Common use of Within Southern DHB External to Southern DHB Clause in Contracts

Within Southern DHB External to Southern DHB. Executive Leadership Team (ELT) • Ministry of Health • Chief Operating Officer team • Patients, families and whānau • Other senior managers • Unions • Senior Clinical Leaders • Rural Health Trusts • Clinician Management Partnerships • Other District Health Boards • Corporate Services Directorate • Other related agencies, including ACC, NHB, HWNZ • Māori Health Directorate • Community Members • Admin staff • Universities, Polytechnics and other educational institutions • Relevant South Island Alliances, Networks and Forums • PHO • NGOs and Aged Care Sector PERSON SPECIFICATION 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) • Diploma or Bachelor qualification in commerce, health or business management. Experience • Significant experience in management preferably within the health sector. • Extensive experience and leadership in operational management of a hospital. • Proven experience in managing staff. • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge of patient safety, maintaining performance and the application to the health sector. • Demonstrated ability to support and grow a team to ensure the needs of both patient and the organisation are met. 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. KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic and Operational Planning To provide strategic and operational leadership in planning within the multidisciplinary context for the provision of patient focused services. • Xxxxxx an environment which puts the patient first and recognises the health continuum across community and hospital services. • Support the development and implementation of the Patient Safety framework. • Communicate the Southern DHB vision and objectives to all groups. • Champion the Southern DHB’s operational, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management teams. • Patient Safety framework developed and implemented. • Evidence of contemporary models of care in partnership with clinical partners. • Leadership and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specifications, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care services. • Ensure effective patient flow is maintained across Dunedin Hospital on a day to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation plan. • Maintain awareness of district wide capacity cooperating with the Patient Flow / Operations Manager Southland Hospital to ensure best utilisation of resourcing and optimal patient safety is achieved. • Ensure compliance with all quality, safety, legal and statutory organisational policy requirements. • Quality improvement is understood and imbedded in the way we operate. • New models of care with a seamless transition between hospital and community services are implemented. • Patient Flow indicators demonstrate continuous improvements • CCDM compliance achieved and effective utilisation of VRM resourcing • Minimal cancellation of activity due to capacity constraints is achieved • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships are established and maintained. • Continually support, monitor and improve systems, methods, efficiency, effectiveness and the quality of services provided for safe patient care. • Ensure decision making is delegated appropriately, close to where care happens, to enable effective and timely delivery of our services. • Ensure the clinical management partnership is modelled. • Comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and patient safety. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for the proper performance of Southern DHB and the provision of health and disability services. • Regular reporting and timely escalation of issues (financial, operational, & clinical) to the Chief Operating Officer with remedial actions proposed. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of Southern DHB to deliver optimum patient outcomes. In collaboration with Directors of Nursing and Midwifery, ensure the Clinician Management partnership model is implemented. • Liaise with Chief Nursing & Midwifery Officer for professional guidance and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • 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 community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities. • Positively represent the Southern DHB, fostering its interests by participating in discussions with individuals, sector forums, community groups and business organisations on relevant matters. • Patient Satisfaction Survey. • Constructive and effective relationships. • Effective representation of the interests of the DHB. • Recognised as an effective contributor to South Island Alliance initiatives, as requested. Team Performance and Development In collaboration with the Directors of Nursing and Midwifery and directorate management teams champion the clinician management partnership model to develop and maintain a team environment in which the Southern DHB performance is optimised. • Promote the philosophy of the Southern DHB vision and values among all employees by ensuring that the patient is at the forefront of everything we do. • Organise functional teams to ensure the completion of all organisational and directorate goals, and ensure effective team management and communications are developed and maintained. • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making processes as close to where care happens to empower our people to deliver our services as one population. • Provide a safe, supportive environment that encourages the highest level of personal development and performance of team members. • Ensure team members are managed in accordance with good employer practices and current staffing policies and agreements.

Within Southern DHB External to Southern DHB. Executive Leadership Team (ELT) • Ministry of Health • Chief Operating Officer team Medical Directors • Patients, families and whānau • Clinical Leaders/Directors • Other senior managers service providers (GP Practices and NGO) • Unions Nursing/Midwifery Directors & Associates • Senior Clinical Health & Welfare and other external Agencies • Allied Health and Scientific & Technical Directors • Relevant Support Groups • Professional Leaders • Rural Health Trusts • Clinician Management Partnerships University of Otago, School of Medicine, Otago Polytechnic • Other District Service Managers • Professional Colleges and registration bodies • Relevant General Managers • Ministry of Health Boards • Corporate Services Directorate • Other related agencies, including ACC, NHB, HWNZ Charge Nurse Managers/Unit Managers • Māori Health Directorate • Community Members • Admin Southern DHB-wide staff • UniversitiesStrategy, Polytechnics Primary and other educational institutions Community • Relevant South Island Alliances, Networks and Forums • PHO • NGOs and Aged Care Sector Specialist Services PERSON SPECIFICATION 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) • Diploma or Bachelor bachelor qualification in a relevant field e.g. commerce, health or business management. • Post-graduate qualification in a relevant field. Experience • Significant Demonstrated and proven ability to lead teams in a clinical environment. • Proven experience in management preferably within the health sector. • Extensive experience and leadership in operational management of a hospitalbudgeting. • Proven experience in managing staff. • Proven experience in meeting and exceeding expected performance targets. • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge Knowledge of patient safety, maintaining performance and the application to the health and disability sector. • Demonstrated Excellent communicator, with a high level of interpersonal skills, with the ability to support develop effective relationships both internally and grow externally. • Strong leadership skills. • Ability to think strategically while managing functional responsibilities on a team to ensure the needs of both patient and the organisation are metdaily basis. Personal Qualities • Commitment and personal accountability. • Accepts responsibility for actions and the ability to learn. • Excellent interpersonal skills, including ability to work effectively with people at all levels of the organisation. • Ability to ‘work together’ in a helpful and truthful manner. Ability to motivate. • 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. KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic Business Planning and Operational Planning To Service Delivery Lead, plan and implement efficient and effective service delivery processes. • Lead and facilitate service activity and strategic planning for assigned services in conjunction with the Directorate Leadership and aligned to the Southern DHB annual planning cycle. • Facilitate service development in line with the DHB District Annual Plan. • Prepare service activity plans and provide strategic regular reports regarding progress against plan. • Meet contract performance requirements, reporting variances and operational leadership adjusting service delivery arrangements as necessary in conjunction with the GM. • Ensure service planning within and delivery complies with Ministry of Health elective service performance indicator standards (where applicable). • Ensure ongoing assessment of performance against key performance targets, identifying and actioning corrective actions as and if required. • Build and maintain effective relationships and communication mechanisms with service staff, associated clinical and support services, and external agencies as applicable. • Ensure adherence to the multidisciplinary context for Southern DHB delegations of authority across the provision of patient focused services. • Xxxxxx an environment which puts Implement and support the patient first philosophy and recognises the health continuum across community practice of Southern DHB wide policies and hospital servicesprocesses. • Support the Ensure service delivery complies with Health and Disability sector standards and relevant legislation • Successful development and implementation of the Patient Safety framework. • Communicate the Southern DHB vision and objectives to all groups. • Champion the Southern DHB’s operational, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management teams. • Patient Safety framework developed and implementedservice activity plans. • Evidence of contemporary models service planning completed to align with Ministry of care in partnership with clinical partnersHealth Performance Indicators. • Leadership and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specifications, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care services. • Ensure effective patient flow is maintained across Dunedin Hospital on a day to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation plan. • Maintain awareness of district wide capacity cooperating with the Patient Flow / Operations Manager Southland Hospital to ensure best utilisation of resourcing and optimal patient safety is achieved. • Ensure compliance with all quality, safety, legal and statutory organisational policy requirements. • Quality improvement is understood and imbedded in the way we operate. • New models of care with a seamless transition between hospital and community services are implemented. • Patient Flow indicators demonstrate continuous improvements • CCDM compliance achieved Constructive and effective utilisation of VRM resourcing • Minimal cancellation of activity due to capacity constraints is achieved relationships. • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships Care pathways and models of care are established regularly monitored and maintainedaudited. • Continually supportMonthly reports are generated addressing any variances and corrective actions are stated. and is achieved within approved business plans and financial budgets. • Develop, monitor implement and improve systemsaudit care pathways and models of care in conjunction with clinical staff. • Effectively utilise Southern DHB information systems and data for analysis of service delivery activities, methods, efficiency, effectiveness development of service initiatives and reports. • Prepare complete and accurate business cases / monthly management reports for the quality General Manager within the prescribed time frames including a full analysis of services provided for safe patient carematerial variances and corrective actions. • Ensure decision making a consumer/patient service focus is delegated appropriately, close to where care happens, to enable effective adopted and timely delivery maintained at all levels of our services. • Ensure the clinical service management partnership is modelled. • Comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and patient safety. