JOB DESCRIPTION POSITION BUSINESS UNIT RESPONSIBLE TO Shift Manager Operations Emergency Ambulance Operations Manager OUR MISSION To provide world class free paramedic care for the people of Greater Wellington and Wairarapa. WHAT WE VALUE Passion Openness Caring Integrity - Learning JOB PURPOSE The Shift Manager will provide an operational management function to ensure the delivery of the highest quality of patient care within agreed policies and procedures and achieve high levels of response time performance standards. This will involve the provision of clinical support, leadership, active mentoring, conflict resolution, personnel management and maintaining a high professional profile and standard. JOB SCOPE The role of the Shift Manager will be required to work closely with the clinical services team to ensure high standards of clinical care are delivered to patients. They will also be required to have strong working relationships with the people and capability team to ensure the effective management of operational staff. CONTEXT THAT THIS ROLE OPERATES WITHIN Organisational perspective Wellington Free Ambulance is New Zealand s only emergency ambulance service free to patients. We provide high quality leading patient care in emergency medical and trauma situations, prehospital care, treat-at-home care, rescue and transport services. Established in 1927, Wellington Free Ambulance services the Greater Wellington and Wairarapa regions. Our area of operations extend from the Cook Strait to Peka Peka Road (past Waikanae) and across to Mount Bruce and cover a population of over 460,000 people. Last year we helped around 75,000 people across the region. Our focus on delivering world class free paramedic care means that attracting, recruiting and retaining highly skilled staff is crucial to our ability to provide high quality services. We have around 300 staff and 80 volunteers. Page 1 of 6
Business Unit Perspective The Operations team are responsible for ensuring that Wellington Free Ambulance has an effective service delivery model, which ensures that the right person is in the right place at the right time, to best meet our patient s needs. Key to delivering an effective service delivery model is being able to respond to the hanging environment of modern healthcare and delivering efficient, effective and sustainable services. KEY ACCOUNTABILITIES Key Accountability Operational Performance Staff Management Deliverables / Outcomes (Jobholder is accountable for) Contribution to the management of operational effectiveness. Developing a culture of leadership, responsibility and accountability within the team. Key Performance Indicators / Measures (Jobholder is successful when) Response time targets for Purple incidents, urban and rural are achieved. Response time targets for Red incidents urban and rural are achieved. Response time targets for Orange incidents achieved. Team members are fully aware of the organisations operating plan and the organisations operational performance. Routine performance information is provided to the Emergency Ambulance Operations Manager Compliance against the organisations deployment plan is achieved. Sickness/absenteeism levels do not exceed 5%. All staff have an up to date development plan in place and receive an annual appraisal. All staff are compliant with continued professional development requirements. 90% complaints are investigated and completed within 28 working days. Staff non-compliance with regard to Continuing Education Portfolios, compulsory training requirements and clinical audit process is managed. Evidence of leading by example and consistently demonstrating WFA s Values. Evidence of participation in the selection and induction of new staff. Staff absences and return to work processes are managed. All issues raised are evaluated, taking responsibility to ensure they are resolved and/or reported as appropriate. Evidence of taking responsibility (at the appropriate level) for staff welfare, discipline and grievance issues with the objective of achieving practical, sensible and acceptable solutions at the earliest opportunity. Leadership is provided to critical and/or complex scenes. Page 2 of 6
Clinical & quality standards Management of the team Personal Development Health and Safety Ensuring compliance of the WFA clinical standards. Effectively manages the, focuses on staff professional and personal development. Takes responsibility for personal development Complies with responsibilities under the Health & Safety at Work Act 2015. In the performance of assigned duties, maintains a safe and healthy workplace and actively participates in WFA s Health and Safety Management system. Clinical/Training meetings are attended where required. Evidence of assistance with the clinical audit process. Provide feedback and management of administrative oversight on PRF s. Evidence of assistance in the gathering of information, statements and other activities associated with root cause analysis for clinical incidents. Evidence of assistance with the training and rollout of new clinical equipment. Operational/Clinical mentoring and coaching is provided as required. Feedback is provided to the clinical services team on behalf of paramedics in relation to the effectiveness of new clinical practice or proposed changes to clinical practice. Operational clinical incidents/ risks are identified and reported in line with the clinical and risk governance frameworks. Own CEP and compulsory training are current. Evidence of full compliance against clinical audit requirements. Evidence of compliance against internal audits. 