CANDIDATE INFORMATION PACK

CHIEF ALLIED HEALTH, SCIENTIFIC & TECHNICAL OFFICER SOUTHERN DISTRICT HEALTH BOARD CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer TABLE OF CONTENTS

Executive Summary 3

Southern District Health Board 4

Chief Allied Health, Scientific & Technical Officer 9

Employment Terms & Conditions 14

Living in Southern Districts 15

How to Apply 17

HardyGroup | IN CONFIDENCE 2 CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer EXECUTIVE SUMMARY

• Pivotal leadership role reporting to the CEO • Based ideally in , or for the right candidate , New Zealand • Drive significant transformation across the region

The Southern District Health Board (DHB) has the largest regional coverage of all the New Zealand health boards, providing services to over 315,000 people in diverse communities. Southern DHB takes great pride in the services provided and aim is to improve, promote and protect the health of our population. Southern DHB’s customers, patients, staff and communities are at the heart of everything they do. Southern DHB is undergoing significant transformation, and with a focus on clinical and quality excellence, and on further enhancing organisational culture, the aim to make Southern DHB an employer of choice. In order to achieve this, Southern DHB are committed to putting the right people, with the right skills, into the right roles.

Southern District Health Board are now seeking a Chief Allied Health, Scientific & Technical Officer. Reporting directly to the Chief Executive Officer you will have professional leadership responsibility for all our allied health, scientific and technical staff. Working in partnership with the other Executive Directors to ensure both operational and professional direction of the Southern DHB are aligned. You will have exemplary relationship management skills and a high level of professional credibility. This is a very broad role where you will represent 24% of our workforce that includes more than 30 discrete professions each having their own professional identity, codes of ethics, practice competencies, workforce training and development needs. These workforces cover a range of health professions including regulated, self-regulated and unregulated staff committed to providing best in class patient care.

This is a challenging but extremely rewarding leadership role where your passion for your area and people in it spans a broad multidisciplinary remit. We are seeking applications from senior leaders with appropriate experience, qualifications and the personal qualities, who are looking to further their career with an invigorated organisation that is totally committed to making positive change.

The Southern districts of New Zealand offer the benefits of excellent amenities, first class primary through to tertiary education, affordable housing and outstanding recreational opportunities.

HardyGroup | IN CONFIDENCE 3 CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer SOUTHERN DISTRICT HEALTH BOARD

VISION Better Health, Better Lives, Whanau Ora VALUES

MISSION We work in partnership with people and communities to achieve their optimum health and wellbeing. We seek excellence through a culture of learning, inquiry, service and caring.

PURPOSE • To improve, promote and protect the health of our population • Promote the integration of health services across primary and secondary care services • Seek the optimum arrangement for the most effective and efficient delivery of health services • Promote effective care or support for those in need of personal health or disability support services • Promote the inclusion and participation in society and the independence of people with disabilities • Reduce health disparities by improving health outcomes for Māori and other population group • Foster community participation in health improvement and in planning for the provision of and changes to the provision of services • Uphold the ethical and quality standards expected of use and to exhibit a sense of social and environmental responsibility

HardyGroup | IN CONFIDENCE 4 CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer

Southern District Health Board is responsible for planning, funding and providing all publicly funded health care services for the Southern district of New Zealand.

Southern District Health Board (Southern DHB) exists to support everyone across our district to live well, and access the right care when they need it, by delivering high quality, patient-centred and equitable health services to our diverse communities. Southern DHB are responsible for planning, funding and providing health and disability services to a population of over 315,000 located South of the Waitaki River. Our catchment area encompasses Invercargill City, Queenstown - Lakes District, Gore, rural Southland, Clutha, Central Otago, Maniototo, and Dunedin City. This means Southern DHB serves the largest geographic region of all New Zealand's health boards. There are hospitals in Dunedin central, Wakari (Dunedin), Invercargill and Queenstown. We also provide health services delivered from rural hospitals, our primary health organisation, pharmacies, aged residential care facilities and much more.

Southern DHB is currently governed by a Commissioner Team appointed by the Minister of Health. Its operations are led by an Executive Leadership Team and it is advised by a Clinical Council, as well as the other advisory bodies of the Southern Health system. As of October 2019, this will revert to an elected board and Crown Monitor.

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The Southern district is a vast and demanding landscape where, over generations, numerous health care structures have been established to enable us to take care of one another. These are wide and varied, from GP and nurse-led practices, to rural hospitals, iwi providers, NGOs, as well as the secondary and tertiary hospitals in Invercargill and Dunedin. The challenge we share is to ensure that all of these efforts combine in the best possible way to provide the care our communities need, in the right place, at the right time. (Ref: Southern District Health Board Annual Plan 2018/19)

SOUTHERN DISTRICT HOSPITALS

Dunedin Hospital Dunedin Hospital is a 388-bed tertiary facility employing over 3,000 staff and servicing an Otago catchment of 181,500.

Located in the heart of the city centre, Dunedin Hospital is the tertiary hospital for the lower part of the (inclusive of Southland - providing tertiary services for a combined catchment of 289,000) and is home to all specialties plus a broad array of subspecialties.

The hospital includes Intensive Care, Neo-Natal Intensive Care and Coronary Care Units, eight main operating and two-day surgery theatres. Dunedin Hospital also operates a regional helicopter retrieval service. Dunedin Hospital has modern radiology services, including MRI, CT, Ultrasound, Nuclear Medicine and interventional radiology.

Dunedin Hospital is a University teaching hospital with very strong links to the University of Otago and the Otago Polytechnic Schools of Nursing, Midwifery and Health Sciences. Each year, Dunedin Hospital sees 36,000 emergency department presentations, performs approximately 10,200 theatre operations, 1800 births, and 23,000 discharges.

