JOB TITLE: Senior Planning and Portfolio Manager Planning Funding and Population Health

Transcription

1 JOB TITLE: Senior Planning and Portfolio Manager Planning Funding and Population Health 1. PURPOSE OF POSITION This position is a key role in the Planning and Funding team. The role is responsible for: Ensuring the organisations Annual and Strategic Plans are developed Leading and co-ordinating the service development work programme for Portfolio Managers Ensuring models of care and service configuration changes are understood and implemented in a way that supports the ongoing safe and effective delivery of health service Ensuring that successful, long-term and proactive formal and informal relationships are developed with funders, providers and allied organisations including other DHBs To lead an agreed portfolio of services 2. ORGANISATIONAL VALUES The Taranaki District Health Board (TDHB) is committed to the strategic actions and behaviours of Working Together : Treating people with trust, respect and compassion Communicating openly, honestly and acting with integrity Enabling professional and organisational standards to be met Support achievement and acknowledging successes Creating healthy and safe environments Welcoming new ideas 3. DIMENSIONS Reports to General Manager, Planning, Funding & Population Health Number of people reporting to you 7-9 Financial limits authority Operating Budget To be confirmed To be confirmed Page 1 of 8

2 4. WORKING RELATIONSHIPS External Ministry of Health Health Share Other DHBs Media Community Providers Service Providers Internal General Manager Planning and Funding Planning and Funding Team Contracts Team Programme Office Maori Health Unit Clinical Services Managers Finance 5. ACCOUNTABILITIES Key Area of Responsibility 1. Strategic and annual planning Ensure the completion of the Annual Plan for the organisation each year 2. Service Development Develop a detailed work plan for team based on the Annual Plan, the Health Action Plan and the emergent issues Expected Outcomes Ensure a rigorous approach to service planning resulting in robust service plans and prioritisation tools being incorporated into the DHB s Strategic and Annual Planning process Develop robust service plans that reflect Ministry of Health and TDHB objectives within agreed timeframes, with the full participation of internal and external stakeholders Ensure the planning process is in alignment with national and regional strategies Ensure the DHB Annual Plan is completed in line with DHB expectations Contribute to, and participate in, national and regional planning policy and service development Secure and maintain commitment of other agencies and partners to actions which align with TDHB s strategic aims Ensure a structured and disciplined approach to project management is implemented within the team Understand changes to service delivery including levels of service, quality and location and maximise opportunities for improved population health outcomes Understand Provider issues of capability, capacity and reconfiguration and maximise opportunities for sector change and innovation to improve population health outcomes Ensure activities link to achievement of positive health outcomes and a reduction in health inequalities for the Taranaki population Ensure all service development proposals identify areas of significant risk and related mitigation processes Ensure focus on improving current inequities between Māori Last Updated: July 2017 Page 2 of 8

3 3. Change Management Builds consensus and support among stakeholders 4. Contractual/Agreement Development and Management Ensure alignment and compliance with DHB wide contracts policy. and non-māori Critically analyse potential and actual service development from a comprehensive quality, risk and value for money perspective Develop, promote, maintain and ensure effective working relationships including within TDHB, Ministry of Health, HealthShare and NGOs and other relevant stakeholders and agencies Work within an alliancing approach (which incorporates cross sector and outcomes frameworks) and recognises the socioeconomic determinants of health Lead consultation with community groups and providers on proposed changes where appropriate Ensure change processes comply with policies and legal requirements Ensure process is in place for an efficiently and effectively planned and managed contracting round that meets agreed performance criteria Maintain a strong link with DHB s Centralised Contracts Team Ensure contractual risk is minimised and quality of service enhanced through the development of standardised processes Ensure that clear strategies are in places that ensures the short and long-term sustainability of all services and service contracts Ensure all service development proposals identify areas of significant risk and related mitigation processes Establish new payment methods and incentives as appropriate Negotiate funding agreements in line with accepted legal practice and organisational policies and processes Integrate quality, safety and accreditation principles into funding agreements Ensure that the General Manager Planning, Funding and Population Health is fully informed, briefed and consulted in advance of all major issues relating to contracts of delivery of outcomes Prepare negotiation briefs and contract intentions ensuring delivery of strategic directions Support the team to establish and maintain a positive and effective relationship with providers, other DHBs and stakeholder groups Ensure integration of appropriate quality, safety, accreditation principles and provider performance measures into portfolio funding agreements Evaluate provider performance against their funding agreements, intervening where performance falls below an acceptable level Manage provider complaints process as appropriate Last Updated: July 2017 Page 3 of 8

