Common use of Management Competencies Clause in Contracts

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 of a collaborative team approach. • Proven clinical credibility. • Extensive experience in the health sector. • Extensive experience of clinical quality and safety, best practice. • Critical consumer of research and embraces evidenced based practice when carrying out tasks/functions. • Experience working as part of an interprofessional team Knowledge and Skills • Strong clinical leadership and management skills. • Extensive knowledge of the health sector. • Extensive knowledge of clinical quality and safety, best practice. • Excellent group facilitation skills. • Advanced communication techniques such as conflict resolution, diffusion and mediation skills. • Strong understanding of community based services • Knowledge of and demonstrated use of adult teaching and learning principles. 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). • Innovative and flexible with a positive problem solving approach in all situations. • Maintains an exceptionally high level of confidentiality. • Forward thinker, flexible, courteous, self-motivated. • Committed to continuous quality improvement. • Ability to liaise and network at all levels. Clinical Leadership Xxxxxx a culture that strives for excellence in clinical service provision within allocated resources. • 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. • Maintain a high standard of clinical expertise within the identified teams. • Xxxxxx the development of a cohesive team which works collaboratively to achieve optimal patient/ service outcomes. • Ensure Treaty of Waitangi principles and Tikaka best practice guidelines are fully integrated into practice. • Encourage a culture of continuous learning, positive critique of the status quo and use of evidence based practice. • Ensure there is adequate leadership and principles of direction and delegation are adhered to by all staff. • Be active and visible within the team, motivating and actively praising/valuing staff endeavours, and acknowledging patient satisfaction and good clinical care. • Promote patient/client centred care that incorporates a strong customer service philosophy through effective and positive interactions with patients/ clients, staff, visitors and other agencies. • Ensure clinical practice is provided within accepted professional standards, codes, policies and relevant legislation. Service Planning and Delivery Lead and manage teams to provide efficient and effective services. Participate in and lead where relevant, team service planning. • Lead and manage respective wards/units/services in accordance with operational plans and budgets. • Ensure a consumer/patient service focus is adopted and maintained at all xxxx/unit/service team level. • Implement Southern District Health Board wide policies and processes. • Ensure service delivery complies with Health and Disability sector standards and relevant legislation. • Build and maintain effective relationships and communication mechanisms with staff, associated clinical and support services, and external agencies as applicable. • Develop and implement audit care pathways in conjunction with clinical staff. • Ensure integrated care plans are utilised in clinical service delivery. • Facilitate and champion the integration of the SDHB Team based model of nursing practice. • Actively participate in the preparation of service activity plans. • Ensure adherence to the SDHB delegations of authority. • Effectively utilise Southern District Health Board information systems and data to enable xxxx/unit/ service patient care management and human resource utilisation activities. • Identify, lead and manage projects to improve xxxx/ unit/service efficiency and effectiveness. • Lead the team to effectively ensure discharge processes are robust and support the needs of the service, including timeliness, and staff responsibility in efficient discharge planning. • Monitor performance against key performance indicator targets, identifying and implementing corrective actions as and if required in conjunction with the Professional Leaders. • Prepare accurate monthly management reports for the xxxx/unit including variance analysis of key performance indicators, balanced scorecard and financial management variances together with corrective actions. • Prepare business cases and/or reports as requested/ required by the Director of Nursing/Director of Allied Health/ Service Manager. Staff Management and Planning Ensure the service/s is/are appropriately staffed. Best practice human resource standards are met. Effectively lead and manage assigned staff in order to develop and maintain a cohesive and productive team. Ensure effective communication within service. • Lead by example acting as a positive, motivating and inspiring role model for all staff. • Model sound Human Resource practice and, facilitate coaching and performance development for staff, in consultation with Human Resources and Professional Leaders; facilitate change management as appropriate. • Ensure effective recruitment, orientation, preceptorship, rostering and administration of staff in accordance with Southern District Health Board policies. • Develop communication mechanisms that facilitate effective and timely communication within and across the xxxx/s and/or unit/s. • Proactively plan and implement appropriate staffing aligned with variations in patient/staff