Leadership and Accountability. 5.1 The Pool will be led by a Joint Committee comprising of representatives of the member Authorities making up the Pool. Joint Committee representation will be as follows: Five representatives from West Yorkshire: City of Bradford Metropolitan District Council The Metropolitan Borough Council of Calderdale Kirklees Council Leeds City Council The Council of the City of Wakefield Four representatives from North Yorkshire, the initial representatives being: North Yorkshire City of York Council Harrogate Borough Council Scarborough Borough Council
5.2 The Joint Committee will direct expenditure and shall be responsible for: Allocating any excess income arising from the one third Pool share as set out in 4.2 and 4.3 above; any changes to the purposes for which the income received by the Pool should be used, but the principle that no authority should receive less than they would if not in the 75% Pool pilot, shall be maintained; agreeing the expenses to be deducted by the lead authority administering the Pool; considering any applications for other councils to join the Pool; any variations to the membership of the Joint Committee; and any other matters relating to the administration and governance of the Pool including replacement of the lead authority.
5.3 The members of the Joint Committee will elect a chairperson.
5.4 The Joint Committee will meet as and when required but no less than twice each year.
5.5 The quorum for the meetings will be no less than 5 members. Representatives of the member authorities will be able to nominate substitutes. This may be from their own authority or substitution from a different member authority that is not one of the representatives listed at 5.1.
5.6 Member voting rights will be one vote for each member of the Joint Committee. Voting will be by simple majority. In the event of a tie, the chair of the meeting will have a casting vote.
5.7 The Joint Committee will be supported by officers drawn from the lead authority.
5.8 The Joint Committee may establish any sub-groups or any officer forums that they believe to be appropriate.
5.9 Minutes of Joint Committee meetings will be published as required by law.
Leadership and Accountability. 5.1 The Pool will be led by a joint committee. The joint committee will comprise of the leaders of the councils making up the Pool. The joint committee shall be responsible for: Allocating any excess income arising from reductions in levy payments as set out in 4.2 above any changes to the purposes for which the income received by the pool should be used, but the principle that no authority should receive less than they would if treated individually, shall be maintained; agreeing the expenses to be deducted by the lead authority administering the Pool; considering any applications for other councils to join the Pool; any variations to the membership of the joint committee; and any other matters relating to the administration and governance of the Pool including replacement of the lead authority.
5.2 The members of the joint committee will elect a chairperson.
5.3 The joint committee will meet as and when required but no less than twice each year.
5.4 The quorum for the meetings will be no less than 5 members. Leaders will be able to nominate substitutes.
5.5 Members will have equal voting rights and voting will be by simple majority. In the event of a tie, the chair of the meeting will have a casting vote.
5.6 The joint committee will be supported by officers drawn from the lead authority.
5.7 The joint committee may establish any sub-groups or any officer forums that they believe to be appropriate.
5.8 Minutes of joint committee meetings will be published as required by law.
Leadership and Accountability. 1.1 In collaboration with the xxxx Service Directors and Nurse Unit Manager(s) (NUM) provides clinical leadership to ensure personalised, safe, effective and timely patient care for all patients of the specialty. Acts as a contact point for matters of concern raised by nursing, allied health and executive staff.
1.2 Ensures efficient use of human and physical resources so that the specialty operates within the allocated financial, bed, procedural and clinic resources.
1.3 Actively intervenes to resolve delays in patient care within the specialty. Ensures each consultant has processes in place (in person or by phone) to discharge appropriate patients before 10 am seven days a week.
1.4 Champions patient consultation and engagement in decisions regarding their care; and open disclosure when difficulties arise.
1.5 Ensures multidisciplinary team meetings are conducted regularly by each clinical team to ensure the best possible integration of patient management.
1.6 Oversees commissioning of the specialty services and, in conjunction with the hospital executive, ensures overall clinical readiness of the specialty.
1.7 In collaboration with the Directors, monitors key performance (at specialty and consultant level) and financial indicators and takes appropriate action to address variance.
