GENERAL MANAGER SERVICES

Transcription

1 POSITION DESCRIPTION GENERAL MANAGER SERVICES Position Title General Manager Services Employment Instrument Common law contract Functional Area Client Services Financial delegation In accordance with delegations policies Organisational Context Organisational Relationships Position Summary ADSSI Limited trading as Adssi HomeLiving Australia is a not for profit organisation that provides practical HomeLiving services that promote choice, lifestyle and independence. Our primary purpose is to make a difference in the of lives people in our community, particularly the frail aged, people living with disabilities and dementia, their carers and others who may be disadvantaged. Position reports to: Positions line managed by this position Key Relationships/Interactions Chief Executive Officer Team Leader Case Management Team Leader Service Coordination Building Services Manager Quality Manager Business Operations Team Leader VHC Coordinator Occupational Therapist Senior Community Support Worker The position works closely with the Chief Executive Officer and has operational oversight of the HomeLiving Services, Building Services, Veterans Home Care, Customer Service, Community Support Workers and Allied Health departments. The General Manager Services is responsible to provide strategic direction and leadership for the delivery of high quality client services that facilitate a positive outcome for clients. The role will plan, organise, monitor and control client service operations; ensure compliance; and meet financial and contractual obligations. This senior leadership position will work collaboratively with staff to achieve best practice and ensure operational efficiency and effectiveness. The General Manager Services is the 2IC to the Chief Executive Officer. Qualifications and Experience Tertiary qualifications in a business or management discipline Clinical background (Registered Nurse or allied health professional) and extensive experience in a health care or community environment Significant senior management experience within the aged and/or disability services sector Extensive demonstrated experience in human services contract management, service coordination and service design and development Ability to manage project and client funding within contractual and budgetary parameters 1 P a g e

2 Strong understanding of the legislative and regulatory framework for community and disability services, including the Home Care Standards and Disability Services Standards Demonstrated commitment to a person centred, enablement approach that upholds the independence, community participation, choice and rights of aged people, people living with disabilities and carers of those people Personal Qualities Solution-focused style and approach Commitment to professional development in self and line managed staff Advanced interpersonal and human relationship skills evidencing a collaborative partnership approach to achieving outcomes Strong work ethic, professional ethics, integrity and stakeholder focus Required Competencies High level problem solving and analytical skills Capacity to effectively deliver and monitor a diverse range of client services in accordance with budget and agreed key performance indicators Ability to forward plan utilising strong administrative, organisational and planning skills Demonstrated ability to lead and manage people to achieve outcomes, particularly in a change environment Capacity to interpret and work within relevant funding agreements, policy guidelines, standards and legislative framework Ability to engage staff to deliver high standards of service within a culture of safety, organisational learning, continuous quality improvement, risk management and sustainability Key Responsibility Areas Mission, vision and values Strategic, business and service planning and reporting Actively develop and promote the desired organisational culture by ensuring all interactions, documentation and communications align with and support the organisation s vision, purpose and values Participate in the development and implementation of the organisation s strategic direction in consultation with management, staff, clients and other stakeholders Lead the client services teams in the formulation and conversion of strategic plans into annual operational plans Ensure efficient and effective procedures are developed to enhance client service delivery and maximise resources Participate in tender and submission writing Keep abreast of government reforms, industry trends and sector developments to: o o ensure currency of knowledge; modify plans and procedures to maximise the benefits or minimise the 2 P a g e

3 Service design and delivery Line management and leadership o impact of anticipated implications; and brief the management team and Board and make recommendations on appropriate organisation responses. Manage the annual budgets for the client services departments, monitor income and expenditure and take appropriate and timely measures to address any variance Report monthly to the CEO on progress towards annual work objectives Establish appropriate, reliable and valid indicators, measures and targets for key aspects of service-related performance and monitor and manage the execution of the client services teams responsibilities, according to approved business plans, key performance indicators, contractual agreements and relevant guidelines Contribute to long term sustainability of project funding through outstanding service delivery, innovative practice and strong relationship management within a person centred, consumer directed care model Actively lead and support others to implement the principles of continuous quality improvement to create an environment and culture of organisational learning and continuous improvement Initiate and participate in departmental and organisation-wide audits and reviews and implement relevant recommendations/action plans Work collaboratively with the Quality Manager to conduct regular project reviews to ensure services are appropriate to client needs; action improvements resulting from CQI activities including internal audits; and update policies and procedures as required Work collaboratively with the Marketing Manager to seek regular feedback from clients on service provision using a range of methodologies and channels; inform clients about changes to service practice; and contribute to service-relevant marketing activities Work collaboratively with the management team to operationalise new business delivered through the achievement of tenders, strategic partnerships and other activities Support the Quality Manager to: o o monitor broker/contractor legislative and funding agreement compliance and WHS obligations through a planned monitoring and review process provide service information, data and trends to the Board s Service Quality and Clinical Governance Subcommittee Provide overall direction and leadership to the client services division ensuring understanding of strategic and operational objectives 3 P a g e

