POSITION DESCRIPTION

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1 POSITION DESCRIPTION TITLE: Public Health Medicine Specialist REPORTS TO: Medical Operations Manager PROFESSIONAL ACCOUNTABILITY Clinical Director LOCATION: Greenlane Clinical Centre AUTHORISED BY: General Manager APPROVAL DATE: April 2016 PRIMARY FUNCTION: The position s main objectives include: The provision of public health medicine expertise within the Auckland Regional Public Health Service (ARPHS). The role actively contributes to public health gain for the population of the Auckland region and to reducing inequalities in health. You will be required to provide professional leadership and contribute to public health governance - at the strategic level; within assigned portfolio areas; across the service in general. You will be expected to provide medical leadership and support the leadership of others across a number of assigned portfolio/s, working collegially with other Senior Medical Officers, Clinical, Technical and Management staff SERVICE DESCRIPTION: Our Priorities ARPHS delivers public health services on behalf of the three district health boards in the Auckland region. ARPHS is a fully integrated public health unit delivering promotion, protection, compliance and screening programmes designed to improve the health and wellbeing of the populations of the Auckland region. In partnership with mana whenua, ARPHS strives always to reduce health inequalities working across three domains: Excellence in Core Delivery, Leadership and Advocacy and Future Focused ARPHS operates under a management/clinical partnership model that means senior managers are partnered with a lead clinician/s to provide strategic leadership on specific portfolios to the organisation and to deliver key operational aspects of ARPHS Annual Operating Plan Our Vision: Te ora o Tamaki Makaurau: health for all the people of Auckland Our Values: Being Action Oriented Building and maintaining Healthy Relationships Valuing Diversity Acting with Integrity. ARPHS Strategic Plan, Statement of Performance Expectations (SoPE) and Annual Operational Plan identify which public health services are delivered and monitored. These plans inform all services, teams and individual work plans. KEY ACCOUNTABILITIES Page 1 of 7

2 ARPHS expectations of senior medical staff is that they work with team managers to actively support and engage with the operational teams - providing strategic direction for health programmes, sharing concerns and satisfactions, helping to resolve issues and engaging in aspects of operational work that is pertinent to their role. Public Health Medicine Specialists (PHMS) working within ARPHS may be required to rotate through service areas (portfolios) of ARPHS other than those initially assigned to ensure that the PHMS develops and maintains core competencies and can work across the Service. Short-term variations in assigned portfolio work should be expected so that cover is provided for medical colleagues on leave or in order to respond to public health emergencies. Such variations will normally be a matter of consultation and negotiation between the PHMS and the Medical Operations Manager, but may include other affected parties. Where agreement is not able to be reached, the Clinical Director and General Manager will make a final decision. Core competency expectations for Public Health Medicine Specialists are explained below: General Expectations Carry out the statutory requirements of a designated Medical Officer of Health in accordance with assigned portfolio responsibilities. Participate fully in shared rostered duties for PHMS staff, including after-hours on-call work. Promote and contribute to a collegial and supportive working environment. Participate in organisational planning and development initiatives. Display a high level of knowledge and provides Public Health strategic leadership for specific, assigned portfolios. Apply public health principles to support competent service support across all other areas of public health. Demonstrates understanding of the powers and duties of a Medical Officer of Health and is fully effective in the performance of this role - across the service generically, specifically in relation to assigned portfolio(s) and while participating in the on-call roster. Is familiar with and when appropriate able to utilise relevant legislation to achieve public health goals. Participates in the on-call and other rostered duties which are shared equally amongst the PHMS team, including the Assessment and Management Team (AMT) roster to manage disease notifications. Is flexible and open to swapping rostered duties by mutual consent with other SMOs. Supports other SMO colleagues in assigned portfolio areas to facilitate fair workload distribution and assist with service cover when staff are on leave or during emergency activations. Demonstrates a commitment to the clinical/management partnership to provide positive leadership to the service teams Actively participates in strategic planning for the Service and contributes to service development initiatives. Demonstrates the ability to apply a health promotion approach where appropriate to public health problems and to undertake effective public health advocacy. Provides effective advice on the design and implementation of health promotion programmes. principles in the prevention, surveillance and control of communicable disease. Demonstrates the ability to undertake a health risk assessment of an emergent environmental event, initiate and oversee an appropriate response principles to the promotion of sustainable and healthy living environments principles in the prevention, surveillance and control of environmental disease. Page 2 of 7