4 5. Reporting, Evaluation and Assurance Make better use of health intelligence and new technologies 6. Information and Knowledge Management To provide leadership, direction and accountability for information and knowledge management to support the Ensure that any potential conflicts of interest are identified and managed according to DHB policy Ensure compliance with reporting to DHB and Ministry of Health in line with expectations Monitor audit progress reporting and corrective actions arising from routine quality audits as these occur Review Performance Monitoring returns for all agreements Liaise with Ministry of Health about the accountability reporting requirements Ensure the coordination and production of quarterly accountability reporting and Annual Plan reporting within the required timeframe Ensure the collation of information into reports for GM Planning, Funding & Population Health and the Board, that meet the agreed quality and milestone requirements Ensure the DHB complies with non financial planning, performance and reporting Provide forecasting of financial and non-financial information, that is based on sound rationale which is as accurate as possible Assess the impact of price changes and changes to the Population Based Funding Formula at a local level Strengthen the monitoring and evaluation of activities Ensure appropriate recording, monitoring, auditing and reporting of provider performance against their funding agreement and Price Volume Schedule Ensure regular monitoring of IDF s and follow up of any issues posing a risk to the DHB Ensure portfolio annual expenditure budget is developed in agreed timeframe Ensure that Analytical Team is aware of any factors which might include prior year or future forecasting Monitor the financial performance of portfolio providing monthly reports on significant variations, key issues and directions Identify potential or actual risks of non-achievement of service plans and take appropriate action to minimise these Understand the revenue environment and identifies all opportunities for additional revenue capture Facilitate an environment that produces good process/output/outcome data that is continuously fed back to Portfolio Managers, the DHB and communities Ensure that data systems are developed, maintained and updated as required to meet Planning and Funding requirements Apply information from needs analysis and provider Last Updated: July 2017 Page 4 of 8

5 responsibilities of the Planning and Funding Team 6. Staff Management reporting/monitoring to service design Develop whole of system analytics Strengthen the focus on measuring value and encouraging collaboration and integration Agree an annual work programme which includes milestones, performance indicators, activities, resources and financial implications Select, appoint and manage staff Ensure that performance management, staff education and development plans are in place Provide short term cover for colleagues in Planning and Funding as required Lead, motivate and co-ordinate team Organisational Expected Outcome for all Managers Accountabilities Health Equity The TDHB strives to eliminate health inequalities and achieve health equity for the Taranaki population. In practical terms this means all Managers, Team Leaders and roles with responsibility for managing staff, are required to implement relevant health equity policies, procedures, approaches and guidelines issued from time to time including: Implementing the Pae Ora Framework which requires: o Demonstrating the principles of Partnership, Participation and Protection under the Treaty of Waitangi; o improving understanding of the determinants of ethnic inequalities in health, in particular the Drivers of ethnic inequalities in health and the Pathways to Inequalities both of which are referenced in the TDHB Pae Ora Framework, Appendix 1; o Enabling Māori participation in design and delivery of services; o Ensuring Health Equity assessment is undertaken with appropriate input where services, policies or programmes are expected to improve outcomes for Māori; o Ensuring appropriate health literacy responses are developed and implemented to support effective engagement with and delivery for Māori and high needs communities; Taking affirmative action to increase the Māori workforce within your team according to the Māori workforce targets set for the TDHB; Providing leadership for self and team to: o Review clinical practice and those of your peers, through a health equity and quality lens; o ensure collection of high-quality ethnicity data according to the TDHB Ethnicity Data Collection Policy and procedures; Last Updated: July 2017 Page 5 of 8

