Common use of Customer Focus Clause in Contracts

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends Informing Provides the information people into teams when needed; creates strong morale need to know to do their jobs and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms to feel good about being a member of the whole team, unit, and/or the organisation; creates a feeling of belonging in the teamprovides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors processDecision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, progresswisdom, experience, and resultsjudgment; designs feedback loops into workmost of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes Informing Provides the information people need to know to do their jobs and to feel good decisions (without considering how much time it takes) based upon about being a mixture member of analysisthe team, wisdomunit, experience, and judgementand/or the organisation; most of his/her solutions and suggestions turn out to be correct and provides individuals information so that they can make accurate when judged over timedecisions; sought out by others for advice and solutionsis timely with information. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable Innovation Management Is good at bringing the creative ideas of others to market; has good judgement about how organisations which creative ideas and suggestions will work; knows has a sense about managing the creative process of others; can facilitate effective brainstorming; can project how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the teampotential ideas may play out. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answersanswers • Executive Team members • Candidates • Senior Leadership Team • Recruitment Agencies • Senior Managers / Team Leaders • Other DHBs • Human Resources Group • Advertising Agencies • Communications Team • Immigration NZ • Information Services Team The expertise required for a person to be fully competent in the role. Managing Position specific competencies: ESSENTIAL DESIRABLE Education and Measuring Work Clearly assigns Qualifications (or equivalent level of learning) • Bachelor’s Degree in related field – Human Resources, Commerce, Business or Equivalent • SP10 Job Evaluation Certification • Lominger Tools Certified Experience • 5-6 years proven Recruitment experience, from within an in-house or agency environment. • Extensive experience and confident in using ATS and recruitment CRM systems • Evidence of proactively sourcing targeted candidates to meet business needs • Experience using sourcing methods like social media, talent pipelining and database searching • LinkedIn Recruiter Experience, • Experience in health or other public sector environment desirable • Experience with Employment Agreements – both Individual and Multi-Employer Collective Knowledge and Skills • Proficient Computer skills, especially in Outlook, Word and excel • Excellent time management skills • Effective Prioritisation skills • Project management skills • Excellent communication skills • Presentation skills • Knowledge and experience in applying legislation relevant to the Recruitment process, eling. Employment Relations Act (2000), Human Rights Act (1993), Vulnerable Children Act (2014) and their amendments • Significant knowledge of health and Disabilities Services Personal Qualities • Commitment and personal accountability. • Excellent interpersonal skills, including ability to work effectively with people at all levels of the organisation. • Acts with discretion, sensitivity and integrity at all times. • Is adaptable and flexible – open to change (positive or negative). • Maintains an exceptionally high level of confidentiality. • Forward thinker, flexible, courteous, self-motivated. • Committed to continuous quality improvement. • Ability to manage multiple projects and work to strict deadlines. • Ability to liaise and network at all levels. Recruitment Services The Recruitment Advisor will work as part of an effective team to develop and maintain effective and efficient recruitment services and practices for the DHB. • Undertake all recruitment activities as assigned • Pro-actively network and maintain contact with staff at all levels of the organisation, stakeholders, • Recruitment activities timely and effective • Feedback from candidates and managers regarding recruitment process is positive • Candidate database is up to date and accurate candidates and external agencies both on a formal and informal basis. • Take responsibility to establish contact and build relationships with key people. • Liaise with hiring managers and leadership teams to develop a recruitment strategy for their service and recruitment needs • Accountable for identifying advertising campaigns including responsibility for tasks sign off of advertising up to $500 without further approval needed • Ensure timely and decisions; sets clear objectives cost-effective placement of advertising for all current and measures; monitors projected vacancies • To provide assistance and advice with the interview process (including interview format, questions, process, progressetc) • Gain an excellent understanding of the service being recruited to, to enable receiving and responding to candidate enquiries in a meaningful and timely manner, and resultsincluding pre-screening • Follow up to ensure all required documentation was accurately completed and provided as • Proactively manage and maintain candidate database to create talent pools and opportunities for talent pipelining • Liaise and develop relationships with candidates/new employees as required • Work to achieve self-set goals; designs feedback loops into take full personal responsibility for making things happen within own area of control. • Candidate relationships are developed and positive Recruitment Support Provide recruitment support and advice to the recruitment team and DHB. • Provide assistance and advice on recruitment processes, including advertising, selection processes and contracts administration, including facilitating education and coaching sessions one on one with managers or in larger groups. • Advise on recruitment sources and selection methods, including interview questions and key criteria • Provide monitoring and collection of data, including regular and ad hoc reports, by sourcing, preparing and analysing demographic information, recruiting statistics and cost analyses • Ensure appropriate and proper relationships and agreements with Government Departments, Recruitment Agencies, professional bodies and agencies relating to recruitment, pre-employment assessments, selection, international and national movements, and retention. • Liaise with and negotiate terms of business with recruitment agencies, including an annual review process. • Recruitment support activities provided in an accurate, timely and effective manner Team and Individual performance Participate in and contribute to the internal development and functioning of the team • Participate as a member of the Human Resources Group co-operating with all members to ensure the best outcome for the organisation. • Active participation in the team. • Collegial support and strong working relationships evident with other team members. • Actively engage with and support colleagues, taking personal responsibility for ensuring effective working relationships with all team members. • Contribute to team communication and learning activities, including presenting on behalf of Recruitment as part of the HRM Series. • Can deal comfortably with Managers at all levels. • Participate in peer review of own and others work. • Promote and adhere to the philosophy and values of the DHB mission and values. • Xxxxxx and support commitment to achieving the highest level of health and safety, including identification and reporting of all hazards, assistance in resolving issues that may cause harm to staff, and working safely at all times. • Continue personal development by identifying and engaging in formal and informal personal development opportunities. • Suggest and contribute new ideas. • Engagement with the values and expectations of the role and the HR function.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends Informing Provides the information people into teams when needed; creates strong morale need to know to do their jobs and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms to feel good about being a member of the whole team, unit, and/or the organisation; creates a feeling of belonging in the teamprovides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and Measuring judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.  CEO Office  Patients, families / whanau  Commissioner’s Office  Ministry of Health (MoH)  Executive Leadership Team  Stakeholders  Managers at all levels within the Southern DHB  Other District Health Boards  Clinical Leaders  Other Service Providers (eg. GP Practices, NGO)  Other departments: Human Resource Group, Finance, Supply, Building & Property, Patient Affairs, Transport  Unions  Southern District Health Board wide staff  Professional Colleges and registration bodies  Southern DHB preferred travel provider The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning)  Minimum level 3 NCEA or equivalent  Diploma or Certificate in Business Administration or secretarial equivalent qualification preferred. Experience  At least 3-4 years senior administrative level experience  Experience within the health sector  Executive administrative level experience Knowledge and Skills  Excellent knowledge of administration policies, systems and procedures.  High degree of knowledge and use of Microsoft Office Suite including advanced knowledge of word- processing, spreadsheet, email, calendar, graphics, presentation packages.  Touch Typist.  Able to edit written document, correcting grammatical mistakes and logic.  Knowledge of health sector. Personal Qualities  Commitment and personal accountability.  Excellent interpersonal skills, including ability to work effectively with people at all levels of the organisation.  Ability to effectively communicate verbally and in writing with a variety of people.  A natural, open manner and level of self-confidence, which helps generate trust and good working relationships.  Acts with discretion, sensitivity and integrity at all times.  Maintains an exceptionally high level of confidentiality.  Is adaptable and flexible – open to change (positive or negative).  Ability to work both independently and within a team with minimal supervision.  