Website Links: Dunedin Hospital Video Clip :Dunedin Hospital staff member emigrated from the UK

Wakari Hospital Specialised psychiatric hospital services and services for people with intellectual or physical disabilities are provided from Wakari Hospital (150 beds) and is located about 3km from Dunedin Hospital (a 10-minute drive up the hill).

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Southland Hospital

Built in late 2004, is a 157+ bed, secondary level 4 base facility situated in Invercargill City which employs 1,500 staff. As a secondary level base hospital, our staff enjoy a broad range of cases which provide good opportunities for those starting off in their careers to gain a wide experience and exposure to clinical cases, whilst also ensuring generalists and experienced staff enjoy a varied and interesting workload. Southland Hospital services a 108,000-population base providing acute medical and surgical, outpatient clinics, day procedures, 24-hour emergency department, comprehensive ancillary facilities including laboratory, medical imaging, medical diagnostics, specialist paediatric, maternity, rehabilitation and therapy services. On average per year at Southland Hospital there are 30,000 Emergency Department attendances, 5,000 theatre operations 1100 births and 17,000 discharges.

Southland Hospital is well equipped for its size and features digital radiology technology with MRI and CT capability as well as electronic patient management system. The hospital is a teaching facility, affiliated to the University of Otago and its Dunedin School of Medicine. There are also close ties with the School of Nursing at Invercargill's Southern Institute of Technology (which has a zero-fees programme), and with other tertiary educators including Otago Polytechnic.

Website Links: Southland Hospital

Other smaller regional hospitals include: • Dunstan Hospital: In Clyde, Central Otago; Dunstan Hospital was rebuilt and opened in 2005 and is a busy, 32 bed acute inpatient care facility. • Lakes District Hospital, In Central Otago just out of Queenstown consists of 21 beds, with a mix of maternity, hospital level elderly care and acute medical. The popular tourist destination has 1 million visitors to the district annually • Maniototo Hospital, In Central Otago has 15 beds comprising 7 elderly hospital level care, 6 acute inpatient and 2 maternity. • Oamaru Hospital, In Oamaru North Otago is a modern, purpose-built facility which opened in 2000 and consists of 30 inpatient beds and 5 maternity beds. • Clutha Health First Hospital In Balclutha, South Otago opened in 1998 and is a modern hospital consisting of 15 medical inpatient beds and 2 maternity beds. • Gore Hospital: In Gore, Southland has 16 inpatient beds for acute medical, assessment and rehabilitation treatment for our patients. We have around 800 admissions a year to our inpatient area.

Image: Lakes District Hospital

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CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer

South Island District Health Boards

There are five DHBs in the South Island (Nelson Marlborough, Canterbury, West Coast, South Canterbury and Southern) and together we provide services for over one million people, almost a quarter (23.2%) of the total New Zealand population. While each DHB is individually responsible for the provision of services to its own population, we work regionally through the South Island Alliance to better address our shared challenges and technology and demographics. Our jointly developed South Island Regional Health Services Plan outlines the agreed regional activity 2016-2019. The Regional vision is a sustainable South Island health system, focused on keeping people well and providing equitable and timely access to safe, effective, high-quality services as close to people’s homes as possible. Southern DHB has made a strong regional commitment and staff take the clinical or executive lead in a number of priority areas such as mental health and addiction services, IT, and public health.

(Ref: Southern District Health Board Annual Plan 2018/19)

Image: South Island District Health Boards New Zealand

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CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer

CHIEF ALLIED HEALTH, SCIENTIFIC & TECHNICAL OFFICER

POSITION PURPOSE

The Chief Allied Health, Scientific & Technical Officer has professional responsibilities for allied health, scientific and technical staff and will work in partnership with Executive Directors to ensure both operational and professional direction are aligned. The Chief Allied Health, Scientific & Technical Officer works in a clinical partnership with the Chief Medical Officer and the Chief Nursing and Midwifery Officer.

ROLE RESPONSIBILITIES AND KEY DELIVERABLES

Key accountabilities include: • Assisting the DHB in achieving the goals of the Southern Strategic Health Plan through fostering professionalism with the allied health, scientific and technical professionals • Providing advice to the Board, Executive Leadership Team and the Alliance Leadership Team on clinical governance • Providing strategic leadership and professional support for Allied Health, Scientific & Technical staff across the Southern Health System to ensure contemporary practices are adopted across all services. • Developing effective Allied Health, Scientific & Technical Leadership groups with clear accountabilities and purpose of roles. • Fosters innovation and adoption of contemporary models of care and practice and professional conduct • Working in partnership with the Chief Medical Officer, Chief Nursing and Midwifery Officer, Chief Primary Care Advisor, Chief Maori Health Advisor, Chair of the Clinical Council and Chair of the Community Health Council to ensure that we consider inter-professional solutions in everything we do, and that the environment in which clinical excellence can flourish is generated in Southern DHB. • Maintaining an effective relationship with the Executive Director Specialist Services and the Executive Director Strategy, Primary & Community to ensure professional and operational activities are maintained. • Ensuring all Allied Health, Scientific & Technical staff are appropriately credentialed. • Supporting the organisation to comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and quality. • Advocating and representing on behalf of Southern DHB at a National and South Island level to relevant groups. • Providing strategic support and expertise to the Chief Executive Officer.

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SELECTION CRITERIA

The Chief Allied Health, Scientific and Technical Officer will demonstrate experience and expertise in the following capabilities:

1. An Allied Health, Scientific or Technical Professional with registration and a current practising certificate where applicable 2. A Post graduate qualification or equivalent in a clinical area relevant to the position 3. Experience and knowledge of the health sector 4. Previous allied health, scientific or technical leadership experience 5. High levels of strategic and operational leadership with senior professionals 6. Evidence of innovation and clear outcomes in the implementation of best practice models of care and practice 7. Known as a credible and resilient leader among your peers.

