POSITION DETAILS: Title: Reports to: Operationally: Professionally: Location: Authorised by: Date: Nurse Director POSITION DESCRIPTION Director of Perioperative Services Chief Nursing Officer Grafton / Green Lane Chief Executive September 2017 OVERVIEW To provide nursing leadership of services within the Perioperative Directorate with responsibility for whole system patient care. This is a Level 2 role. The primary functions of this DHB role are: To provide professional nursing leadership and assurance of clinical safety, in the areas of: 1. Professional Governance 2. Quality Improvement 3. Policy and Risk Management 4. Research and learning To provide nursing leadership to ensure the Perioperative Directorate delivers sustainable results in the organisations key result areas of: Increased Patient Safety Better Quality Care Economic Sustainability Improve Health Status Engaged Workforce PURPOSE Lead nursing operational performance (quality, safety and financial) ensuring nurses contribute to and meet key Directorate and organisation objectives. Contribute to the Perioperative Directorate Leadership Team to deliver a high performing health system focused on service delivery and outcomes achieving the District Annual Plan. Support the implementation and ongoing development and evolution of the Healthcare Excellence framework, within Perioperative Directorate, that ADHB have adopted to guide and monitor our transformation journey. Provide nursing leadership for the Perioperative Directorate within the context of ADHB s population health strategy.
Actively provide nursing leadership and support for organisational performance and productivity improvements including our broader DHB responsibilities for integrated programmes in the community and primary care, and regional and national services. The Nurse Director works with closely with the Allied Health Director, the Medical Director, General Manager and Directorate Directors, and is accountable for fostering excellence in clinical standards and quality within the Perioperative Directorate Take responsibility for portfolio/s as allocated, from time to time, by the Chief Nursing Officer, Auckland District Health Board. KEY ACCOUNTABILITIES: The Nursing Director Perioperative Directorate will ensure that: Perioperative Directorate has a clear sense of strategic nursing direction by: Articulating the future nursing state and making sure that Directorate planning and monitoring processes are in place to get to the agreed DHB future state Mobilising the nursing workforce to support the nursing strategy; building internal constituency; helping people find new and better ways of thinking about solutions Identifying the critical success factors and top priorities for nursing and making sure that the nursing workforce knows about them and delivers on them The nursing workforce delivers the highest level of clinical quality by: Leading organisation changes and innovations that promote clinical quality, efficiency, safety and value for money Leading and supporting quality improvement initiatives in areas of ADHB influence in the Community and with our operational partners in primary care Leading the promotion of measurement, audit and reporting to improve clinical effectiveness leading teaching collaboration for nursing with tertiary education partners The nursing workforce delivers great patient service interaction by: Ensuring that all nursing interactions with patients are culturally appropriate using compassion, empathy, listening and clear communication Managing Policy and Risk for the nursing workforce by: Ensuring organisational and professional compliance with appropriate statutory and other relevant regulations and standards Ensure a safe work environment for nursing Promoting consumer involvement in operational planning Ensure appropriate new nursing policy development, and ongoing review of standard policy procedures guidelines, service level agreements, etc Ensuring compliance with hospital certification and accreditation as required Ensure professional compliance with appropriate statutory and other relevant regulations and standards Enhancing nursing research and development by: Promoting high quality formal research and clinical audit activity as the basis for best practice based on evidence Ensuring evidence based nursing practice across the Perioperative Directorate.
