healthalliance Purpose, Vision and Principles

Transcription

1 Principles Vision Purpose Statement Planning Manager, Procurement healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the Northern Region DHBs includes Information Services, Staff Services (Payroll and HR Administration), and Regional Internal Audit to the National DHB Sector Finance, Procurement, and Supply Chain (FPSC). To be the recognised experts in making the health dollar go further. We will assist the health sector to spend wisely, enabling DHBs to direct money to frontline clinical services by providing savings, automating processes, enabling efficiencies and standardisation. Partnership Developing lasting partnerships through collaboration, working to a common goal, facilitating joint solutions within our means, recognising and celebrating success, open communication to share knowledge and information. Respect for people We respect others by; developing trust through being open and honest, listening to and understanding others views, valuing everyone s contribution, celebrating diversity, having fun and enjoying what we do as a team. Integrity We show integrity by; leading by example, being open, fair, honest and transparent in everything we do, having the courage to speak up and challenge when things don t seem right, acting ethically and professionally at all times, having a can do attitude and delivering on our promises, obligations and commitments. Delivering Results We deliver results by; delivering exceptional results through high performance teams, enhancing the customer experience, continually improving and adding value, being action orientated, responsible and accountable, providing consistent and reliable services. Energised by Innovation We are energised by innovation when we; encourage forward thinking ideas and challenge the status quo, measure our performance and see it as an opportunity to learn and grow, create positive change by developing smarter ways to work, empower people to maximise potential. Our principles define the expected behaviour of all staff and guide us on the behaviours that are important to us as an organisation. They underpin the way we do things at healthalliance, defining how we strive to move towards our vision.

2 This position description provides an indicative outline of the purpose and key responsibilities and tasks of the role. Title and Reporting Relationships Position title: Reporting to: Location: Planning Manager, Procurement General Manager, Northern Region Procurement Connect Business Park, Penrose, Auckland Purpose of the Role The primary purpose of the role is to manage the engagement process with Northern Region DHB s (Auckland, Waitemata, Counties-Manukau, Northland) and from these discussions co-ordinate, drive and build a set of procurement activity that will be captured in an Annual Procurement Plan for the Northern Region. The role holder will be the key point of contact between the Northern Region DHB Procurement Leads and the Procurement team for the purposes of capturing and documenting the Annual Procurement Plan. The Annual Procurement Plan will include agreed services and specific projects and the role holder will build these into the planning process; manage execution of the plans to deliver the benefits; track progress and ensure appropriate reporting framework is in place. A key part of the role is to identify opportunities for savings and procurement benefits. The role will also be accountable for ensuring insights on overall progress and for ensuring issues as identified are escalated effectively. Work with the Procurement team to ensure that procurement needs of the DHBs are fully understood, that procurement category strategies that are developed take into account the needs of the Northern Region, and that a regional approach is actively promoted within the DHBs to optimise outcomes and benefits and achieve standardisation. Participate actively in the management of the Northern Region procurement team as a member of the senior management team. Personnel Dimensions (Employees reporting to this position directly and indirectly) Number of Staff: Direct: 0 Through subordinates: Total: 0 Key Relationships People and organisations both inside and outside of the company that this position would be required to manage relationships with. Internal Stakeholders Procurement and Supply Chain teams FPSC Leadership team Suppliers External Stakeholders ha Finance and Corporate Services Team Northern Region DHBs Service Providers and Key Suppliers

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5 Key Responsibilities and Tasks Expected Outcomes Northern Region Procurement Planning Develop, and in consultation with Senior Management Team and customer DHBs, finalise annual Northern Region Procurement Plan Be the single point of contact for all planning matters between the DHB Procurement Leads and the procurement team. Define, develop and implement business planning processes Co-ordinate and drive all annual planning requirements Manage the framework, tools and output of all planning services Annual plan agreed and implemented in a timely fashion Provision of timely and accurate information Understanding of the FPSC Northern Region strategy Positive customer and stakeholder feedback recognising effectiveness, contribution and engagement All planning and reporting outputs delivered on time High quality services delivered Regular reports available in agreed timeframe Provide insights on overall progress and as/when issues are identified ensure they are escalated effectively Provide support and advice to GM Northern Region Procurement in the conduct of the planning process Ensure all reporting requirements are met Service Delivery and Resource Optimisation Ensure benefit delivery and programme alignment with customer and shareholder strategy, priorities and business objectives Assist to develop a service and results orientated culture with a strong customer focus Effective programme and project planning that optimises limited resources and plans to meet business priorities and targets Actively liaise and build relationships with key external agencies e.g. Pharmac, NZHPL, and MBIE to optimise outcomes and align activity Prioritised work programme in place across the team Benefits realised and efficiency and improvement targets met Corrective actions taken to address issues Strong customer engagement visible across category programme clearly aligned and prioritised with customer objectives and demand Procurement projects are well planned Visible alignment between and across agencies Contributes to the development of broader organisational capability growth

