TERRITORIAL HEALTH AND SOCIAL SERVICES AUTHORITY

Transcription

1 TERRITORIAL HEALTH AND SOCIAL SERVICES AUTHORITY IDENTIFICATION Department Position Title Territorial Health and Social Services Authority Chief Executive Officer Position Number: Community: Division/Region: NEW Yellowknife HQ PURPOSE OF THE POSITION The Chief Executive Officer (CEO) is a key leader in Northwest Territories health and social services delivery as the most senior administrative position of the Territorial Health and Social Services Authority (THSSA). The incumbent is accountable for executive leadership of the overall operation and supervises the executive team of the THSSA. The position enjoys broad authority and a responsibility related to the operation of the Authority; and ensures that effective mechanisms, rules, systems and activities are utilized to provide an integrated array of safe, efficient, effective and appropriate health and social services programming for all residents. The CEO performs their duties within the context established by the THSSA s commitment to operate based upon an integrated model of health and social services program and service delivery. The CEO reports to and takes direction from the Chair of Health and Social Services Leadership Council when it is established April 1, 2016, that is composed of persons appointed in accordance with legislation (from the date of hire until March 31, 2016, the CEO will take direction from the DM of HSS who will provide this in consultation with the Chair-Designate). The CEO serves as the primary link between the Health and Social Services Leadership Council and the staff members of the THSSA. The CEO reports to the Chair on a regular basis regarding operational matters and relationships within the Authority as well as circumstances existing between the Authority and the other organizations including the Department of Health and Social Services (DHSS). The CEO is also responsible for the coordination of administrative support to the Council.

2 The CEO position will be supported by the Executive Team which consists of approximately direct reports which may include: - Executive Assistant - Territorial Medical Director - Chief Medical Information Officer - Executive Director, Corporate and Support Services - Executive Director, Clinical Integration - Chief Operating Officer, Fort Smith Health and Social Services region - Chief Operating Officer, Deh Cho Health and Social Services region - Chief Operating Officer, Beaufort Delta Health and Social Services region - Chief Operating Officer, Sahtu Health and Social Services region - Chief Operating Officer, Yellowknife Health and Social Services region - Chief Operating Officer, Stanton Territorial Hospital In addition, the CEO will be expected to develop collaborative working relationships with the CEOs of the Hay River Health and Social Services Authority (HRHSSA) and the Tli Cho Community Service Authority (TCSA), to ensure integration of programs and service delivery. SCOPE The CEO has wide latitude in promoting and leading the THSSA. The THSSA serves as single integrated delivery system for NWT health and social service programs recognizing that the TCSA retains a unique role through the provisions of the Tli Cho Agreement. This corporate authority is a new entity and the CEO will be the first leader of organization. The CEO is responsible for leading the establishment of an organizational culture that promotes innovation, continuous program and service improvement and effective change management. In carrying out this work the incumbent must recognize and respect both the corporate requirements as well as the necessity for operational adjustment due to regional differences and diversity. The incumbent must display exceptional executive level knowledge and skills in leading planning, development and territorial-wide delivery of programs and services. The CEO must establish and maintain excellent interpersonal relationships and problem solving skills. Issues addressed by the incumbent may range from complex activities associated with organization, program and service design, development and operation to effectively directing collaborative services networks in support of administrative and leadership functions. Issues such as limited organizational capacity, high costs, limited funding and the requirement to make best use of technological innovation are commonplace.

3 In addition, the incumbent must effectively collaborate with the Department of Health and Social Services (DHSS), professional organizations, Aboriginal governments, municipal and community governments, GNWT departments, and external delivery partners such as Alberta Health Services to ensure effective sharing and use of information and best practices. RESPONSIBILITIES Leadership Leads employees, physicians and key stakeholders in alignment with the organization's vision and values. Leads the development of the THSSA strategic plan, in collaboration with the THSSA leadership team, for approval by the Health & Social Services Leadership Council and recommendation to the Minister. Builds and champions the THSSA philosophy and reputation to build trust and confidence in the public service and enable recruitment of talent. Develops strategic partnerships and collaborations to enhance the service excellence of patient care, education and research. Creates a work environment of performance improvement, accomplishment of strategic objectives/priorities, innovation, and organizational agility. Champions healthcare and social program sustainability across the Territory by encouraging innovation, research and teamwork. Works collaboratively with the DHSS to ensure health and social services are delivered in accordance with GNWT legislation, regulation and broad policies to improve the overall health and well-being of NWT residents. Oversees an integrated, territory-wide operational plan and budget to optimize the efficiency of service delivery, through common standards of care, optimization of resources, and collaborative leadership. Acts as primary support to the Health & Social Services Leadership Council in its governance and advocacy roles and attends all meetings. Ensures effective and efficient reporting to the Health & Social Services Leadership Council and DHSS on the general operations and financial status of the Authority; and the programs and services delivered.

