POSITION DESCRIPTION POSITION DETAILS:

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1 POSITION DETAILS: TITLE: DEPARTMENT : REPORTS TO: LOCATION: AUTHORISED BY: DATE: POSITION DESCRIPTION Team Leader, ORLHNS Head and Neck Surgical Services (Otorhinolaryngology (ORL), Oral Maxillofacial Service (OMS) and Oral Health (OH) Business Manager, Surgical Services Auckland City Hospital/Middlemore Hospital/Greenlane Hospital Duncan Bliss, General Manager Surgical Services February 2019 PRIMARY FUNCTION: The role is managing the day to day operations of the department, working closely with equivalent roles across the head and neck services and implementing improvement initiatives in partnership with the relevant clinical director. Providing leadership and support to the administration team, including undertaking administration tasks as required to meet the needs of the service. Ensuring production targets are met, rosters and timetables are up to date and adequate cover and leave arrangements are made within the service Effectively and efficiently managing resources within the department to meet financial and production targets Contributing to the strategic direction of the head and neck service through initiatives which improve patient experience, clinical outcomes and financial sustainability. KEY ACCOUNTABILITIES Key Result Area Operational Performance Expected Outcomes/Performance Indicators Manage day to day activities of the team Ensure clinical staff rosters are maintained accurately and coordinate adequate cover or planning for all leave periods, and appropriate skill mix and experience Identify opportunities for additional OR capacity and prepare supporting analysis and present to Business Manager. Co-ordinate and communicate OR changes within the service. Support the scheduling and booking staff with finding additional capacity where necessary. Work with ADHB production coordinator to monitor follow up waiting list, clinic waiting list and surgery waiting list. Book additional clinics and co-ordinate clinic support staff and consultants. Escalate to Business Manager when insourcing or outsourcing is required to meet compliance, and assist when necessary, and assist with coordination. Liaise with Faster Cancer Treatment Co-ordinator to ensure service meets FCT timeframes. Monitor unprocessed referrals and take appropriate action to ensure this process is not delayed. Page 1 of 5

2 People / Team Leadership Quality Integration Specific Responsibilities and Accountabilities Professional development Support the development and implementation of systems and processes which enable clinical staff to deliver the best patient care Identify problems and potential solutions to upcoming issues that may prevent the service from reaching objectives Identify and escalate issues to Business Manager in a timely way Provide information and analysis to the Business Manager and Clinical Director to enable accurate forecasting on resource requirements Monitor and manage leave liability across the teams Build and maintain strong relationships with the clinical team to ensure achievement of operational goals Build and maintain strong relationships with the wider groups to foster knowledge and enable collaboration in service delivery The team leader will provide leadership and guidance to the administration staff to ensure they work effectively and proactively. Foster positive and cohesive team culture, identify and implement strategies Manage work flow and allocation of work for administration staff within the head and neck services Manage the professional development requirements of the team. Manage poor performance in accordance with ADHB s HR processes. Manage the Recruitment process for staff as appropriate. Develop a work plan for the team and monitor progress against this, including managing the annual performance review process of line reports within the required ADHB system Manage team communication, including ensuring regular team meetings Manage all HR and Payroll functions including leave management, timesheets etc, accurately and in a timely manner Identify opportunities for improvement and areas requiring further investment Investigating incidents and complaints (involving the Business Manager/Clinical Director as required) Maintaining a robust connection to the wider head and neck team Supporting cohesive multidisciplinary team collaboration within the wider head and neck services To work flexibly to meet the needs of the service, this may mean working outside of normal office hours when appropriate. To work effectively and proactively as part of a team. Ensure that the appropriate appointments are made within the agreed timeframe working alongside the clinical teams to facilitate this. Maintaining knowledge of current best practices. Continually seeking to improve knowledge about the organisation and new processes. Attending educational opportunities relevant to the role. Establishing annual goals, objectives, performance targets and strategies to meet these. FTE Direct Reports Direct reports - 3 Indirect reports 11 SMOs, 4 Fellows, 4 HOs, 4 RMOs Budget Accountability (if applicable): <20k Workforce Central and Kiosk Page 2 of 5

3 Relationships External Internal Committees/Groups Other DHBs Directorate leadership team Operation Managers Clinical Leaders Stakeholders ADHB employees Other ADHB initiatives Other head and neck services Project Steering Groups Project Teams Stakeholder groups Person Specification Education & Qualifications Education Skills & Experience Specific Competencies Essential Tertiary degree qualification in a relevant field Sound previous experience in operational and business analysis role Experience in managing a health professional team Evidence of strong relationship management skills Project management or service improvement experience Good written, reporting and verbal communication skills Interdisciplinary relationship management experience Strategic thinking and planning Ability to influence and persuade Desired Management qualification or equivalent experience Project management or improvement qualification Understanding of complex organisations Health management or clinical service delivery experience PERSONAL CHARACTERISTICS Possesses great leadership qualities that enable their teams to collaborate better and deliver results faster and in a more cost-effective way An easy going personality someone who respects other s opinions and behaviour, even if disagreeing with them. Be able to voice the team s opinion without being confrontational or pushy Should pay attention to every aspect of a project and effectively deal with any delay or point of concern that may arise before it becomes a problem Compassionate - Puts patients first in all considerations recognising the core purpose of the organisation Ability to build an effective team blends people into teams when needed, creates strong morale and spirit in the team, fosters open dialogue, shares wins and successes, lets people finish and be responsible for their work, defines success in terms of the whole team, creates a feeling of belonging in the team Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure Ability to think outside the box Page 3 of 5

4 Ability to communicate with people at all levels. Calls for clear communication about goals, responsibility, performance, expectations and feedback Has a high level of integrity, doing what they say they will do, maintaining confidence of staff and of patient information CRITICAL COMPETENCIES COMPETENCY People / Team Leadership Clinical / Operational performance Change Management Values Diversity Financial / Business Management DESCRIPTION Actively listens to staff and provides constructive feedback, recognises the contributions of others. Clearly communicates with staff and provides a working culture which is supportive and positive. Builds a supportive team environment through listening, and being flexible within organisation guidelines. Actively implements induction, orientation and retention strategies which are in line with organisation-wide objectives. Role models and promotes, by actively holding self and others accountable to behave in line with our values to deliver quality patient outcomes. Seeks out opportunities to support others in achieving goals. Able to manage diversity and draw together a range of perspectives. Recognises and respects individual differences. Understands the importance of patient care processes and systems and actively seeks improvements. To work flexibly to meet the needs of the service which may mean working outside of normal office hours when appropriate Contributes to agreed service and organisation-wide change management Supports staff in undertaking new challenges and initiatives Understands significance of Treaty of Waitangi Displays cultural sensitivity Appreciates insights, values and ideas of all individuals and works effectively with these differences Ability to implement service delivery plans and achieve short-term objectives within the strategic guidelines Clearly communicates plans and expectations to staff. Page 4 of 5

5 WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the innovation and improvement of Auckland District 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 Page 5 of 5