Management Competencies. 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. Managing & Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work. Priority Setting Able to set priorities in line with clinical needs and current resourcing. Problem Solving Involves teams (as appropriate) and looks “outside the square” to solve complex problems. Interpersonal Savvy Relates well to all kinds of people – up, down, and 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. 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 him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with. • Directors of Nursing • Patients, families and whānau • Directors of Allied Health • Volunteers, NGO’s and Aged Care Sector • Allied Health Professional Leaders • Unions • Clinical Nurse Specialists • HWNZ • Integrated Operations Centre • Other service providers (DHBs, NGOs, PHO) • Clinical Directors/Clinical Leaders • Health and Welfare Agencies • Service Managers • Relevant Support Groups • Other Charge Nurse Managers/Charge Midwife Managers/Unit Managers • Tertiary training institutions (Polytechnics and Universities) • Practice Development Unit staff • Professional Colleges and Registration Bodies • Clinical and Corporate support staff • PHO • SDHB wide staff • GP’s 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) • Registered Health Professional • Holds a current practising certificate. • For nursing applicants holds a current portfolio (PDRP/QLP) or equivalent appropriate to the role. • Relevant postgraduate qualification Experience • Strong clinical leadership skills • A history o...

Management Competencies. Process Management Good at figuring out the 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. Informing Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information. 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. • Southern DHB workers • Contractors and Consultants engaged by SDHB • Managers at all levels in the organisation • Stakeholders • Union Representatives • Visitors • H&S Representatives 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) • Health and Safety related vocational training and/or equivalent qualification (Level 3-4) • A demonstrable understanding of New Zealand statutory requirements • Current training in health and safety topics Experience • Experience in health and safety field. • Health and safety advisor experience. • Experience in the health sector Knowledge and Skills • Detailed knowledge of health and safety legislation. • The ability to research topics (where knowledge is limited) and identify best practice requirements. • Effective oral and written communication skills. • Attention to detail and delivers accurate results. • Computer competency in the Microsoft office suite. • Strong interpersonal Skills • The ability to deliver training • Good facilitation skills • Good co-ordination skills. Personal Qualities • Performance driven and outcome focussed. • Ability to develop rapport with others and to work effectively with multi- disciplinary teams. • Able to self-manage and prioritise competing workloads. • Demonstrated competence in performing and delivering within strict timeframes. • Demonstrates the ability to cope with increasing demands, changes to planned work schedules and greater challenges. • Shows initiative, innovation and is proactive when dealing with problems and new situa...

Management Competencies. Planning Accurately scopes out length and difficulty of task and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Can effectively cope with change and uncertainty; can shift gears comfortably; can decide and act on tasks without having the total picture. Interpersonal Savvy Relates well to all kinds of people—up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Has excellent communication skills both written and verbal. 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 developing, refining, and implementing the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flows; knows what to measure and how to measure it; can see opportunities for synergy and integration; can simplify complex processes when appropriate and can determine if simplification is beneficial. Can get the most out of the resources available, but can recognise early when conditions and situations are likely to place themselves, their colleagues, contractors or the organisation at risk. Capable of planning and implementing alternative solutions. Develops and presents opportunities to improve departmental and organisational processes. • Facilities & Property staff • External Contractors. • Service Managers and other staff of other DHB departments. • University of Otago staff • Finance, business analysts, procurement • Territorial Authorities e.g. DCC, ORC, ICC • Members of the public 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) • NCEA Level Three or Equivalent • New Zealand Business or management qualifications. Experience • Minimum 5 years’ experience in a compliance role. • Extensive Knowledge of the Building warrant of fitness system and compliance. • Extensive experience in ...

Management Competencies. Business Acumen Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organization. Planning Accurately scopes out length and difficulty of task and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Process Management Good at figuring out the process necessary to get things done; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it. Business Relationships Ability to relate well to a wide range of people.

Management Competencies. 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; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results. Interpersonal Savvy Relates well to all kinds of people – up, down, and 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. 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. • Te Whatu Ora Southern staff (including Finance, Business Analyst, IT Support) • Managers at all levels of the organisation • Contractors • Otago University staff 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 4 NCEA • Experience • At least 2 years administrative experience. • Data entry experience that demands a high degree of accuracy. • Experience in financial administration, such as in a bank or accountant’s office. • Experience in administration in a hospital or facilities environment. • Experience in staff rostering. • Security experience.

Management Competencies. Planning Accurately scopes out length and difficulty of task and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. Can effectively cope with change and uncertainty; can shift gears comfortably; can decide and act on tasks without having the total picture. 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 being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information. Interpersonal Savvy Relates well to all kinds of people—up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high-tension situations comfortably. Has excellent communication skills both written and verbal. 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. Process Management Good at developing, refining, and implementing the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flows; knows what to measure and how to measure it; can see opportunities for synergy and integration; can simplify complex processes when appropriate and can determine if simplification is beneficial. Can get the most out of the resources available, but can recognise early when conditions and situations are likely to place themselves, their colleagues, contractors or the organisation at risk. Capable of planning and implementing alternative solutions. Develops and presents opportunities to improve departmental a...

Management Competencies. 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. Effective Communication Shares well thought out, concise and timely information with others using appropriate mediums. Ensures information gets to the appropriate people within the organisation to facilitate effective decision making. Decision Making / Problem Solving Demonstrates effective and timely decision making / problem solving techniques. Aware of the impact of decisions on key stakeholders and consults as appropriate utilizing available resources. Is proactive and effective when problem solving is required. Ensures decision making complies with organisational strategies. Process Management Good at figuring out the 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. Commitment to Excellence Sets challenging goals for personal achievement and continually strives to reach or exceed them in the pursuit of excellence. Seeks opportunities to improve their performance and seeks feedback to measure and improve how they are doing. Focuses on results rather than on efforts. Innovation / Initiative Continually strives for new and improved work processes that will result in greater 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. • Strategy, Primary and Community team • Community Pharmacists • Prescribers • WellSouth PHN • Primary Health Manager • Prescribers • Clinical Pharmacists and Leads • Pharmac • Clinical Council • Ministry of Health • HQSC 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) • Bachelor of Pharmacy degree or equivalent. • Pharmacist registered with the Pharmacy Council of New Zealand • Hold an Annual Practising Certificate (APC). • Post graduate studies in health policy, public health or administration (or equivalent). E...

Management Competencies. Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans. 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; anticipates and adjusts for problems and roadblocks; measures performance against goals, evaluates results. 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 things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty. Interpersonal Savvy Relates well to all kinds of people—up, down, and 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. • Governance Group (Kaitiaki) • NGO's, Iwi/Māori, and Sector Organisations • Research Sector Engagement & Projects Lead • Government agencies • Coordinator, Communications Lead, Administration Assistant • Consultants and contractors • Board Portfolio Holders • Academia and tertiary Institutes • Others who have an interest in community Lead Community Research in its next stage of development. This may include initiating and implementing projects, programmes, strategies, systems, and relationship building to advance our mission, vision, and values. Strategic Leadership and Direction Working with the Board, you will lead the development and implementation of the Community Research strategic plan and support the development of our next strategic plan. Oversee the design, marketing, promotion, delivery of quality programmes, products, and services. You will contribute insight and thought leadership to Community Research decision making processes. Organisational Performance You will monitor organisational performance against agreed strategic priorities. Working with the Board, you will provide monthly performance reports and address any shortfalls. You will influence team performance through your leadership and planning functions. This includes monitoring activities against deliverables and being open to a range of problem-solving inte...

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