activity, e.g. winter, Christmas, school holidays. • Ensure timely staff appraisal and feedback structures are in place. With staff, identify professional development plans aligned to SDHB and service priorities. • Proactively deal with staff conflict and performance issues. • Ensure effective strategies are in place to resolve issues. • Maximise opportunities to create a harmonious working environment. Show positive leadership and seek feedback. • Manage employee leave to ensure service demands are matched with the legal requirements for staff to take leave. • Ensure accuracy and timeliness in rostering and payroll transactions in compliance with OneStaff (staff management system) and the SDHB Rostering Standards • Develop a comprehensive staffing plan for staff directly reporting to the UM that recognises potential shortcomings and identifies strategies to address gaps both short and long term. • Ensure professional staff practice with a current annual practising certificate and logs in the appropriate reporting system. • Ensure rosters are developed in accordance with approved core roster resource levels and SDHB Rostering Standards and budgets. • Ensure appropriately budgeted training and development plans are in place for all staff. Ensure in- service training and education is carried out to maintain quality of service and in conjunction with relevant professional leaders. • Promote and facilitate nursing staff participation in the PDRP (Professional Development Recognition Programme), or alternative credentialling requirements. • Ensure all staff have an up to date annual leave management plan at all times. Financial Management Work within budgets for the financial year, and work in collaboration with the Relevant Professional Leaders/Service Manager to develop risk mitigation strategies for unexpected expenditure. Participate in developing and managing annual and three year capital expenditure plan. • Report to the relevant Professional Leader/Service Manager on a monthly basis, financial performance including variations and corrective actions. • Work closely with Analyst to understand variances and operationalise mitigating strategies. • Participate in annual budgeting process with Service Manager and Analyst. Report to the Service Manager on a monthly basis, financial performance including variations and corrective actions. • Work closely with Analyst to understand variances and operationalise mitigating strategies. • Participate in annual budgeting process • Manage capital expenditure within annual capital expenditure plans, and in accordance with SDHB policies and procedures. • Proactively engage with staff to identify ideas and action plans for xxxx/unit efficiency improvements and cost reduction initiatives. Quality and Risk Management Manage xxxx/unit quality and risk programmes. Lead and manage certification and accreditation within xxxx/unit. Xxxxxx a quality improvement culture. • Lead, administer and facilitate staff involvement in xxxx/unit quality and risk programmes and action plans, and participate in service wide programmes, in accordance with Southern District Health Board policy. • Ensure compliance including: all relevant standards and legislation, health safety, professional regulations, and equipment. • Manage xxxx/unit balanced scorecard and report and manage variations. • Lead the xxxx/unit incident reporting and investigation processes, within SDHB policies and procedures. • Support and demonstrate the philosophy and practice of a service and organisational wide systems approach to service and operational processes. • Lead and manage service level health and safety programmes including audit of hazards and routine reporting of incidents and accidents. • Investigate complaints, incidents and other matters in a timely manner, reporting outcomes as required including development of action plans to facilitate xxxx/unit/ service development. • Proactively develop new xxxx/unit/service policies and protocols in conjunction with members of the team. • Maintain professional and organisational quality standards. • Ensure delivered work is planned, delivered, and implemented consistently against quality standards. • Continuously identify improvement opportunities to perform job in most effective manner. • Investigate opportunities to achieve goals in a more efficient way. • Lead and support the implementation of the Releasing Time to Care programme for the team/ service. • Performance is in alignment with HR quality audit standards, organisational requirements, and professional standards. • Lead the roll out and continual update of visual management boards for the xxxx/unit/service which displays key elements of performance for staff and patients. Strategic Management Contribute and lead xxxx/unit operational and clinical projects. Lead in the process of change and instil a continuous quality improvement culture. • Maintain knowledge of current and emerging strategic priorities for the relevant service grouping specialties. • Lead assigned projects that are of strategic xxxx/unit & service priority, ensuring their effective completion within assigned timeframes and resources. • Build a collective vision for the xxxx/unit to allow staff to have a clear understanding of their role in service provision. • Use Balanced Scorecard, incidents, complaints and other KPIs to inform xxxx/unit development and improvement opportunities • Participates in SDHB wide projects as relevant to xxxx/unit/service. • Participate in focus groups/projects that advance issues and strategies for the organisation. • Provide cover for other UM within the service as required. • Participate collectively with other CNM/UM to provide a collaborative approach to provide clinical service provision. • Plan and manage own work to achieve desired results on time, within budget and to required standard. • Act as a role model for the SDHB organisational values.