Perioperative Directorate has the highest standards of professional nursing governance by: Setting and maintaining clinical and cultural competency requirements and professional standards for the nursing workforce Ensuring compliance with credentialing standards and processes as determined from time to time Ensuring appropriate professional development in the nursing workforce through education and training aligned with organisational strategy. Contributing to the development and refinement of the workforce development framework for nursing and providing workforce planning advice Ensuring all nursing and HCA staff have an annual performance review and staff have appropriate performance assessment and professional development targets Providing performance feedback and review Providing mentoring for senior nurses Providing advice on any performance or disciplinary matter relating to nursing and HCA staff in accordance with policy The future capability of the nursing workforce is assured by: Aligning workforce capability and capacity to service delivery current and future as informed by organisational plans. Develops performance improvement capability and capacity across the nursing workforce by: A measurement framework is in place to demonstrate effective nursing performance, both for the business as usual and improvement aspects. A communication and alignment process is in place to ensure all nurses are clear on their role and deliverables. Ensuring infrastructure and resources are in place to deliver the required nursing improvements both short and long term Developing an effective and enabled senior nursing leadership team by ensuring that: There are good team processes for communication, constructive debate, conflict resolution, identifying innovation opportunities and joint problem solving There is a framework for the senior nursing leadership team to address major issues, make timely nursing decisions and develop collective nursing operational plans Support and coach senior nurses as individuals There is a strong process for performance management Delivers on the target for Mäori and Pacific nursing workforce numbers within the Perioperative Directorate. Delivers organisation results by: Developing effective and compassionate nursing culture and decision making Ensuring there are high expectations of staff performance and clear standards Ensuring quality and safety of care Ensuring there is a commitment to excellence and rigour in the evaluation of nursing performance; supported by feedback, coaching and recognition systems Having effective systems and controls in place to manage nursing FTE numbers and costs Adhering to delegations and budget limits Adhering to ADHB policies Informing and consulting the Chief Nursing Officer on key issues and progress on achieving milestones Maintaining open and honest dialogue within a no surprises way of operating
MATTERS WHICH MUST BE REFERRED TO THE CHIEF NURSING OFFICER: Significant nursing safety and quality issues Any emerging factors that could prevent achievement of the nursing strategy serious nursing clinical standards failure Any nursing issue that may affect the reputation of Auckland District Health Board AUTHORITIES: To be determined. DIRECT REPORTS: To be determined INDIRECT REPORTS: All designated senior nurses in the service BUDGET ACCOUNTABILITY (if applicable): As delegated RELATIONSHIPS: External Internal Committees/Groups External service providers Chief Nursing Officer To be determined and other external agencies Directorate Nursing ADHB Senior Nursing Stakeholders Regional DHB structures Ministry of Health Accreditation Boards Equivalent professional leaders in other organisations Profession specific regulation authorities Profession specific professional bodies Contractors Tertiary providers Nursing Council Union(s) Director Directorate Directors of Allied Health Directorate Director of Medicine / Surgery Senior Leadership Team Level 3 & 4 Managers and Clinicians Senior Nurses Maori Health Gain Unit Pacific Health Gain Unit Other ADHB Operating Units Clients/Customers/Patients Leadership Team
PERSON SPECIFICATION EDUCATION & QUALIFICATIONS Professional Experience/Knowledge ESSENTIAL Registered Nurse Current APC Demonstrate an intimate knowledge and understanding of the New Zealand Health Sector Ability to manage conflict Experience in crisis & incident management Sound understanding of professional ethics Knowledge of the implications of the Treaty of Waitangi with a commitment to Biculturalism DESIRED Post graduate health or management qualification Previous experience in nursing leadership Experience in health system planning, budgeting, workforce strategy Understanding of funding requirements Previous experience in developing, implementing and monitoring nursing practice Knowledge of professional development issues Demonstrated people leadership ability COMPETENCY DESCRIPTION LEADERSHIP Sets the highest ethical and professional standard 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 operationalise 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 A ti l i th hi t f th STRATEGIC CONTRIBUTION 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
FINANCIAL / BUSINESS MANAGEMENT PERSONAL AND PROFESSIONAL CREDIBILITY 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. Ability to deliver results and establish a reliable track record. Demonstrate effective written and verbal communication skills Ongoing commitment to personal and professional development TEAMWORK Ability to work within a matrix structure 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 VALUE DIVERSITY 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 SELF MANAGEMENT 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: 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