3 Stakeholder Engagement All PHMSs are expected to develop and maintain relationships with key stakeholder groups (both internal and external) and actively facilitate effective two-way communication. You are expected to model ARPHS values in all interactions with stakeholders, internally and externally. Emergency response Auckland Regional Public Health Service employees are expected where possible, to respond and return to work to assist in an emergency situation to protect the health of the affected population in a civil defence or a public health emergency. Treaty of Waitangi and cultural responsiveness Auckland Regional Public Health Service works in partnership to support man whenua aspirations for health, wellbeing and reduction of inequalities. As a Crown agent we support mana whenua in its role to manaaki (care for) all people within its tribal rohe (area). We ensure participation of mātā waka (those with affiliations other than mana whenua) in planning and providing services that promote the wellbeing of all Aucklanders. Health and Safety The Auckland Regional Public Health Service (ARPHS) is committed to achieving the highest standard of health and safety for its staff. As an employee of ADHB/ARPHS, the health and safety of stakeholders and colleagues - as well as your own health and safety - are your responsibility. Demonstrates the ability to manage oneself, communicate effectively and conduct relationships in ways that ensure ethical and professional practice and support the directions and interests of ARPHS. Demonstrates the ability to assess, coach, teach and support the professional development of your colleagues, clinical and technical staff. Demonstrates the ability to communicate effectively with external stakeholders using written and electronic media, presentations and mass media, supporting the Communications team.. principles in the assessment, co-ordination and management of a public health incident or emergency. Undertakes training in the incident management processes used by ARPHS and contribute to the implementing of incident response plans. Enables business continuity of the service. Participates in rosters to ensure work coverage during response & emergency events. Demonstrates the ability to analyse public health issues from a Treaty of Waitangi perspective, and to advise on public health issues affecting Maori. Works in partnership with Maori to reduce inequalities in health outcomes Demonstrates the ability to advise on the public health issues affecting Pacific Peoples and other ethnic minorities in New Zealand and to work with them to reduce inequalities in health outcomes. Actively supports the Maori and Pacific Cultural Advisors within ARPHS and involves them in planning where appropriate. Demonstrates the ability to work in a culturally appropriate and sensitive manner and commitment to cultural safety and self-determination for all people. You report all accidents and potential hazards to your manager. You demonstrate initiative by identifying and reporting all hazards and incidents that may cause harm to staff in the organisation. You model safe working at all times and actively participate in health and safety programmes in your area When you are on-call, as the leader of the team you are expected to maintain an awareness of the safety of colleagues. Page 3 of 7

4 Research, Critical Appraisal and Policy Analysis Public Health Medicine Specialists are expected to plan and deliver effective analyses of public health issues, including the retrieval and critical appraisal of scientific or health services research outcomes. Demonstrates an ability to work with the Surveillance team to develop and evaluate a surveillance system for monitoring aspects of population health within your assigned portfolio. Demonstrates an ability to provide an effective analysis of public health issues, including the retrieval and critical appraisal of scientific or health services research outcomes, applicable to public health practice. Shows an ability to influence policy which will improve public health. This includes working with the Policy team to develop robust, evidence-based public policy recommendations, providing critical appraisal of existing policy and proposals Continuing Professional Development Public Health Medicine Specialists are expected to establish and maintain career direction and to manage their own professional development in keeping with the requirements of the Medical Council of New Zealand and the New Zealand College of Public Health Medicine. Senior Medical Officers are accountable to ARPHS Clinical and Professional Director for their professional competence. You record attendance at educational opportunities relevant to your role and your portfolio You participate in professional continuous improvement activities such as peer review You actively maintain competencies relevant to professional standards and accreditation requirements, maintaining your vocational membership/s, medical practising certification and professional indemnity requirements You fulfil your responsibilities within ADHB s annual performance review and planning processes by completing an annual personal development plan, establishing annual operational and strategic goals, objectives and performance targets and describe strategies to achieve these targets. Demonstrates a commitment to professional development in general by contributing to the development of other staff within your area of influence and by providing leadership appropriate to the expected level of your own professional practice Quality & Risk ADHB and ARPHS are committed to the concept of quality improvement. All staff are required to participate in quality and risk programmes as an integral part of their employment. Demonstrates active participation in quality improvement and risk management initiatives, both at a professional level and a service level. Demonstrates the ability to develop a quality assurance framework for a health service or public health care programme/proposal; to establish outcome measures and evaluate results.. Page 4 of 7

