Head of IT Operations

Transcription

1 Principles Vision Purpose Statement Head of IT Operations 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), Regional Internal Audit and 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 by being open and honest, listening to and understanding others views, valuing everyone s contribution, celebrating diversity and have fun and enjoy what we do as a team. Integrity We show integrity by; leading by example, open, fair, honest and transparent in everything we do, courage to speak up and challenge when things don t seem right, act ethically and professionally at all times, can do, will deliver our promises, obligations and commitments. Delivering Results We deliver results by; delivering exceptional results through high performance teams, enhance the customer experience, continually improve and add 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 status quo, measure our performance and see it as an opportunity to learn and grow, creating positive change by developing smarter ways to work, empowering 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: Head of IT Operations Chief Information Officer Auckland Purpose of the Role The Head of Operations is responsible for managing the day to day provision and operation of application and infrastructure platforms. To improve operating costs, systems performance, stability and delivery and contribute to overall end-user satisfaction The role is responsible for: Ensuring the 24x7x365 operational integrity, performance, and stability of ICT infrastructure and application environments to ensure availability and stability to end users in line with agreed service levels Ownership of the ITIL process set and leading and supporting the implementation of ITIL to deliver standardised, best practise methodologies and capabilities such as capacity, change, release, problem and incident management Ensure operational costs are managed to meet financial targets and operational risks are identified and managed effectively Ensuring that the ICT Landscape meets contract SLA s Ensuring that ha and DHB data remains safe and secure and free from malicious access. Ensure application and infrastructure assets are lifecycle managed with investment planned to minimise business risk, in line with the customers investment and risk tolerance Managing IT resource requirements to ensure appropriate balance between tactical and strategic demands within the defined operating budget Manages relationships with key IT products and service providers, ensuring operational performance of third parties is monitored and maintained Develop and deliver platform optimisation opportunities to minimise costs and improve performance Drive customer satisfaction Own and lead the disaster recovery framework and processes Communicating and reporting on the operational performance of systems Leading a collaborative team-based culture that works with the other teams to deliver an integrated and seamless customer service experience Own and lead the use of best practise tools and processes for operations delivery Personnel Dimensions (Employees reporting to this position directly and indirectly) Number of Staff: Direct: 2 Through subordinates: 150+ Total: - 2 -

3 Key Relationships People and organisations both inside and outside of the company that this position would be required to manage relationships with. Internal Stakeholders healthalliance management healthalliance staff Stakeholder representatives External Stakeholders DHB stakeholder representatives, including Clinical Directors /Advisors of IS, Health Information Managers, IM Consultants, etc. Service Providers and Key Suppliers Customer Groups Position in Organisation CIO CIO EA Head of IT Operations Manager, Solutions CISO CTO Director of Project Manager, IT Business - 3 -

4 Key Responsibilities and Tasks Expected Outcomes Relationship Management Develop and maintain effective relationships with customers, colleagues, suppliers and other stakeholders to foster and encourage collaboration. Build effective customer relationships through understanding their business model and by identifying their business drivers and key performance indicators (KPI) Implement KPIs with customers and oversee regular reporting Lead excellent customer service practices by setting standards and coaching employees in service excellence Create and manage a seamless, flawless and valuable end user experience Provide the primary point of contact between technology and information services and the operating, business and functional units Customer and stakeholder expectations are managed in line with the organisation s capability to deliver. Positive feedback from customers, stakeholders and colleagues recognising effectiveness and contribution. The team and its customers understand each other s objectives and pro-actively seek each other s advice through regular and effective engagement. Regular contact is maintained with all customers including visits to customer sites as necessary Service standards are maintained and contractual objectives met Support services are in place Access to the department s services is consistently available and well regarded by customers - 4 -