Able to set work priorities and meet deadlines.  Skill and ability to ascertain the actions required for issues that arise based on experience and knowledge of relationships between stakeholders and internal staff members.  Ability to carry out administrative tasks and follow written instructions to a high standard.  Evaluates situations and identifies existing problems or opportunities.  Actively seeks solutions to problems before being asked or directed. Executive Support Provide high quality executive level secretarial support to the Executive Director/Chief Officer, ensuring efficient and effective service delivery  Provide timely and accurate confidential executive secretarial support for the Executive Director/Chief Officer, including word processing, spread-sheeting, faxing, mail, photocopying and any other document processing duties as may be necessary to support the efficient functioning of the Executive Director’s/Chief Officer’s office.  Manage correspondence and inquiries, including responding to and composing letters and memoranda, directing correspondence to appropriate personnel for action and actioning information requests as appropriate.  Prompt response to requests for document processing duties.  Enquiries are handled efficiently, promptly and appropriately.  Diaries accurate and up to date, travel arrangements made, meetings organised and attendees informed.  Accurate records of meetings circulated and actioned/ filed appropriately.  Full confidentiality of documentation and information relating to all business, patient and staff interactions maintained.  Manage the Executive Director’s/Chief Officer’s diary and daily commitments, proactively ensuring most effective and efficient use of time and resource.  Liaise and work closely with members of Executive and Senior Leadership Teams, internal and external customers and contacts, providing client-focused executive services that maintain and enhance the Southern DHB’s image at all times.  Requests under the OIA are responded to within a timely manner.  Requests from the HDC are responded to within a timely manner.  All complaints/queries are responded to within a timely manner.  Develop presentation materials using appropriate design packages as required.  Collate papers for meetings, prepare and circulate for meetings, prepare and circulate agendas, notify attendees, book venues and take, circulate and follow up minutes and action points as required. Organise speakers and presentation materials.  Provide a reception service, take messages, answer queries and redirect queries as appropriate, screen telephone calls and visitors, open and distribute mail, and attend to visitors as required.  Ensure all Official Information Act (OIA’s) assigned to the Executive Director/Chief Officer are responded to within the required time-frame and checked by the Executive Director/Chief Officer, prior to it being forwarded to OIA Co-ordinator and subsequently the requester.  Action all complaints/queries as per the Complaints Policy and Southern DHB processes to ensure that all complaints/queries are responded to within the required timeframes.  Liaise with the Communications Office so that appropriate and timely communications are disseminated throughout various services. Actively convey information to the Communications office of interest for staff or public for release  Ensure all task requests assigned to the Executive Director’s/Chief Officer’s direct reports are completed on time. Administrative Support Ensuring an efficient and effective administrative support function, including establishment and maintenance of effective information and data processing, filing, retrieval, and management systems.  Set up and maintain effective electronic and paper filing systems and procedures relevant to the Executive Director’s/Chief Officer’s office and develop new systems as required, enabling quick access to information.  Compile statistics and information as required.  Undertake one-off projects and compile and process data for the Executive Director/Chief Officer as required.  Co-ordinate and participate in the production of monthly and ad hoc reports and answer related queries as requested.  Make travel and accommodation bookings using the Southern DHB preferred provider as per the DHB’s Travel Policy and guidelines  Order stationery, stores and equipment as necessary.  Book accommodation and flights through Orbit.  Update electronic timesheets (One-Staff) in preparation for Management Authorisation.  Maintain confidentiality of documentation and information.  Contribute ideas for improvement to systems and process simplification to effectively deliver administrative support services.  Co-ordinate with, assist and relieve executive support staff such that best practice is shared and overload situations can be managed efficiently.  Document and maintain all procedures within deskfile.  All files and records are accurate and up-to-date.  Databases contain accurate and up-to-date information.  Regular reporting deadlines achieved.  All systems and procedures operated in such a manner as to meet appropriate standards.  All key deadlines achieved.  Active participation and contribution to successful operation of the Executive Director’s/Chief Officer’s team.  Personal learning and development opportunities identified and acted on.  Current desk files maintained.  Work Clearly assigns with the Executive Assistant (EA) to the CEO and other Personal Assistants to ensure workload and priorities are addressed from a collective approach.  Actively participate in the development of the Service’s administration team and its work processes, systems and operations.  Provide positive support to Management Assistants and other colleagues to ensure delivery of team goals.  Seek to increase contribution of the Service’s administration team and support an environment of continuous improvement.  Provide collegial support and care to the other Personal Assistants  You respond positively to requests for assistance in own and other areas, demonstrating adaptability and willingness.  You share responsibility for tasks delivery of high quality administrative support, contributing to team resilience by sharing knowledge and decisions; sets clear experience with Management Assistants.  You produce work that complies with SDHB processes and reflects best practice. Undertaking duties from time to time that may be in addition to those outlined above but which fall within your capabilities and experience.  You respond positively to requests for assistance in own and other areas, demonstrating adaptability and willingness.  You produce work that complies with SDHB processes and reflects best practice.  Research undertaken is robust and well considered. Identifying areas for personal and professional development.  Training and development goals are identified/agreed with your manager.  Performance objectives reviewed annually with your manager.  You actively seek feedback and measures; monitors processaccept constructive criticism. Proactively demonstrating Southern DHB values in all aspects of the role.  Demonstrates behaviours that we want to see from each other, progressat our best.  Contributes positively to a culture of appreciation, a learning culture, where people feel safe to speak up.  Contributes positively to team and results; designs feedback loops into workother initiatives that seek to improve patient and whanau experiences and/or staffs experience of working.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others other for advice and solutions. Process Management Good at figuring out Listening Practices attentive and active listening; has the process necessary patience to get things done; knows how to organise hear people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure itout; can see opportunities for synergy and integration where accurately restate the opinions of others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisationseven when he/she disagrees. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understand the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing Business Acumen Knows how businesses work; knowledgeable in current and Measuring Work Clearly assigns responsibility for tasks possible future policies, practices, trends, technology; and decisionsinformation affecting his/her business and organisation; sets clear objectives knows the competition; is aware of how strategies and measures; monitors process, progress, and results; designs feedback loops into worktactics work in the marketplace.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes Managing Diversity Manages people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all. Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees. Informing Provides the information people need to know to do their jobs and to feel good decisions (without considering how much time it takes) based upon about being a mixture member of the team, unit, and/or the organization; provides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis, wisdom, experience, ; looks beyond the obvious and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutionsdoesn't stop at the first answers. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when neededDecision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience and judgement; creates strong morale and spirit in most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Priority Setting Spend his/her time and the time of others on what’s important; quickly zeroes in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus. Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments. • Clinical teams • Other DHBs • Operational Areas • Health agencies & partners • Information Systems teams • Health NGO • Communications Team • Rural Hospital Trusts • Service Managers • General Managers The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Degree level qualification (in relevant discipline with PM experience) or 3+ years’ experience in a Project Management and implementation capacity. Experience • Success in leading projects with significant stakeholder engagement. • Good working knowledge of a variety of current technologies and computer systems. • Demonstrated experience in managing indirect reports and resources. • Technically competent with various software programs. • Experience working both independently, and in a team; shares wins -oriented, collaborative environment is essential. • Competent and successes; fosters open dialogue; lets proficient understanding of a variety of health- related products, applications or platforms. Knowledge and Skills • Can conform to shifting priorities, demands and timelines through analytical and problem- solving capabilities. • Ability to read communication styles of teams who come from a broad spectrum of disciplines. • Ability to bring project to successful completion through political sensitivity. • Adept at conducting research into project-related issues and products. • Must be able to learn, understand, and apply new technologies. • Ability to effectively prioritise and execute tasks in a high-pressure environment is crucial. Personal Qualities • Personable, persuasive, influential, and motivating. • Ability to elicit cooperation from a wide variety of sources, including upper management, clients, and other departments. • Ability to defuse tension among teams, should it arise. • Strong written and particularly oral communication skills. • Results orientated • Commitment and personal accountability. • Excellent interpersonal skills, including ability to work effectively with people finish and be responsible for their work; defines success in terms at all levels of the whole teamorganisation. • Acts with discretion, sensitivity and integrity at all times. • Is adaptable and flexible – open to change (positive or negative). • Maintains an exceptionally high level of confidentiality. • Forward thinker, flexible, courteous, self-motivated. • Committed to continuous quality improvement. • Understanding of the DHB operating environment, capable of identifying issues and creating innovative solutions. • Can effectively identify, manage, initiate and influence change, and manage and support others through it. • Maintains performance & self-control under pressure or adversity. • Manage the project/service outputs against agreed objectives, scope and deliverables in line with agreed project methodology. This includes: o Prepare and maintain required documentation including work plans, communications plan, change management plan and work break down structure. o Obtain relevant project / programme owner approval of all plans. o Effectively managing the external and internal environmental conditions that influence the project including project constraints, dependencies, assumptions, risks (including the development of any required contingency plans) and issues. o Prepare and present reports and status reports as required to the Steering Committee and DHB Exec teams as required. o Ensure quality and change control procedures are carried out. o Identify, manage and escalate issues to the project/programme governance body in a timely manner to ensure effective resolution and to minimise any impact to the programme/project/stakeholders. o Create and deliver project communications, presentations, papers as/when required. • Develop an engagement model to ensure solutions are agreed, supported and owned by the • Deliver identified solutions from scoping to implementation, including training, good documentation, and testing. • Meeting expected timeframes. • Develop user acceptance test (UAT) cases and plans. • Engage and plan implementation of Telehealth in all Hospital Services in Southern DHB. • Proactively track and maintain risk. • Develop measures for benefit realisation plan and track progress against these measures. • Provide or facilitate appropriate training as needed. project/programme owner; creates a feeling project communications events such as road shows and presentations/papers are delivered as/when required. • Any additional tasks as required for the duration of belonging the project. Team and Individual Performance Participate in and contribute to the internal management and functioning of the team. Problem Solving Uses rigorous logic • Actively engage with and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns support colleagues, taking personal responsibility for tasks ensuring effective working relationships with all team members promoting a one team culture. • Contribute to team communication and decisions; sets clear objectives learning activities. • Can deal comfortably with Managers at all levels and measures; monitors process, progress, work productively as a business partner. • Promote and results; designs adhere to the philosophy and values of the DHB mission and values. • Positive working relationships developed and maintained. • Positive feedback loops into workreceived from managers and other clients across Southern DHB.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysisManaging and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, wisdom, experienceprogress, and judgementresults; most designs feedback loops into work. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of hisothers even when he/her solutions she disagrees. Interpersonal Savvy Relates well to all kinds of people – up, down, and suggestions turn out sideways, inside and outside the organisation; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Effective Communication Shares well thought out, concise and timely information with others using appropriate mediums. Ensures information gets to be correct and accurate when judged over time; sought out by others for advice and solutionsthe appropriate people within the organisation to facilitate effective decision making. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams Dealing with Ambiguity Can effectively cope with change: can shift gears comfortably; can decide and act without having the total picture; isn’t upset when neededthings are up in the air; creates strong morale doesn’t have to finish things before moving on; can comfortably handle risk and spirit uncertainty. Innovation / Initiative Continually strives for new and improved work processes that will result in hisgreater effectiveness and efficiencies. Questions traditional ways of doing things when choosing a course of action or finds new combinations of old elements to form an innovative solution. Teamwork Works to build team spirit, facilitates resolution of conflict within the team, promotes/her protects team reputation, and shows commitment to contributing to the team; shares wins ’s success. Resilience / Flexibility Articulates differing perspectives on a problem and successes; fosters open dialogue; lets people finish will see the merit of alternative points of view. Will change or modify own opinions and be responsible for their work; defines success in terms will switch to other strategies when necessary. Adjusts behaviour to the demands of the whole team; creates a feeling work environment in order to remain productive through periods of belonging in the teamtransition, ambiguity, uncertainty and stress. Problem Solving Uses rigorous logic Manages cultural ambiguity and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into workconflicting priorities well.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand firsthand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Managing Diversity Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others other for advice and solutions. Process Management Good at figuring out Listening Practices attentive and active listening; has the process necessary patience to get things done; knows how to organise hear people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure itout; can see opportunities for synergy and integration where accurately restate the opinions of others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisationseven when he/she disagrees. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understand the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing Business Acumen Knows how businesses work; knowledgeable in current and Measuring Work Clearly assigns responsibility for tasks possible future policies, practices, trends, technology; and decisionsinformation affecting his/her business and organisation; sets clear objectives knows the competition; is aware of how strategies and measures; monitors process, progress, and results; designs feedback loops into worktactics work in the marketplace.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work work-flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends Informing Provides the information people into teams when needed; creates strong morale need to know to do their jobs and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms to feel good about being a member of the whole team, unit, and/or the organisation; creates a feeling of belonging in the teamprovides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors processDecision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, progresswisdom, experience, and resultsjudgment; designs feedback loops into workmost of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (Managing Diversity Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, regard to class; supports equal and judgement; most of his/her solutions fair treatment and suggestions turn out to be correct and accurate when judged over time; sought out by others opportunity for advice and solutionsall. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flowworkflow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how Organising Can marshal resources (people, funding, material, and support) to get things done both through formal channels done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently; arranges information and files in a useful manner. Personal Learning: Picks up the informal networkneed to change personal, interpersonal behaviour quickly; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in watches others for their reactions to his/her teamattempts to influence and perform; shares wins and successesadjusts; fosters open dialogueseeks feedback; lets people finish is sensitive to changing personal demands and requirements and changes accordingly. Key relationships: It is a key responsibility that relationships must be responsible for their work; defines success developed and maintained in terms such a way as to bring about a positive and respectful response from those the team member liaises with. • Southern DHB staff and managers at all levels of the whole team; creates a feeling of belonging in the teamorganisation. Problem Solving Uses rigorous logic • Patients, visitors, whanau, stakeholders. • All Super Vaccination Clinic employees (clinical and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious non-clinical). • Consumers. • SDHB Emergency Operations Centre staff. • Primary Health Care Organisations. • Health and doesn’t stop at the first answersSafety / Infection Prevention and Control. Managing • NGO’s. • Educators (internal and Measuring Work Clearly assigns responsibility for tasks external). • Māori and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into workPacific Providers.