View the full description of each of the key specific experience and expertise requirements in the Position Description. Reference this in your written response, demonstrating your relevant skill, experience and achievements.

QUALIFICATIONS & EXPERIENCE

Essential

• Allied Health, Scientific or Technical Professional leadership experience with registration and a current practising certificate applicable to that profession • Post graduate qualification or equivalent in a clinical area relevant to the position.

Desirable

• Masters qualification or equivalent in a clinical area relevant to the position.

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CHALLENGES & OPPORTUNITIES

In agreeing local priorities with the Ministry of Health for 2018/19, four focus areas were signalled. These areas align with the national direction and the strategic themes identified by our Commissioners. Action in support of these local priorities are highlighted in the next section of the plan.

1. Facilities and the Dunedin Rebuild Transition Programme: This focuses on work required to ensure safety and sustainability of services for the next 10 years until the opening of the new hospital. This includes maintenance, creating physical capacity with alterations and capacity through outsourcing elective volumes and day case procedures. A key part of this activity will be the development of an Ambulatory services centre, which will open in advance of the new Dunedin Hospital, and will focus on delivering day surgery and outpatient clinics, as well as other secondary services that are not required to be delivered from the Acute services block. This is a critical first step in moving to new strategic models of care which includes altering behaviours across clinician groups as well as patients to think and use both acute hospital, community and primary care services differently.

2. Valuing Patient Time: This is a critical programme which SDHB will be partnering with Francis Health to deliver. The approach is based on the principles of Agile, so that high staff engagement translates to swift change with a balanced approach to traditional project management processes. Critical to this work will be the mentoring, support and engagement of clinicians, to lead a transformational change process in patient care, resulting in initiatives across primary & community and acute hospital based on shaping or reducing demand, matching capacity and demand, and redesigning the system.

3. Primary and community services, investing in change: Developed in partnership with WellSouth PHO, the Primary and Community Strategy has been developed as a framework for primary, community and secondary areas that also acts as an enabler for the delivery system to be reframed. It forms the first of the two key planks to create system change alongside Valuing patients Time. We have now articulated at a conceptual level a change programme focussed on redesigning services across the Southern health system to achieve our commitment to integrated, patient focussed care and many of these initiatives are already underway.

4. Which services go where, both at a district and regional level: A critical part of the planning for the new Dunedin hospital is the appropriate planning for what can be provided in the regions, and what is required to enable this. The Southern DHB is undertaking upgrade work to Lakes Hospital to ensure that services can be delivered for the next 7-8 years whilst further work is undertaken to look at the needs of the broader Lakes/Dunstan area, taking into consideration the projected population growth and where services are best placed. This includes an examination of primary maternity needs; the DHB will consider long term positioning of primary birthing units across the district given the change in population. Given the strong foundation of organisational and culture change that has been laid down in recent years, the DHB is well placed to continue in 2018/19 on this journey of change. In the past year we undertook a restructure to better align our key roles and responsibilities to the transformational changes envisioned, and this has clearly enabled a sharpened focus on integration with primary care, improved clinical quality and safety and more strategic investments in effective infrastructure such as IT.

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The organisational restructure has been implemented and all new roles have been filled. A platform has therefore been articulated which outlines the pathway we will take to organisational stability and an eventual breakeven position.

(Ref: Southern District Health Board Annual Plan 2018/19)

See links below to the New Dunedin Hospital Website: https://www.newdunedinhospital.nz Plus, Video Links: New Dunedin Hospital project NZ Ministry of Health Website

5. Review of Allied Health Services

A review of Allied Health Services conducted by Janice Mueller (Waipiata Consulting Limited) working together with consultants Ian Rowe (Waipiata Consulting Limited) and Dr Rosalie Boyce (Rosalie Boyce Consulting Pty Ltd) were engaged to conduct a review of Allied Health Services at Southern DHB The review was commissioned by the Chief Executive of Southern DHB and supported by the Chief Allied Health, Scientific & Technical Officer.

The purpose of the review was to focus on allied health staffing levels, utilisation and workflow for inpatient, outpatient and community services based at Dunedin and Southland hospitals. Rural and Trust hospitals were excluded. The review sought to provide clarity regarding better utilisation of existing staffing, more efficient practice and organisational approaches, productivity strategies and staffing decisions within the constraints of available data.

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The future Chief Allied Health, Scientific & Technical Officer will be responsible for implementing the agreed outcomes of this review.

KEY RELATIONSHIPS

Key partners for this role are detailed in the attached Position description

Organisational Charts for the Southern DHB Executive and for the Allied Health, Scientific and Technical Directorate are also included in this document as Appendix A.

KEY DATA

Service Location Dunedin and Invercargill

Reference Links Position Description Southern DHB Website Southern DHB Leadership Team Organisation Charts Southern DHB Annual Plan 2018-2019 Our Pathway Towards Better Health

HardyGroup | IN CONFIDENCE 13 CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer EMPLOYMENT TERMS & CONDITIONS

REMUNERATION The successful applicant will be offered a salary in accordance with the approved banding for a position at this level. Indicative figures will be discussed with the consultant

CLASSIFICATION Permanent Individual Employment Agreement

PRE-EMPLOYMENT PROBITY CHECKS

Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees will be asked whether there are any reasons why they should not be appointed such as: Information on a person’s criminal history and other associated probity checks will be sought from those candidates whose application has progressed to shortlisting for interview. This position is also subject to a Police Vetting clearance in accordance with the Children’s Act.

Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth), and does not breach the confidentiality provisions of the Youth Justice Act 1992.)

HardyGroup | IN CONFIDENCE 14 CANDIDATE INFORMATION PACK Chief Allied Health, Scientific & Technical Officer LIVING IN THE SOUTHERN DISTRICT, NEW ZEALAND

The information provided below is for overseas candidates relocating to the Southern regions of Otago and Southland of New Zealand. Relocating to a new country or even within New Zealand is a significant step. Given that you are contemplating applying for a role that is based in Dunedin or Invercargill you may well have already started your research process. While Dunedin is the preferred location for this position for the right applicant basing oneself in Southland in the main city of Invercargill is also an option. There are a lot of things to consider before moving, particularly if you are relocating with a family. Within this document, we hope to provide you with as much information as possible and links to websites which will assist you with your decision to move to New Zealand.

VISA REQUIREMENTS & IMMIGRATION

To work in New Zealand, you need to either be an Australian or New Zealand citizen, Australian Permanent Resident or have a valid visa that has full work rights for New Zealand such as a family sponsored visa. If none of these categories apply to you then you will require to be sponsored on a Skilled Migrant Visa

Further detail on Immigrating to New Zealand can be found with Immigration New Zealand https://www.immigration.govt.nz/new-zealand-visas

DUNEDIN

Dunedin settled by the Scottish is known as the Edinburgh of New Zealand, Dunedin is the country's city of the south, wearing its Scottish heritage with pride. Surrounded by dramatic hills and at the foot of a long, picturesque harbour, Dunedin is one of the best-preserved Victorian and Edwardian cities in the Southern Hemisphere. The nightlife buzzes with funky bars and delicious restaurants catering for the young population mainly studying at Otago University. The student population makes up 12% of the Dunedin population at 21,000. There are also many natural attractions are that are unique and fascinating.

Image Otago University

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Image: Otago Peninsula

The Region is known for its Otago Peninsula - the views are endless, and the beaches are beautifully rugged. Nestled at the foot of Taiaroa Head is the Royal Albatross Centre, the only place in the world on the mainland where you can view Northern Royal Albatross in their natural habitat. On Dunedin’s doorstep you will also find incredible wildlife including the world’s rarest penguin colonies.

The Otago region offers the benefits of excellent amenities, first class primary through to tertiary education, affordable housing and outstanding recreational opportunities. Whether it is surfing at St. Clair Beach, kayaking or sailing; fishing; theatre, live-music or art and sport – there’s literally something for everyone.

Dunedin is also approximately a 2.5-hour drive to Queenstown and Central Otago, famous as the adventure capital of the world and with fantastic Skiing, and outdoor adrenaline sports. Plus, well known vineyards, wineries and luxury holiday location with dramatic scenery.

Images, Central Otago

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INVERCARGILL Invercargill is the regional capital and commercial hub of Southland. Founded in the 1850s, it is New Zealand’s southernmost city.

Often called the "City of Water and Light", referring to the long summer daylight hours, frequent appearances of the Aurora Australis (Southern Lights), and the city’s position beside the Waihopai River estuary, Invercargill has plenty of character and a friendly culture.

Wide streets in a gridded layout make it easy to find your way around the city to enjoy the excellent cultural attractions, outstanding nature reserves and parks, and lively cafes, restaurants and bars.

Image: Queens Park, Invercargill

Quick Statistics

• Approximately 202,467 people usually live in Otago Region of New Zealand and just over 120,000 live in Dunedin. In Invercargill city the approximate population is 51,6100 • Otago population ranks 7th in size out of the 16 regions in New Zealand o The median age is 39.0 years for people in Otago Region. o 15.7 percent of people in Otago Region are aged 65 years and over, o 17.2 percent of people are aged under 15 years in Otago Region, o The Median house price in Dunedin as of August 2019 is NZD$460,000

The brief overview above hopefully captures your interest in researching more into a move to the Southern region. This information came from:

https://southernhealthcareers.nz/ Video Clips: https://www.dunedinnz.com/live-and-work Dunedin at Night https://www.newzealand.com/int/dunedin-coastal-otago/ Hidden Dunedin https://www.newzealand.com/ Dunedin http://archive.stats.govt.nz/Census/2013-census Southland

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HOW TO APPLY

The closing date for applications is Monday the 21st of October 2019 The reference number to include in your application is H19_3173

For a confidential discussion, please contact Principal Consultant, Liz Hlipala

M: +61 (0)401 122 301 E: [email protected]

Please submit application documentation to Search Coordinator, Jane Mather:

T: +61 (0)9900 0113 E: [email protected]

Your application must include:

1. Completed HG Application Form 2. Cover letter addressed to the search consultant; 3. A written response addressing the key selection criteria, found on page 10; and 4. An up to date copy of your Curriculum Vitae It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next business day. We request that if you do not receive the acknowledgement, you contact the search coordinator listed above as soon as possible after the 24-hour business period and arrange to resend your application if necessary.

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REFEREES

You will need to provide details of three (3) professional referees. To do so, complete the relevant fields in the Candidate Profile. You should carefully consider who you select to approach to provide reference advice. Your current manager must be included. It is customary for referee reports to be requested after interview and if you are the preferred candidate, your permission will be requested prior to contacting your referees.

PERSONAL INFORMATION

HG complies with the Privacy Act 1988 (Cth), all applications are treated by HG in strict confidence, however in submitting an application you are extending permission to share your application with the Selection Panel.

Personal Information will be used to assess your suitability for appointment to this position. As part of the selection process, personal information will be dealt with in accordance with HG’s Privacy Policy and the Information Privacy Act 2009.

