POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DETAILS TITLE: REPORTS TO: LOCATION: AUTHORISED BY: Allied Health Professional Leader Clinical Dietetics Professional and Operational Reporting Lines to Chief Health Professions Officer (or delegated Allied Health Director) Auckland District Health Board Chief Health Professions Officer DATE: October 2015 PRIMARY FUNCTION The Allied Health Professional Leader role is a level 3 role that partners the Level 3 Clinical Leadership Service Clinical Director, as well as Nurse Unit Manager/other Unit Manager and Operations Manager roles of a clinical service/directorate within the ADHB integrated governance framework across the healthcare system. The role also partners Level 4 Team Leader/Line Manager roles and at the clinical level, Practice Supervisors*. For the allied health professions, one of the Professional Leaders will participate in relevant Level 3 partnerships on behalf of the other professions. Primary function: To provide professional leadership of a specific allied health occupational group To provide assurance to the organisation of the clinical safety of the service for the relevant allied health discipline To work in partnership at the relevant level to implement the business unit strategy/service plans in line with directorate and ADHB s values, strategy, goals To ensure the clinical/managerial/professional leadership partnership is maximised to promote quality clinical outcomes for the service and ADHB s service users PURPOSE OF POSITION: 1. To demonstrate outcomes and articulate the value of the profession. 2. To hold discipline-specific accountability for professional practice of the specific occupational group. 3. To provide assurance to the organization around skill mix and professional/ clinical practice. 4. To identify opportunities for improvement. 5. To lead the change. This will involve: Contributing to the relevant Level 3 partnerships to ensure the Directorate s and Service s strategy and service plans are implemented As a member of the Level 3 partnership team, actively providing the Executive Team and Directorates Level 2 partners assurance on the clinical safety of the service

Providing discipline-specific leadership of the designated allied health workforce across ADHB, fostering excellence in practice standards and professional conduct Actively providing clinical leadership of the discipline s performance and productivity improvements including our broader DHB responsibilities for integrated programmes in the community and primary care Safeguarding high standards of care by creating an environment in which excellence in allied health care can flourish within the Level 3 and partnership Represent discipline-specific allied health matters (across the healthcare system where required) at the executive level to the Director Allied Health, Scientific & Technical Represent and engage with the appropriate professional and operational leaders in relation to associated support staff Take responsibility for projects as allocated, from time to time, by the Director Allied Health, Scientific & Technical KEY ACCOUNTABILITIES: LEADERSHIP Communicate the ADHB vision and lead by example to optimise health outcomes and deliver a patient focused culture Build a culture of personal responsibility and accountability, leading by example Create and nurture multi-disciplinary/inter-disciplinary team environments which encourage team approaches to achieve a high level of productivity, efficiency and clinical effectiveness `Live the ADHB values in all interactions Model the highest ethical and professional standards of behaviour Develop and maintain positive relationships with key stakeholder groups and ensure effective two way communication OPERATIONAL Engage with Level 3 partners and senior allied health staff to promote a consultative approach to both planning and service delivery Work with the Chief Health Professions Officer and Directorate Allied Health Directors to ensure strategies respond to service needs and have a customer focus Support change management programmes related to service delivery improvements to promote acceptance at service level Contribute to the Level 3 partnership to ensure the transition during the implementation phase of change management initiatives to ensure service delivery is maintained Ensure all staff are informed of organisational changes and utilise appropriate channels of communication for implement action of these changes PROFESSIONAL GOVERNANCE Ensure that clinical and cultural competency requirements and professional standards are met Ensure compliance with credentialing standards and processes Influence appropriate professional development in the relevant discipline workforce through education and training in conjunction with Team Leaders, Charge Nurses & Educators Support the Chief health professions Officer and Allied Health Directors and contribute to the implementation of the workforce development framework for allied health professions and

