will need to be discussed on a case-by-case basis).

Required competencies

Audit: Knows the Auditor-General’s Legislative Audit Model, how to apply Audit New Zealand’s audit methodology and New Zealand’s auditing and accounting standards to audits. Develops a sound understanding of the clients’ business and sectors that we audit. Exercises sound professional judgement and knows how to use our business processes and tools to complete high quality audits.

Business acumen: Understands and builds awareness of the business, clients and sector context within which Audit New Zealand operates, and combines this with a high level of organisational awareness. Exercises professional judgement to ensure successful business outcomes.

Action: Plans, organises, and resources appropriately to ensure that high quality services, key objectives, and commitments are delivered within given timeframes but without overloading the team or individuals. Acts decisively, managing conflicting demands and multiple priorities to get results. Commits to delivering on promises.

Innovative: Builds and encourages a culture of innovation for service and process improvement and ensures that improvements are implemented. Manages change and engages staff throughout the change process to ensure that the best outcomes are achieved.

Guide people: Provides clear performance expectations and feedback. Helps develop skill and confidence in staff. Acts as a role model and mentor for others, by teaching and embedding values as well as skills. Assesses individual levels of capability and motivation, and acts to coach both towards high performance and high engagement.

Guide team: Develops and maintains a high performance team with a constructive culture. Holds the team accountable for its goals, and takes the time to celebrate success. Good leaders help the team form an identity, establish clear goals, clarify roles and determine internal rules and behavioural norms.

Guide organisation: Shapes the way Audit New Zealand operates to ensure that it achieves its strategy. This involves understanding the environment and developing, monitoring, and communicating the strategy so as to ensure that everyone understands what they need to do to contribute.

Communicate clearly: Keeps others informed and up to date. Doing this in a respectful manner, while maintaining honesty and clarity, is a hallmark of Audit New Zealand leaders. Building professional relationships within Audit New Zealand and on behalf of Audit New Zealand is essential.

Build resilience: Conveys a positive attitude and optimism, while being solution-oriented. Good leaders are aware of the impact they have on others, for good or ill. They manage themselves well, and are organised and disciplined. They look after themselves and understand how to manage the stress levels of those working for and with them.

Page last updated: 13 October 2008