HardyGroup | IN CONFIDENCE 19 Position Description Employment Agreement: Individual Employment Agreement Position Title: Chief Allied Health, Scientific & Technical Officer Service & Directorate: Executive Leadership Team Location: Dunedin/Invercargill Reports to: Chief Executive Officer Number of direct reports: Operationally 0.6; Professionally 2.6 Date: February 2019

Our Vision

Better Health, Better Lives, Whānau Ora

We work in partnership with people and communities to achieve their optimum health and wellbeing We seek excellence through a culture of learning, enquiry, service and caring

Our Shared Values and Behaviours Kind Open Positive Community Manaakitanga Pono Whaiwhakaaro Whanaungatanga Looking after our people: Being sincere: Best action: As family: We respect and support each We listen, hear and communicate We are thoughtful, bring a We are genuine, nurture and other. Our hospitality and openly and honestly. We treat positive attitude and are always maintain relationships to promote kindness foster better care. people how they would like to be looking to do things better. and build on all the strengths in treated. our community.

Our statutory purpose

To improve, promote and protect the health of our population Promote the integration of health services across primary and secondary care services Seek the optimum arrangement for the most effective and efficient delivery of health services Promote effective care or support for those in need of personal health or disability support services Promote the inclusion and participation in society and the independence of people with disabilities Reduce health disparities by improving health outcomes for Māori and other population groups Foster community participation in health improvement and in planning for the provision of and changes to the provision of services Uphold the ethical and quality standards expected of use and to exhibit a sense of social and environmental responsibility

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 1 PURPOSE OF ROLE The Chief Allied Health, Scientific & Technical Officer has professional responsibilities for allied health, scientific and technical staff and will work in partnership with Executive Directors to ensure both operational and professional direction are aligned. The Chief Allied Health, Scientific & Technical Officer works in a clinical partnership with the Chief Medical Officer and the Chief Nursing and Midwifery Officer

Area/Role specific requirements: Key accountabilities include:

 Assisting the DHB in achieving the goals of the Southern Strategic Health Plan through fostering professionalism with the allied health, scientific and technical professionals  Providing advice to the Board, Executive Leadership Team and the Alliance Leadership Team on clinical governance  Providing strategic leadership and professional support for Allied Health, Scientific & Technical staff across the Southern Health System to ensure contemporary practices are adopted across all services.  Developing effective Allied Health, Scientific & Technical Leadership groups with clear accountabilities and purpose of roles.  Fosters innovation and adoption of contemporary models of care and practice and professional conduct  Working in partnership with the Chief Medical Officer, Chief Nursing and Midwifery Officer, Chief Primary Care Advisor, Chief Maori Health Advisor, Chair of the Clinical Council and Chair of the Community Health Council to ensure that we consider inter-professional solutions in everything we do, and that the environment in which clinical excellence can flourish is generated in Southern DHB.  Maintaining an effective relationship with the Executive Director Specialist Services and the Executive Director Strategy, Primary & Community to ensure professional and operational activities are maintained.  Ensuring all Allied Health, Scientific & Technical staff are appropriately credentialed.  Supporting the organisation to comprehensively manage within allocated resources of time, people and money, by promoting efficiency, productivity and quality.  Advocating and representing on behalf of Southern DHB at a National and South Island level to relevant groups.  Providing strategic support and expertise to the Chief Executive Officer. 

Competencies

The following competencies apply to this position. The employee will be assessed against these as part of their annual performance and development review.

Organisational Competencies Customer/Patient Is dedicated to meeting the expectations and requirements of internal and external customers Focus and patients; gets first hand customer/patient information and uses it for improvements in products and services; acts with customers/patients in mind; establishes and maintains effective relationships with customers/patients and gains their trust and respect. 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 him/herself for personal gain. Drive For Results Can be counted on to exceed goals successfully; Is constantly and consistently one of the top performers; very bottom line oriented; steadfastly pushes self and others for results. Management Competencies Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgement; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees.

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 2 Organisational Knowledgeable about how organisations work; knows how to get things done both through Agility formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations. Informing Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organisation; provides individuals information so that they can make accurate decisions; is timely with information. Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers. Business Acumen Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology; and information affecting his/her business and organisation; knows the competition; is aware of how strategies and tactics work in the marketplace.

KEY RELATIONSHIPS Within Southern DHB External to Southern DHB  Chief Executive Officer (CEO)  Ministry of Health  Directors of Allied Health  Allied Health Leadership in other DHBs  Executive Leadership Team (ELT)  Rural Health Trusts  Southern District Health Board/Commissioner and  Unions Deputy Commissioners  Allied Health, Scientific and Technical Professional  Allied Health, Scientific and Technical Regulatory Leaders Authorities and Professional Bodies  General Managers  Health & Disability Commissioner  CEO Office staff  Health Workforce New Zealand  Quality and Risk Managers  University of Otago  Community Health Council  TAS (DHBSS)  Clinical Board, committees and advisory groups  Southern Institute of Technology  All Allied Health staff  Otago Polytechnic  Other DHB staff as required  Other related tertiary educational institutions  Directors of Nursing and Midwifery and Medical  South Island Alliance Directors

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 3 PERSON SPECIFICATION

The expertise required for a person to be fully competent in the role. Position specific competencies:

