POSITION DETAILS: POSITION DESCRIPTION Title: Allied Health Director Adult Medical and Cancer & Blood Reports to: Operationally: Directors, Adult Medical and Cancer and Blood Services Professionally: Chief Health Professions Officer Location: Grafton / Green Lane Authorised by: Chief Executive Date: June 2018 OVERVIEW To provide Allied Health leadership of services within the Adult Medical and Cancer and Blood Directorates, with responsibility for whole system patient care. To provide organisation-wide assurance, leadership, and professional governance for the Occupational Therapy profession (when the position holder is a New Zealand Registered Occupational Therapist with a current APC). This is a Tier 4 role. The primary functions of this DHB role are: 1. To provide professional allied health leadership and assurance of clinical safety, in the areas of: 1. Professional Governance 2. Quality Improvement 3. Policy and Risk Management 4. Research, critical appraisal and learning To provide strategic leadership as a member of the Directorate Leadership Team to ensure the (Directorate) delivers sustainable results in the organisation s vision and strategic themes and key result areas of: Increased Patient Safety Better Quality Care Economic Sustainability Improve Health Status Engaged Workforce Equity of access to services and outcomes for the population Cultural awareness and sensitivity Risk minimization Workplace safety PURPOSE The Allied Health Director is accountable for the strategic leadership and professional management of the Allied Health workforce within the Directorate and providing professional leadership for the Occupational Therapy profession across the ADHB (where the position holder
is a New Zealand Registered Occupational Therapist with a current APC). The Allied Health Director works closely with the Nursing Director, Medical Director, General Manager and Directorate Director, and is accountable for fostering excellence in clinical standards and professional practice of the Allied Health professions. The Allied Health Director works with key stakeholders to strategically develop service models of care that meet the needs of the patients and their families/whānau. The Allied Health Director is accountable for leading quality programmes, health and safety innovation and research and providing oversight of the clinical risk management for the Allied Health professions within the Directorate and on all of the DHB sites for the designated profession. KEY ACCOUNTABILITIES: The Allied Health Director, Adult Medical and Cancer and Blood Services Directorates, will ensure that: Allied Health Leadership Establishes and communicates the shared vision and operational strategy for Allied Health professionals and across the DHB and other sites. Contributes to the annual planning process for ADHB. Ensures professional and clinical leadership, support and guidance for the Allied Health workforce. Provides leadership for the development of a quality framework for the Allied Health professions. Fosters excellence in professional standards and professional conduct. Promotes and supports intra and inter-disciplinary team environments which encourage collaborative interdisciplinary approaches to achieve a high level of productivity, efficiency and clinical effectiveness. Ensures effective input and influence into professional issues and policy development across the Auckland DHB sites, Auckland Health system and Region. Ensures formal advice on strategic and professional issues for the Allied Health professions are communicated to the Directorate Director and other relevant stakeholders. Represents the Allied Health professions, or appoints a suitable delegate in directorates, company and national forums as appropriate. Works to position and develop the Allied Health workforce, for the future. Leads and manages specified Allied Health portfolios as delegated by the Chief Health Professions Officer and agreed by the Directorate Director. Service Planning and Delivery Participates in the professional and strategic management of Allied Health within the Directorate Works with the relevant Allied Health Service and Clinical Managers and leaders to address complex service requirements and develop profession specific and allied health service plans Works horizontally across Directorates with other AH Directorates to ensure a joined-up approach on shared projects
KEY ACCOUNTABILITIES: Provides advice to managers on clinical matters with the relevant Allied Health Clinical Managers and Team Leaders/Professional leaders. Reports significant events involving potential disciplinary processes and actual or potential harm to the patient to the Directorate Director and CHPO. Quality and risk emergent issues are notified to the Directorate Director and CHPO. Establishes agreed measures for Allied Health service delivery and ensures that the Allied Health professional groups report on outputs and outcomes. Implements planned strategies in collaboration with others to improve the quality effectiveness and efficiency of service delivery. Ensures in consultation with the Service Managers and Team Leaders/Professional Leaders, ADHB, that relevant Allied Health procedures and clinical standards are established and reviewed on an ongoing basis to ensure quality services are maintained. Ensures clinical audit and other quality, accreditation and risk mitigating and evaluative initiatives occur and that learning s are shared and applied. Maintains an effective process for reporting, monitoring, reviewing and taking corrective action on all staff and patient related incidents and complaints. Promotes effective multidisciplinary approaches to patient care and organisational management to ensure patient outcomes are maximised. Quality and Risk Management Every staff member within ADHB is responsible for ensuring a quality service is provided in their area of expertise. All staff are to be involved in quality activities and should identify areas of improvement. All staff are to be familiar with and apply the appropriate organisational and divisional policies and procedures. Takes a lead role within the Directorate around Quality and Risk management in collaboration with the Nurse Director and wider Directorate leadership ensuring systems are in place for whole of Directorate Ensures that clinical governance is an inherent aspect of service decision making. Promote the development and maintenance of quality management systems to optimise the quality of patient care Support an infrastructure that continually improves discipline specific and interdisciplinary clinical practice and service delivery. Ensure Allied Health services uphold Treaty of Waitangi principles of partnership, participation and protection, that they adhere to Tikanga best practice guidelines and implement the policy direction for Māori health gain. Ensure that staff are supported to participate in quality initiatives within their professional group and across interdisciplinary teams. Ensures clinical audit and other quality, accreditation and risk mitigating and evaluative initiatives occur and that learning s are shared and applied. Ensure high quality research and clinical audit activity occurs Ensure that all departments have an emergency management system and plan and coordinated incident management systems Workforce In partnership with the CHPO oversees Allied Health workforce planning and effective people management strategies that attract and retain staff.