5 MATTERS WHICH MUST BE REFERRED TO THE GENERAL MANAGER significant financial issues significant quality or safety issues (which should also be referred to the Clinical Director) 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 or of Auckland District Health Board Authorities: This position has no delegated authority, as per the ADHB Policy Manual FTE 1.0 FTE (Full-time) Budget Accountability (if applicable): Not applicable Relationships External Internal Committees/Groups Ministry of Health District Health Boards Other Public Health providers Other health services including primary care General public Mana whenua Auckland Council ARPHS General Manager ARPHS Clinical Director Level 4 Managers Programme Supervisors/ Team Leaders Senior Medical Officers Maori and Pacific Liaison Advisors All ARPHS Staff As assigned Person Specification Essential Desired Qualifications Vocationally registered with Medical Council of New Zealand in the field of public health medicine Additional qualification in a related area of health or health management Experience Personal Skills & Competencies A currently practising Public Health Medicine Specialist with at least three years experience working in a Public Health Unit as a designated Medical Officer of Health Effective oral and written communication skills A team player who respects diversity and works well with others Ability to influence and support change Proactive and takes initiative The ability to challenge and question the status quo (ie processes and systems) and facilitate the development of innovative and workable performance improvements Outcome / solutions focussed Resourceful and resilient; able to stay calm and cope under pressure Experience in a multidisciplinary, multicultural environment within the within the New Zealand health sector Previous management and / or leadership experience Previous experience working in a Population or Community Health related discipline. Page 5 of 7

6 Desirable Personal Competencies COMPETENCY Courageous Decision Quality Conflict Management Motivating Others Negotiating Organising Priority Setting Results Orientated Peer Relationships Self-Knowledge DESCRIPTION Doesn t hold back anything that needs to be said; provides current, direct, complete, and actionable positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary. Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise. Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person s hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person; shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with. 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. Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently arranges information and files in a useful manner. Spends his/her time and the time of others on what s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates 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. Can quickly find common ground and solve problems for the good of all; can represent his/her own interests and yet be fair to other groups; can solve problems with peers with a minimum of noise; is seen as a team player and is cooperative; easily gains trust and support of peers; encourages collaboration; can be candid with peers. Knows personal strengths, weaknesses, opportunities, and limits; seeks feedback; gains insights from mistakes; is open to criticism; isn't defensive; is receptive to talking about shortcomings; looks forward to balanced (+'s and -'s) performance reviews and career decisions. WORKING FOR ADHB EXPECTATIONS OF ALL EMPLOYEES INCLUDING ARPHS STAFF CITIZENSHIP All employees are expected to contribute to the innovation and improvement of Auckland District Page 6 of 7

7 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 Variation to position description This position description describes the accountabilities and requirements of the position and is intended as a guide to the main elements of the role and should not be considered as a complete listing of all duties and tasks that may be undertaken. This position description is not intended to be restrictive and may change as a result of consultation with the post holder or changes internally or externally to the organisation. This position description is subject to review dependent on the needs of the service, any amendments will be discussed with the post holder. Page 7 of 7