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for the proper performance of Southern DHB and the provision of health and disability services. • Regular reporting and timely escalation of issues (financial, operational, & clinical) to the Chief Operating Officer with remedial actions proposed. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of • Negotiate (where applicable) external service/other contracts within Southern DHB to deliver optimum patient outcomes. In collaboration with Directors policies, procedures and delegations of Nursing and Midwifery, ensure the Clinician Management partnership model is implementedauthority. • Liaise Identify, lead and manage projects to improve service efficiency and effectiveness. Staff Management and Planning Ensure the service/s is/are appropriately staffed. Best practice human resource standards are met, in conjunction with Chief Nursing & Midwifery Officer for professional guidance Professional Leaders where applicable. Effectively lead and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • 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 community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities. • Positively represent the Southern DHB, fostering its interests by participating manage assigned staff in discussions with individuals, sector forums, community groups and business organisations on relevant matters. • Patient Satisfaction Survey. • Constructive and effective relationships. • Effective representation of the interests of the DHB. • Recognised as an effective contributor to South Island Alliance initiatives, as requested. Team Performance and Development In collaboration with the Directors of Nursing and Midwifery and directorate management teams champion the clinician management partnership model order to develop and maintain a team environment cohesive and productive team. Ensure effective communication within service. • Model sound Human Resource practice and, facilitate coaching and performance development for staff, in which the consultation with Human Resources when appropriate. • Develop a comprehensive staffing plan for all staff groups that recognises potential shortcomings and identifies strategies to address gaps both short and long term. • Develop a communication strategy that facilitates effective and timely communication within and across services. • Ensure effective recruitment, orientation, rostering and administration of service staff in accordance with Southern DHB performance is optimisedpolicies. • Promote the philosophy of the Southern DHB vision Ensure timely staff appraisal and values among all employees by ensuring that the patient is at the forefront of everything we dofeedback structures are in place. • Organise functional teams Ensure appropriately budgeted training and development plans are in place for all staff. In conjunction with the Knowledge Centre and service staff, ensure in-service training and education is carried out to maintain quality of service. • Ensure all staff have an up to date annual leave management plan at all times. • Manage employee leave to ensure service demands are matched with the completion of all organisational legal requirements for staff to take leave. • Monitor controls and directorate goals, practices to ensure accuracy and ensure effective team timeliness in rostering and payroll transactions and compliance with OneStaff (staff management and communications are developed and maintainedsystem). • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making Model sound human resource practice, and in consultation with Human Resources, facilitate change management as appropriate. Financial Management Achieve budgets for financial year and develop risk mitigation strategies for unexpected expenditure. Participate in developing and managing annual and three year capital expenditure plan. • In consultation with the Business Analyst, complete and provide regular reports to General Manager on a monthly basis, financial performance, service performance including variations, corrective actions and develop risk mitigating strategies. • Participate in annual budgeting and capital expenditure processes with General Manager and Business Analyst. • Ensure capital expenditure planning is robust, plant and equipment is maintained, replaced and or purchased in accordance with Southern DHB Delegations of Authority. • Proactively engage with staff to identify ideas and action plans for service efficiency improvements and cost reduction initiatives. • Review external contracts (as close applicable) in a timely manner. Ensure compliance is monitored and expenditure contained. • Monthly financial reports are generated addressing any variances and corrective actions are stated. • Annual budgeting processes are completed on time and within provided parameters. • Evidence of engagement of staff to where care happens develop service efficiency improvements. • Compliance monitoring is completed and documented. Quality and Risk Management Manage service quality and risk programmes. Lead and manage certification and accreditation within services. Xxxxxx a quality improvement culture. • Lead and administer service-wide quality and risk programmes and action plans in accordance with Southern DHB policy. • Ensure internal service structures, practices and controls to empower our people monitor and manage resource utilisation, risk, quality and compliance are in place and active • Ensure compliance with all relevant standards and legislation including health and safety and professional regulations. • Manage service balanced scorecard and report and manage variations. • Lead and manage service level health and safety programmes including audit of hazards and routine reporting of incidents and accidents. • Manage the service incident reporting and investigation processes, within Southern DHB policies and procedures. • Investigate complaints, incidents and other matters as required, reporting outcomes as required including development of action plans to deliver our facilitate service development. • Proactively develop new unit or service policies and protocols if required. • Ensure research and/or trial proposals contain complete and comprehensive documentation and that the costs to Southern DHB are fully recoverable and the indemnity covers all Southern DHB risks. • Quality improvement is understood and imbedded in the way we operate. • Implementation of systems, standards and procedures that support and enhance hospital services as one populationand district clinical services establishment and delivery. • Balanced scorecard shows evidence of being managed and analysed. • Auditing is completed in a timely manner of all hazards and incidents / accidents to Health and Safety. • Support and demonstrate the philosophy and practice of an organisational wide systems approach to service and operational processes. Strategic Management Manage and otherwise contribute to service and Southern DHB wide projects. Lead in the process of change in the organisation and instil a continuous quality improvement culture. • Maintain knowledge of current and emerging strategic priorities for the Southern DHB, Ministry of Health and relevant service grouping specialties. • Exercise leadership/managerial oversight/facilitation of assigned focus groups / projects ensuring their effective completion within assigned timeframes and resources. • Continue to build a collective vision for the service to allow staff to have a clear understanding of their role in services provision. • Xxxxxx a culture of innovation and strategic thinking • Use Balanced Scorecard, incidents, complaints and other KPIs to inform service development and improvement opportunities. • Successful development and implementation of strategic plans/projects. • Leadership and management capability is developed Contribution to Organisational Leadership • Participate collectively with other Managers to provide a collaborative service management function. • Lead and assist focus groups/projects that advance issues and strategies of service /organisational priority. • Provide a safe, supportive environment that encourages support and cover for the highest level of personal development and performance of team membersother Service Managers within the Directorate when required. • Ensure team members Support and Act up as General Manager as required/requested. • Provide leadership and management to the services, act as a role model for the Southern DHB organisational values. • Leadership and management capability is developed. • Cover for Directorate management teams is provided where needed. • Live and support the DHB values in everything you do. Other Duties • 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. Professional Development – self • Identifying areas for personal and professional development. • Training and development goals are managed identified/agreed with your manager. • Performance objectives reviewed annual with your manager. • You actively seek feedback and accept constructive criticism. Health, Safety and Wellbeing • Taking all practicable steps to ensure personal safety and the safety of others while at work, in accordance • You understand and consistently meet your obligations under Southern DHB’s Health and Safety policy/procedures. with the Southern DHB’s Health, Safety and Wellbeing policies, procedures and systems. • 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. Treaty of Waitangi • Giving effect to the principles of the Treaty of Waitangi – Partnership, Participation and Protection through your interaction with others on a day to day basis. • Partnership – You interact in good employer practices faith and current staffing policies in the nature of a partnership. There is a sense of shared enterprise and agreements.mutual benefit where each partner takes account of the needs and interests of the other. • Participation – You work in partnership with our treaty partners to enable our organisation to prosper. You are mindful of the varying socio- economic conditions that face our people and work hard to remove barriers of access to health and education. • Protection – You work proactively to protect the rights and interests of Māori, including the need to proactively build the capacity and capability of Māori. CHANGES TO POSITION DESCRIPTION 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: .............................................................................................................. ..................................................................... Employee Date .............................................................................................................. .....................................................................