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 TE WHATU ORA 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 of a collaborative team approach. • Proven clinical credibility. • Extensive experience in the health sector. • Extensive experience of clinical quality and safety, best practice. • Critical consumer of research and embraces evidenced based practice when carrying out tasks/functions. • Experience working as part of an interprofessional team Knowledge and Skills • Strong clinical leadership and management skills. • Extensive knowledge of the health sector. • Extensive knowledge of clinical quality and safety, best practice. • Excellent group facilitation skills. • Advanced communication techniques such as conflict resolution, diffusion and mediation skills. • Strong understanding of community based services • Knowledge of and demonstrated use of adult teaching and learning principles. 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). • Innovative and flexible with a positive problem solving approach in all situations. • Maintains an exceptionally high level of confidentiality. • Forward thinker, flexible, courteous, self-motivated. • Committed to continuous quality improvement. • Ability to liaise and network at all levels. Clinical Leadership Xxxxxx a culture that strives for excellence in clinical service provision within allocated resources. • 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. • Maintain a high standard of clinical expertise within the identified teams. • Xxxxxx the development of a cohesive team which works collaboratively to achieve optimal patient/ service outcomes. • Ensure Treaty of Waitangi principles and Tikaka best practice guidelines are fully integrated into practice. • Encourage a culture of continuous learning, positive critique of the status quo and use of evidence based practice. • Ensure there is adequate leadership and principles of direction and delegation are adhered to by all staff. • Be active and visible within the team, motivating and actively praising/valuing staff endeavours, and acknowledging patient satisfaction and good clinical care. • Promote patient/client centred care that incorporates a strong customer service philosophy through effective and positive interactions with patients/ clients, staff, visitors and other agencies. • Ensure clinical practice is provided within accepted professional standards, codes, policies and relevant legislation. Service Planning and Delivery Lead and manage teams to provide efficient and effective services. Participate in and lead where relevant, team service planning. • Lead and manage respective wards/units/services in accordance with operational plans and budgets. • Ensure a consumer/patient service focus is adopted and maintained at all xxxx/unit/service team level. • Implement Southern District Health Board Te Whatu Ora wide policies and processes. • Ensure service delivery complies with Health and Disability sector standards and relevant legislation. • Actively participate in the preparation of service activity plans. • Build and maintain effective relationships and communication mechanisms with staff, associated clinical and support services, and external agencies as applicable. • Develop and implement audit care pathways in conjunction with clinical staff. • Ensure integrated care plans are utilised in clinical service delivery. • Facilitate and champion the integration of the SDHB Te Whatu Ora Team based model of nursing practice. • Actively participate in the preparation of service activity plans. • Ensure adherence to the SDHB Te Whatu Ora delegations of authority. • Effectively utilise Southern District Health Board Te Whatu Ora information systems and data to enable xxxx/unit/ service patient care management and human resource utilisation activities. • Identify, lead and manage projects to improve xxxx/ unit/service efficiency and effectiveness. • Lead the team to effectively ensure discharge processes are robust and support the needs of the service, including timeliness, and staff responsibility in efficient discharge planning. • Monitor performance against key performance indicator targets, identifying and implementing corrective actions as and if required in conjunction with the Professional Leaders. • Prepare accurate monthly management reports for the xxxx/unit including variance analysis of key performance indicators, balanced scorecard and financial management variances together with corrective actions. • Prepare business cases and/or reports as requested/ required by the Director of Nursing/Director of Allied Health/ Service Manager. Staff Management and Planning Ensure the service/s is/are appropriately staffed. Best practice human resource standards are met. Effectively lead and manage assigned staff in order to develop and maintain a cohesive and productive team. Ensure effective communication within service. • Lead by example acting as a positive, motivating and inspiring role model for all staff. • Model sound Human Resource practice and, facilitate