5 Systems Life Cycle Strategy and Management Define medium and long term system requirements and align solution roadmaps to meet ha and DHB stakeholder s specifications. Developing and maintaining a 3 year plan that ensures the technology landscape remains licenced and compliant. The plan to include system usage forecasts for organic and clinical related growth Manage infrastructure, applications and devices to maximise value to DHBs and end users. Develop management plans and business cases to prioritise and justify capital expenditure Engage with suppliers to develop and deliver to roadmaps. Develop a sourcing strategy and sustainable commercial relationships with suppliers with support from the Commercial and Procurement teams Lead or assist in procurement activities as required. Proactive testing of Clinical Systems to ensure that remain safe and secure Development of DR and BCP plans for tier Clinical Systems. DRF plans regularly tested as agreed with DHB s. IT implementation strategies are consistent with the National Health IT Strategy and the Regional Information Strategy Strategies are effectively communicated to and understood by stakeholders. DHB Stakeholders are confident that the ha infrastructure services support DHB strategies and priorities. Supplier solution roadmaps are up to date and reflect regional strategies and requirements. Value of existing and new investments in ICT infrastructure and end user devices is maximised throughout their lifecycle. Equipment replacement cycles are sustainable and provide the right balance between meeting requirements and working within the existing resource constraints. ha and DHBs receive excellent value for money from suppliers. Suppliers benefit from a successful relationship with ha and the DHBs

6 Operations Management Provide operational governance Define and manage service specifications and service levels for the team. Create and monitor effective and efficient end-to-end processes that increase performance and reduce waste. Develop, implement and administer inventory maintenance plans Negotiate, manage and administer software licences Provide and manage administration and technical operations functions (including the Service Ops Centre and Technical Observation Posts) in accordance with standards, policy and procedures Provide escalated support for hardware, software and network connectivity issues Provide processes for issues management and resolution Provide CI Management + CMDB ownership, Database, Infrastructure and Applications Services Provide and administer change and release processes Service level agreements are in place with a shared understanding of the duties and responsibilities of the parties Operations processes meet all operational requirements Service improvement opportunities are identified and implemented. Outcomes are documented and shared with other teams. Service improvements support the purpose of the organisation to deliver value through standardising systems and processes, reducing variation or rework; and enhancing service quality. Inventory maintenance plans are operational with downtime or loss of availability minimised Software licences are held and software is used in accordance with licence conditions Administrative and technical operational services are available and meet standards, policy and procedure requirements Support services are available within the specification of service level agreements Fast response to loss of service is delivered Issues management process delivers best practice outcomes Practices in place to communicate and minimise end user disruption for all IT operational changes (software and hardware) - 6 -

7 IT performance management and reporting Provide operational integrity Ensure achievement of agreed service levels. Optimise end-to-end system performance. Ensure application and infrastructure performance issues are resolved. Implement changes with minimal disruption to end users. Define and implement measures and measurement systems as required. Monitor compliance with TIS standards Track and provide reports on operational performance Developing, maintaining, and reporting monthly on the infrastructure and clinical system heat maps. Regional Alignment Actively look for opportunities to align, standardise and rationalise infrastructure across the region. Promote and deliver the sharing of information across the region. Participate in regional strategy and capital planning processes. Actively promote regional strategies and objectives and standardise systems and processes accordingly. Services levels are agreed in line with DHB expectations and the available levels of resources and IT investment. Service delivery performance is reviewed regularly and corrective actions are agreed and implemented as required. Clear measures of success are in place for key services and activities and the team reports on these measures in a transparent and open way. Service availability and performance meets agreed service levels. Issues are resolved within agreed targets. Changes are tested appropriately and implemented with minimal disruption to end users. Service delivery risks are identified, communicated and resolved in a timely and transparent manner. ha and Supplier expertise is combined effectively and performance of managers is managed in line with agreed service levels. Unnecessary duplication of infrastructure components is minimised across the region Users are able to access information easily from their places of work. End users are able to easily share information that is relevant for their decision making with colleagues across the region and the nation as appropriate. DHBs understand the benefits of regionally aligned service delivery. Financial Management Manage financial performance in line with relevant budgets and targets and in accordance with organisational policies and processes Operational expenditure, capital expenditure and FTE numbers are managed to budget Annual plans are in place and are managed within agreed parameters and organisational policies Benefits and savings targets met or exceeded Active measurement, monitoring and improvement of financial performance Development of continuous improvement to take 10% cost out of the budget annually - 7 -