90% of PRFs are accurately completed. Incident investigation statements and information is provided with agreed timeframes for each investigation. All staff have current KPI s All staff have development plans in place Regular coaching provided to direct reports Staff are managed against KPI s Performance issues are dealt with in a timely manner New staff are recruited as required New staff have been oriented to WFA Facilitates effective communication between WFA departments Takes personal responsibility for keeping abreast of current best practice Attends relevant training / development activities Learns from mistakes Monitor performance to facilitate compliance Initiate required actions to remedy noncompliance Involve and educate other team members to meet their Health, Safety and Wellbeing obligations Ensure workers meet their Health, Safety and Wellbeing obligations All lost time injuries are managed and monitored Actively manage return to work programs to minimise lost time injuries Manage unplanned absences 5 days Model the purpose and ethos of the organisation by maintaining own personal wellbeing. Page 3 of 6
WORK COMPLEXITY Most challenging duties typically undertaken or most complex problems solved: Managing the wellbeing and safety of staff operating in the field of operations. Managing the necessary process when dealing with staff discipline or capability problems. The management of significant and complex incidents that require the coordination of ambulance resources on scene, including the communication and liaison with multiple agencies. As part of a designated role within the Co-ordinated Incident Management Structure (CIMS) structure the management of major incidents. KEY RELATIONSHIPS AND AUTHORITIES Emergency Ambulance - Operations Manager Internal Relationships: Logistics team People & capability Clinical Services Management team EAS & PTS staff Shift Manager External Relationships: DHB's Local Councils Civil Defence Police Fire Paramedics Graduate Interns AUTHORITIES AND DELEGATIONS Delegated Financial Authorities Maximum that may be spent without reference to manager up to $10,000 as per the financial delegated authorities policy Jobholder signs correspondence for Company Delegated People Authorities Line management responsibility for: Paramedics Interns Patient Transfer Officers Position Authorities Decisions Expected Prioritisation within approved work plan Performance improvements within approved work plan Recommendations Expected Expenditure greater than DFA Proposals that impact other business units Improvements to strategy and policy frameworks. Page 4 of 6
CAPABILITY PROFILE Competencies Core Competency Approachability Key Behaviours Is easy to approach and talk to Spends the extra effort to put others at ease Can be warm, pleasant, and gracious Is sensitive to and patient with the interpersonal anxieties of others Builds rapport well Is a good listener Is an early knower, getting informal and incomplete information in time to do something about it. Composure Is cool under pressure Does not become defensive or irritated when times are tough Is considered mature Can be counted on to hold things together during tough times Can handle stress Is not knocked off balance by the unexpected Doesn t show frustration when resisted or blocked Is a settling influence in a crisis Timely Decision Making Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure Able to make a quick decision Integrity and Trust Is widely trusted Is seen as a direct, truthful individual Can present the unvarnished truth in an appropriate and helpful manner Keeps confidences Admits mistakes Doesn t misrepresent her/himself for personal gain Managerial Courage 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 Time Management Uses her/his time effectively and efficiently Values time Concentrates her/his efforts on the more important priorities Gets more done in less time than others Can attend to a broader range of activities Building Effective Teams Blends people into teams when needed Creates strong morale and spirit in her/his team Shares wins and successes Fosters open dialogue 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 Page 5 of 6
Other aspects of capability not covered by the above competencies Knowledge and Experience: Essential Experience of Ambulance Service Operations Understanding of the New Zealand health sector desirable Knowledge of sector standard NZS 8156:2008 Knowledge of WFA policies and procedures Knowledge of applicable legislation Desirable Professional Qualifications / Accreditations / Registrations: Essential Desirable Level 4 Co-ordinated Incident Management System (CIMS) qualification or equivalent Paramedic qualification or equivalent A Full clean drivers licence A management qualification or be prepared to work towards a management qualification ACCEPTANCE I have read this job description and accept it. Signed: Date:.. Employee s Name: Signed:.... Date:... Name:. Position:. (On behalf of Wellington Free Ambulance) Page 6 of 6