KEY ACCOUNTABILITIES: Fosters collaborative working relationships, which encompass professional behavioural patterns. Creates a learning environment which fosters leadership and management development, quality and innovation and clinical research and audit. Supports Allied Health Service Managers and Team Leaders/Professional Leaders, ADHB in ensuring legislative requirements are met in relation to professional practice and registration. Works in partnership with Allied Health Service Managers and Team Leaders/ Professional Leaders, ADHB to ensure that workforce is efficiently balanced in terms of skill mix and numbers to meet service demands. Undertakes performance appraisals, development and coaching of direct reports. Delegates performance management, career and development plans, coaching, mentoring and professional supervision of indirect reports to the Allied Health Service Managers and Team Leaders/Professional Leaders, ADHB. Clinical and Professional Practice Demonstrates a tangible commitment to and is a role model for ongoing professional development. Oversees the professional development of Allied Health staff including training programmes, workplace coaching and continuing education. Maintains own professional competence, Annual Practicing Certificate and undertakes clinical supervision as required. Establishes a framework for the setting of objectives for Allied Health staff in conjunction with the Allied Health Service Managers and Team Leaders/Professional Leaders, ADHB that fosters excellence in performance, quality, evidence-based practice and patient/family focused care. Supports the Allied Health Service Managers and Team Leaders/Professional Leaders, ADHB to provide a professional development programme for the Allied Health professions that meets professional and service requirements and encompasses concepts of interdisciplinary learning. Supports the provision of clinical teaching and training and new graduate programmes/rotations for Allied Health staff Fosters a learning environment that develops the cultural competency and capability of the Allied Health workforce to positively impact on the health status of those consumers with diverse backgrounds and with special needs. Health and Safety Managers are to take all practicable steps to ensure the health and safety of employees at work and maintain knowledge of ADHB health and safety systems and policies. This will be achieved by ensuring: Health and safety programmes are sustained by allocating sufficient resources for health and safety to function effectively. This includes regular liaison with the Health and Safety Advisor. Employee participation is encouraged and supported in processes for improving health and safety in the workplace and by employee attendance at health and safety meetings. A system is in place for identifying and regularly assessing hazards in the workplace and controlling significant hazards.
KEY ACCOUNTABILITIES: All employees are provided with information about the hazards and controls that they will encounter at work. Regular workplace audits are carried out. All employees receive and have signed off an induction to their workplace and to health and safety policies and procedures. All employees receive relevant information and training on health and safety including emergency procedures relevant to their area of work and the appropriate use of personal protective equipment they may need to use. All accidents and injuries are accurately reported, investigated and documentation is forwarded on to the Health and Safety Advisor within agreed timeframes. Support and participation occurs in employee s rehabilitation for an early and durable return to work following injury or illness. Takes a lead role within the Directorate for Health and Safety systems to support the Director Other Duties The Director of Allied Health will undertake other duties as reasonably requested by the Directorate Director or CHPO from time to time. MATTERS WHICH MUST BE REFERRED TO THE CHIEF HEALTH PROFESSIONS OFFICER: significant financial issues significant human resources issues significant quality or safety issues serious clinical standards failure any emerging factors that could prevent achievement of the service/s objectives at year end any emerging factors that could prevent budget achievement at year end any matter that may affect the reputation of the service/s or Auckland District Health Board AUTHORITIES: To be determined. DIRECT REPORTS: Designated Professional Leader positions within Adult Medical and Cancer & Blood Directorate structures (Radiation Therapy; Medical Physics; Renal Clinical Physiology) Occupational Therapy Community & Clinical Practicum Leader (CCPL) BUDGET ACCOUNTABILITY (if applicable): OT Clinical Practicum RC 03 450 8167 (Student Fieldwork Placements from AUT University and Otago Polytechnic)
Indirect Report: Professional reporting via professional Leaders / SCDs for AHS&T groups within Directorates including: Clinical Physiology (Sleep, respiratory, Renal, Neurophysiology) Social Work (Cancer Support - SLA) Physiotherapy (DCCM - SLA) Psychology (Respiratory; Renal; Cancer Support) RELATIONSHIPS: External Internal Committees/Groups External service providers and other external agencies Stakeholders Regional DHB structures Ministry of Health Accreditation Boards Profession specific regulation authorities Profession specific professional bodies Contractors Tertiary providers Nursing Council Union(s) Patients and their families Allied Health professional colleagues from other DHBs/organisations Allied Health regulatory bodies and education providers Allied Health Professional organisations Associated Government and voluntary agencies Chief Health Professions Officer, Chief Medical Officer, Chief Nursing Officer Directorate Directors Directorate Allied Health Directors, Medical Directors, Nurse & Midwifery Directors Senior Leadership Team Level 3 & 4 Managers and Clinicians Maori Health Gain Unit Pacific Health Gain Unit Other ADHB Operating Units Service Managers ADHB Line Managers Quality Team Divisional Accountant and Finance team Human Resource Team Allied Health Service Managers, Team Leaders and Professional Leaders across ADHB Allied Health Workforce As delegated within Directorate and CHPO requirements