Within Southern DHB External to Southern DHB. Executive Leadership Team (ELT) • Ministry of Health • Chief Operating Officer team Medical Directors • Patients, families and whānau • Clinical Leaders/Directors • Other senior managers service providers (GP Practices and NGO) • Unions Nursing/Midwifery Directors & Associates • Senior Clinical Health & Welfare and other external Agencies • Allied Health and Scientific & Technical Directors • Relevant Support Groups • Professional Leaders • Rural Health Trusts • Clinician Management Partnerships University of Otago, School of Medicine, Otago Polytechnic • Other District Service Managers • Professional Colleges and registration bodies • Relevant General Managers • Ministry of Health Boards • Corporate Services Directorate • Other related agencies, including ACC, NHB, HWNZ Charge Nurse Managers/Unit Managers • Māori Health Directorate • Community Members • Admin Southern DHB-wide staff • UniversitiesStrategy, Polytechnics Primary and other educational institutions Community • Relevant South Island Alliances, Networks and Forums • PHO • NGOs and Aged Care Sector Specialist Services PERSON SPECIFICATION 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) • Diploma or Bachelor bachelor qualification in a relevant field eg. commerce, health or business management. • Post-graduate qualification in a relevant field. Experience • Significant Demonstrated and proven ability to lead teams in a clinical environment. • Proven experience in management preferably within the health sector. • Extensive experience and leadership in operational management of a hospitalbudgeting. • Proven experience in managing staff. • Proven experience in meeting and exceeding expected performance targets. • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge Knowledge of patient safety, maintaining performance and the application to the health and disability sector. • Demonstrated Excellent communicator, with a high level of interpersonal skills, with the ability to support develop effective relationships both internally and grow externally. • Strong leadership skills. • Ability to think strategically while managing functional responsibilities on a team to ensure the needs of both patient and the organisation are metdaily basis. • Personal Qualities • Commitment and personal accountability. • Accepts responsibility for actions and the ability to learn. • Excellent interpersonal skills, including ability to work effectively with people at all levels of the organisation. • Ability to ‘work together’ in a helpful and truthful manner. Ability to motivate. • 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. KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic Business Planning and Operational Planning To Service Delivery Lead, plan and implement efficient and effective service delivery processes. • Lead and facilitate service activity and strategic planning for assigned services in conjunction with the Directorate Leadership and aligned to the Southern DHB annual planning cycle. • Facilitate service development in line with the DHB District Annual Plan. • Prepare service activity plans and provide strategic regular reports regarding progress against plan. • Meet contract performance requirements, reporting variances and operational leadership adjusting service delivery arrangements as necessary in conjunction with the GM. • Ensure service planning within and delivery complies with Ministry of Health elective service performance indicator standards (where applicable). • Ensure ongoing assessment of performance against key performance targets, identifying and actioning corrective actions as and if required. • Build and maintain effective relationships and communication mechanisms with service staff, associated clinical and support services, and external agencies as applicable. • Ensure adherence to the multidisciplinary context for Southern DHB delegations of authority across the provision of patient focused services. • Xxxxxx an environment which puts Implement and support the patient first philosophy and recognises the health continuum across community practice of Southern DHB wide policies and hospital servicesprocesses. • Support the Ensure service delivery complies with Health and Disability sector standards and relevant legislation, • Successful development and implementation of the Patient Safety framework. • Communicate the Southern DHB vision and objectives to all groups. • Champion the Southern DHB’s operational, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management teams. • Patient Safety framework developed and implementedservice activity plans. • Evidence of contemporary models service planning completed to align with Ministry of care in partnership with clinical partnersHealth Performance Indicators. • Leadership and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specifications, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care services. • Ensure effective patient flow is maintained across Dunedin Hospital on a day to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation plan. • Maintain awareness of district wide capacity cooperating with the Patient Flow / Operations Manager Southland Hospital to ensure best utilisation of resourcing and optimal patient safety is achieved. • Ensure compliance with all quality, safety, legal and statutory organisational policy requirements. • Quality improvement is understood and imbedded in the way we operate. • New models of care with a seamless transition between hospital and community services are implemented. • Patient Flow indicators demonstrate continuous improvements • CCDM compliance achieved Constructive and effective utilisation of VRM resourcing • Minimal cancellation of activity due to capacity constraints is achieved relationships. • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships Care pathways and models of care are established regularly monitored and maintainedaudited. • Continually supportMonthly reports are generated addressing any variances and corrective actions are stated. and is achieved within approved business plans and financial budgets. • Develop, monitor implement and improve systemsaudit care pathways and models of care in conjunction with clinical staff. • Effectively utilise Southern DHB information systems and data for analysis of service delivery activities, methods, efficiency, effectiveness development of service initiatives and reports. • Prepare complete and accurate business cases / monthly management reports for the quality General Manager within the prescribed time frames including a full analysis of services provided for safe patient carematerial variances and corrective actions. • Ensure decision making a consumer/patient service focus is delegated appropriately, close to where care happens, to enable effective adopted and timely delivery maintained at all levels of our services. • Ensure the clinical service management partnership is modelled. • Comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and patient safety. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for the proper performance of Southern DHB and the provision of health and disability services. • Regular reporting and timely escalation of issues (financial, operational, & clinical) to the Chief Operating Officer with remedial actions proposed. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of • Negotiate (where applicable) external service/other contracts within Southern DHB to deliver optimum patient outcomes. In collaboration with Directors policies, procedures and delegations of Nursing and Midwifery, ensure the Clinician Management partnership model is implementedauthority. • Liaise Identify, lead and manage projects to improve service efficiency and effectiveness. Staff Management and Planning Ensure the service/s is/are appropriately staffed. Best practice human resource standards are met, in conjunction with Chief Nursing & Midwifery Officer for professional guidance Professional Leaders where applicable. Effectively lead and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • 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 community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities. • Positively represent the Southern DHB, fostering its interests by participating manage assigned staff in discussions with individuals, sector forums, community groups and business organisations on relevant matters. • Patient Satisfaction Survey. • Constructive and effective relationships. • Effective representation of the interests of the DHB. • Recognised as an effective contributor to South Island Alliance initiatives, as requested. Team Performance and Development In collaboration with the Directors of Nursing and Midwifery and directorate management teams champion the clinician management partnership model order to develop and maintain a team environment cohesive and productive team. Ensure effective communication within service. • Model sound Human Resource practice and, facilitate coaching