POSITION DESCRIPTION

Transcription

1 Position Details: Title: Department: Reports to: Operating Rooms Manager POSITION DESCRIPTION Perioperative Service, Starship Child Health Child Health Perioperative Service Clinical Director (SCD) Professional reporting: Nursing Director, Child Health (with alignment to Nursing Director, Perioperative for Perioperative-specific aspects) Location: Authorised by: ADHB, Grafton Child Health Director, Surgical Date: May 2018 Purpose of Position: In partnership with the Child Health Perioperative Service Clinical Director, provides professional and clinical leadership and effective day-to-day operational management of the Starship operating room suite. This is done in line with ADHB s strategy and goals and those of the Child Health Directorate, including its Nursing and Business Plans. The Starship Perioperative Service partners with, and supports, Child Health surgical and medical services in the provision of acute and elective surgery, and other procedures and interventions. While this role is primarily responsible for the management of Starship Operating Rooms, the position acts as a pivotal link, ensuring an integrated approach between the Child Health and Perioperative Directorates. In addition the role needs to ensure alignment with the strategic direction and requirements across other surgical specialties that perform elective and acute surgery in the Starship ORs. This may include Surgeons, Medical specialists, Surgical Bookers, Nurse Specialists, Charge Nurses and Registered Nurses of the services, and other relative services such as Radiology. The outcomes of the role are to improve the health and wellbeing of children and their families in an environment that promotes excellence in perioperative care and education, while inspiring staff to reach their full potential. As a key member of the wider leadership team the Starship OR Manager will play a strong role in leading transformational change and enhancements in patient processes and care delivery models particularly during the next two to three years. Key Accountabilities: 1. Planning and governance In partnership with the Child Health Perioperative SCD, define the departmental goals and communicate these to all members of the service: Ensure that clinical and operational aspects of the department focus on patient safety and the child and family s experience, as the main outcomes Set objectives and formulate the department s business and financial plans within the context of the wider Child Health and Perioperative directorates In consultation with direct reports, set KPIs, objectives and performance measures for all teams/sub- Page 1 of 5

2 specialties Monitor performance against agreed objectives to ensure that these are met/exceeded Ensure the effective co-ordination of workflow and systems. 2. Clinical Leadership/Development of the Service Proactively identify strengths, weaknesses, opportunities and threats and develop plans to either enhance or improve the service. Improving the service relates to enhancing/increasing patient safety, patient/whanau experience and/or efficiency: Develop, implement and maintain the highest possible standards of safety, quality and efficiency in the dayto-day care delivery and patient flow across the Starship ORs Routinely review patient feedback, ensuring issues are addressed and success acknowledged Identify and implement protocols, processes and/or systems that contribute to maintaining and improving service standards Understand the external environment and its impact locally and incorporate this knowledge within the service Ensure changes are planned for and services are able to cope with changing demands Refine relevant aspects of professional practices in consultation with key stakeholders Ensure the effective integration of cross-functional systems and practices and minimise duplication and overlap Seek to continuously improve the quality and timeliness of services in order to enhance patient experience. 3. Operational Leadership Operational leadership refers to leading and managing staff, equipment, environment and budgets. Ensure operational effectiveness and efficiency through the development and implementation of appropriate monitoring and control systems to ensure achievement against business plans, including performance to contracts: Monitor the work environment and make adjustments and modifications to optimise the usage of people, materials, methods, procedures or costs Establish appropriate delegations, reporting and monitoring/controling systems to ensure effective decisionmaking in the use of resources In partnership with the Child Health accountant, monitor and manage ongoing income and expenditure, identify risks and take appropriate action In partnership with the General Manager and/or Nursing Director, recommend policy and procedures appropriate to the department and ensure that all team members are aware of any changes In partnership with the Production Team, Clinicians and other managers, ensure production and service continuity is maintained through effective planning and alignment of capacity to demand Develop and maintain quality management systems to optimise the quality of patient care Accountable for quality and risk management, maintenance of accreditation standards supporting quality and safety framework and continuous improvement and credentialing Actively promote Health & Safety and encourage staff to identify opportunities for improvement to reduce risk to staff and the organisation Include Health & Safety in business and strategic planning and in performance plans for staff Ensure all legislative requirements are met. 4. People Leadership Inspire, encourage, support and model the way for staff and colleagues: Lead, model and communicate the ADHB s vision, values and goals to deliver a patient-focused culture Actively champion the management of change initiatives and inspire staff to achieve operational goals Drive change/improvements within the service. Have effective communication channels that ensure all staff are informed of organisational changes and have the opportunity to provide feedback Demonstrate professional behaviour at all times Develop and maintain positive relationships with key stakeholder groups and ensure effective two-way communication Assist staff to resolve ethical and professional issues and escalate when appropriate Ensure senior nurses and expanded practice roles are delivering care/services at the top of scope of practice, meeting advanced practice competencies Work with professional leaders of all relevant disciplines to ensure clinical service delivery is effective and efficient and that clinical staff maintain clinical competence. Page 2 of 5