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (Managing Diversity Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without considering how much time it takes) based upon a mixture regard to class; supports equal and fair treatment and opportunity for all. Planning Accurately scopes out length and difficulty of analysistask and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for risks, wisdomproblems and roadblocks; measures performance against goals, experienceevaluates results. Interpersonal Savvy Relates well to all kinds of people—up, down, and judgementsideways, inside and outside the organisation; most of his/her solutions builds appropriate rapport; builds constructive and suggestions turn out effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Problem Solving Uses rigorous logic and methods to be correct solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and accurate when judged over time; sought out by others for advice and solutionsdoesn't stop at the first answers. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how • Clinical Transformation Group • New Dunedin Hospital User Groups • Southern Leadership Team • New Dunedin Hospital Project Team • Nurse, Medical and Allied Health Directors • Ministry of Health • New Dunedin Hospital Project Contractors – Architects, Health Planners, Quantity Surveyors, Business Case Writers and other contractors engaged in the project • Community members including patients, families and whanau • General Manager teams • Associate Nurse Directors and Service Managers • Organisationwide clinical and administrative staff • Building and Property Manager • Unions and Professional bodies • Te Whatu Xxx Xxxxxxxxxx • Educational Institutions • Primary Health and associated staff • NGO’s and Aged Care Sector The expertise required for a person to get things done both be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Relevant clinical qualification and experience in working as part of a clinical project. • Holds a current practising certificate. • Working towards a postgraduate qualification. • Post graduate qualification • Relevant qualification in project management or a related field Experience • Strong clinical skills and excellent understanding of clinical models of care and systems. • Be familiar with system wide change management strategies. • Knowledge of hospital infrastructure, or experience working in the health sector • Experience in project delivery, monitoring and reporting • Demonstrated competence in performing and delivering under tight financial constraints and within strict timeframes • Experience managing budgets to ensure that services provided are the best value within operational financial constraints • Experience in developing and implementing monitoring and reporting systems Knowledge and Skills • Monitors, measures and continually improves own performance • Excellent planning and organisational skills • Performs tasks reliably • High degree of computer literacy • Proven written and verbal skills, including being able to tailor communication appropriately for the audience • Knowledge and experience of public sector project planning would be an advantage. Personal Qualities • Strong ability to communicate and work effectively with people at all levels. • High level of motivation and initiative with the ability to work independently as well as leading a team (the team membership will likely expand over the project life). • Establishes and maintains effective working relationships • Evaluates situations and identifies existing problems or opportunities as well as actively seeking solutions to problems before being asked or directed • A positive ‘can do’ attitude. • To develop strong working relationships with staff and stakeholders with an ability to understand and capture their key needs and ensure this is accurately recorded. • Gain staff and stakeholder input into designing future clinical models of care and new facilities. • To provide input into the project planning work from a clinical perspective. Supporting infrastructure requirements such as risk identification and management, clinical models of care and reporting mechanisms, as identified by staff and key stakeholders. • Develop strong consultation and engagement programmes with internal and external stakeholders. • Ensure accurate and timely reporting of information as required. • To further develop and maintain professional relationships with Te Whatu Ora staff and senior management, Ministry of Health and contractors / consultants. • To develop and maintain professional relationships networking with internal and external contractors to maintain the smooth and efficient delivery of the project. • Takes responsibility for ensuring input and delivery of the clinical input into the project plan on a day-to-day basis ensuring all policies and procedures are adhered to. • Assist in organising, controlling and providing clinical leadership and accountability. • The patient experience is optimised and is at the centre of everything. • Contribute to the development, reporting and maintenance of project plans and other relevant documentation. • Identifies and communicates implementation issues/risks to the Programme Director Hospital Development and Transformation Support • Assists project owners in the timely achievement of milestones. • Effective reporting systems using the appropriate framework are developed and maintained. • Risks are identified and managed effectively. • The achievement of objectives is accurately reported. • Key milestones are achieved. • Identifies opportunities for improvement in systems and processes and follows through formal channels on recommendations as appropriate. • Fosters a culture that looks to innovative ways to achieve performance improvements. • Encourages a results-oriented and output focused work ethic. • Identifies, develops, leads and monitors performance improvement opportunities with a view to achieving improved patient outcomes, efficient use of resources and the informal network; understands effective management of equipment. • Ensure that work is neither overlooked nor duplicated by related projects. • Systems improvement is achieved. • Improved patient outcomes are delivered. • Innovative culture is encouraged • Support for the origin Clinical Transformation Group, User Groups and reasoning behind key policiesthe Leadership Team for Te Whatu Ora Southern. • Preparation of recommendations, practices cost-benefits analyses, reports and procedures; understands briefings to help inform project decision-making • Taking the cultures lead in developing and fostering relationships with leads on project-specific matters, ensuring that they are supported to deliver quality results in tight-timeframes (and deadlines) • Delivery of organisationsquality, evidence-based reports to a high standard and to pre-determined time parameters. Building Effective Teams Blends • Acknowledges own limitations of knowledge in complex situations and utilises appropriate resource people when necessary. • Identifies clinical risk issues and ways of mitigate those risks. • Continues to maintain clinical knowledge and skills through self-learning, and understanding of wider clinical systems and processes that are critical to the effective functioning of a hospital. • Promotes contemporary clinical models of care. • Promotes a collaborative model of care, teamwork, and incorporates this into teams when needed; creates strong morale project planning. • Sharing knowledge with others • Maintains professional development. • Clinical risks are mitigated. • Integrate existing programmes and spirit agreed platforms for care delivery models i.e. releasing time to care into planning. • Xxxxxx an environment where the people within our organisation work actively together to promote an optimum patient experience. • Develop effective internal relationships. • Liaise with the relevant groups, organisations and individuals who have associations with Te Whatu Ora Southern, identify new models of care, quality improvement, quality assurance, and policy and document control opportunities. • Positively represent Te Whatu Xxx Xxxxxxxx, fostering its interests by participating in his/her team; shares wins discussions with individuals, sector forums, community groups and successes; fosters open dialogue; lets people finish business organisations on relevant matters. • Manages a large workload effectively to ensure deadlines are met. • Confident and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging professional in the teamrole. Problem Solving Uses rigorous logic • Develops logical and methods complete plans to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond resolve issues. • Manages own time adopting a disciplined approach to establishing and following priorities of work. • Exhibits self-confidence. • Is able to self-reflect on performance, accepts and utilises feedback and engages in appraisal. • Manages a large workload effectively to ensure deadlines are met. • Confident and professional in the obvious and doesn’t stop at the first answersrole. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.• Is highly performing