and performance development for staff, in which the consultation with Human Resources when appropriate. • Develop a comprehensive staffing plan for all staff groups that recognises potential shortcomings and identifies strategies to address gaps both short and long term. • Develop a communication strategy that facilitates effective and timely communication within and across services. • Ensure effective recruitment, orientation, rostering and administration of service staff in accordance with Southern DHB performance is optimisedpolicies. • Promote the philosophy of the Southern DHB vision Ensure timely staff appraisal and values among all employees by ensuring that the patient is at the forefront of everything we dofeedback structures are in place. • Organise functional teams Ensure appropriately budgeted training and development plans are in place for all staff. In conjunction with the Knowledge Centre and service staff, ensure in-service training and education is carried out to maintain quality of service. • Ensure all staff have an up to date annual leave management plan at all times. • Manage employee leave to ensure service demands are matched with the completion of all organisational legal requirements for staff to take leave. • Monitor controls and directorate goals, practices to ensure accuracy and ensure effective team timeliness in rostering and payroll transactions and compliance with OneStaff (staff management and communications are developed and maintainedsystem). • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making Model sound human resource practice, and in consultation with Human Resources, facilitate change management as appropriate. Financial Management Achieve budgets for financial year and develop risk mitigation strategies for unexpected expenditure. Participate in developing and managing annual and three year capital expenditure plan. • In consultation with the Business Analyst, complete and provide regular reports to General Manager on a monthly basis, financial performance, service performance including variations, corrective actions and develop risk mitigating strategies. • Participate in annual budgeting and capital expenditure processes with General Manager and Business Analyst. • Ensure capital expenditure planning is robust, plant and equipment is maintained, replaced and or purchased in accordance with Southern DHB Delegations of Authority. • Proactively engage with staff to identify ideas and action plans for service efficiency improvements and cost reduction initiatives. • Review external contracts (as close applicable) in a timely manner. Ensure compliance is monitored and expenditure contained. • Monthly financial reports are generated addressing any variances and corrective actions are stated. • Annual budgeting processes are completed on time and within provided parameters. • Evidence of engagement of staff to where care happens develop service efficiency improvements. • Compliance monitoring is completed and documented. Quality and Risk Management Manage service quality and risk programmes. Lead and manage certification and accreditation within services. Xxxxxx a quality improvement culture. • Lead and administer service-wide quality and risk programmes and action plans in accordance with Southern DHB policy. • Ensure internal service structures, practices and controls to empower our people monitor and manage resource utilisation, risk, quality and compliance are in place and active • Ensure compliance with all relevant standards and legislation including health and safety and professional regulations. • Manage service balanced scorecard and report and manage variations. • Lead and manage service level health and safety programmes including audit of hazards and routine reporting of incidents and accidents. • Manage the service incident reporting and investigation processes, within Southern DHB policies and procedures. • Investigate complaints, incidents and other matters as required, reporting outcomes as required including development of action plans to deliver our facilitate service development. • Proactively develop new unit or service policies and protocols if required. • Ensure research and/or trial proposals contain complete and comprehensive documentation and that the costs to Southern DHB are fully recoverable and the indemnity covers all Southern DHB risks. • Quality improvement is understood and imbedded in the way we operate. • Implementation of systems, standards and procedures that support and enhance hospital services as one populationand district clinical services establishment and delivery. • Balanced scorecard shows evidence of being managed and analysed. • Auditing is completed in a timely manner of all hazards and incidents / accidents to Health and Safety. • Support and demonstrate the philosophy and practice of an organisational wide systems approach to service and operational processes. Strategic Management Manage and otherwise contribute to service and Southern DHB wide projects. Lead in the process of change in the organisation and instil a continuous quality improvement culture. • Maintain knowledge of current and emerging strategic priorities for the Southern DHB, Ministry of Health and relevant service grouping specialties. • Exercise leadership/managerial oversight/facilitation of assigned focus groups / projects ensuring their effective completion within assigned timeframes and resources. • Continue to build a collective vision for the service to allow staff to have a clear understanding of their role in services provision. • Xxxxxx a culture of innovation and strategic thinking • Use Balanced Scorecard, incidents, complaints and other KPIs to inform service development and improvement opportunities. • Successful development and implementation of strategic plans/projects. • Leadership and management capability is developed Contribution to Organisational Leadership • Participate collectively with other Managers to provide a collaborative service management function. • Lead and assist focus groups/projects that advance issues and strategies of service /organisational priority. • Provide a safe, supportive environment that encourages support and cover for the highest level of personal development and performance of team membersother Service Managers within the Directorate when required. • Ensure team members Support and act up as General Manager as required/requested. • Provide leadership and management to the services, act as a role model for the Southern DHB organisational values. • Leadership and management capability is developed. • Cover for Directorate management teams is provided where needed. • Live and support the DHB values in everything you do. Other Duties • 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. Professional Development – self • Identifying areas for personal and professional development. • Training and development goals are managed identified/agreed with your manager. • Performance objectives reviewed annual with your manager. • You actively seek feedback and accept constructive criticism. Health, Safety and Wellbeing • Taking all practicable steps to ensure personal safety and the safety of others while at work, in accordance • You understand and consistently meet your obligations under Southern DHB’s Health and Safety policy/procedures. with the Southern DHB’s Health, Safety and Wellbeing policies, procedures and systems. • 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. Treaty of Waitangi • Giving effect to the principles of the Treaty of Waitangi – Partnership, Participation and Protection through your interaction with others on a day to day basis. • Partnership – You interact in good employer practices faith and current staffing policies in the nature of a partnership. There is a sense of shared enterprise and agreements.mutual benefit where each partner takes account of the needs and interests of the other. • Participation – You work in partnership with our treaty partners to enable our organisation to prosper. You are mindful of the varying socio- economic conditions that face our people and work hard to remove barriers of access to health and education. • Protection – You work proactively to protect the rights and interests of Māori, including the need to proactively build the capacity and capability of Māori. Number of direct reports: 38 Cost Centres: 450-3000 General Medicine Medical Staff 450-3001 ED Medical Staff 450-3186 RMO Medical (Registrars) 450-3190 RMO Emergency (Registrars) 400-3004 Dermatology Medical Staff 400-5500 Mortuary 450-5500 Mortuary CHANGES TO POSITION DESCRIPTION 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: .............................................................................................................. ..................................................................... Employee Date .............................................................................................................. .....................................................................