associated support staff including providing workforce planning advice Monitor performance planning and annual review of all allied health and associated support staff, specifically to have assurance that staff have appropriate performance assessment, salary progression and professional development targets Provide performance feedback and review for Level 3 clinical partners in the integrated management structure Provide mentoring for allied health staff where appropriate Monitor performance of disciplinary matters relating to allied health and associated support staff, providing discipline-specific input & guidance for professional competence performance or disciplinary matters in particular to line managers, so that they are managed appropriately and in accordance with ADHB policy guidelines Work within the Level 3 partnership to lead and develop clinical retention strategies for the designated discipline across ADHB to minimise allied health staff turnover. Monitor recruitment practices and support alignment of these practices to the strategic goals of the service QUALITY IMPROVEMENT Every staff member within ADHB is responsible for ensuring a quality service is provided in their area of expertise. All staff are to be involved in quality activities and should identify areas of improvement. All staff are to be familiar with and apply the appropriate organisational and divisional policies and procedures. Work with the relevant Level 3 partners to: Support operational effectiveness and efficiency through contributing to the development and implementation of appropriate monitoring and control systems to ensure achievement against business plans Encourage and support new business case initiatives to ensure the service s continued financial viability Contribute to the establishment of appropriate delegations, reporting and monitoring/control systems to ensure effective decision-making in the use of resources Develop and maintain quality management systems to optimise the quality of patient care Develop and recommend initiatives to address differential access to healthcare services for Maori and high needs populations HEALTH AND SAFETY Every staff member within ADHB is responsible for ensuring health and safety in the workplace. Engage in H&S activities Identify areas for corrective actions Be familiar and comply with H&S legislation, standards and policies POLICY AND RISK MANAGEMENT Develop and recommend clinical policies and procedures appropriate to the service in partnership with operational managers and make these known to all staff Ensure organisational and professional compliance with appropriate statutory and other relevant regulations and standards is met Monitor and ensure implementation of a safe work environment Promote consumer involvement in both strategy and operational planning Participate in appropriate new policy development, and on going review of standard policy procedures guidelines service level agreements, etc in conjunction with Level 3 partnership

Monitor and report where necessary compliance with hospital certification and accreditation if required RESEARCH AND CRITICAL APPRAISAL Ensure high quality formal research and clinical audit activity as the basis for best practice based on evidence Ensure evidence based allied health practice occurs within the portfolio PROFESSIONAL DEVELOPMENT Take responsibility for own professional development by participating in the ADHB annual performance development process and action any agreed learning outcomes OTHER DUTIES The Professional Leader will undertake other duties as reasonably requested by the Chief Health professions Officer and their delegate from time to time. MATTERS WHICH MUST BE REFERRED TO THE CHIEF HEALTH PROFESSIONS OFFICER: significant professional issues significant human resources issues significant quality or safety issues serious clinical standards failure any emerging factors that could prevent achievement of the service(s) objectives at year end any matter that may affect the reputation of the profession, service(s) or Auckland DHB

AUTHORITIES: This position has Level 3 delegated authority (refer delegated authorities). DIRECT REPORTS: SPECIFIC TO EACH ROLE AS PER THE DISCIPLINE SPECIFIC DESCRIPTOR SECTION BUDGET ACCOUNTABILITY (if applicable): As delegated INDIRECT REPORTS: Will be discipline specific RELATIONSHIPS: External Internal Committees/Groups External service providers Chief Health Professions Leadership Teams and other external agencies Officer Allied Health Professional Stakeholders Executive Leadership Team Leaders Meeting Regional DHB structures Level 2 Directorate Directorate meetings as Ministry of Health Directors required ACC Level 3 Clinical leaders Accreditation Agencies Clinical and operational Equivalent professional review panels leaders/advisors in other ADHB Line Managers organisations Senior Allied Health Staff Profession specific Human Resource Team Responsible Authorities for Funding & Planning regulated professions Learning & Development Non-regulated workforce governing bodies/groups Quality Group & Clinical Effectiveness Advisors Profession-specific OSH Advisors professional bodies He Kamaka Oranga Contractors Pacific Health Tertiary providers across Health Assistants Australasia Community Support Unions Workers Associated Government and voluntary agencies Allied health Workforce PERSON SPECIFICATION EDUCATION & ESSENTIAL QUALIFICATIONS Professional Relevant Allied Health Tertiary Qualification (for registration - discipline specific) Relevant post-graduate qualification Membership of the relevant professional body DESIRED Management or business tertiary qualification Masters qualification Qualifications in clinical supervision/adult education