6 Benefit Realisation Ensure savings opportunities are identified at a local and regional level Assist with the prioritisation of projects Be an effective change agent in the introduction of new initiatives Savings and benefits realised Improved prioritisation of projects Impact on customers or change is minimised through effective organisational change management Market Intelligence and Analysis Analyse the structure and business and cost drivers of key markets, industries and suppliers Maintains abreast of market changes and developments and develop strategies to capitalise on these Maintain supplier intelligence to inform strategy development and decision making Performance Reporting Prepare relevant business papers and reports Document and communicate benefits achieved Structure, business and cost drivers of key markets, industries and suppliers is understood and shared and informs decision making Supplier intelligence is maintained and this information is used to inform strategy development and negotiations Market and supplier intelligence is shared across the team Business papers and reports are timely, accurate and of a high quality standard Benefits achieved are documented, communicated and reported Relationship Management Develop and maintain effective relationships with DHBs to foster and encourage collaboration Develop and maintain effective relationships with other stakeholders to optimise the outcomes and mitigate risk Maintain strong relationships across the ha team to ensure and optimise an end to end approach Quality business relationships are in place and demonstrable with DHBs Demonstrable relationships with other stakeholders visible in results Positive customer and stakeholder feedback recognising effectiveness and contribution Demonstrable working relationships and communication across the finance team visible in end to end focus and outcomes

7 Leadership Demonstrate leadership by example, taking ownership and responsibility and, in consultation with your Manager, make decisions while contributing to the wider leadership of the department Support team through coaching and mentoring Team skills are progressed as a result of mentoring, coaching and training Be able to demonstrate a healthy relationship with your team members which reflects mutual respect High level of customer service for all customers (internal and external) Risk Management Assist your Line Manager to identify, manage and report all significant risks and internal control weaknesses in a timely, accurate and consistent manner Manage all business risks and mitigation plans assigned to you and maintain accurate and up to date risk registers Assist to create and embed a culture of strong ethical behaviour, quality and continuous improvement Early warning systems in place (no surprises ) which protect company from unforeseen events and which notifies risks promptly Operational risks are identified and the control environment is optimised to: improve effectiveness, reduce costs and enhance business performance Risk discussions are embedded in operational planning, resource allocation etc. Activities related to compliance matters are efficient and effective Pro-actively seek opportunities to align strategy, risk and controls to optimise business performance Adhere to the company s risk appetite and business risk management policies Health, Safety and Wellbeing Support ha health, safety and wellbeing culture and recognise responsibility under the Health & Safety at Work (HSAW) Act 2015 Support ha health, safety and wellness culture by: Ensuring a safe working environment and safe work practices and comply with all relevant standards Planning, organising and managing Health & Safety activities directed at preventing harm in the workplace Co-operate and comply with any reasonable instruction and any ha Health & Safety or other related policy and procedures applying to work activities Identify, report and ensure accurate reporting of hazards, near misses and accidents directed at preventing harm Assist to identify Health & Safety representatives in your work area Promote and actively participate in health, safety and wellness initiatives

8 General Annually agree Development Plan with your Manager Development Plan is in place Other duties as required in addition to, or as a result of changing circumstances, that contributes to achieving the purpose of the role

9 Qualification, Experience and Training Requirements What is the typical background required to competently perform the responsibilities of the job? Essential is the minimum acceptable level for entry. Preferred indicates the desirable level, but may also expand on the nature, eg: industry related, level of previous supervisory experience. Essential Preferred Degree level qualification in a relevant discipline; or equivalency in experience Professional qualification or certification in procurement or supply chain e.g. CIPSA Postgraduate qualification in business, economics, finance, supply chain or procurement Min 5 years demonstrable relevant planning experience 5+ years experience working in a Procurement environment organisation particularly in a Planning (or Service Delivery) Manager s role 2+ years relevant planning experience in NZ health sector or similar Exposure and experience in the health sector Demonstrable experience obtaining results within a complex organisation with varied stakeholders Extensive proven experience working with customers to understand and clarify needs Demonstrable experience working in a client facing capability as the main point of contact Ability to effectively present information Attention to detail is a high priority Sound understanding of market and business drivers Strong financial literacy and an affinity with numbers

10 Competencies for the Role Functional/Technical Skills Planning Written Communications Customer Focus Informing Negotiating Perseverance Has the functional and technical knowledge and skills to do the job at a high level of accomplishment Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results Is able to write clearly and succinctly in a variety of communication settings and styles; can get messages across that have the desired effect Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit and/or the organisation; provides individuals information so they can make accurate decisions; is timely with information Can negotiate skilfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing Pursues everything with energy, drive and a need to finish; seldom gives up before finishing, especially in resistance or setbacks Note: The position needs to be reviewed by both parties annually. Signed as current and agreed: Manager Employee