coaching and performance development for staff, in consultation with Human Resources and Professional Leaders; facilitate change management as appropriate. • Ensure effective recruitment, orientation, preceptorship, rostering and administration of staff in accordance with Southern District Health Board Te Whatu Ora policies. • Develop communication mechanisms that facilitate effective and timely communication within and across the xxxx/s and/or unit/s. • Proactively plan and implement appropriate staffing aligned with variations in patient/staff activity, e.g. winter, Christmas, school holidays. • Ensure timely staff appraisal and feedback structures are in place. With staff, identify professional development plans aligned to SDHB Te Whatu Ora and service priorities. • Proactively deal with staff conflict and performance issues. • Ensure effective strategies are in place to resolve issues. • Maximise opportunities to create a harmonious working environment. Show positive leadership and seek feedback. • Manage employee leave to ensure service demands are matched with the legal requirements for staff to take leave. • Ensure accuracy and timeliness in rostering and payroll transactions in compliance with OneStaff (staff management system) and the SDHB Te Whatu Ora Rostering Standards • Develop a comprehensive staffing plan for staff directly reporting to the UM that recognises potential shortcomings and identifies strategies to address gaps both short and long term. • Ensure professional staff practice with a current annual practising certificate and logs in the appropriate reporting system. • Ensure rosters are developed in accordance with approved core roster resource levels and SDHB Te Whatu Ora Rostering Standards and budgets. • Ensure appropriately budgeted training and development plans are in place for all staff. Ensure in- service training and education is carried out to maintain quality of service and in conjunction with relevant professional leaders. • Promote and facilitate nursing staff participation in the PDRP (Professional Development Recognition Programme), or alternative credentialling requirements. • Ensure all staff have an up to date annual leave management plan at all times. Financial Management Work within budgets for the financial year, and work in collaboration with the Relevant Professional Leaders/Service Manager to develop risk mitigation strategies for unexpected expenditure. Participate in developing and managing annual and three year capital expenditure plan. • Report to the relevant Professional Leader/Service Manager on a monthly basis, financial performance including variations and corrective actions. • Work closely with Analyst to understand variances and operationalise mitigating strategies. • Participate in annual budgeting process with Service Manager and Analyst. Report to the Service Manager on a monthly basis, financial performance including variations and corrective actions. • Work closely with Analyst to understand variances and operationalise mitigating strategies. • Participate in annual budgeting process • Manage capital expenditure within annual capital expenditure plans, and in accordance with SDHB Te Whatu Ora policies and procedures. • Proactively engage with staff to identify ideas and action plans for xxxx/unit efficiency improvements and cost reduction initiatives. Quality and Risk Management Manage xxxx/unit quality and risk programmes. Lead and manage certification and accreditation within xxxx/unit. Xxxxxx a quality improvement culture. • Lead, administer and facilitate staff involvement in xxxx/unit quality and risk programmes and action plans, and participate in service wide programmes, in accordance with Southern District Health Board Te Whatu Ora policy. • Ensure compliance including: all relevant standards and legislation, health safety, professional regulations, and equipment. • Manage xxxx/unit balanced scorecard and report and manage variations. • Lead the xxxx/unit incident reporting and investigation processes, within SDHB Te Whatu Ora policies and procedures. • Support and demonstrate the philosophy and practice of a service and organisational wide systems approach to service and operational processes. • Lead and manage service level health and safety programmes including audit of hazards and routine reporting of incidents and accidents. • Investigate complaints, incidents and other matters in a timely manner, reporting outcomes as required including development of action plans to facilitate xxxx/unit/ service development. • Proactively develop new xxxx/unit/service policies and protocols in conjunction with members of the team. • Maintain professional and organisational quality standards. • Ensure delivered work is planned, delivered, and implemented consistently against quality standards. • Continuously identify improvement opportunities to perform job in most effective manner. • Investigate opportunities to achieve goals in a more efficient way. • Lead and support the implementation of the Releasing Time to Care programme for the team/ service. • Performance is in alignment with HR quality audit standards, organisational requirements, and professional standards. • Lead the roll out and continual update of visual management boards for the xxxx/unit/service which displays key elements of performance for staff and patients. Strategic Management Contribute and lead xxxx/unit operational and clinical projects. Lead in the process of change