1.8 In collaboration with Clinical Cluster leads and senior nursing and allied health staff, develops appropriate clinical protocols for the specialty and oversees their implementation.
1.9 In consultation with the NUM leads change management within the specialty.
1.10 Within an activity based framework, contributes to decision making on service issues, including the development and implementation of strategic and operational plans in alignment with the vision and guiding principles of the hospital and SMHS.
1.11 Oversees training and other educational activities ensuring that the specialty meets the accreditation standards of the relevant Learned Colleges and the Postgraduate Medical Council of WA.
1.12 Actively promotes research into patient care and patient care systems as a key component of tertiary medical specialty practice.
Leadership and Accountability. 1.1 In collaboration with the xxxx/clinical area nurse leaders provides clinical leadership to ensure personalised, safe, effective and timely patient care for all patients of the specialty. Acts as a contact point for matters of concern raised by nursing, allied health and executive staff.
1.2 Ensures efficient use of human and physical resources so that the specialty operates within the allocated financial, bed and clinic resources.
1.3 Continuously reviews models of care to deliver a contemporary and innovative service.
1.4 Actively intervenes to resolve delays in patient care and works collaboratively with the inpatient teams.
1.5 Champions patient consultation and engagement in decisions regarding their care; and open disclosure when difficulties arise.
1.6 Ensures multidisciplinary team meetings are conducted regularly by each clinical team to ensure the best possible integration of patient management.
1.7 In collaboration with the Co-Directors, monitors key performance (at specialty and consultant level) and financial indicators and takes appropriate action to address variance.
1.8 Ensures the specialty works cooperatively with departments across EMHS.
1.9 In consultation with all staff, leads change and management within the specialty.
1.10 Within an activity based framework, contributes to decision making on service issues, including the development and implementation of strategic and operational plans in alignment with the vision and guiding principles of the hospital and EMHS.
1.11 Oversees training and other educational activities ensuring that the specialty meets the accreditation standards of the Australian College of Emergency Medicine and the Postgraduate Medical Council of WA.
1.12 Actively promotes research into patient care and patient care systems as a key component of tertiary medical specialty practice.
1.13 Is accountable to the Service Co-Directors for the specialty meeting the hospital’s strategic initiatives and Key Performance Indicators as outlined in the agreed annual RPH operational plan.
Leadership and Accountability. 3.1 It is COMPANY policy to protect the health, safety and security of its employees, to minimise the risk to the public from its operations and to protect the natural environment. PURCHASER shall ensure that all PERSONNEL are briefed, understand and strictly adhere to the provisions of this Section 5 – Health, Safety, Security and Environment, and any appropriate policies, standards or guidelines on HSSE.
3.2 PURCHASER’S management shall demonstrate leadership and commitment through actively participating in all aspects of HSSE, supporting open dialogue and by allocating sufficient and competent resources to the CONTRACT.
3.3 PURCHASER shall ensure that HSSE responsibilities, authorities, accountabilities and competencies in relation to the WORK are clearly defined, documented, communicated and exercised at all levels.
3.4 PURCHASER shall ensure that individual and team contributions to HSSE performance are recognised and considered during performance appraisals.
3.5 PURCHASER shall set clear HSSE goals, objectives and targets and ensure that performance is evaluated against them.
3.6 PURCHASER shall formally review HSSE performance in relation to the WORK at regular and frequent intervals to ensure that objectives and targets are being met and areas of concern are addressed.
Leadership and Accountability. As a member of the Health Service Management team leads decision making on issues and matters for the Health Service. • Monitors, evaluates and provides high level advice on trends and issues in the internal and external environments that are impacting and affecting the delivery of health services across CAHS to the Executive Director, Health Service Management. • Leads and promotes innovation and organisational cultural change. • Contributes to strategic, operational and business planning and policy development for the Health Service Management directorate. • Assist Co-Directors with analysis and management of key issues within the health service. • Acts as a key delegate of the Executive Director Health Service Management in appropriate circumstances according the authorisation and delegation scheduling • Manages the support team for the Executive Director Health Service Management