PERSON SPECIFICATION EDUCATION & QUALIFICATIONS ESSENTIAL Professional Qualification in an Allied Health profession that is recognised by the respective New Zealand Regulatory Authority and professional body. A current practising certificate. Membership of the relevant professional body. Post graduate tertiary qualification in management or in the process of achieving. Significant experience in a senior Allied Health Leadership position Experience/ Knowledge Demonstrated broad experience as an Allied Health Clinician of 10-15 years A broad knowledge of the health and disability sector Strategic planning and policy development skills Financial/budgetary management skills Experience in leading change and service and quality improvement initiatives Human Resource management skills Experience in leading and developing teams Experience in supervision and coaching Experience in developing professional / clinical governance systems Broad clinical practice and clinical teaching experience across the health sector DESIRED A post graduate qualification in the primary profession Undertaken national leadership roles for professional group/regulatory body
EDUCATION & QUALIFICATIONS Personal Attributes ESSENTIAL An understanding of the nature and aims of the services contracted for Strong patient focus Outstanding leadership skills, capable of managing diverse professional teams in a challenging environment of political, media and public attention High degree of communication and interaction skills at all levels A client focus for both internal and external clients A working understanding of the Treaty of Waitangi, and demonstrated commitment to multiculturalism Strong focus on collaborative relationships and excellent communication skills DESIRED
CRITICAL COMPETENCIES Competency LEADERSHIP STRATEGIC CONTRIBUTION FINANCIAL / BUSINESS MANAGEMENT PERSONAL AND PROFESSIONAL CREDIBILITY Description Sets the highest ethical and professional standards Models ADHB values in all interactions Provides thought leadership in the relevant profession Demonstrating a consultative and inclusive management style Positively supporting organisation wide leadership initiatives Ability to operationalize the vision and values and facilitate change Continuously seeks and encourages others to seek opportunities for improvement Implements sound approaches to minimise or reduce complexities of change processes and constructively addresses change resistance Ability to manage diversity and draw together a range of perspectives Ability to lead and develop professional groups aligned to business needs Ability to develop policies, action plans, establish timeframes and allocate resources to accomplish objectives Leads, communicates expectations and agreed goals, provides ongoing feedback and objectively evaluates performance Actively recognises the achievement of others Ability to see business issues from the people perspective Ability to conceptualise and think through multi-faceted problems or situations and deliver results by also being able to `role up the sleeves and just do it Demonstrate an understanding of the internal and external factors that impact culture Integrates information, forms high level models, sees trends and uses this information to develop robust strategies Demonstrate the ability to lead and support cultural change Ability to interpret customer information to support a unified and consumer focused organisation. Ability to analyse and interpret information to support strategic evidence based decision making Demonstrated ability to translate strategic goals into business outcomes Ability to make judgements cognisant of resources, constraints and ADHB s values Understanding ADHB s business drivers, sources of revenue and cash flows Ability to apply a broad range of measurement tools and reporting to monitor and measure strategies, project sand systems and their effectiveness Ability to interpret performance data and recommend appropriate corrective action Ability to achieve objectives within the strategic guidelines Understand project management skills and methodology To be credible to ADHB stakeholders and staff. Ability to maintain effective relationships with key people internal and external to ADHB.
Competency TEAMWORK VALUE DIVERSITY SELF MANAGEMENT Description Ability to deliver results and establish a reliable track record. Demonstrate effective written and verbal communication skills Ongoing commitment to personal and professional development Ability to build effective high performing teams Works effectively with others in the organisation outside the line of formal authority to accomplish organisational goals and to identify and resolve problems Demonstrates high levels of active and empathetic listening Facilitates goal achievement Understand the significance of the Treaty of Waitangi Display cultural sensitivity and values diversity Displays a willingness to work positively to improve opportunities for Maori Appreciate insights and ideas of all individuals and works effectively with these differences Sets high personal standards Displays drive and energy and persists in overcoming obstacles Is proactive and displays initiative Maintains enthusiasm in the face of difficult challenges and seeks alternative strategies to achieve goals Ability to adapt and work effectively within a variety of situations and with various individuals or groups Considers options, identifies pros and cons and makes effective decisions based on evidence and within appropriate timeframes and levels of responsibility. Recognises critical factors and weighs up risks accordingly Recognises scope of role and acts accordingly WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the development and continuous improvement (within ADHB s Healthcare Excellence Framework) 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:
WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES 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