Within Southern DHB External to Southern DHB. Executive Leadership Team (ELT) • Ministry of Health • Chief Operating Officer team • Patients, families and whānau • Other senior managers • Unions • Senior Clinical Leaders • Rural Health Trusts • Clinician Management Partnerships Medical Directors, Directors of Nursing and Midwifery, Nurse Managers, Directors of Allied Health, Scientific & Technical • Other District Health Boards • Corporate Services Finance, Procurement & Facilities Directorate • Other related agencies, including ACC, NHB, HWNZ • Māori Health Directorate • Community Members • Admin staff • Universities, Polytechnics and other educational institutions • Relevant South Island Alliances, Networks and Forums • External contract and service providers • PHO • GPs • NGOs and Aged Care Sector PERSON SPECIFICATION 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) • Diploma or Bachelor qualification degree in commerce, health or business managementmanagement (or equivalent). • Experience • Significant experience in senior management roles preferably within the health sector. • Extensive experience and leadership in operational management of a hospital. • Proven experience in managing staff. • • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge of patient safety, maintaining performance and the their application to the health sector. • Demonstrated ability to support and grow a team to ensure the needs of both patient and the organisation are met. Personal Qualities Knowledge and Skills • Commitment Relevant knowledge of patient safety, maintaining performance and personal accountabilitytheir application to the health sector. • Excellent interpersonal skills, including Strong leadership and people skills with the ability to develop effective relationships both internally and externally. • Ability to develop rapport with others and 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. KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic and Operational Planning To provide strategic and operational leadership in planning within the multidisciplinary context for the provision of patient focused services. • Xxxxxx an environment which puts the patient first and recognises the health continuum across community and hospital services. • Support the development and implementation of the Patient Safety framework. • Communicate the Southern DHB vision and objectives to all groups. • Champion the Southern DHB’s operational, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management multi-sector teams. • Patient Safety framework developed and implementedAbility to think strategically while managing functional responsibilities on a daily basis. • Evidence of contemporary models of care in partnership with clinical partners. • Leadership Proven ability to analyse complex issues and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specifications, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care services. • Ensure effective patient flow is maintained across Dunedin Hospital on a day to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation plan. • Maintain awareness of district wide capacity cooperating with the Patient Flow / Operations Manager Southland Hospital to ensure best utilisation of resourcing and optimal patient safety is achieved. • Ensure compliance with all quality, safety, legal and statutory organisational policy requirements. • Quality improvement is understood and imbedded in the way we operate. • New models of care with a seamless transition between hospital and community services are implemented. • Patient Flow indicators demonstrate continuous improvements • CCDM compliance achieved and effective utilisation of VRM resourcing • Minimal cancellation of activity due to capacity constraints is achieved • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships are established and maintained. • Continually support, monitor and improve systems, methods, efficiency, effectiveness and the quality of services provided for safe patient care. • Ensure decision making is delegated appropriately, close to where care happens, to enable effective and timely delivery of our services. • Ensure the clinical management partnership is modelled. • Comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and patient safety. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for the proper performance of Southern DHB and the provision of health and disability services. • Regular reporting and timely escalation of issues (financial, operational, & clinical) to the Chief Operating Officer with remedial actions proposed. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of Southern DHB to deliver optimum patient outcomes. In collaboration with Directors of Nursing and Midwifery, ensure the Clinician Management partnership model is implemented. • Liaise with Chief Nursing & Midwifery Officer for professional guidance and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • 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 community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities. • Positively represent the Southern DHB, fostering its interests by participating in discussions with individuals, sector forums, community groups and business organisations on relevant matters. • Patient Satisfaction Survey. • Constructive and effective relationships. • Effective representation of the interests of the DHB. • Recognised as an effective contributor to South Island Alliance initiatives, as requested. Team Performance and Development In collaboration with the Directors of Nursing and Midwifery and directorate management teams champion the clinician management partnership model situations systematically to develop practical recommendations and maintain a team environment in which the Southern DHB performance is optimisedrobust strategies to address issues. • Promote the philosophy of the Southern DHB vision and values among all employees by ensuring that the patient is at the forefront of everything we do. • Organise functional teams to ensure the completion of all organisational and directorate goals, and ensure effective team management and communications are developed and maintained. • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making processes as close to where care happens to empower our people to deliver our services as one population. • Provide a safe, supportive environment that encourages the highest level of personal development and performance of team members. • Ensure team members are managed in accordance with good employer practices and current staffing policies and agreements.•

Within Southern DHB External to Southern DHB. Executive Leadership Team Unit/Service Manager • Client/patients/ Family/ Whanau/Caregivers • Ophthalmologists • Rural Hospital Outpatient Departments • Multi/Inter-disciplinary team • Other community services (ELTas appropriate) • Ministry of Allied Health • Chief Operating Officer team • Patients, families and whānau Professional Leaders • Other senior managers • Unions • Senior Clinical Leaders • Rural Health Trusts • Clinician Management Partnerships • Other District Health Boards • Corporate Services Directorate • Other related agencies, including ACC, NHB, HWNZ • Māori Health Directorate • Community Members • Admin staff • Universities, Polytechnics and other educational institutions • Relevant South Island Alliances, Networks and Forums • PHO • NGOs and Aged Care Sector Professionals PERSON SPECIFICATION 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) • Diploma or Bachelor qualification in commerce, health or business management. • Experience • Significant experience Experience working in management preferably within health/disability settings or with the health sector. general public • Extensive experience and leadership in operational management of a hospital. • Proven experience in managing staff. • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge High level of patient safety, maintaining performance interpersonal and the application to the health sector. communication skills • Demonstrated ability to support and grow Demonstrate computer literacy with a team to ensure the needs broad understanding of both patient and the organisation are met. computer skills • Personal Qualities • Commitment and personal accountability. • Excellent interpersonal skills, including ability Ability to work effectively with people at all levels in a supportive and honest manner • Ability to work under direction of the organisation. registered Health Professionals • 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. Accept responsibility for own actions KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic Delegated Clinical Responsibilities • Under direction of relevant Health professional(s), implements testing that takes into consideration client/patient preferences • Accepts responsibility for own actions and Operational Planning To provide strategic and operational leadership in planning decisions within the multidisciplinary context for the provision area of patient focused serviceswork. • Xxxxxx an environment which puts Relays results and information appropriate to the patient first and recognises needs of the health continuum across community and hospital servicesclient/patient. • Support the development Facilitates client/patient responsibility to maintain and implementation of the Patient Safety frameworkpromote health. • Communicate the Southern DHB vision Demonstrates respect, empathy/understanding and objectives to all groupsinterest in client/patients. • Champion Provides practical support for other team members to facilitate patient/client goals. Communication • Regularly reports information about the Southern DHBpatient/client’s operational, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management teamsintervention to relevant Health professional. • Patient Safety framework developed Updates Health professional/Multidisciplinary Team (MDT) on progress and implementedeffectiveness of interventions. • Evidence Ability to use alternative modes of contemporary models of care in partnership with clinical partnerscommunication. • Leadership Relays information to patients/clients in a way that protects their rights and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specifications, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care servicesallow informed decisions. • Ensure effective patient flow is maintained across Dunedin Hospital on Uses a day variety of communication strategies when required. • Establishes rapport and trust with client/patient/family/whanau. Teamwork • Participate in and contribute to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation planteam. • Maintain awareness of district wide capacity cooperating Establish and maintain an effective working relationship with the Patient Flow / Operations Manager Southland Hospital other staff. • Participate as a team member to ensure the best utilisation of resourcing and optimal patient safety is achievedoutcomes for patients/people. Culturally Sensitive Practice • Practices in a culturally safe manner. • Ensure compliance with all quality, safety, legal Assists patients/clients to gain appropriate support and statutory organisational policy requirementsrepresentation which reflects their cultural needs and preferences. Legislative Requirements • Demonstrates knowledge of policies and procedural guidelines that have implications for day to day work. • Quality improvement is understood As directed by Allied Health professional(s), practises in accordance with relevant legislation/codes/policies and imbedded in the way we operateupholds patients/clients’ rights. • New models Adheres to Southern District Health Board and legislative standards of care with a seamless transition between hospital and community services are implementedpractice. • Patient Flow indicators demonstrate continuous improvements Maintains confidentiality of patient information. Documentation • CCDM compliance achieved and effective utilisation of VRM resourcing • Minimal cancellation of activity due Adheres to capacity constraints is achieved • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships are established and maintained. • Continually support, monitor and improve systems, methods, efficiency, effectiveness and the quality of services provided for safe patient care. • Ensure decision making is delegated appropriately, close to where care happens, to enable effective and timely delivery of our services. • Ensure the clinical management partnership is modelled. • Comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and patient safety. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for the proper performance of Southern DHB and the provision of health and disability services. • Regular reporting and timely escalation of issues (financial, operational, & clinical) to the Chief Operating Officer with remedial actions proposed. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of Southern DHB to deliver optimum patient outcomes. In collaboration with Directors of Nursing and Midwifery, ensure the Clinician Management partnership model is implemented. • Liaise with Chief Nursing & Midwifery Officer for professional guidance and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • 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 community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities. • Positively represent the Southern DHB, fostering its interests by participating in discussions with individuals, sector forums, community groups and business organisations on relevant matters. • Patient Satisfaction Survey. • Constructive and effective relationships. • Effective representation of the interests of the DHB. • Recognised as an effective contributor to South Island Alliance initiatives, as requested. Team Performance and Development In collaboration with the Directors of Nursing and Midwifery and directorate management teams champion the clinician management partnership model to develop and maintain a team environment in which the Southern DHB performance is optimisedHealth Record Documentation Standards (District). NB: clinical notes will be monitored/supported by appropriate Allied Health professional. • Promote the philosophy of the Southern DHB vision Documentation is timely, clear, concise and values among all employees by ensuring that the patient is at the forefront of everything we doaccurate. • Organise functional teams Demonstrates literacy and computer skills essential for own practice and to ensure the completion of all organisational and directorate goals, and ensure effective team management and communications are developed and maintained. • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making processes as close to where care happens to empower our people to deliver our services as one population. • Provide a safe, supportive environment that encourages the highest level of personal development and performance of support other team members. • Ensure team members are managed in accordance with good employer practices and current staffing policies and agreements.