ESSENTIAL DESIRABLE Education and Qualifications (or  Allied Health, Scientific or Technical  Masters qualification or equivalent level of learning) Professional with registration and a equivalent in a clinical area current practising certificate where relevant to the position. this is applicable to that profession  Post graduate qualification or equivalent in a clinical area relevant to the position. Experience  At least 10 years recent experience  10+ years’ experience since since registration in relevant area. registration in relevant area of  Extensive experience in and which 2 years have been at knowledge of health sector. Executive or Senior Leadership  Previous allied health, scientific or level. technical leadership experience.  Experience in working across  Extensive experience in and geographically dispersed teams. knowledge of clinical quality and best practice and their application to the hospital & community sectors.  Proven ability to provide professional advice to team members in relation to clinical and operational skills and practice.  Demonstrated ability to overview the practice of team members to ensure the needs of both patients and the organisation are appropriately addressed.  Experience in developing and implementing strategy. Knowledge and Skills  Understanding and knowledge of prioritization models.  Has an advanced body of knowledge and expertise related to the allied health, scientific & technical professions Personal Qualities  A senior allied health professional held in high regard by his/her peers.  Strong bias for action and results orientation.  Highly experienced, balanced outlook that lends itself to fast, pragmatic decisions and actions based on sound judgement.  Holds self and others accountable, appreciates others and different perspectives.  Commitment and personal accountability.  Excellent interpersonal skills, including ability to work effectively with people at all levels of the organisation.  Acts with discretion, sensitivity and integrity at all times.  Is adaptable and flexible – open to change (positive or negative).  Maintains an exceptionally high level of confidentiality.

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 4 KEY RESULT AREAS: Key Accountabilities: Example of successful delivery of duties and responsibilities: Strategy and Planning Develop and implement strategies and plans for the provision of district wide patient focused quality services and deliver the required outcomes and align to our vision and mission.  In conjunction with the CEO be an advocate and  Patient Satisfaction Survey results. representative at a national and South Island level to  You will actively contribute to the development and promote the interests of Southern DHB. implementation of strategic plans and objectives that  Foster an environment which puts the patient first and meet the needs of the Southern District Community. recognises the health continuum across community and  Participation in developing and implementing annual hospital services. accountability documents, including but not limited to  Contribute to the development of long range regional the Annual Plan, Strategic Plan and Statement of Intent. and district strategies and business plans.  You will contribute to organisational ‘buy-in’ to financial  Support innovation in everything we do to ensure constraints and financial limits within the Annual Plan. SDHB adopts contemporary models of care across the  Evidence of appropriate clinical involvement in the health system planning and management of clinical services.  Support the CEO with development and  Actively participate in the South Island Alliance. implementation of the Southern DHB Vision and Values strategies to deliver clinical services across the district.  Communicate the Southern DHB Vision and objectives to all groups.  Support the development of clinical governance from a district-wide perspective with a focus on quality and patient safety.  Develop, advocate and implement innovative and forward-looking policies, objectives, plans and activities in accordance with legislative imperatives and agreed Southern DHB values and strategies; identifying "gaps" within clinical strategy and recommending appropriate action.  Champion the Southern DHB’s strategic clinical direction alongside the Chief Nursing and Midwifery Officer and Chief Medical Officer. Allied Health Scientific and Technical Advice and Management Provide hospital and community services clinical/professional advice (through the Professional Leaders of the individual professions) and management to the DHB.  Provide advice to the Board, CEO and ELT on clinical  Provision of useful and timely clinical advice to the ELT, matters pertaining to hospital and community-based CEO and clinical governance structures. care, particularly in regard to allied health, scientific and  Continued development and improvement of clinical technical professional matters. standards that involve or impact on hospital and  Participate within the ELT to develop quality systems community care. and processes for allied health, scientific and technical  Clear and relevant standards and policies affecting to support the DHB’s funding activities. clinical practice within hospital and community care.  Support the CEO with development and implementation of the delivering clinical services across the district.  Take a proactive and integral part in assisting the community and hospital sectors to become better integrated and coordinated, including identifying gaps within allied health scientific and technical strategy and recommending appropriate action.

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 5  Take a proactive and integral role in the identification, development and implementation of the clinical services across the district.  Support monitoring and analysis of provider service quality.  Support development of professional allied health, scientific and technical standards based on best practice, and including aspects of governance, complaints and incident systems, peer review, evidence based care.  Work with allied health scientific and technical staff to develop and implement change management processes.  Liaise with external professional bodies including educational institutions and the Ministry of Health on professional matters and related areas (e.g. clinical training and workforce planning).  Resolve significant complaints concerning allied health scientific and technical as requested by the CEO.  Ensure compliance with all legal, statutory and organisational policy requirements, particularly in respect of Regulatory Authorities, the Privacy Commissioner and the Health and Disability Commissioner.  Acting as lead contact for management of public comment on allied health scientific and technical matters and the clinical aspects of complaints as required. Allied Health, Scientific and Technical Leadership Provide allied health, scientific and technical leadership to the DHB while encouraging a broader focus of community and hospital services. In particular foster the Clinical-Management partnership model.  Lead and role model Quality Improvement initiatives  Forums established whereby professions are able to and Quality focused practice. have input into decision making.  Develop and improve allied health scientific and  Clear understanding of and engagement with the technical input concerning resource allocation and regional strategic direction for hospital and community decision making. care by profession  Work with other members of the clinical council in all  Establishment of uniform standards of assessment and matters relating to standards and policies affecting sound procedures for handling major professional clinical practice. issues.  Ensure professional development opportunities are  Prompt and appropriate resolution of issues relating to available for allied health scientific and technical staff. service provision in the hospital/community settings.  Be available to mentor allied health scientific and technical staff as appropriate.  Manage critical incidents, complaints and the establishment of uniform standards of assessment and sound educational and correctional procedures for managing major professional issues.  Ensure that any board or sub-committee issues relating to service provision by allied health scientific and technical staff are proactively resolved.  Act as a point of contact for discussion with the regulatory authorities for allied health scientific and technical staff, and other national bodies.  Ensure appropriate organisational representation and participation at appropriate forums.