6 Organisational Accountabilities Expected Outcome for all Managers Health and Safety o audit, monitor and evaluate health impact and outcome data to improve the delivery of high-quality health care for Māori; Provide critical analysis of those organisational practices that maintain disparities in health care The Taranaki DHB is committed to ensuring that a safe and healthy work environment is achieved and maintained. All Team Leaders and Managers will support the DHB s health and safety culture by: Planning, organising and managing health and safety activities directed at preventing harm and promoting health and wellbeing in the workplace Following, implementing and ensuring compliance of all Health and Safety policies, procedures and processes Working closely with and supporting the Health and Safety Representative(s) role Ensuring a safe working environment and work practices through risk and hazard identification and management Ensuring health and safety is a standard agenda item in all meetings Ensuring health and safety reported events are followed up and closed off within required timeframes Ensuring health and safety audit activity occurs; results reviewed and improvement actions implemented Ensuring health and safety management accountability for all direct reports is monitored and reviewed as part of the performance review process Actively supports staff rehabilitation and provides return to work options Ensuring health and safety related Key Performance Indicators are measured, reported and performance monitored Personal Development Fully contributes to the individual s team performance and is committed to identify and pursue opportunities for developing new knowledge and skills Participates in the performance appraisal process where personal performance and development is reviewed Willing to accept new responsibilities, acquire and demonstrate relevant new knowledge 7. VARIATION TO DUTIES Duties and responsibilities described above should not be construed as a complete and exhaustive list as it is not the intention to limit in any way the scope or functions of the position. Duties and responsibilities can be amended from time to time either by additional, deletion or straight amendment to meet any changing conditions, however this will only be done in consultation with the employee. Last Updated: July 2017 Page 6 of 8

7 8. CAPABILITY REQUIREMENTS Capabilities are the behaviours demonstrated by a person performing the job. Capabilities identify what makes a person most effective in a role. Those listed below are expected for the Planning and Funding team roles in the organisation. The required capabilities can change as the organisation develops and the roles change. Capability Be a Values Leader Understand own leadership style; develop self; display trust and integrity; be resilient and adaptable. Engage Others Develop others; motivate and empower; demonstrate care and respect; communicate effectively; foster a positive culture. Develop Coalitions Build constructive relationships; create oportunities for thinking and working across boundaries; promote and demonstrate diversity of thinking, ideas and approaches; display team work and lead collaboratively. Leading Care Demonstrate an understanding of the purpose of care and the needs of those providing and receiving care; connect DHB s purpose and values to Unit s work; model responsibility and accountability; identify and implement strategy and tactics for achieving the purpose; demonstrate a commitment to the principles of Te Tiriti o Waitangi; maximise the contribution of all staff to identify and remove barriers to addressing inequalities; achieve results related to the provision of great care. Mobilise System Improvement Establish evidence based decisions; enable a culture of continuous improvements; establish the change imperative; demonstrate organisational and political agility; identify innovations and support their adoption; nurture organisational learning. Managing Vision and Purpose Communicates a compelling and inspired vision or sense of core purpose; talks beyond today and about possibilities; makes the vision sharable by everyone; can inspire and motivate entire Units. Managerial Courage Does not 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 quickly and directly; is not afraid to take negative action when necessary. Business Acumen Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology and information affecting their business and organisation. Drive for Results 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. Intellectual Horsepower Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable and agile. Standing Alone Will stand up and be counted; does not shirk personal responsibility; can be counted on when times are tough; willing to be the only champion for an idea or position. Last Updated: July 2017 Page 7 of 8

8 Capability Political Savvy Can manoeuvre through complex political situations effectively and quietly; anticipates issues and plans their approach accordingly; views politics as part of organisational life and adjusts to that reality. Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can create breakthrough strategies and plans. Organisational Agility Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal networks; understands the origin and reasoning behind key policies, practices, and procedures; understands the culture of organisations. 9. EDUCATION/QUALIFICATION/KNOWLEDGE A tertiary qualification in a health related field or management Knowledge of National, Regional and Local health strategies and planning process 10. SKILLS Well developed written and oral skills Project Management Proven ability to lead, motivate and co-ordinate teams Proven ability to engage and negotiate with people, and develop and maintain effective relationships Proven ability to work alongside multiple stakeholders to achieve service goals Financial and non-financial analytical skills 11. EXPERIENCE At least three years Senior Management experience within a health sector Experience of working collaboratively with a range of agencies Experience of operational and strategic planning Proven experience in developing and implementing efficient contracting processes Last Updated: July 2017 Page 8 of 8