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand firsthand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Managing Diversity Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of if his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. solutions Process Management Good at figuring out the process processes necessary to get things done; knows how to organise organize people and activities; understands how to separate and combine tasks into efficient work flowworkflow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processesprocesses Interpersonal Savvy Relates well to all kinds of people, up, down, and sideways, inside and outside the organisation; gets more builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably Motivating Others Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person and get the best out of fewer resources. Organisational Agility Knowledgeable about how organisations workhim/her; knows how to get things done both through formal channels pushes tasks and the informal networkdecisions down; understands the origin empowers others; invites input from each person and reasoning behind key policies, practices shares ownership and proceduresvisibility; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in makes everyone feel his/her teamwork is important; shares wins is someone people like working for and successeswith. • Anaesthetic Technician Coordinator • Clients, patients, families, whanau and caregivers • Anaesthetic Technician Clinical Educator • Anaesthetic Technician Professional Leader • Service Manager Perioperative and ICU • Leaders – Perioperative Clinical Leaders, Allied Health Scientific, and Technical Professional Leaders • AHST Professional Development Facilitator • Administration staff • Clinical Engineering • Directorate and Executive leadership teams • Tertiary training institutions (Universities) - Auckland University of Technology (AUT) • Relevant professional organisations - New Zealand Anaesthetic Technicians Society (NZATS); fosters open dialogue; lets people finish Medical Sciences Council Other service providers • Relevant external services/ organisations/ stakeholders • Other District Health Boards • Unions This role provides onsite clinical leadership and be responsible for their work; defines success operational management to the Anaesthetic Technician service. Ensuring clinical activity is delivered in terms a safe and ethical manner. This role will partner with key roles within the perioperative service to optimise patient care. ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • New Zealand Registered Anaesthetic Technician • Current Annual Practising Certificate • Post graduate qualification Experience • Recent clinical experience • Credibility as an Anaesthetic Technician • A commitment to the development of the whole Anaesthetic Technician profession • Experience in problem solving, priority setting, and planning • Proven clinical leadership skills • Over 5 years clinical experience • Management experience • Leading and facilitating a professional team • Knowledge and Skills • Understands the roles of Anaesthetic Technicians and Trainees within clinical area of practice • Ability to utilise the specialist knowledge base of the team • A working knowledge of ANZCA Standards, PS8 (2003) • Working knowledge of Microsoft Office suite; computer savvy Personal Qualities • Highly organised • Open to feedback • Ability to quickly assess and solve problems • Well-developed interpersonal and communication skills • Ability to lead, facilitate and coach a professional team effectively • Ability to self-evaluate and reflect on practice • Highly motivated and able to work in a stressful environment, maintaining high standards at all times • A commitment to cultural awareness and its application to Anaesthetic Technician practice Provide day to day clinical leadership and operational support to the team • Caseload management is optimised • Workflow is planned • CAPEX is planned Utilise the appropriate computer systems to ensure that payroll and financial information is maintained Communication Deployment of staff Leave Management Clinical Advice Rostering Equipment Represents the team Recruitment and Retention Performance Strategic • Completion and authorisation of timesheets • Completion and authorisation of Oracle Financials • To listen to concerns of staff and resolve without the need to escalate to the Service Manager • Communicate regularly with leaders of associated teams • Direct day to day deployment of staff as required using skill mix and clinical experience of the team • Requests to services are appropriately responded to • Approve leave for staff while ensuring appropriate staffing levels are maintained to support service delivery • Source of clinical advice, support, and guidance to the team • Ensure appropriate and timely consultation with the wider clinical team on clinical issues • Completes Safety 1st investigations • Ensure accuracy and timeliness in rostering and payroll transactions in compliance with SDHB rostering standards • Facilitate trialling of new equipment/consumables • Xxxxxx the development of a cohesive team that works collaboratively to achieve optimal patient / service outcomes • Represents the clinical team, and where requested service at relevant department, clinical and team meetings • Leads and facilitates meetings as required • Works in collaboration with Service Manager and Professional Leader to identify future workforce needs – recruitment, succession planning and career development • Monitors resources and coordinates management of locums • Escalate any clinical practice concerns that cannot be resolved to the Service Manager • In partnership with the Professional Leader support remedial performance/competency improvement processes • Maintain knowledge of current and emerging strategic priorities for the anaesthetic and surgical services Clinical orientation • Facilitate training and orientation of staff • Support the local provision of high-quality education and support for staff Learning • Leads and fosters a learning environment for the team • Supports Anaesthetic Technician Clinical Educator(s) role • Oversees orientation of new staff • Encourages a culture of continuous learning, positive critique of the status quo Service Improvement • Lead and facilitate initiatives • Promote excellence in clinical service provision through the sharing of new knowledge, ideas, and research • Encourage innovation and practice initiatives that enhance clinical care or service provision Evidence-based practice and research • Consistently refer to and relate practice to literature and research • Critique, discuss and disseminate evidence based best practice • Reflect on and evaluate the effectiveness of own practice Working in a collegial manner • Contribute to the support and education of colleagues and trainees/students to enhance development of the profession • Participate in and contribute to the functioning of the team • Establish and maintain an effective working relationship with other staff • Facilitates the development of clinical leadership as appropriate • Identify and facilitate projects to improve efficiency and effectiveness of service provision • Implement evidence-based best practice procedures and guidelines • You update your knowledge related to best practice guidelines and area of practice • You maintain a professional portfolio or participate in an approved CPD programme (as per professional requirements) • You have formal and informal systems in place for supporting colleagues • You participate as a team member to ensure the best outcomes for patients/ people • Facilitates a patient focused service within the team • Provide oversight of staff that are working to ensure they have a suitable level of competence for practice as per requirements of the relevant registration bodies • Oversee systems to monitor professional standards of all staff • Support the process for staff to have a professional development plan and annual appraisal • Evidence of overseeing credentialing processes • Professional Development plans and annual appraisals in place • There is a high standard of clinical expertise Professional Development – self Identify areas for personal and professional development. • Training and development goals are identified/agreed with your manager • Performance objectives reviewed annually with your manager • You actively seek feedback; creates a feeling reflect and accept constructive feedback • Participate in quality improvement initiatives in conjunction with the Service Manager • Work collaboratively with Occupational Health, Quality and Risk and Infection Control to maintain organisational standards • Liaise with appropriate Quality staff to monitor quality/risk • Maintain professional and organisational quality standards • Delivered work is planned and implemented consistently against quality standards • Continually seek quality improvement opportunities to perform role in an effective and efficient manner • Establish and maintain strong and effective relationships with stakeholders and the wider DHB staff and community • Ensure all relationships work to the benefits of belonging the DHB’s strategic intent and in the team. Problem Solving Uses rigorous logic best interests of patients and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into workother stakeholders.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends Informing Provides the information people into teams when needed; creates strong morale need to know to do their jobs and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms to feel good about being a member of the whole team, unit, and/or the organisation; creates a feeling of belonging in the team. provides individuals information so that they can make accurate decisions; is timely with information Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors processanswers Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, progresswisdom, experience, and resultsjudgment; designs feedback loops into workmost of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. • Portfolio/Service/Relationship Managers • NGO Providers • General Managers • Ministry of Health Sector Operations • Business Analysts • Ministry of Health Audit and Compliance • Contract Administrators • Audit Agency’s and Social Services Accreditation • Procurement • South Island Alliance Programme Office • Corporate Solicitor • Ministry of Social Development • New Zealand Government Procurement The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Minimum level 3 NCEA or equivalent • Administrative Qualification preferred Experience • Minimum of 2 years senior administration experience • Working with contract management systems, processes and documentation • Knowledge and Skills • Proven experience of working autonomously • Demonstrate an excellent client service focus in previous roles • Experience in effective relationship management • Computer literate and with demonstrable skills with MS Excel / Word and Power Point • Strong Ability to communicate effectively with People at all levels of the Organisation • Ability to analyse data Personal Qualities • Focus on detail and accuracy • Excellent Organisational and time management skills • Demonstrated ability to be flexible and cope with fluctuating work demands • Ability to work well within a team • Flexible and adaptable Supporting Strategy, Primary and Community Directorate Contribute as an active member of the Contract Team • Be a role model for the DHBs shared values • Active participation in and contribution to the Wider Strategy, Primary and Community Directorate • Contribute to team development activities • Lead by example acting as a positive, motivating and inspiring role model for all staff Support