Within Southern DHB External to Southern DHB. Executive Leadership Team (ELT) Director Planning, Funding & Population/Public Health • Ministry of Health • Chief Operating Officer team WellSouth • Executive & Senior Leadership Teams • Patients, families Families and whānau • Other senior managers • Unions • Senior Clinical Clinicians Leaders • Rural Health Trusts Stakeholders • Clinician Management Partnerships • Other District Health Boards • Corporate Services Directorate • Other related agenciesProfessional Bodies, including ACC, NHB, HWNZ • Māori Health Directorate • Community Members • Admin staff • Universities, Polytechnics Unions and other educational institutions • Relevant South Island Alliances, Networks and Forums • PHO • NGOs and Aged Care Sector Government Agencies PERSON SPECIFICATION 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) • Relevant Diploma or Bachelor qualification degree or equivalent. • Bachelor’s degree in commerce, health or business managementmanagement (or equivalent). Experience • Significant experience Experience in development and delivery of strategic and operational plans • Experience in management preferably within the health sector. • Extensive experience Significant strategic planning, integration and leadership in operational management of a hospital. • Proven experience in managing staff. • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge of patient safety, maintaining performance and the application to the health sectorexpertise. • Demonstrated ability to support and grow a team to ensure the needs of both patient and the organisation are met. Knowledge and Skills • A clear understanding of the complexities of sound corporate management and governance. • Strong knowledge and experience in business thinking and reporting • Project planning and management expertise. • Demonstrated ability to build and retain credibility with other key leaders – both clinical and management. • Knowledge and experience of the NZ Health Sector in a senior capacity. 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. KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic & Annual Planning • Support the development of annual plan, health needs analysis and Operational Planning To provide strategic and operational leadership in planning within the multidisciplinary context for the provision of patient focused servicesplans. • Xxxxxx an environment which puts the patient first Deliver organisational planning responsibilities. • Engage with regional and recognises the health continuum across community national service strategies and hospital servicesplanning initiatives. • Support the development organisation to undertake relevant service planning activities. Funder Analysts • Manage funder analyst responsibilities, ensuring the organisation has the appropriate information to manage and implementation support funder activities. • Develop, along with the Funding Manager, the prioritisation methodologies to assist theCEO and Board to agree the allocation and distribution of the Patient Safety framework. • Communicate the Southern DHB vision and objectives to all groups. • Champion the Fund (PBFF) that takes into account Southern DHB’s operationalaccountabilities and achieves the outcomes required of the district, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management teamsSI HSP. • Patient Safety framework developed Support management of contract performance within parameters of funding and implemented. • Evidence planning contract volumes, other funding agreements and Ministry of contemporary models of care in partnership with clinical partners. • Leadership Health elective services guidelines and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specificationsstandards through timely, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care services. • Ensure effective patient flow is maintained across Dunedin Hospital on a day to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation plan. • Maintain awareness of district wide capacity cooperating with the Patient Flow / Operations Manager Southland Hospital to ensure best utilisation of resourcing and optimal patient safety is achievedhigh quality analysis. • Ensure compliance with all quality, safety, legal and statutory organisational policy requirements. • Quality improvement is understood and imbedded in the way we operate. • New models of care with a seamless transition between hospital and community services are implemented. • Patient Flow indicators demonstrate continuous improvements • CCDM compliance achieved and effective utilisation of VRM resourcing • Minimal cancellation of activity due to capacity constraints is achieved • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships are established and maintained. • Continually support, monitor and improve systems, methods, efficiency, effectiveness and the quality of services provided provided. Contract Management • Ensure robust contract management systems are in place for safe patient careall health and disability services funded by Southern District Health Board • The successful development and implementation of strategic plans and objectives that meet the needs of the Southern District Community. • Participation in the annual accountability documents, including but not limited to the Annual Plan, Strategic Plan and Statement of Intent. • Plans agreed and signed off. • Organisational ‘buy-in’ to financial constraints and financial limits within the Annual Plan. • All funding, allocation and performance monitoring processes are agreed by the ELT, CEO, Board and where appropriate, Ministry of Health. • Approach aligns ‘activities-based funding’ (costs) to service agreements and delivers best value per dollar invested. • Assurance that all legislative and contracting requirements align to the OAG and Treasury Guidelines. • Crown Funding Agreements are maintained and signed in appropriate manner. • Contracts between Southern District Health Board and funded health and disability providers are maintained in terms of currency and of content aligned with organisational expectations. • Performance monitoring of providers against contractual obligations are maintained. Support and Intelligence • Oversee and guide the Support & Intelligence Analysts in supporting service redesign through project initiatives. • Ensure decision making is delegated appropriatelycompliance with all quality, close to where care happenssafety, to enable effective legal and timely delivery of our servicesstatutory organisational policy requirements. • Ensure Continually monitor and improve systems, methods, efficiency, effectiveness and the clinical management partnership is modelledquality of services provided. • Comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and patient safetyQuality service is maintained. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for Quality Improvement understood and imbedded in the proper performance of way we operate. Southern DHB Position description for: Strategy and the provision of health Planning Manager Authorised by: Employee’s initials: Employer’s initials: Page 4 Other Duties Undertaking duties from time to time that may be in addition to those outlined above but which fall within your capabilities and disability services. • Regular reporting and timely escalation of issues (financial, operational, & clinical) to the Chief Operating Officer with remedial actions proposed. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of Southern DHB to deliver optimum patient outcomes. In collaboration with Directors of Nursing and Midwifery, ensure the Clinician Management partnership model is implemented. • Liaise with Chief Nursing & Midwifery Officer for professional guidance and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • Xxxxxx an environment where the people within our organisation work actively together to promote an optimum patient experience. • Develop effective internal relationshipsYou respond positively to requests for assistance in own and other areas, demonstrating adaptability and willingness. • Liaise You produce work that complies with the community, agencies, service groups, organisations SDHB processes and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunitiesreflects best practice. • Positively represent Research undertaken is robust and well considered. Professional Development – self Identifying areas for personal and professional development. • Training and development goals are identified/agreed with your manager. • Performance objectives reviewed annual with your manager. • You actively seek feedback and accept constructive criticism. Health, Safety and Wellbeing Taking all practicable steps to ensure personal safety and the safety of others while at work, in accordance with the Southern DHB’s Health, fostering its interests by participating in discussions with individualsSafety and Wellbeing policies, sector forums, community groups procedures and business organisations on relevant matterssystems. • Patient Satisfaction SurveyYou understand and consistently meet your obligations under Southern DHB’s Health and Safety policy/procedures. • Constructive You actively encourage and effective relationshipschallenge your peers to work in a safe manner. • Effective representation Effort is made to strive for best practice in Health and Safety at all times. Treaty of Waitangi Giving effect to the principles of the Treaty of Waitangi – Partnership, Participation and Protection through your interaction with others on a day to day basis. • Partnership – You interact in good faith and in the nature of a partnership. There is a sense of shared enterprise and mutual benefit where each partner takes account of the needs and interests of the DHBother. • Recognised as an effective contributor Participation – You work in partnership with our treaty partners to South Island Alliance initiatives, as requestedenable our organisation to prosper. Team Performance You are mindful of the varying socio- economic conditions that face our people and Development In collaboration with the Directors work hard to remove barriers of Nursing access to health and Midwifery and directorate management teams champion the clinician management partnership model to develop and maintain a team environment in which the Southern DHB performance is optimisededucation. • Promote Protection – You work proactively to protect the philosophy rights and interests of Māori, including the need to proactively build the capacity and capability of Māori. CHANGES TO POSITION DESCRIPTION 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 Southern DHB vision preparation for your annual performance and values among all employees by ensuring that the patient is at the forefront of everything we dodevelopment review. • Organise functional teams to ensure the completion of all organisational and directorate goals, and ensure effective team management and communications are developed and maintained. • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making processes as close to where care happens to empower our people to deliver our services as one population. • Provide a safe, supportive environment that encourages the highest level of personal development and performance of team members. • Ensure team members are managed in accordance with good employer practices and current staffing policies and agreements.Acknowledged / Accepted: .................................................................................................................... ........................................................................ Employee Date .................................................................................................................... ........................................................................