4 Strategic Development and Implementation of Change Takes a broad future-orientated perspective to anticipate emerging healthcare and social service delivery trends and their impact on the short term and long term direction of the THSSA. Leads the THSSA in the translation of the strategic plan into objectives, priorities, action plans, and measurable targets (outcomes). Ensures priorities are clear, focused, and aligned throughout the organization. Ensures annual operational plans align with the system strategic plan and territorial initiatives and key stakeholders are aligned and committed to its implementation. Relationships and Partnerships Builds strong multi-level relationships with the Department of Health and Social Services staff and other stakeholders on issues related to funding and accountability mechanisms. Develops partnerships with shared services providers and provides feedback on service level agreements and requirements to meet THSSA s operational and strategic needs. Keeps Leadership Council informed of all emergent issues with financial and/or public relations and/or legal and/or patient safety implications in an appropriate and timely manner. Engages the community through public consultation, partnerships and public engagement in areas related to health services delivery, health promotion and population health, child and family services, mental health and addictions and other strategic priority areas. Quality, Safety and Patient Care Sets expectations and hold leaders as well as staff accountable for quality patient care including patient and family involvement in care and the domains of quality and excellence within the Accreditation Canada standards. Ensures the provision of safe, high quality care in all programs and that key healthcare and social services benchmarks are monitored and achieved.

5 Enhances the patient and family experience by developing an organizational culture that delivers high quality care with the greatest efficiencies, cost savings and use of resources. Demonstrates commitment to continuous quality improvement. Ensures the provision of culturally competent, trauma-informed care. Financial Accountability Consistently monitors and analyzes the changing trends of healthcare and social program delivery nationally to ensure the THSSA is appropriately anticipating and planning for future healthcare realities. Communicates and ensures all leaders/managers are aware of financial constraints and their impact on priority setting and the business planning process. Leads the THSSA in achievement of overall objectives through effective business planning and financial management within established parameters. Develops business plans and annual budgets that: o Partners with key stakeholders to develop and gain approval of annual budget. o Plans, set targets, implement, and monitor annual budget. o Implements any structural and/or organizational changes required as a result of the approved annual budget. o Adjusts plans accordingly and report to achieve approved budget targets. Anticipates, understands, and develops a comprehensive business case for capital investments and new service proposals. Oversees utilization reviews to ensure appropriate use of resources; particularly high cost drivers within the system. Leads the planning, development, monitoring and ongoing reporting of annual budgets, ensuring that resources are used in the most effective way to support program delivery within approved budget limits. Ensures the timely preparation of the following items for Board information and approval: o Annual Business Plan, o Capital Budget, o Annual Operating Budget, o Annual Audited Financial Statements. Ensures the deployment of the THSSA resources are in line with budgets, plans, legislation and relevant ethical and professional standards.

6 Team Leadership and Staff Engagement Recruits, retains, and engages a high performing executive team who can plan, implement, and achieve the THSSA strategic priorities. Supports team growth and clarifies team priorities to meet the demands of the organization ensuring individuals have the knowledge and skills needed to perform their role. Fosters a positive, engaging, learning culture, ensuring up-to-date knowledge, regulatory skills, and technical skills. Fosters a culture that supports the attraction, retention, and engagement of physicians. Holds senior team accountable for lifelong learning and keeping themselves abreast of current trends. Ensures individual and team developmental opportunities are in place to build senior level leadership capacity and support human resource succession planning. Actively promotes the GNWT s commitment to Affirmative Action. KNOWLEDGE, SKILLS AND ABILITIES Success in the role of Chief Executive Officer requires an optimal combination of the following professional experience, core competencies and personal attributes. Proven ability to lead and manage at an executive level, in an inter-disciplinary, changing, and diverse environment, including an ability to lead across a wide geographic and culturally diverse region. An understanding of contemporary leadership and management styles and philosophies as a framework for visionary and results-oriented leadership. Knowledgeable, conversant, and current in primary health care; population health, public health; home care; medical health; mental health; and adult, family and community social service delivery models and practices. This includes having sound understanding of, and being accountable for compliance with, statutory mental health and child protection requirements. A progressive track record in senior leadership, ideally in a large health delivery system operating a comprehensive continuum of care with oversight for a large budget and responsibility for managing multifaceted organization change. A proven ability to communicate, lead and execute the delivery of strategic directions