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 6

 Initiate and approve key clinical projects. Clinical Practice Ensure the development and achievement of externally acknowledged standards of clinical practice. The Chief Allied Health, Scientific & Technical Officer will  DHB complies with best practice clinical audits and be responsible, where applicable, for ensuring the review processes. implementation of policies in the following areas:  There is prompt and appropriate resolution of issues  The handling of critical incidents, complaints and the relating to service provision by allied health, scientific establishment of uniform standards of assessment and and technical staff. sound educational and correctional procedures for the handling of major professional issues.  The investigation of major clinical incidents, complaints and the undertaking of corrective action where necessary.  General oversight of the implementation of professional assessment processes and corrective action.  The use of bench marking and the development of best practice.  The use of bench marking and the development of best practice.  Reporting to the CEO on the development of clinical audit process and procedures.  Promote the role and value of secondary care.  Provide support to Directors of Allied Health and Professional Leaders in regards to the management of professional issues. Allied Health Scientific and Technical Staff Development and Review Review the performance of Directors of Allied Health, and Scientific & Technical and facilitate staff development and succession at all levels of practice.  Review professional performance of Directors of Allied  Development and performance reviews completed Health, and Scientific & Technical in terms of their annually for all direct reports. professional leadership responsibilities and  Appropriate allied health, scientific and technical input implementation of Clinical Board policies. into professions training and development.  Provide support to foster the growth of the Directors of Allied Health, and Scientific & Technical leadership and ensure succession planning for these roles.  Provide a mentoring role to Directors of Allied Health, and Scientific & Technical and ensure appropriate career development through all levels of practice.  Negotiate with external training institutions on issues of training and development and maintaining a close relationship with the relevant allied health training institutions. Allied Health Scientific and Technical Clinical Reputation Enhance the clinical reputation of the organisation by actively participating in accredited forums both nationally and internationally.  Ensure appropriate organisational representation and  Clinical reputation of organisation is enhanced. participation at appropriate forums.  Appropriate clinical research and teaching activity takes  Encourage ongoing research and the publication of place in the DHB. clinical material.  Encourage ongoing teaching activity at both the undergraduate and postgraduate level in collaboration with the teaching institutions, to maintain the excellent reputation of the Provider Arm teaching hospitals.

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 7  Promote active collaboration with universities and similar institutions for purposes of joint benefit. Executive Contribution Contribute to the overall planning, coordination and control of DHB affairs by service as a member of the ELT and through provision of guidance and advice to the CEO, Board and Committees as appropriate.  Provide advice to the CEO and ELT members on the  Evidence of effective strategies and methods to engage implications of plans, discussion documents and policies key members in decision making. of the DHB, Southern DHB, other district health boards,  Active participation in and contribution to the ELT agencies and government bodies, and of proposed forums and processes. legislative changes relevant to the position.  Actively participate in meetings of the Board or  In conjunction with the ELT ensure decisions are in line committees as required. with Crown strategies and Board policies, including the  Leadership survey response. Southern DHB vision.  Support the CEO in championing the development of clinical services across the district, ensuring consistent messages and increased cooperation across teams and services in the Southern DHB region and greater South Island region.  Participate in and maintain the culture of consensus decision making within the ELT.  Advise on the allocation of resources and examine and report on specified major projects.  Liaison with other Southern DHB business units and committees in areas of mutual interest and joint operation.  Contribute to a team environment that fosters and develops effective working relationships.  Act as the principal advisory officer for the DHB Hospital Advisory Committee. Managing Relationships Ensure that all relationships are managed in such a way as to promote the desired image and positively support the activities of Southern DHB to deliver optimum patient outcomes. In collaboration with the Executive Director Specialist Services, Executive Director Strategy, Primary & Community, Chief Medical Officer and the Chief Nursing & Midwifery Officer ensure the Clinician – Manager partnership model is implemented throughout the DHB structure.  Foster an environment where the people within our  Patient satisfaction survey. organisation work actively together to promote an  Constructive and effective relationships established with optimum patient experience. Governance, Funder, and Community within the DHB.  Develop effective internal relationships with the ELT and  Effective networks established. DHB leadership.  Effective representation of the interests of the DHB.  Foster active interchange between clinical groups and  Recognised as an effective contributor to South Island management. Alliance initiatives.  Liaise with the community, agencies, service groups, organisations and individuals who have associations with the DHB to keep up to date with trends and identify new service and activity opportunities.  Positively represent the Southern DHB, fostering its interests by participating in discussions with individuals, sector forums, community groups and business organisations on relevant matters.  Ensure the Southern DHB views are sought and heard clearly in relation to health management matters, particularly as they relate to the financial management,