Within Southern DHB External to Southern DHB. Executive Leadership Team (ELT) • Ministry of Health • Chief Operating Officer team Medical Director • Patients, families and whānau • Other senior managers • Unions • Senior Clinical Leaders • Rural Health Trusts • Clinician Management Partnerships Leader/Director • Other District service providers (GP Practices and NGO) • Clinical staff • Health Boards & Welfare and other external Agencies • Corporate Services Directorate Allied Health and Scientific & Technical Director • Relevant Support Groups • Professional Leader • University of Otago - Dental Faculty • Other related agencies, including ACC, NHB, HWNZ Service Managers • Māori Professional Colleges and registration bodies • Relevant General Managers • Ministry of Health Directorate • Community Members Other Charge Nurse Managers/Unit Managers • Admin Administration staff • Universities, Polytechnics and other educational institutions • Relevant South Island Alliances, Networks and Forums • PHO • NGOs and Aged Care Sector Southern DHB-wide staff PERSON SPECIFICATION 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) • Diploma or Bachelor bachelor qualification in a relevant field e.g. commerce, health or business management. • Post-graduate qualification in a relevant field. Experience • Significant Demonstrated and proven ability to lead teams in a clinical environment. • Proven experience in management preferably within the health sector. • Extensive experience and leadership in operational management of a hospitalbudgeting. • Proven experience in managing staff. • Proven experience in meeting and exceeding expected performance targets. • Relevant experience in patient safety, maintaining performance and the application to the health sector. Knowledge and Skills • Relevant knowledge Knowledge of patient safety, maintaining performance and the application to the health and disability sector. • Demonstrated Excellent communicator, with a high level of interpersonal skills, with the ability to support develop effective relationships both internally and grow externally. • Strong leadership skills. • Ability to think strategically while managing functional responsibilities on a team to ensure the needs of both patient and the organisation are metdaily basis. Personal Qualities • Commitment and personal accountability. • Accepts responsibility for actions and the ability to learn. • Excellent interpersonal skills, including ability to work effectively with people at all levels of the organisation. • Ability to ‘work together’ in a helpful and truthful manner. Ability to motivate. • 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. KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities Strategic Business Planning and Operational Planning To provide strategic Service Delivery Lead, plan and operational leadership in planning within the multidisciplinary context for the provision of patient focused servicesimplement efficient and effective service delivery processes. • Xxxxxx an environment which puts Lead and facilitate service activity and strategic planning for assigned services in conjunction with the patient first Directorate Leadership and recognises aligned to the health continuum across community and hospital servicesSouthern DHB annual planning cycle. • Support Facilitate service development in line with the DHB District Annual Plan. • Prepare service activity plans, and provide regular reports regarding progress against plan. • Meet contract performance requirements, reporting variances and adjusting service delivery arrangements as necessary in conjunction with the GM. • Successful development and implementation of the Patient Safety framework. • Communicate the Southern DHB vision and objectives to all groups. • Champion the Southern DHB’s operational, financial and clinical direction alongside Directors of Nursing and Midwifery, and directorate management teams. • Patient Safety framework developed and implementedservice activity plans. • Evidence of contemporary models service planning completed to align with Ministry of care in partnership with clinical partnersHealth Performance Indicators. • Leadership and management capability is developed. Quality Service and Resource Management Manage the delivery of health and disability services within the DHB to agreed specifications, ensuring that all financial and performance targets are achieved within the resources allocated and ensuring promotion of the continuum of care through integration of community and hospital care services. • Ensure effective patient flow is maintained across Dunedin Hospital on a day to day basis both in the moment and looking forward • Coordinate and lead the necessary daily operations meetings to ensure that resourcing is deployed in the most effective manner to optimise patient flow and patient safety. Where there are constraints ensure that you work in partnership with GMs and Clinical Leaders to make timely decisions which optimise patient flow and access to services • Responsible for the functioning of the hospital escalation plan. • Maintain awareness of district wide capacity cooperating with the Patient Flow / Operations Manager Southland Hospital to ensure best utilisation of resourcing and optimal patient safety is achieved. • Ensure compliance with all quality, safety, legal and statutory organisational policy requirements. • Quality improvement is understood and imbedded in the way we operate. • New models of care with a seamless transition between hospital and community services are implemented. • Patient Flow indicators demonstrate continuous improvements • CCDM compliance achieved Constructive and effective utilisation of VRM resourcing • Minimal cancellation of activity due to capacity constraints is achieved relationships. • Health and disability services delivered to contract in a timely, efficient and effective manner within the budget parameters. • Positive clinician management partnerships Dental Model of Care are established regularly monitored and maintainedaudited. • Continually support, monitor Monthly reports are generated addressing any variances and improve systems, methods, efficiency, effectiveness and the quality of services provided for safe patient carecorrective actions are stated. • Ensure decision making is delegated appropriatelyservice planning and delivery complies with Ministry of Health elective service performance indicator standards (where applicable). • Ensure ongoing assessment of performance against key performance targets, close identifying and actioning corrective actions as and if required. • Build and maintain effective relationships and communication mechanisms with service staff, associated clinical and support services, and external agencies as applicable. • Ensure adherence to where care happens, to enable effective and timely delivery the Southern DHB delegations of our authority across the services. • Ensure Implement and support the clinical management partnership is modelled. • Comprehensively manage within allocated resources of time, people philosophy and money, by promoting efficiency, productivity and patient safety. • Maintain effective knowledge of CCDM / Trendcare to ensure compliance with Safe Staffing Standards are optimised within available resources • Perform all such other duties as are reasonably necessary for the proper performance practice of Southern DHB wide policies and the provision of health and disability servicesprocesses. • Regular reporting Ensure service delivery complies with Health and timely escalation of issues (financialDisability sector standards and relevant legislation, operational, & clinical) to the Chief Operating Officer with remedial actions proposedand is achieved within approved business plans and financial budgets. • Implementation Develop, implement and audit care pathways and models of systemscare in conjunction with clinical staff. • Effectively utilise Southern DHB information systems and data for analysis of service delivery activities, standards development of service initiatives and procedures that support reports. • Prepare complete and enhance hospital services accurate business cases / monthly management reports for the General Manager within the prescribed time frames including a full analysis of material variances and district clinical services establishment corrective actions. • Ensure a consumer/patient service focus is adopted and maintained at all levels of service management and delivery. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of • Negotiate (where applicable) external service/other contracts within Southern DHB to deliver optimum patient outcomes. In collaboration with Directors policies, procedures and delegations of Nursing and Midwifery, ensure the Clinician Management partnership model is implementedauthority. • Liaise Identify, lead and manage projects to improve service efficiency and effectiveness. Staff Management and Planning Ensure the service/s is/are appropriately staffed. Best practice human resource standards are met, in conjunction with Chief Nursing & Midwifery Officer for professional guidance Professional Leaders where applicable. Effectively lead and leadership on changes to nursing/midwifery units. • Liaise with General Managers and Service Managers on issues pertaining to service development and direction. • 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 community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities. • Positively represent the Southern DHB, fostering its interests by participating manage assigned staff in discussions with individuals, sector forums, community groups and business organisations on relevant matters. • Patient Satisfaction Survey. • Constructive and effective relationships. • Effective representation of the interests of the DHB. • Recognised as an effective contributor to South Island Alliance initiatives, as requested. Team Performance and Development In collaboration with the Directors of Nursing and Midwifery and directorate management teams champion the clinician management partnership model order to develop and maintain a team environment cohesive and productive team. Ensure effective communication within service. • Model sound Human Resource practice and, facilitate coaching and performance development for staff, in