Contract Management Function • Assist in the administration and generation of Service contracts with Contract Manager guidance and direction. • Supporting the Contract Team in the administration of NGO Audit Activity’s with Audit and Compliance, SIAPO, Central TAS and other audit agencies • Supporting the Contract Team in the administration of local Health & Disability service procurement practices • Supporting the Contract Team to ensure that contract processes follow DHB policies, standard operating procedures and good procurement practice • Supporting the Contract Team in the Administration of NGO contract monitoring requirements • Provide the Administration to ensure the effective and efficient operation of the Contracts Team • Active review of Draft Contracts • Contract Tracking sheets accurately updated and maintained • Provider query’s actively followed up • Draft and outstanding contracts actively followed up • Contract correspondence drafted with professionalism • Provider contacts lists maintained • Performance Monitoring Returns actively reviewed • Supporting the Contract Team and Portfolio/Service/Relationship Managers with Contract Administration requirements, • Supporting the Contract Team in the Administration of NGO contract monitoring requirements • Audit activity catalogued • Supporting the Contract Team in effectively resolving provider enquiries and problems and ensure the Contract Managers are updated on Issues • Supporting and Maintaining the Relationship with Sector Services • Main point of Contact for SDHB contract enquires • Effective Relationships with Sector Services, Providers and DHB Staff • Proficient maintenance of the contracts inbox Proactively demonstrating Southern DHB values in all aspects of the role. • Demonstrates behaviours that we want to see from each other, at our best. • Contributes positively to a culture of appreciation, a learning culture, where people feel safe to speak up. • Contributes positively to team and other initiatives that seek to improve patient and whanau experiences and/or staffs experience of working.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work. Informing Provides the information people need to know to do their jobs and to feel good about how organisations workbeing a member of the team, unit, and/or the organisation; knows how to get things done both through formal channels and the informal networkprovides individuals information so that they can make accurate decisions; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisationsis timely with information. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. Problem Solving Uses rigorous logic • PDU Manager • National Committees • Nursing/Midwifery Directors • Local, District and methods Regional Groups • PDRP Coordinator • Professional Nursing/Midwifery Organisations • NETP/NESP Coordinator • Tertiary Providers • Service Manager • Non-Provider Arm • Clinical Charge Nurses/Midwives • National Workforce Development Agencies • Clinical Leaders • • All Nursing and midwifery Staff • • Allied Health Staff • • Maori Health Unit • • Medical Staff • • Clinical Support Staff • • Students • • Infection Prevention and Control • • Occupational Health & Safety • The expertise required for a person to solve difficult problems be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Be registered with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious Nursing/Midwifery Council of New Zealand as a Registered Nurse/Midwife. • Hold a current Nursing/Midwifery Council of New Zealand annual practising certificate. • Hold a relevant Post graduate certificate. • Hold a current Portfolio (PDRP/QLP) or equivalent, appropriate to the role. • Have or be working towards a post- registration qualification relating to principles of adult teaching and doesn’t stop at learning. • Hold or be working towards a relevant post-graduate diploma. • Experience • Experience and credibility with the first answershealth care team as a professional resource in speciality/practice area. Managing • Networking effectively in area of specialty/ practice - locally, regionally and Measuring Work Clearly assigns responsibility for tasks nationally. • Demonstrated ability to articulate evidence based nursing/midwifery practice to a Multidisciplinary Team. • Minimum of 3 years working either within the clinical area or relevant nursing/midwifery role. • Demonstrated ability to contribute to the professional development of nursing/midwifery staff. • Previous experience within an education role. Knowledge and decisions; sets clear objectives Skills • Recognised teaching, mentoring and measures; monitors processcoaching skills. • Have in-depth knowledge and understanding of NCNZ/MCNZ competencies • Advanced communication skills, progresswritten, verbal and presentation. • Demonstrates ability to develop nursing/midwifery standards and quality initiatives. • Knowledge and understanding of undergraduate nursing/midwifery curricula. • Ability to contribute positively, have vision and flexibility to contribute to and accommodate change. • Be a professional leader and role model, with proven ability to inspire, motivate and develop others. • Be champions for, and results; designs feedback loops into workpromote the profession of nursing/midwifery, including PDRP/QLP. • Have excellent administrative, computer, organisational and time management skills. • Current issues for nursing/midwifery and health in NZ and international context. • Current issues in nursing/midwifery education. • Current nursing/midwifery professional standards and codes. • Southern DHB current vision, goals and objectives. • Principles of the Treaty of Waitangi and biculturalism.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (Managing Diversity Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, regard to class; supports equal and judgement; most of fair treatment and opportunity for all. Priority Setting Spends his/her solutions time and suggestions turn out the time of others on what’s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks, creates focus. Interpersonal Savvy Relates well to be correct all kinds of people—up, down, and accurate when judged over timesideways, inside and outside the organisation; sought out by others builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for advice answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and solutionsdoesn't stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how • Executive Director Quality & Clinical Governance solutions • Patients, Families and Xxxxxx • Community health council Members • Chief Nursing officer • Directors of Nursing • Associate Directors of Nursing • Chief medical officer • Clinical leads and medical staff • Directorate Leadership Teams • Service managers • Charge Nurse managers and Theatre Nursing staff • Allied Health managers • Administration staff • Consumer and community council members • Southern DHB wide staff • Quality improvement team • Patients safety team • Rural and trust clinical and operational leadership • Other governance managers and leadership in Te Whatu Ora The expertise required for a person to get things done both be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Tertiary qualification in health/governance or similar with clinical governance experience. • Holds a current practising certificate or similar. • Post-graduate qualification in a business, governance or related field Experience • 7-10 years’ experience in health sector • Excellent understanding of the DHB’s general models of care and systems. • Be familiar with system wide change management strategies. • Knowledge of hospital infrastructure, or experience working in the health sector • Current health system work experience • Demonstrated competence in performing and delivering under tight financial constraints and within strict timeframes Knowledge and Skills • Monitors, measures and continually improves own performance • Excellent planning and organisational skills • Ability to lead and influence senior clinical and operational staff. • Completes required tasks reliably • Knowledge and experience of implementing and managing clinical governance. Personal Qualities • Strong ability to communicate and work effectively with people at all levels. • High level of motivation, initiative, and anticipation with the ability to work independently as well as influencing and part of a team. • Establishes and maintains effective working relationships • Evaluates situations and identifies existing problems or opportunities as well as actively seeking solutions to problems before being asked or directed • A positive ‘can do’ attitude. • Physically able to assist with the movement of clinical equipment and stores. • To develop strong working relationships with staff and stakeholders. Understand and capture the key needs of staff and external stakeholders. Ensure this is accurately recorded. • Gain staff and stakeholder input into planning for governance changes aimed at improving impact on current operational care. • To provide input into the Quality & Clinical Governance Solutions team from governance operational perspective. Supporting requirements such as data identification and management, feedback and audit and reporting mechanisms. As identified by staff and key stakeholders. • Ensure accurate and timely reporting and reporting of information as required. • Provide leadership to the senior staff involved with governance at all levels to enable them to succeed in development and application of the governance model. • To develop and maintain professional relationships networking with internal and external people to maintain the smooth and efficient delivery of the clinical governance. • Takes responsibility for ensuring input and delivery of the clinical governance plan on a day-to-day basis ensuring all policies and procedures are adhered to. • Assist in organising and facilitating clinical governance leadership and accountability. • The patient experience is optimised and is at the centre of everything. • Contribute to the development, reporting and maintenance of first and second levels of defence of clinical governance, clinical delivery and outcomes and other relevant documentation. • Identifies and communicates implementation issues/risks to patient safety and risk manager. • Assists units/wards/services/specialties/DLTs and clinical council sub-committees in the timely achievement of deliverables. • Reporting to clinical council and executive leadership team as required and directed. • Effective reporting systems using the