4 Work Health Safety and the environment (WHS&E) Community engagement and relationships Engage direct reports in the annual planning process to ensure they understand organisational priorities and how they translate into their own personal key performance indicators Provide day to day support, direction and mentoring for direct reports including support and advice on complex case management, service delivery issues and response to critical incidents Provide regular briefings for staff through a program of team meetings that encourage open and constructive feedback Provide recommendations to the CEO to ensure an appropriate organisational structure and staffing levels for the client service division In consultation with the HR Manager, ensure client service positions are properly defined and documented, including the establishment of appropriate delegations and KPIs, and new staff are effectively recruited and inducted In relation to line managed staff: o Establish and monitor position descriptions and key performance indicators, and review in line with the performance management process o Provide coaching and mentoring as appropriate to ensure job satisfaction, employee engagement and the effective management of resources o Manage staff grievances in accordance with established policy and procedures o Monitor individual work plans to achieve optimum productivity o Develop learning and development plans with each team member o Promote a client focused culture across all service delivery areas Actively promote a culture that values a safe and healthy workplace Comply with the Work Health Safety Act and Model Codes of Practice Take care of self and others Participate in the organisation s rehabilitation program Ensure that incidents, accidents and hazards are identified, recorded and managed in accordance with established policies and procedures Promote and represent the organisation to a range of stakeholders to ensure that AHLA is recognised as a leading provider and coordinator of community services Ensure effective working relationships exist with key government representatives, relevant provider networks and other stakeholders Organisational culture Adssi HomeLiving Australia s culture is based on the following: Core values: Good Governance Client Focus Quality Focus Professional Conduct Results Driven Consultative 4 P a g e

5 Support values: Leadership Excellence Communication Integrity Accountability Independence Engagement Goal focused Innovation Supportive Life balance Fun It is the expectation that all staff and volunteers uphold these values and are committed to the organisation s vision and purpose. Vision: Purpose: To make a difference in the lives of people in our community By providing practical HomeLiving services that promote choice, lifestyle and independence Environmental commitment: Adssi HomeLiving Australia is committed to developing and implementing practices for controlling our impact on the environment, conserving and enhancing our use of resources and managing waste. SIGNATURES [NAME], General Manager Services / / Date: Jenni Allan, Chief Executive Officer / / Date: 5 P a g e

6 Overview of departments within the Services Division Department HomeLiving Services 14 staff Building Services 10 staff Quality 0 staff Customer Service 5 staff Veterans Home Care 7 staff Team Leader Case Management (7 direct reports) Community Options and Dementia Community Options case management ComPacks six weeks home from hospital program HACC Dementia Respite Team Leader Service Coordination (5 direct reports) Home Care Packages (75 x Level unfunded) National Respite for Carers Project Dementia Respite Respite Options/Flexible Respite Options Community Social Support Linen project Gardens and Lawns Building Services Manager Home Modifications Home Maintenance Commercial home modifications and maintenance Quality Manager (0 direct reports) Monitoring and compliance Strategic and operational continuous quality improvement Accreditation and audit Business Operations Team Leader (4 direct reports) Customer service IT administration VHC Coordinator (6 direct reports) 6 P a g e

7 Veterans Home Care Assessment Agency Northern Sydney Veterans Home Care Assessment Agency Hunter Allied Health 1-2 staff Community Support Workers 26 staff Volunteers 20 volunteers Occupational Therapist Occupational therapy HACC project OT commercial services including DVA Senior Community Support Worker (30 direct reports) Community Support Worker team Drivers (bus and linen van) The line manager or project coordinator of the project in which the volunteer is working 7 P a g e

8 ANNUAL WORK OBJECTIVES Employee Name TBC Position Title General Manager Services Line Manager Jenni Allan, CEO Applicable Time Period September 2014-August 2015 Annual Objective Activities Performance Indicators Timeframe 1. The GMS is familiar with all facets of service delivery across the organisation and establishes valid indicators, measures and targets for key aspects of service-related performance 1.1. Undertake a comprehensive review of all client service departments 1.2. Establish measures and targets 1.3. Monitor performance against targets and take corrective action where necessary Key performance indicators are established Key performance indicators for critical service related activities are regularly monitored and achieved December 2014 June Our services promote health, wellbeing and enablement 2.1 In collaboration with the Marketing Manager, research the needs of existing clients, and the community more broadly, to inform a health and wellbeing strategy designed to address identified health outcomes through innovative service design 2.2 Using empirical and anecdotal evidence, develop a health and wellbeing strategy that addresses identified client and community need A health and wellbeing strategy is developed and implemented June Implement the health and wellbeing strategy ensuring service design corresponds with identified health outcomes 8 P a g e

9 Annual Objective Activities Performance Indicators Timeframe 3. Our staff are confident in their knowledge of the changed work environment and effectively use new tools and systems to deliver high quality services that meet clients needs 3.1 Develop and implement a change management strategy to transform the organisational culture to one of understanding and embracing the models and processes of: consumer directed care, enablement and person centred service delivery commercial service delivery mobile technology The culture that is necessary to ensure future stability and organisational growth is clearly defined The current culture is clearly identified, and a gap analysis is undertaken between what is and where we need to get to A strategy to address the culture gap/s is developed, agreed and implemented Inter-team communication, collaboration and understanding is strengthened March 2015 Quarterly progress reports Effective relationships and clear communication protocols between team leaders as peers and colleagues are evident High performing teams are the norm across the service division 4. Our clients are supported through a primary health care approach delivered by our clinical support team 4.1 Research and develop a primary health care strategy to provide appropriate clinical services to clients using a range of assistive technologies A Primary Health Care Strategy is developed and implemented June 2015 A commonly used definition of Australian primary health care is: Primary health care is socially appropriate, universally accessible, scientifically sound first level care provided by health services and systems with a suitably trained workforce comprised of multidisciplinary teams supported by integrated referral systems in a way that: gives priority to those most in need and addresses health inequalities; maximises community and individual self-reliance, participation and control; and 9 P a g e

10 Annual Objective Activities Performance Indicators Timeframe involves collaboration and partnership with other sectors to promote public health. Definition developed by the Australian Primary Health Care Research Institute (APHCRI). 10 P a g e