7 with demonstrated success in formulating and implementing initiatives to improve service delivery on a cost effective basis. Experience working with a Board of Directors. Excellent government and public relations evidenced by a track record of experience and achievement in this area. The ideal candidate must bring strategic vision, management acumen and relationship management skills to this senior leadership role. The CEO must be experienced in working in partnerships and understand how the health system operations today and how change can affect and support future sustainability. GNWT Management Competencies Authentic Leadership - Authentic Leadership is a driver of personal and interpersonal conduct. It means acting with integrity in interpersonal and organizational practices and treating everyone with respect regardless of their background and which group they represent. Authentic Leaders also demonstrate behaviors that model and support the GNWT Public Service's vision and goals to ensure its success and build the same level of support and productivity in others. This competency guides all of our interpersonal interactions with colleagues, direct reports, staff, stakeholders, partners, members and representatives of external government agencies, and the citizens of the Northwest Territories. Systems Thinking- Systems Thinking is a driver of how thinking about problems and strategies should be approached within the GNWT. It is about approaching all of our work that is done within the GNWT as being part of a larger system that is integrated and inter-related. That is, understanding that work done in one part of the GNWT impacts a variety of other groups/projects inside and outside the GNWT. It is the ability to assess options and implications in new ways in order to identify solutions, always keeping the broader perspective and impact in mind, and appreciating how current, short-term outcomes are driven by long-term strategy and vision. Engaging Others- Engaging others is a driver of how we work as part of the GNWT. It is about proactively building networks, connecting with others, understanding and building relationships with many stakeholders, partners, and governments, and collaborating across the GNWT and beyond, in order to achieve the goals and priorities that are important to Northerners.

8 Action Management - Action Management is about setting a plan in motion and getting it done. It is about knowing which initiatives and results are important, and working with current resources to achieve results that are aligned with the goals of the organization. Action Management is also about managing change in order to be able to achieve results. It is being able to readily adapt to changing priorities, managing uncertainty, and effectively working in a changing environment. People Management - People Management is about creating the conditions and environment that allow people to work collaboratively and productively to achieve results. It's about making sure that employees have the support, tools, and developmental opportunities they need, and that they GNWT workforce has the diversity in knowledge, skills, abilities and experience it needs in order to meet current and future organizational objectives and the priorities of Northerners. Sustainable Management -Sustainable Management is about delivering results by maximizing organizational effectiveness and sustainability of our human, financial, and environmental resources. It means implementing rigorous and comprehensive human, financial, and environmental resource accountability systems to ensure that our resources are managed effectively and with integrity, and that these are carefully considered in the development and implementation of all policies and programs in order to guarantee a healthy and prosperous Northwest Territories for future generations. Typically, the above qualifications would be attained by: This level of knowledge, skill and ability is typically acquired through the completion of industry appropriate academic credentials, at minimum a Master s level degree in areas related to Health, Social Work, Public Administration or Business Administration coupled with a minimum of 15 years of progressively more responsible experience in Health Administration with five years senior leadership experience in a related environment of similar scope and complexity. A Certified Health Executive (CHE) designation with the Canadian College of Health Leaders (CCHL) would be an asset.

9 WORKING CONDITIONS Physical Demands The physical demands on the incumbent are consistent with the typical GNWT office environment. Environmental Conditions The environmental demands on the incumbent are consistent with the typical GNWT office environment. Sensory Demands The sensory demands on the incumbent are consistent with the typical GNWT office environment. Mental Demands There will be considerable demands placed upon the incumbent by internal and external stakeholders to quickly develop solutions and achieve results. This can cause significant levels of mental stress, especially given the demands on the local and national health and social services system, which will somewhat hamper the incumbents ability to meet these demands. In addition, the need to negotiate a consensus among a verity of independent stakeholders in the health and social services system, including professional associations and health and social services authorities, educational institutions and the public adds further stress. The CEO will be required to travel as required by the position which may have an impact on the incumbent s family and social life. This also creates an increased demand on the CEO to coordinate and facilitate an orderly, integrated response to needs in a period of change and fiscal restraint, while still maintaining team motivation, vision, commitment, and effectiveness. ADDITIONAL REQUIREMENTS This is a highly sensitive position and requires verification of identity, a satisfactory criminal records check.