appropriate framework are developed and maintained. • Risks are identified and managed effectively. • The achievement of objectives is accurately reported. • Key deliverables are achieved. • Identifies opportunities for improvement in systems and processes to support the clinical governance work and follows through formal channels on recommendations as appropriate. • Systems improvement is achieved. • Improved patient outcomes are delivered. • Innovative culture is encouraged • Culture of organisational learning and accountability is fostered. • Encourages a results-oriented and output focused work ethic. • Identifies, develops, leads and monitors governance activities with a view to achieving improved patient outcomes, efficient use of resources and the informal network; understands effective management of time. • Ensure that work is neither overlooked nor duplicated by related projects. • Acknowledges own limitations of knowledge in complex situations and utilises appropriate resource people when necessary. • Identifies clinical governance risks and utilises the origin risk management structure. • Continues to maintain knowledge and reasoning behind key policiesskills through self-learning, practices and procedures; understands understanding of wider clinical systems and processes that are critical to the cultures effective functioning of organisationsa hospital. Building Effective Teams Blends • Promotes contemporaneous clinical governance practices. • Promotes a collaborative model of care, teamwork, and incorporates this into workflow. • Sharing knowledge with others • Maintains professional development. • Clinical governance risks are mitigated. • Integrate existing programmes and agreed platforms for care delivery models i.e. releasing time to care into planning, QI projects, HQSC mandated work. • Xxxxxx an environment where the people into teams when needed; creates strong morale within our organisation work actively together to promote an optimum patient experience. • Develop effective internal relationships. • Manages a large workload effectively to ensure deadlines are met. • Confident and spirit professional in his/her team; shares wins the role. • Is highly performing • Develops logical and successes; fosters open dialogue; lets people finish complete plans to resolve issues. • Manages own time adopting a disciplined approach to establishing and be responsible for their following priorities of work; defines success . • Exhibits self-confidence. • Is able to self-reflect on performance, accepts and utilises feedback and engages in terms appraisal. • Manages a large workload effectively to ensure deadlines are met. • Confident and professional in the role. • Is highly performing • Proactively demonstrating Southern values in all aspects of the whole team; creates role. • Demonstrates behaviours that we want to see from each other, at our best. • Contributes positively to a feeling culture of belonging in the teamappreciation, a learning culture, where people feel safe to speak up. Problem Solving Uses rigorous logic • Contributes positively to team and methods other initiatives that seek to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious improve patient and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into workwhanau experiences and/or staffs experience of working.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand firsthand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends Informing Provides the information people into teams when needed; creates strong morale need to know to do their jobs and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms to feel good about being a member of the whole team, unit, and/or the organisation; creates a feeling of belonging in the teamprovides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors processDecision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, progresswisdom, experience, and resultsjudgment; designs feedback loops into workmost of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work work-flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysisManaging and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, wisdom, experienceprogress, and judgementresults; most designs feedback loops into work. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers. Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of hisothers even when he/her solutions she disagrees. Interpersonal Savvy Relates well to all kinds of people – up, down, and suggestions turn out sideways, inside and outside the organisation; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Effective Communication Shares well thought out, concise and timely information with others using appropriate mediums. Ensures information gets to be correct and accurate when judged over time; sought out by others for advice and solutionsthe appropriate people within the organisation to facilitate effective decision making. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices practices, and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams Dealing with Ambiguity Can effectively cope with change: can shift gears comfortably; can decide and act without having the total picture; isn’t upset when neededthings are up in the air; creates strong morale doesn’t have to finish things before moving on; can comfortably handle risk and spirit uncertainty. Innovation / Initiative Continually strives for new and improved work processes that will result in hisgreater effectiveness and efficiencies. Questions traditional ways of doing things when choosing a course of action or finds new combinations of old elements to form an innovative solution. Teamwork Works to build team spirit, facilitates resolution of conflict within the team, promotes/her protects team reputation, and shows commitment to contributing to the team; shares wins ’s success. Resilience / Flexibility Articulates differing perspectives on a problem and successes; fosters open dialogue; lets people finish will see the merit of alternative points of view. Will change or modify own opinions and be responsible for their work; defines success in terms will switch to other strategies when necessary. Adjusts behaviour to the demands of the whole team; creates a feeling work environment in order to remain productive through periods of belonging in the teamtransition, ambiguity, uncertainty and stress. Problem Solving Uses rigorous logic Manages cultural ambiguity and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into workconflicting priorities well.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees. Informing Provides the information people need to know to do their jobs and to feel good about how organisations workbeing a member of the team, unit, and/or the organisation; knows how to get things done both through formal channels and the informal networkprovides individuals information so that they can make accurate decisions; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisationsis timely with information. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. team Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For for Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Managing Vision and Purpose Communicates a compelling and inspired vision or sense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the vision; makes the vision sharable by everyone; can inspire and motivate entire units or organizations. Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future orientated; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Process Management Good at figuring out the process necessary Political Savvy Can manoeuvre through complex political situations effectively and quietly; is sensitive to get things done; knows how to organise people and activitiesorganisations function; understands how to separate anticipates where the land mines are and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in plans his/her approach accordingly; views corporate politics as a necessary part of organisational life and works to adjust to that reality; is a maze bright person. • CEO • Ministry of Health • Board • Minister of Health’s office • Executive Leadership Team • Local and national media • Senior Management and Clinical Leadership Teams • WellSouth Primary Health Network • Community Health Council • Stakeholder Groups, e.g. primary care, NGOs • New Dunedin Hospital Programme • Local MPs, Mayors and Local Councils • Wider DHB staff • University of Otago and Otago Medical School • Direct Reports • General Public • Other DHB Communications Managers The expertise required for a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and Qualifications (or equivalent level of learning) • Tertiary qualification • Experience • Public Relations / Communications background • Strong emphasis on previous work at executive level as part of a senior leadership team; shares wins , directing an organisation’s internal and successes; fosters open dialogue; lets people finish external communications and be responsible broader public relations • Knowledge and Skills • Ability to set strategic and operational plans • Exceptional relationship management skills • Well versed in popular culture, contemporary public relation methods • Advanced oral and written communication skills, which includes public speaking • Sound analytical skills • Highly organised with excellent time management and prioritisation skills • Personal Qualities • Positive, proactive individual that emanates confidence and knowledge of communications and public relations strategies, tools and best practice • Highly honed eye for their work; defines success in terms attention to detail • Advanced grasp of the whole team; creates English language and syntax • Is a feeling highly skilled communicator with the ability to engage with people from all walks of belonging life • High level of professional integrity • Strong customer focus • Not afraid to challenge the status quo • Positive attitude with a good sense of humour • Willing to ‘go the extra mile’ • To ensure that the Southern DHB is positioned as a leading DHB and funder and provider of quality health and disability services to the community • A strategic public relations and communication plan is in place and updated annually • Southern DHB’s profile reflects the values of the organisation • To ensure effective relationship and communication risk management at all times. • Develop, implement and monitor an effective strategic communication plan that reflects strategic direction and organisational values • To facilitate excellent two-way