EDUCATION & QUALIFICATIONS ESSENTIAL Current APC (if required) Relevant College membership (where available) Previous experience in management/leadership roles Experience/Knowledge Demonstrate an intimate knowledge and understanding of the New Zealand Health Sector Demonstrated people leadership ability Demonstrated change management skills Project Management experience Ability to manage conflict Presentation skills and experience Sound communication and verbal reasoning skills Experience in crisis management, risk assessment and damage control Sound understanding of professional ethics Knowledge of the implications of the Treaty of Waitangi with a commitment to Biculturalism Previous experience in developing, implementing and monitoring the practice of the relevant allied health discipline Extensive knowledge of the professional issues of the relevant allied health discipline DESIRED Experience in health system planning, budgeting, workforce strategy Understanding of funding requirements Research experience CRITICAL COMPETENCIES COMPETENCY DESCRIPTION

LEADERSHIP Models appropriate ethical and professional standards and ADHB vision and values in all interactions Develops and communicates a vision for the future, inspiring commitment to the goals of the organisation/team Provides leadership in the relevant professional field to influence the business to adopt best practice strategies Uses a partnership approach with the senior team, demonstrating a consultative and inclusive leadership style Facilitates change and leads and supports staff to undertake new challenges Continuously seeks and encourages others to seek opportunities for improvement Implements sound approaches to minimise or reduce complexities and contradictions of change processes Constructively addresses change resistance Manages diversity and draw together a range of perspectives Ability to lead and develop professional groups aligned to business needs Develops policies, action plans to accomplish objectives, establish timeframes and allocate resources Leads, communicates expectations and agreed goals, provides ongoing feedback and objectively evaluates performance Actively recognises the achievement of others Ability to see business issues from the people perspective STRATEGIC CONTRIBUTION Conceptualises and thinks through multi-faceted problems or situations and delivers results by also being able to `role up the sleeves and just do it Demonstrates an understanding of the internal and external factors that impact culture Integrates information, forms high level models, sees trends and uses this information to develop robust strategies Demonstrates an ability to lead and support cultural change Interprets customer information to support a unified and consumer focused organisation. Analyses and interprets information to support strategic evidence based decision making Able to critique services, organisational structure and policy from a profession-based perspective, based on expert professional knowledge and the ability to represent the professional sector FINANCIAL / BUSINESS MANAGEMENT Demonstrated ability to translate strategic goals into the Service Plans and lead the translation of these goals into discipline-specific actions Ability to make judgements cognisant of resources, constraints and ADHB s values Works within the Level 3 partnership to develop an understanding of ADHB s business drivers, sources of revenue and cash flows, strengths, weaknesses, opportunities and threats, what influences the Profit & Loss and the associated triggers behind the

performance ratios. Works with the business to ensure an effective balance in people and business management. Applies a broad range of measurement tools and reporting to monitor and measure strategies, projects and systems and their effectiveness Interprets performance data and recommends appropriate corrective action Achieves objectives within the strategic guidelines Leads, influences and inspires change initiatives at strategic level Utilises project management skills and methodology PERSONAL AND PROFESSIONAL To be credible to ADHB stakeholders and staff. CREDIBILITY Maintains effective relationships with key people internal and external to ADHB. Delivers results and establish a reliable track record. Demonstrates effective written and verbal communication skills Ongoing commitment to personal and professional development TEAMWORK Ability to work within a matrix structure Ability to build effective high performing teams Works effectively with others in the organisation outside the line of formal authority to accomplish organisational goals and to identify and resolve problems Communicates using different formats to ensure understanding Demonstrates high levels of active and empathetic listening Facilitates goal achievement Collaborates with other key players and groups to achieve objectives VALUE DIVERSITY Understands the significance of the Treaty of Waitangi Displays cultural sensitivity and values diversity Displays a willingness to work positively to improve opportunities for Maori Appreciates insights and ideas of all individuals and works effectively with these differences SELF-MANAGEMENT Sets high personal standards Displays drive and energy and persists in overcoming obstacles Is proactive and displays initiative Maintains enthusiasm in the face of difficult challenges and seeks alternative strategies to achieve goals Adapts and works effectively within a variety of situations and with various individuals or groups Considers options, identifies pros and cons and makes effective decisions based on evidence and within appropriate timeframes and levels of responsibility. Recognises critical factors and weighs up risks accordingly Recognises scope of role and acts accordingly