and instil a continuous quality improvement culture. • Maintain knowledge of current and emerging strategic priorities for the relevant service grouping specialties. • Lead assigned projects that are of strategic xxxx/unit & service priority, ensuring their effective completion within assigned timeframes and resources. • Build a collective vision for the xxxx/unit to allow staff to have a clear understanding of their role in service provision. • Use Balanced Scorecard, incidents, complaints and other KPIs to inform xxxx/unit development and improvement opportunities • Participates in SDHB Te Whatu Ora wide projects as relevant to xxxx/unit/service. • Participate in focus groups/projects that advance issues and strategies for the organisation. • Provide cover for other UM within the service as required. • Participate collectively with other CNM/UM to provide a collaborative approach to provide clinical service provision. • Plan and manage own work to achieve desired results on time, within budget and to required standard. • Act as a role model for the SDHB Te Whatu Ora organisational values.

Management Competencies. Managing Diversity Manages all kinds Building Effective Teams Blends people into teams when needed; creates strong morale and classes 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 people equitablythe whole team; 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 allcreates a feeling of belonging in the team. 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. Priority Setting Able Informing Provides the information people need to set priorities in line with clinical needs know to do their jobs and current resourcing. Problem Solving Involves teams (as appropriate) and looks “outside to feel good about being a member of the square” to solve complex problems. Interpersonal Savvy Relates well to all kinds of people – upteam, downunit, and sideways, inside and outside and/or the organisation; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; provides individuals information so that they 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 importantmake accurate decisions; is someone people like working for timely with information.  PDU Managers  National Committees  Nursing Directors  Local, District and with. • Directors of Regional Groups  PDRP Coordinators  Professional Nursing • Patients, families and whānau • Directors of Organisations  NETP/NESP Coordinators  Primary Providers  Nurse Managers  Tertiary providers/Institutions  Service Managers  ARC Providers  Clinical Charge Nurses  Non-Provider Arm  Clinical Leaders  National Workforce Development Agencies  All Nursing Staff   Allied Health • Volunteers, NGO’s Staff   Maori Health Unit   Medical Staff   Clinical Support Staff   Students   Infection Prevention and Aged Care Sector • Allied Control   Occupational 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 & Safety  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 with the Nursing Council of New Zealand as a Registered Nurse  Hold a current practising certificate. • For nursing applicants holds Nursing Council of New Zealand Annual Practicing Certificate (APC)  Relevant Post Graduate Certificate, Diploma or Masters  Recognised teaching, mentoring and coaching skills  Have a current portfolio (PDRP/QLP) or equivalent appropriate post-registration qualification relating to the role. • Relevant postgraduate qualification Experience • Strong clinical leadership skills • A history of a collaborative team approach. • Proven clinical credibility. • Extensive experience in the health sector. • Extensive experience of clinical quality and safety, best practice. • Critical consumer of research and embraces evidenced based practice when carrying out tasks/functions. • Experience working as part of an interprofessional team Knowledge and Skills • Strong clinical leadership and management skills. • Extensive knowledge of the health sector. • Extensive knowledge of clinical quality and safety, best practice. • Excellent group facilitation skills. • Advanced communication techniques such as conflict resolution, diffusion and mediation skills. • Strong understanding of community based services • Knowledge of and demonstrated use principles of adult teaching and learning principlesand/or Unit Standards 4098.  Hold or be working towards a relevant post-graduate diploma Experience  Minimum of 3 years working either within the clinical area or relevant nursing role.  Experience and credibility with the health care team as a professional resource in speciality/practice area.  Networking effectively in area of specialty/ practice - locally, regionally and nationally.  Demonstrated ability to contribute to the professional development of nursing staff.  Previous experience within a Senior Nursing role Knowledge and Skills  Have in-depth knowledge and understanding of NZNC competencies  Hold a current Portfolio (PDRP) at at Proficient (minimum accepted) Expert or Designated Senior Nurse (DSN) level.  Demonstrated ability to articulate evidence based nursing practice to a Multidisciplinary Team.  Demonstrates ability to develop nursing standards and quality initiatives.  Knowledge and understanding of undergraduate nursing curricula.  Advanced communication skills, written, verbal and presentation.  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 promote the profession of nursing, including PDRP.  Have excellent administrative, computer, organisational and time management skills.  