Position Description

Transcription

1 Position Description Position: Reports To: Direct Reports: Chief Executive Officer IFL- 247 Board of Directors Corporate Services Manager Health Services Manager Senior Medical Officer Purpose of the Role The Chief Executive Officer (CEO) will be accountable to the Mamu Health Service Limited Board of Directors for the leadership, efficient and effective management of the organisation according to strategic directives. The CEO will also be responsible for ensuring the legislative and funding requirements are met including appropriate financial, human resources, infrastructure, continuous quality and service delivery programs are in place to deliver high quality Comprehensive Primary Health Care. Key Responsibility Areas Core Responsibility 1 - Community Engagement and Partnerships Collaboration Represent MHSL at a local, regional and national level in accordance with the organisation s core values, mission and vision. Maintain strong knowledge and understanding of the Aboriginal culture, community as well as the key challenges they face in relation to health care. Network and form informal partnerships to develop referral pathways and opportunities to expand the organisation. Develop strong community relationships and collaborate with partners, communities and other service providers to assist business development. Maintain strong connections with government departments and community organisations and collaborate with community organisations by attending meetings/workshops to keep up to date on funding opportunities. Success indicators for Core Responsibility 1 Community and partnership networks have a strong understanding of MHSL vision, mission and purpose. High degree of trust and confidence from stakeholders and maintain excellent stakeholder relationships. Member of and regularly attend various industry networking events and forums. Build the reputation of the organisation by actively promoting understanding of and support for it within the region. Page 1 of 7

2 Build and participate in key partnerships and participate actively in community networks. Constant focus on delivering organisational benefits through networking opportunities. Affiliations made with other primary health service providers in the local, regional and service area. Measurable Key Performance Indicators for Core Responsibility 1 Evidence of strong and effective relationships with community organisations, service networks and government. Growth in self referrals and referrals from community organisations. Increase in the number and value of partnerships and alliances. Core Responsibility 2 Governance and Reporting Work with the Board and staff to ensure that the vision is fulfilled through programs, strategic planning, and community outreach and stakeholder engagement. Uphold and deliver upon strategic direction from the Board and meet governance requirements. Ensure MHSL meets National requirements for data collection and reporting regarding National Key Performance Indicators (nkpi). Educate and keep the Board of Directors up to date with all MHSL directives, products and services, marketing initiatives and participation in industry events. Invite members of the Board to become actively involved in MHSL industry events and initiatives, as well as keep them up to date with networking opportunities with key stakeholders. Inform the Board of Directors of funding, health finance, and service reform and regulatory trends which may impact on MHSL goals and operations. Success Indicators for Core Responsibility 2 Presentation of Annual Action Plan to the Board of Directors aligned with the MHSL Strategic Plan. Communications Plan presented to the Board of Directors. Board of Directors provided with social calendar detailing upcoming events. Useful detailed reports, data and information provided in a timely manner to the Management Committee. Page 2 of 7

3 Measurable Key Performance Indicators for Core Responsibility 2 Board of Directors clear knowledge and understanding of MHSL services and programs. All reports provided with Board of Directors within agreed time frames. MHSL Strategic Plan initiatives delivered upon frames. Communications planned delivered upon within agreed time frames. Core Responsibility 3 Operations and Service Delivery Work with the Senior Management Team to monitor the daily operations of MHSL. Develop and implement streamlined process and procedures that maximise organisational efficiencies. Ensure that clinics and health programs deliver quality treatment and meet agreed health service commitments to clinic clients, outreach and regional health organisations. Advise the Board on operational issues and propose plans to rectify. Ensure a high quality service through education and training and appropriate allocation and management of resources. Implement sophisticated operational procedures to streamline internal processes and procedures while maximising efficiencies. Monitor relevance of service delivery and program initiatives to ensure that they meet the needs, and address challenges of cultural and environmental climates. Success Indicators for Core Responsibility 3 Appropriate management of transport, infrastructure, facilities and resources to ensure quality of service delivery. Effective promotion of MHSL services, programs and initiatives. Streamlined systems, processes and procedures for effective and efficient operations. Smooth operations of the MHSL operations with minimal disruptions to daily operations. Appropriate network and information technologies made available for operational efficiency. Measurable Key Performance Indicators for Core Responsibility 3 Increased coverage of health services throughout service regions. Members of the service regions have a clear understanding of healthy lifestyles. Improvement of the overall health in members of the community. All customer requests, queries and complaints received and responded to in a timely manner. Services and programs are easily accessible to customers. Page 3 of 7

4 Core Responsibility 4 Financial Management Work with Senior Management Team on preparation of annual budget and effectively manage MHSL resources and assets to meet budget requirements. Implementation of stringent systems, processes and procedures to ensure effective financial controls, accuracy of reporting and accountability of financial responsibilities. Effectively management and forecasting of revenue and expenditure of the organisation in accordance with budget and funding requirements. Maintain compliance with all requirements to maintain existing funding, and identify avenues for other funding opportunities. Lead the Senior Management Team in the implementation of new funding frameworks and activity based funding. Success Indicators for Core Responsibility 4 Prudently manage the financial resources within the budget allocations Implement appropriate revenue raising programs Terms and conditions of funding contracts met Presentation of potential funding opportunities to the board Presentation of annual budget to the Board of Directors with monthly financial statement reports Measurable Key Performance Indicators for Core Responsibility 4 Revenue maximised Annual budget and funding goals and objectives are met Long- term financial sustainability of MHSL through prudent financial management Funding agreements with all sources to ensure continued operation of the organisation and fulfil all contractual compliance Page 4 of 7