which the consultation with Human Resources when appropriate. • Develop a comprehensive staffing plan for all staff groups that recognises potential shortcomings and identifies strategies to address gaps both short and long term. • Develop a communication strategy that facilitates effective and timely communication within and across services. • Ensure effective recruitment, orientation, rostering and administration of service staff in accordance with Southern DHB performance is optimised. • Promote the philosophy of the Southern DHB vision and values among all employees by ensuring that the patient is at the forefront of everything we do. • Organise functional teams to ensure the completion of all organisational and directorate goals, and ensure effective team management and communications are developed and maintainedpolicies. • Development and performance reviews completed annually for all direct reports. • Active professional development programme for staff in place. • Evidence of a team-based approach within the functional groups for who line accountability is held. • Personal development plans documented for reports. • Place decision making Ensure timely staff appraisal and feedback structures are in place. • Ensure appropriately budgeted training and development plans are in place for all staff. In conjunction with the Knowledge Centre and service staff, ensure in-service training and education is carried out to maintain quality of service. • Ensure all staff have an up to date annual leave management plan at all times. • Manage employee leave to ensure service demands are matched with the legal requirements for staff to take leave. • Monitor controls and practices to ensure accuracy and timeliness in rostering and payroll transactions and compliance with OneStaff (staff management system). • Model sound human resource practice, and in consultation with Human Resources, facilitate change management as appropriate. Financial Management Achieve budgets for financial year, and develop risk mitigation strategies for unexpected expenditure. Participate in developing and managing annual and three year capital expenditure plan. • In consultation with the Business Analyst, complete and provide regular reports to General Manager on a monthly basis, financial performance, service performance including variations, corrective actions and develop risk mitigating strategies. • Participate in annual budgeting and capital expenditure processes with General Manager and Business Analyst. • Ensure capital expenditure planning is robust, plant and equipment is maintained, replaced and or purchased in accordance with Southern DHB Delegations of Authority. • Proactively engage with staff to identify ideas and action plans for service efficiency improvements and cost reduction initiatives. • Review external contracts (as close applicable) in a timely manner. Ensure compliance is monitored and expenditure contained. • Monthly financial reports are generated addressing any variances and corrective actions are stated. • Annual budgeting processes are completed on time and within provided parameters. • Evidence of engagement of staff to where care happens develop service efficiency improvements. • Compliance monitoring is completed and documented. Quality and Risk Management Manage service quality and risk programmes. Lead and manage certification and accreditation within services. Xxxxxx a quality improvement culture. • Lead and administer service-wide quality and risk programmes and action plans in accordance with Southern DHB policy. • Ensure internal service structures, practices and controls to empower our people monitor and manage resource utilisation, risk, quality and compliance are in place and active • Ensure compliance with all relevant standards and legislation including health and safety and professional regulations. • Manage service balanced scorecard and report and manage variations. • Quality improvement is understood and imbedded in the way we operate. • Implementation of systems, standards and procedures that support and enhance hospital services and district clinical services establishment and delivery. • Balanced scorecard shows evidence of being managed and analysed. • Auditing is completed in a timely manner of all hazards and incidents / accidents to deliver our Health and Safety. • Lead and manage service level health and safety programmes including audit of hazards and routine reporting of incidents and accidents. • Manage the service incident reporting and investigation processes, within Southern DHB policies and procedures. • Investigate complaints, incidents and other matters as required, reporting outcomes as required including development of action plans to facilitate service development. • Proactively develop new unit or service policies and protocols if required. • Ensure research and/or trial proposals contain complete and comprehensive documentation and that the costs to Southern DHB are fully recoverable and the indemnity covers all Southern DHB risks. • Support and demonstrate the philosophy and practice of an organisational wide systems approach to service and operational processes. Strategic Management Manage and otherwise contribute to service and Southern DHB wide projects. Lead in the process of change in the organisation and instil a continuous quality improvement culture. • Maintain knowledge of current and emerging strategic priorities for the Southern DHB, Ministry of Health and relevant service grouping specialties. • Exercise leadership/managerial oversight/facilitation of assigned focus groups / projects ensuring their effective completion within assigned timeframes and resources. • Continue to build a collective vision for the service to allow staff to have a clear understanding of their role in services as one populationprovision. • Xxxxxx a culture of innovation and strategic thinking • Use Balanced Scorecard, incidents, complaints and other KPIs to inform service development and improvement opportunities. • Successful development and implementation of strategic plans/projects. • Leadership and management capability is developed Contribution to Organisational Leadership • Participate collectively with other Managers to provide a collaborative service management function. • Lead and assist focus groups/projects that advance issues and strategies of service /organisational priority. • Provide a safe, supportive environment that encourages support and cover for the highest level of personal development and performance of team membersother Service Managers within the Directorate when required. • Ensure team members Support and Act up as General Manager as required/requested. • Provide leadership and management to the services, act as a role model for the Southern DHB organisational values. • Leadership and management capability is developed. • Cover for Directorate management teams is provided where needed. • Live and support the DHB values in everything you do. Other Duties • 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. Professional Development – self • Identifying areas for personal and professional development. • Training and development goals are managed identified/agreed with your manager. • Performance objectives reviewed annual with your manager. • You actively seek feedback and accept constructive criticism. Health, Safety and Wellbeing • 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. Treaty of Waitangi • Giving effect to the principles of the Treaty of Waitangi – Partnership, Participation and Protection through your interaction with others on a day to day basis. • Partnership – You interact in good employer practices faith and in the nature of a partnership. There is a sense of shared enterprise and mutual benefit where each partner takes account of the needs and interests of the other. • Participation – You work in partnership with our treaty partners to enable our organisation to prosper. You are mindful of the varying socio- economic conditions that face our people and work hard to remove barriers of access to health and education. • Protection – You work proactively to protect the rights and interests of Māori, including the need to proactively build the capacity and capability of Māori. For Job Evaluation Purposes: (As per the current staffing policies Southern DHB Delegation of Authority Policy) Southern DHB Delegation of authority (level 1 – 5) : Level 4 Staff Authority Authority to engage, promote, discipline and agreements.dismiss staff No authority: Authority to engage, promote, discipline/dismiss direct reports with consultation of manager: NO Ultimate authority, engage, promote, discipline and dismiss staff at any level below his/her own: NO Contractual Authority Authority to enter into agreements or contracts on behalf of the Southern DHB • Limited: NO • Long term $1.5 to $3 million NO • Long term in excess $3 to $7.5 million NO Work Complexity Most challenging duties typically undertaken or most complex problems solved: Example: the end result -policy framework are defined but independent thought is necessary to co-ordinate conflicting demand and to optimise efficiency, or while end result defined means of achieving end result is unspecified Freedom to Act Guidelines available to assist job holder to make decisions e.g. policy documents, standard procedures. This factor assesses the extent to which the role is supervised and/or monitored as well as the amount of guidance available Example: determines own strategies, little guidance – minimal guidance, large degree of independence – close supervision Financial Responsibilities • Controls a budget: Yes • Maximum that may be spent without reference to manager: <$20,000 • Jobholder can spend unbudgeted capital No • Jobholder is responsible for committing the organisation to long-term contracts: No • Jobholder signs correspondence for Company: Yes CHANGES TO POSITION DESCRIPTION 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: .............................................................................................................. ..................................................................... Employee Date .............................................................................................................. .....................................................................