Current issues for nursing and health in NZ and international context.  Current issues in nursing education.  Current nursing professional standards and codes.  Southern DHB current vision, goals and objectives.  Principles of the Treaty of Waitangi and biculturalism.  Knowledge and understanding of cultural safety for nursing 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). • Innovative and flexible with a positive problem solving approach in all situations. •  Maintains an exceptionally high level of confidentiality. • Forward thinker A reasonable level of fitness is required to cope with the demanding physical requirements of the job. The following denote the key physical requirements for the position: standing, flexiblewalking, courteousbending, self-motivatedsitting, stairs, simple grasping, fine manipulation, operating machinery / equipment, lifting, overhead reaching, carrying, pushing / pulling, twisting, climbing / balancing, crouching / squatting, manual handling of people, other reaching, and ability to participate in personal restraint if required. • Committed to continuous quality improvement Uses a theoretical framework and personal philosophy of nursing as a basis for nursing practice and its advancement. • Ability to liaise  Identifies and network at all levels. Clinical Leadership Xxxxxx a culture that strives for excellence introduces advancements in clinical service provision within allocated resources. • Promote excellence in clinical service provision through the sharing of new nursing knowledge, ideasrelevant trends and changes in best practice for nurses.  Models expert nursing skills and applies critical reasoning to nursing practice issues and decisions.  Informed by SDHB initiatives, national specialty K&S frameworks.  Maintains own PDRP (Proficient (minimum), Expert or DSN level).  Education framed within nursing and/or national health standards e.g. NZ Health Strategy, HQSC targets.  In partnership with senior nursing staff, identifies relevant trends and researchchanges in the scope and nature of nursing practice and evaluate for local applicability. • Encourage innovation  Uses critical incidents as an opportunity for staff development.  Collaborates with senior nursing staff and multidisciplinary teams and supports changes to practice initiatives that enhance clinical care or service provisionwhen indicated. • Maintain  Promotes and provides a high standard of clinical expertise within the identified teamsstrong nursing education focus based on adult learning principles. • Xxxxxx the development of  Acts as a cohesive team which works collaboratively resource person and supports staff to achieve optimal patient/ service outcomesProfessional Development and Recognition Programme (PDRP) requirements. • Ensure Treaty of Waitangi principles and Tikaka best practice guidelines are fully integrated into practice. • Encourage  Supports a culture of continuous learning, positive critique of evaluation and the status quo and use of evidence based practice. • Ensure there is adequate leadership and principles of direction and delegation are adhered to by all staff. • Be active and visible within the team, motivating and actively praising/valuing staff endeavours, and acknowledging patient satisfaction and good clinical care. • Promote patient/client centred care that incorporates a strong customer service philosophy through effective and positive interactions with patients/ clients, staff, visitors and other agencies. • Ensure clinical practice is provided within accepted professional standards, codes, policies and relevant legislation. Service Planning and Delivery Lead and manage teams to provide efficient and effective services. Participate in and lead where relevant, team service planning. • Lead and manage respective wards/units/services in accordance with operational plans and budgets. • Ensure a consumer/patient service focus is adopted and maintained at all xxxx/unit/service team level. • Implement Southern District Health Board wide policies and processes. • Ensure service delivery complies with Health and Disability sector standards and relevant legislation. • Build and maintain effective relationships and communication mechanisms with staff, associated clinical and support services, and external agencies as applicable. • Develop and implement audit care pathways in conjunction with clinical staff. • Ensure integrated care plans are utilised in clinical service delivery. • Facilitate and champion the integration of the SDHB Team based model ongoing quality improvement of nursing practice. • Actively participate in the preparation of service activity plans. • Ensure adherence  Contributes to the SDHB delegations of authority. • Effectively utilise Southern District Health Board information systems and data to enable xxxx/unit/ service patient care management and human resource utilisation activities. • Identify, lead and manage projects system change to improve xxxx/ unithealth outcomes through evidence-based practice.  Contributes to meetings in a collaborative, active way.  Implements and maintains Core Competency based education programmes, e.g. IV Certification and CPR, to assist staff to maintain SDHB policy and core competency requirements.  Updates and monitors databases facilitating staff to maintain Core Competency requirements.  PDRP assessor.  Demonstrates understanding of levels of practice indicators within PDRP.  Quality cycle used to determine practice development needs.  