3 5. Management of Staff and Development of Teams Ensure the effective management and development of staff and actively seek to build inter-disciplinary teams: Actively seek to build strong supportive work teams through coaching and mentoring Monitor and provide feedback on team and individual performance Reward team performance in addition to individual performance Develop emerging service delivery models, and provide for integration of systems to support these Ensure all direct reports have an annual performance review and regular one-on-one meetings Monitor and track the progress of staff and identify opportunities for development Ensure career development planning not only assists the individual but also provides for organisational succession planning Review and organise the overall training programmes and development of staff with identified needs Monitor and control performance interventions such as disciplinary processes to ensure appropriate outcomes Actively implement retention strategies to minimise staff turnover Monitor staff turnover trends and work in partnership with ADHB Support Services to achieve optimum resource levels. Authorities: This role has level 3 authority as per Guidance for Application of Delegated Financial Authority (17 June 2015) Direct Reports: Approx. 7 FTE Direct (approx. 100 FTE indirect) Budget Accountability (if applicable): TBA Relationships: External Internal Committees/Groups Local/National/Internatio nal Hospitals DHB s Suppliers Private providers Unions Registration authorities Professional organisations and interest groups Patients/Clients/ Customers PERSON SPECIFICATION Service Clinical Director/s Child Health & Perioperative Nurse Directors Director, Child Health Surgical General Manager, Child Health Wider Child Health Directorate colleagues Direct Reports He Kamaka Oranga Nurse Consultant CSSD Management Service Accountants Production Planning Team Support Services Quality Department Programme Office Health Alliance Allied Health Clinical specialty committees Health & Safety Quality Procurement Others as appropriate to position. Education & Qualifications Essential Desired Professional RGON, RN, BHSc (Nursing) Post-graduate study Masters or post-grad diploma in Nursing or Management Work Experience Demonstrated leadership ability in a nursing line management role 5 years recent management experience post-graduation Management of budgets Sound understanding of professional ethics Demonstrate a sound knowledge of NZ Health Sector Minimum 3 years experience in relevant clinical environment Demonstrate sound computer skills Participation in Management Teams involving planning, organising and business development Service improvement experience Previous management within a healthcare environment Management of diverse revenue lines Page 3 of 5

4 CRITICAL COMPETENCIES Competency 1. Operational/Business Management Description Leads and inspires staff to develop initiatives to improve effectiveness and efficiency of patient care Ability to achieve service delivery objectives and KPI s within the strategic guidelines Demonstrates some Project Management skills Experience working with a variety of teams organisation-wide Commits to action/s after developing alternate courses of action that are based on logical assumptions and factual information and takes into consideration resources, constraints and ADHB s values. Ability to deliver clinical quality outcomes Good analytical skills 2. Clinical/Operational Ability to facilitate the delivery of clinical quality outcomes Demonstrates commitment to cross-functional integration Leads and encourages staff to continually improve service delivery Balances the pressures of clinical care with the business objectives 3. Leadership Proven ability to work in partnership and apply this approach to the department team, demonstrating a consultative and inclusive management style Leads and supports staff in undertaking new challenges Creates a clear picture of the future state and helps others to understand how things will be different when future state achieved. Influences journey to future state Developing other peoples confidence in leadership through consistent action, values and communications. Establishes environment where people can trust each other. Uses appropriate interpersonal styles and techniques to gain acceptance of ideas or plans, modifying own behaviour to accommodate tasks, situations and individuals involved. 4. Change Management Leads change management projects and coaches staff to be involved in the process Coaches and supports staff to move through changes 5. People Management Leads, communicates expectations, provides ongoing feedback and objectively evaluates performance Demonstrates experience in resource planning with a focus on staff retention and recruitment strategies, which are aligned to business plan objectives Demonstrates competence in human resource management including recruitment, performance management, conflict management and disciplinary processes 6. Teamwork Actively participates in, and facilitates, team effectiveness taking actions that demonstrate consideration for the feelings and needs of others; being aware of the impact of own behaviour on others Works effectively with others in the organisation outside the line of formal authority to accomplish organisational goals and to identify and resolve problems Communicates fully and openly Treats others with respect Facilitates goal accomplishment Defines individual and shared responsibilities within the team Accepts and champions the final decision 6. Value Diversity Understands significance of Treaty of Waitangi Strives to demonstrate a workforce that reflects the cultural mix of the community in which we live Appreciates insights and ideas of all individuals and works effectively with these differences Page 4 of 5

5 WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the innovation and improvement of Auckland District Health Board as an organisation. This means: Using resources responsibly Models ADHB values in all interactions Maintaining standards of ethical behaviour and practice Meeting ADHB s performance standards Participating in organisation development and performance improvement initiatives Helping to develop and maintain Maori capability in ADHB, including developing our understanding of the Treaty of Waitangi and ways in which it applies in our work Raising and addressing issues of concern promptly THE EMPLOYER AND EMPLOYEE RELATIONSHIP We have a shared responsibility for maintaining good employer/employee relationships. This means: Acting to ensure a safe and healthy working environment at all times Focusing our best efforts on achieving ADHB s objectives A performance agreement will be reached between the employee and their direct manager and/or professional leader containing specific expectations. CONSUMER/CUSTOMER/STAKEHOLDER COMMITMENT All employees are responsible for striving to continuously improve service quality and performance. This means: Taking the initiative to meet the needs of the consumer/customer/stakeholder Addressing our obligations under the Treaty of Waitangi Involving the consumer/customer/stakeholder in defining expectations around the nature of the services to be delivered and the timeframe Keeping the consumer/stakeholder informed of progress Following through on actions and queries Following up with the consumer/customer/stakeholder on their satisfaction with the services PROFESSIONAL DEVELOPMENT As the business of ADHB develops, the responsibilities and functions of positions may change. All staff are expected to contribute and adapt to change by: Undertaking professional development Applying skills to a number of long and short term projects across different parts of the organisation Undertaking such development opportunities as ADHB may reasonably require. Page 5 of 5