8 Leadership and Human Resources Demonstrate leadership by example, taking ownership and responsibility and making decisions while contributing to the wider leadership of the department. Effectively manage performance of staff to ensure customer requirements are met. Support team through coaching and mentoring Develop and maintain development plans for all positions that promote employee growth and maintain skill sets relevant to the current job requirements. Work closely with HR and other management in relation to training and development, induction, performance management and other people related initiatives. Professional Development Work is effectively managed in accordance with priorities and required outcomes achieved Staff have clear objectives aligned to health Alliance business and strategic plans and performance reviews occur with all staff Team skills are progressed as a result of mentoring, coaching and training Poor performance and behavioural issues are addressed Organisational Human Resource policies and practices are followed Healthy relationships are demonstrated across the team that reflect mutual respect Succession plans in place Team looks for new smarter ways of working (continuous improvement) High level of customer service for all customers (internal and external) Standardisation of work practices and behaviours Staff leave balances are within agreed parameters and leave management plans are in place where needed Accept responsibility for own professional development. Annually agree professional development plan with your Manager. Development and training plans are in place Knowledge sharing among team members Spirit of co-operation with other work areas/departments is maintained Successfully complete formal training and share knowledge to upskill other team members. Liaise with all customers (internal and external) as required in a helpful and polite manner

9 Risk Management Assist the Executive Team 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 to the ELT Key risks are identified & the control environment is optimised to: improve effectiveness, reduce costs & enhance business performance Opportunity risks are identified and exploited & risk discussions are embedded in operational planning, resource allocation etc Activities related to regulatory, compliance and audit related 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 healthalliance health, safety and wellbeing culture and recognize individual responsibility for Workplace Health and Safety under the Health and Safety Employment in Act 1992 Support healthalliance health, safety and wellbeing culture by: Ensuring a safe working environment and safe working practices Planning, organising and managing Health and Safety activities directed at preventing harm in the workplace Reading and understanding healthalliance Health and Safety policies and relevant procedures and applying to own work activities Identifying, reporting & managing hazards where appropriate Assisting in identifying Health and Safety Representatives for your area - 9 -

10 General Consistently displays the principles of the organisation and holds staff accountable for their behaviour Adheres to and observes all organisational policies, methodologies and practices Other duties as required in addition to or as a result of changing circumstances, that contributes to achieving the purpose of the role 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 Bachelor s or Master s Degree in Computer Science, Information Systems, or other related field. Or equivalent work experience. 15 years+ of IT and business/industry work experience including24x7 IT operational management, systems lifecycle management and infrastructure planning and operations 5 years+ leadership experience in managing multiple, large, cross-functional teams > 100 staff Sound experience in implementing sound ITIL process Sounds experience in articulating service/business impact Advanced IT technical strategic planning experience Preferred Advanced Level ITIL certification Project Management qualification IT technical qualification or comparative experience 20 years plus senior management experience in IT and/or health IT environment Experience in commissioning and supporting enterprise wide IT solutions Sound understanding of information technology operating principles, i.e. concepts and structure of infrastructure and application management, methodologies, techniques, technologies, security Change management and process implementation Demonstrated Commercial/Contract Management

11 High level customer and vendor engagement experience expertise Programme and Workflow Planning expertise Competencies for the Role Innovation Management Delegation Developing Direct Reports and Others Organisational Agility Is good at bringing the creative ideas of others to market; has good judgement about which creative ideas and suggestions works; has a sense about managing the creative process of others; can facilitate effective brainstorming; can projects how potential ideas may play out in the marketplace. Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports and others finish their own work. Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each persons frequent development discussions; is aware of each person s career goals; constructs compelling development plans and executes them; pushes people to accept development moves; will take on those who need help and further development; cooperates with the development systems in the organization; is a people builder. Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations. Process Management Conflict Management Comfort Around Higher Management Good at figuring out the processes necessary to get things done; knows how to organise people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can t; can simplify complex processes; gets more out of fewer resources. Steps up to conflicts, seeing them as opportunities; reads situation quickly; good at focussed listening; can hammer out tough agreements and settle disputes equitably; can find common grounds and get cooperation with minimum noise. Can deal comfortably with more senior managers; can present to more senior managers without undue tension and nervousness; understands how senior managers think and work; can determine the best way to get things done with them by talking their language and responding to their needs; can craft approaches likely to be seen as appropriate and positive

12 Drive for Results Interpersonal Savvy Customer Focus Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results. Relates well to all kinds of people-up, down, and sideways, inside and outside the organization; builds appropriate rapport; build constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably. Is dedicated to meeting the expectations and requirements of internal and external customers; get 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 gain their trust and respect. Note: The position needs to be reviewed by both parties annually. Signed as current and agreed: Manager Employee