Evidence of attendance and engagement in Educator / PDT meetings.  Use of professional development plans from nursing PDRs to shape education.  Nurses attend appropriate compulsory education.  Accurate and current education/service efficiency and effectivenesstraining database maintained. • Lead  Is responsible for the team to effectively ensure discharge processes are robust and support the needs facilitation and/or delivery of the service, including timeliness, regular relevant education and staff responsibility in efficient discharge planningdevelopment programmes for clinical staff. • Monitor performance against key performance indicator targets Develops, identifying implements and implementing corrective actions as circulates an annual strategic education plan.  Communicates and if required collaborates with Senior Nursing Groups and Service Managers to identify education needs and practice requirements.  Reviews programme content and delivery using appropriate measurements, methods and tools to evaluate achievement of learning goals, teaching strategies and quality assurance.  Provides evaluation and reports of training and in- service programmes to line manager on a regular basis.  Where specialist knowledge needs are identified, the Nurse coordinator will in conjunction with the Professional LeadersSenior Nursing Group identify education needs and facilitate training. • Prepare accurate monthly management reports for  Able to determine and respond to needs of different groups within the xxxxworkforce e.g. NETP, new staff, Preceptors etc.  Use of professional development plans from nursing/unit including variance analysis midwifery PDRs to shape education.  Annual education plan prepared and submitted in timely manner. Annual report submitted at the end of key performance indicators, balanced scorecard and financial management variances together with corrective actionseach year. • Prepare business cases and/or reports as requested/ required by the Director  Use of Nursing/Director of Allied Health/ Service Managerstandardised evaluation to demonstrate outcomes on a quarterly basis  Certified preceptor. Staff Management and Planning Ensure the service/s is/are appropriately staffed. Best practice human resource standards are met. Effectively lead and manage assigned  Supports nursing staff in order identifying relevant education, professional development activities and set annual performance goals.  In conjunction with Senior Nursing group, assists nursing staff, who have been identified as having a performance deficit, in developing an education plan to meet identified outcomes  In collaboration with the New Graduate Programmes, provides support, education and resources to the new graduates to ensure programme requirements are achieved.  Is available as a mentor for nurses/preceptors where appropriate.  Maintains records of attendance at all teaching sessions.  Works alongside new staff as part of Orientation processes.  Facilitates and/or conducts research with an educational focus, and assists in the application of research findings.  Works in partnership to develop and maintain a cohesive evidence-based inquiry and productive teameducation resources. Ensure effective communication within service. • Lead by example acting as a positive, motivating and inspiring role model for all staff. • Model sound Human Resource  Utilises research inquiry to advance nursing best practice and, facilitate coaching and performance development for staff, in consultation with Human Resources and Professional Leaders; facilitate change management as appropriate. • Ensure effective recruitment, orientation, preceptorship, rostering and administration of staff in accordance with Southern District Health Board policies. • Develop communication mechanisms that facilitate effective and timely communication within and across the xxxx/s and/or unit/s. • Proactively plan and implement appropriate staffing aligned with variations in patient/staff activity, e.g. winter, Christmas, school holidays. • Ensure timely staff appraisal and feedback structures are in place. With staff, identify professional development plans aligned to SDHB and service priorities. • Proactively deal with staff conflict and performance issues. • Ensure effective strategies are in place to resolve issues. • Maximise opportunities to create a harmonious working environment. Show positive leadership and seek feedback. • Manage employee leave to ensure service demands are matched with the legal requirements for staff to take leave. • Ensure accuracy and timeliness in rostering and payroll transactions in compliance with OneStaff (staff management system) and the SDHB Rostering Standards • Develop a comprehensive staffing plan for staff directly reporting to the UM that recognises potential shortcomings and identifies strategies to address gaps both short and long term. • Ensure professional staff practice with a current annual practising certificate and logs in the appropriate reporting system. • Ensure rosters are developed in accordance with approved core roster resource levels and SDHB Rostering Standards and budgets. • Ensure appropriately budgeted training and development plans are in place for all staff. Ensure in- service training and education is carried out to maintain quality of service and in conjunction with relevant professional leaders. • Promote and facilitate nursing staff participation in the PDRP (Professional