5 Core Responsibility 5 Human Resource Management Ensure MHSL maintains compliance with all statutory and legislative obligations, and organisational policies and procedures. Ensure the effective management of human resource functions such as workforce planning, change management, and leadership. Identify opportunities for professional development and progression through work experience, apprenticeship, traineeship and volunteer programs. Maximise productivity through effective workforce planning, organisational structure and staff retention. Work collaboratively with the Senior Management Team to ensure appropriate resourcing levels are met to ensure a high standard of service delivery. Monitor the ongoing performance of reporting staff, provide constructive feedback and hold staff accountable for delivering organisational goals and objectives. Success Indicators for Core Responsibility 5 Presentation of Human Resources plan to the Board of Directors addressing organisational status and plans for improvement Plan developed to maximise professional development and succession planning through organisation Available to staff to provide advice/mentoring or assistance if necessary in relation to relationship management, issues etc. Develop and retain a high performing team of staff Policies and procedures ensure effective recruitment and retention of key health care professionals Annual training and education plans implemented for workforce. Annual performance reviews for all staff completed Annual staff survey completed Measurable Key Performance Indicators for Core Responsibility 5 Decrease in staff turnover Increase in attendance rates Maximised efficiencies in workforce planning Workforce gaps filled with continuity of efficient staffing levels Staff survey results show 80% are satisfied within their role and feel valued by the organisation Improved cultural performance of the organisation through increased average responses in the staff and volunteer satisfaction survey Reduction in the number of WorkCover claims Reduction in Fair Work claims with nil successful claims Page 5 of 7

6 Core Responsibility 6 - Compliance and Quality Assurance Ensure MHSL meets all statutory requirements including OH&S legislation, EEO legislation, privacy legislation and confidentiality. Oversee the preparation for the annual quality assurance audit. Oversee the annual review of MHSL policies, procedures and practices to ensure they fully conform to current laws and regulations and are compliant. Contribute to the maintenance of AGPAL accreditation status and reaccreditation process as required. Success Indicators for Core Responsibility 6 Number and nature of occupational health and safety incident reports Number and nature of staff grievances MHSL meets all the qualification standards in quality assurance audits Maintain Quality Management and Continuous Quality Improvement Register All requirements of AGPAL accreditation adhered to Measurable Key Performance Indicators for Core Responsibility 6 Accreditation for ISO:9001 maintained AGPAL accreditation maintained All workplace health and safety reporting requirements are adhered to Essential Key Selection Criteria Tertiary qualifications and professional experience in a relevant field, or extensive relevant industry experience. Demonstrated knowledge of Aboriginal Community Controlled Health Services including the understanding of Comprehensive Primary Health, and genuine passion and commitment to the improvement of health care services. Demonstrated experience in networking and liaising with local communities and relevant Government and non- Government organisations including research and project evaluation experience. Demonstrated ability to contribute strategically and in an innovative way to services and programs and to guide the broader direction of the organisation in consultation with the Board of Directors. A knowledge and understanding of Corporate Governance and particularly how to work effectively within an Aboriginal Community Controlled organisation in order to support and facilitate Board operations effectively. Ability to promote a work environment that empowers, inspires and develops the various talents of all employees to ensure an ideal level of suitably skilled employees and maximise staff performance. Page 6 of 7

7 Effective experience in overseeing the budget of an organisation and ensuring that all programs remain on budget and all financial reporting is compliant with legal and funding obligations. Effective communication skills including high level meetings, committees and forums as well as highly developed interpersonal skills such as report writing and negotiation skills. Demonstrated understanding and practice of Workplace Health and Safety, Equal Employment Opportunity and Anti- Discrimination legislation. Possession of a current C Class Open Driver s Licence valid in Queensland is required. The ability to obtain a clear Criminal History Check (AFP). Current Blue Card with Commission for Children and Young People and Child Guardian. Desirable Selection Criteria Demonstrated knowledge and understanding of the impact of settlement and the subsequent social determinants of health gaps on the wide Aboriginal and Torres Strait Islander community in Australia. Demonstrated knowledge and application of quality and accreditation, program evaluation and the use of evidence based practices, financial and human resource management, data collection, risk management frameworks and primary health care planning processes. Demonstrated knowledge of the opportunities and risks existing in the political and policy environment of Aboriginal & Torres Strait Islander health and social welfare in Queensland, and nationally as it impacts on Aboriginal Medical Services. The Key Performance Indicators contained within this Position Description should be reviewed and utilised as a basis for developing specific Key Performance Indicators for each year. Approved by: Date: I have read this Position Description and understand and accept the requirements for the position of Chief Executive Officer. Incumbent: Date: Note: The above information in this position description has been designed to indicate the general nature and level of work performed by the employee within this classification. It is not designed to contain or be interpreted as a comprehensive inventory of all duties, responsibilities and qualifications required of employees assigned to this job. Page 7 of 7