communications between the Southern DHB executive and its staff • To ensure staff understand and support the strategic direction of the DHB • Provide strategic communication and public relations advice and guidance to staff, departments, services and key internal stakeholders • Establishes, implements and monitors guidelines and process for organisational promotional material and events as required • Constructive and effective relationships established and maintained with all key internal stakeholders • To facilitate excellent two-way communications between the Southern DHB and its stakeholders • Regularly consult with key stakeholders to ensure most effective communication strategies are in place • Support the implementation of consumer engagement strategies consistent with the Health Quality and Safety Commission Guidelines • Constructive and effective relationships established and maintained with all external stakeholders • To facilitate excellent two-way communications between the Southern DHB and media • To strengthen communication to build and enhance reputation, as well as informing and engaging • To ensure media have an excellent understanding of the Southern DHB and its activities • Southern DHB enjoys a positive profile with the media and wider community • • Effective management and support of direct reports • Ensures direct report effectively manage delegated internal and external communications, publications and public relations ensuring fit with strategic direction and organisational values • Effective financial management of department and associated organisational resources • Constructive and effective relationships established and maintained with all staff • Effect and efficient use of time and DHB resources • Undertaking duties from time to time that may be in addition to those outlined above but which fall within your capabilities and experience. • Act as a role model for the Southern DHB Organisational Values. • You respond positively to requests for assistance in own and other areas, demonstrating adaptability and willingness. • You produce work that complies with SDHB processes and reflects best practice. • Research undertaken is robust and well considered. • Live and support the DHB values in everything you do. Proactively demonstrating Southern DHB values in all aspects of the role. • Demonstrates behaviours that we want to see from each other, at our best. • Contributes positively to a culture of appreciation, a learning culture, where people feel safe to speak up. • Contributes positively to team and other initiatives that seek to improve patient and whanau experiences and/or staffs experience of working. Identifying areas for personal and professional development. • Training and development goals are identified/agreed with your manager. • Performance objectives reviewed annually with your manager. • You actively seek feedback and accept constructive criticism. Taking all practicable steps to ensure personal safety and the safety of others while at work, in accordance with the Southern DHB’s Health, Safety and Wellbeing policies, procedures and systems. • You understand and consistently meet your obligations under Southern DHB’s Health and Safety policy/procedures. • You actively encourage and challenge your peers to work in a safe manner. • Effort is made to strive for best practice in Health and Safety at all times. The principles of Te Tiriti o Waitangi, as articulated by the courts and the Waitangi Tribunal will guide the Southern DHB response to Māori health improvement and equity. These contemporary principles include: • Tino rangatiratanga: Providing for Māori self- determination and mana motuhake in the teamdesign, delivery and monitoring of health and disability services. Problem Solving Uses rigorous logic • Equity: Being committed to achieving equitable health outcomes for Māori. • Active protection: Acting to the fullest extent practicable to achieve equitable health outcomes for Māori. This includes ensuring that the Crown, its agents and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond its Treaty partner under Te Tiriti are well informed on the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progressextent, and results; designs feedback loops nature, of both Māori health outcomes and efforts to achieve Māori health equity. • Options: Providing for and properly resourcing kaupapa Māori health and disability services. Furthermore, the Crown is obliged to ensure that all health and disability services are provided in a culturally appropriate way that recognises and supports the expression of hauora Māori models of care. • Partnership: Working in partnership with Māori in the governance, design, delivery and monitoring of health and disability services – Māori must be co-designers, with the Crown, of the primary health system for Māori • You will be able to demonstrate an understanding of Te Tiriti o Waitangi, Māori Indigenous rights and current issues in relation to health and health equity ie: Whakamaua: Māori Health Action Plan 2020-2025. • You will contribute to responding to the DHBs Te Tiriti o Waitangi commitment to deliver effective and equitable healthcare with Māori patients and their whānau. • You will have the ability to incorporate Māori models of health, patient and whānau-centred models of care, and mātauranga Māori. • You will have insights into work.your own cultural awareness and an understanding of how your social- cultural influences inform biases that impact on your interactions with patients, whānau, and colleagues. • Recognising that there is an inherent power imbalance in-patient relationship and ensuring that this is not exacerbated by overlaying your own cultural values and practices on patients. Note: the above example measures are provided as a guide only. The precise performance measures for this position will require further discussion between the job holder and manager. From time to time it may be necessary to consider changes to the position description in response to the changing nature of our work environment – including technological requirements or statutory changes. This Position Description may be reviewed as part of the preparation for your annual performance and development review. Acknowledged / Accepted: .............................................................................................................. .....................................................................

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respectrespect Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, experience and judgement; : most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; : sought out by others for advice and solutions Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations. Priority Setting Spends his/her time and the time of others on what's important. Quickly zeros in on the critical few and puts the trivial many aside. Can quickly sense what will help or hinder accomplishing a goal. Eliminates roadblocks. Creates focus. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions. ; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

Customer Focus. Is dedicated to meeting the expectations and requirements of internal and external customers; gets first hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. respect Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysisManaging and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, wisdom, experienceprogress, and judgementresults; most designs feedback loops into work. Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of hisothers even when he/her solutions she disagrees. Informing Provides the information people need to know to do their jobs and suggestions turn out to be correct and feel good about being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate when judged over timedecisions; sought out by others for advice and solutionsis timely with information. Process Management Good at figuring out the process processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’tn't; can simplify complex processes; gets more out of fewer resources. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices and procedures; understands the cultures of organisations. Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in Priority Setting Spends his/her teamtime and the time of others on what’s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus. Delegation Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares wins both responsibility and successesaccountability; fosters open dialoguetends to trust people to perform; lets people direct reports and others finish and be responsible for their own work; defines success in terms of the whole team; creates a feeling of belonging in the team. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t n't stop at the first answers. Managing • Outpatient staff • Patients and Measuring Work Clearly assigns responsibility whanau • Managers at all levels of the organisation • Visitors • Health Informatics team • General Practitioners • Referrers to Outpatients • Practice Managers • Other Southern Staff • Contractors The expertise required for tasks a person to be fully competent in the role. Position specific competencies: ESSENTIAL DESIRABLE Education and decisions; sets clear objectives Qualifications (or equivalent level of learning) • NCEA Level 2 or equivalent • A relevant business administration qualification • A relevant leadership qualification Experience • At least 3 years transferable administration experience including experience in inpatient and measures; monitors processoutpatient booking. • Experience in using a wide range of information technology tools. • Demonstrated competence in performing and delivering under tight financial constraints and within strict timeframes. • Experience in managing teams to ensure that services are provided within operational constraints. Knowledge and Skills • Knowledge of supervision and administrative procedures and systems • High level of motivation, progressinitiative and anticipation with the ability to work independently as well as leading a team. • Monitors, measures and results; designs feedback loops into workcontinually improves own performance. • Establishes and maintains effective working relationships with an ability to exchange tactful, complicated administrative information with patients and staff. • Evaluates situations and identifies existing problems or opportunities as well as actively seeking solutions to problems before being asked or directed. • Excellent planning and organisational skills.