Development Recognition Programme), or alternative credentialling requirements. • Ensure all staff have an up to date annual leave management plan at all times. Financial Management Work within budgets for the financial yearsite, and work in collaboration with contribute to evidence- based policy and its evaluation through the Relevant Professional Leaders/Service Manager to develop risk mitigation strategies for unexpected expenditure. Participate in developing and managing annual and three year capital expenditure plan. • Report to the relevant Professional Leader/Service Manager on a monthly basis, financial performance including variations and corrective actions. • Work closely with Analyst to understand variances and operationalise mitigating strategies. • Participate in annual budgeting process with Service Manager and Analyst. Report to the Service Manager on a monthly basis, financial performance including variations and corrective actions. • Work closely with Analyst to understand variances and operationalise mitigating strategies. • Participate in annual budgeting process • Manage capital expenditure within annual capital expenditure plans, and in accordance with SDHB policies and procedures. • Proactively engage with staff to identify ideas and action plans for xxxx/unit efficiency improvements and cost reduction initiatives. Quality and Risk Management Manage xxxx/unit quality and risk programmesaudit process. Lead  Use of contemporary sources of information and manage certification evidence.  Alignment of education and accreditation within xxxx/unitresources across district and/or Xx Xxxxx Koōrkiri Maātanga programme where applicable. Xxxxxx a quality improvement culture. • Lead, administer and facilitate staff involvement in xxxx/unit quality and risk programmes and action plans, and participate in service wide programmes, in accordance with Southern District Health Board policy. • Ensure compliance including: all relevant standards and legislation, health safety, professional regulations, and equipment. • Manage xxxx/unit balanced scorecard and report and manage variations. • Lead the xxxx/unit incident reporting and investigation processes, within SDHB policies and procedures. • Support and demonstrate the philosophy and practice of a service and organisational wide systems approach to service and operational processes. • Lead and manage service level health and safety programmes including audit of hazards and routine reporting of incidents and accidents. • Investigate complaints, incidents and other matters in a timely manner, reporting outcomes as required including development of action plans to facilitate xxxx/unit/ service development. • Proactively develop new xxxx/unit/service policies and protocols in conjunction with members of the team. •  Maintain professional and organisational quality standards. •  Ensure delivered work is planned, delivered, and implemented consistently against quality standards. •  Continuously identify improvement opportunities to perform job in most effective manner. •  Investigate opportunities to achieve goals in a more efficient way. • Lead and support the implementation of the Releasing Time to Care programme for the team/ service. •  Performance is in alignment with HR quality audit standards, organisational requirements, and professional standards. • Lead  Ensures the roll out programme meets and continual update maintains Nursing Council of visual management boards New Zealand (NCNZ) requirements for PDRP within District and Xx Xxxxx Kōkiri Mātanga systems.  Liaise with the xxxx/unit/service which displays key elements of performance for staff Nurse Director group PDRP Steering Groups, MOU partners, and patients. Strategic Management Contribute nursing unions when issues arise or changes and lead xxxx/unit operational and clinical projects. Lead in the process of change and instil a continuous quality improvement culture. • Maintain knowledge of current and emerging strategic priorities for the relevant service grouping specialties. • Lead assigned projects that improvements are of strategic xxxx/unit & service priority, ensuring their effective completion within assigned timeframes and resources. • Build a collective vision for the xxxx/unit to allow staff to have a clear understanding of their role in service provision. • Use Balanced Scorecard, incidents, complaints and other KPIs to inform xxxx/unit development and improvement opportunities • Participates in SDHB wide projects as relevant to xxxx/unit/service. • Participate in focus groups/projects that advance issues and strategies for the organisation. • Provide cover for other UM within the service as required. • Participate collectively with other CNM Implements PDRP as per Xx Xxxxx Kōkiri Mātanga PDRP policy and actively participates in local, Xx Xxxxx Kōkiri Mātanga and National PDRP meetings.  Know corrective actions from NCNZ audits. Assessment and evaluation of programme systems.  Actively promote and disseminate information about the programme to all parties involved in PDRP.  Continually assess the programme’s systems and processes to meet Nursing Council standards and make changes as appropriate.  Disseminate policy/UM to provide a collaborative approach to provide clinical service provision. • Plan and manage own work to achieve desired results on time, within budget and to required standard. • Act as a role model for the SDHB organisational valuesprogramme changes/updates widely.