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 8 procurement activities and building & property assets of the organisations.  Engage in relevant inter-sectoral forums. Team Performance and Development In collaboration with the Executive Director Specialist Services, Executive Director Strategy, Primary & Community, Chief Medical Officer and the Chief Nursing & Midwifery Officer will champion the Clinician – Manager partnership model to develop and maintain a team environment in which the Southern DHB performance is optimised.  Promote the philosophy of the Southern DHB Vision and  Effective leadership and management of functional Values among all employees by ensuring that the areas. patient is at the forefront of everything we do.  Development and performance reviews completed  Organise functional teams to ensure the completion of annually for all direct staff. all organisational goals, and ensure effective team  Active professional development programme for staff. management and communications are developed and  Evidence of a team-based approach within the maintained. functional groups for whom line accountability is held.  Provide a safe, supportive environment that encourages  Evidence of effective strategies and methods to engage the highest level of personal development and key members in decision making. performance of team members.  Performance Appraisals and Personal development  Ensure team members are managed in accordance with good employer practices and current staffing policies plans are up to date and documented for both reports and agreements. and the wider service.  Ensure progress is made on improving results in the staff engagement feedback. Other Duties Undertaking duties from time to time that may be in  You respond positively to requests for assistance in own addition to those outlined above but which fall within your and other areas, demonstrating adaptability and capabilities and experience. willingness.  You produce work that complies with SDHB processes and reflects best practice.  Research undertaken is robust and well considered. Professional Development – self Identifying areas for personal and professional  Training and development goals are identified/agreed development. with your manager.  Performance objectives reviewed annual with your manager.  You actively seek feedback and accept constructive criticism. Health, Safety and Wellbeing Taking all practicable steps to ensure personal safety and  You understand and consistently meet your the safety of others while at work, in accordance with the obligations under Southern DHB’s Health and Safety Southern DHB’s Health, Safety and Wellbeing policies, policy/procedures. procedures and systems.  You actively encourage and challenge your peers to work in a safe manner.  Effort is made to strive for best practice in Health and Safety at all times. Treaty of Waitangi Giving effect to the principles of the Treaty of Waitangi –  Partnership – You interact in good faith and in the Partnership, Participation and Protection through your nature of a partnership. There is a sense of shared interaction with others on a day to day basis. enterprise and mutual benefit where each partner takes account of the needs and interests of the other.  Participation – You work in partnership with our treaty partners to enable our organisation to prosper. You are mindful of the varying socio-

Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 9 economic conditions that face our people and work hard to remove barriers of access to health and education.  Protection – You work proactively to protect the rights and interests of Māori, including the need to proactively build the capacity and capability of Māori.

CHANGES TO POSITION DESCRIPTION

From time to time it may be necessary to consider changes to the position description in response to the changing nature of our work environment – including technological requirements or statutory changes. This Position Description may be reviewed as part of the preparation for your annual performance and development review.

Acknowledged / Accepted:

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Southern DHB Position description for: Chief Allied Health, Scientific & Technical Officer Employee’s initials: ______Authorised by: Employer’s initials: ______Page 10 EXECUTIVE LEADERSHIP TEAM Note: tiers relate to delegated authority not hierarchy Tier 1 Chief Executive Officer (1.0 FTE)

Tier 2

Chief Medical Chief Nursing & Chief Allied Executive Director Chief Māori Health Executive Director Executive Director Executive Director Executive Director Officer Midwifery Officer Health, Scientific & Specialist Services Strategy and Finance, People, Culture & Strategy, Primary Quality & Clinical (0.8 FTE) (1 FTE) Technical Officer (1 FTE) Improvement Procurement & Technology & Community Governance (1 FTE) Officer * Facilities (1 FTE) (1 FTE) Solutions (1 FTE) (1 FTE) (1 FTE)

Tier 3

Programme Executive Director Director Dunedin Communications Hospital (1 FTE) Development and Transformation Support (1 FTE)

Tier 4

Tier 5

Non-Clinical Administration Support: Strategic Project Kaumātua Manager (0.5 FTE) • Executive Assistant Governance • Executive Assistant to the Chief Executive Officer • Personal Assistant to the Chief Medical Officer • Personal Assistant to the Chief Nursing & Midwifery Officer and Chief Allied Health, Scientific & Technical Officer • Personal Assistant to the Executive Director Specialist Services • Board Secretary / Personal Assistant to the Executive Director Finance, Procurement & Facilities • Personal Assistant to the Executive Director People, Culture & Technology and Executive Director * Jointly reporting to the CEO of WellSouth Communications • Personal Assistant to the Executive Director Strategy, Primary & Community • Personal Assistant to the Executive Director Quality & Clinical Governance Solutions • Project Coordinator Infrastructure & Hospital Rebuild • Personal Assistant to the Chief Māori Health Strategy & Improvement Officer and Deputy Chief Medical Officer Southland CHIEF ALLIED HEALTH, SCIENTIFIC & TECHNICAL OFFICER Note: tiers relate to delegated authority not hierarchy Tier 2 Chief Allied Health, Scientific & Technical Officer

Tier 3

Tier 3a Director of Allied Health Director of Allied Health Director of Scientific Strategy, Primary & Mental Health, Addictions & & Technical Community Intellectual Disability (0.5 FTE) (1.0 FTE) (0.5 FTE)

Tier 4 Allied Health Professional Allied Health Professional Allied Health Professional Leaders: Leaders: Leaders: • Physiotherapy • Clinical Psychology • Radiation Therapy • Occupational Therapy • Social Work • Medical Physics • Play Specialists (x2) • Clinical Physiologists • Health Promotion Advisors • Cardiac Physiologists • Health Protection Officers • Respiratory Physiologists • Dietetics • Sterile Services (x2) • Speech & Language • Audiology Therapy • Anaesthetic Technicians • Dental Therapy • Medical Imaging Technologists (x2) • Vision Hearing Testers • Pharmacy (x2) • Clinical Engineers

Tier 5

Professional Reporting Line Professional Reporting Line Professional Reporting Line for all Allied Health, Allied Health for all Allied Health staff in for all Allied Health staff in Scientific & Technical staff in the Scientific & Consultant the organisation, except for the Mental Health organisation, except for those in the Technical Professional those in the Mental Health Addictions & Intellectual Mental Health Addictions & Professional Issues, Policy & Addictions & Intellectual Disability Directorate. Intellectual Disability Directorate. Development Projects Disability Directorate. Clinical Psychologists via the Facilitator Professional Leader, all others directly to the Non-Clinical Administration Support: Director of Allied Health. • Personal Assistant to the Chief Nursing & Midwifery Officer and Chief Allied Health, Scientific & Technical Officer Key: Operational Reporting Line Professional Reporting Line