PD - Senior Portfolio Manager IP

Position Description

Position Title Senior Portfolio Manager Location Wellington or Auckland Organisation Health Quality & Safety Commission Work Role Group Management Delegated Authority HR Band 20

The Health Quality & Safety Commission (Commission) leads and coordinates work across the health and disability system (both private and public) to improve service safety and quality and therefore outcomes for all who use these services in New Zealand. The Commission is a Crown Entity with a Board responsible to the Minister of Health.

Organisational Context

The Commission is charged with:

. providing advice to the Minister of Health to drive improvement in quality and safety in health and disability services . leading and coordinating improvements in safety and quality in health care . identifying data sets and key indicators to inform and monitor improvements in safety and quality . reporting publicly on the state of safety and quality, including performance against national indicators . disseminating knowledge on and advocating for safety and quality.

This is best expressed in the New Zealand Triple Aim, which underpins our work and is broadly accepted through the sector.

Achieving this purpose depends on doing the right thing, and doing things right first time.

The Commission has also been given overall accountability for the work of the Mortality Review Committees as outlined in Section 17 of the New Zealand Public Health and Disability Act 2000 (NZPHD Act).

Over the next four - five years the Commission has four key strategic priorities, which will drive the focus of our work programme:  Increasing consumer and whanau experience  Improving health equity  Reducing harm  Reducing unwarranted variation

Organisational Values

The way we work reflects our role as a national ‘leader and coordinator’ and is encapsulated in our values:

It’s about people/ Te iwi We are driven by what matters to patients/consumers and their families/whānau; and by what will improve the health of communities and populations.

Open/ Tuwhera We have an open, honest, transparent and respectful culture. We value the expertise, knowledge and experience of others and welcome creative approaches and diverse opinions.

Together/ Kotahitanga We partner with others, and learn and share together. We use consumer experience, expert knowledge and current information to come up with new ways of thinking and better ways of doing things.

Senior Portfolio Manager – March 2016 page 1 of 6 Energising/Whakahohe We are energised by our passion for improving health and disability support services.

Adding value/ Uara We demonstrate our value to the health and disibility system and to the health of communities.

Position purpose and responsibilities The Commission leads and coordinates improvement programmes that are a mix of ongoing investment in high harm areas, time-limited investment in specific areas and sector focused.

Improvement programmes include: medication safety, preventing infections and surgical site infections, reducing falls, learning from adverse events, safe surgery, patient deterioration and pressure injuries. Improvement work is also beginning with a sector focus in primary care, aged residential care and mental health and addiction services.

The Senior Portfolio Managers lead a mix of improvement programmes that give effect to the Commission strategic priorities. This will involve:  leading and facilitating the development and implementation of improvement programmes across the health and disability sector  Maintaining effective relationships to ensure improvement programmes are aligned with consumer, sector, Commission and government priorities.  Developing internal capability and capacity that contributes to timely delivery and positions the Commission for the future  Taking a “team approach” to ensure integration and alignment across the improvement programmes align with other Commission activity  Giving priority to the Commission’s strategic intentions

The Senior Portfolio Manager will be a key colleague of the other Senior Portfolio Managers and part of the Improvement Hub. These roles are expected to work together to build improvement team capability and work flexibly to achieve Commission goals.

Key Relationships

Senior Portfolio Manager – March 2016 page 2 of 6 Key accountabilities and expectations include but are not limited to:

Key accountabilities Performance expectations

Strategic Planning  Maintain an active awareness of current trends, ideas and developments to maximise opportunities and minimise risks  Improvement programme plans reflect the strategic priorities of government and the Commission  As part of the Learning and Improvement Group contribute to the development of the prioritisation process and decision-making for improvement programmes.  Actively explore strategic opportunities for the Commission, ensuring that our work is adds value to that of other agencies, and avoid duplication. Within this, develop opportunities for third party funding for our work  Explore better alignment between quality assurance activities in the sector and quality improvement programmes, working towards greater partnership with quality assurance agencies and more joined up work Programme Management  Lead a mix of high harm and improvement programmes across the programme life-cycle using robust project management methods and tools  Medium term programme plans are developed and updated annually.  Programme plans and implementation is underpinned by recognised quality improvement methods and relevant evidence  Programme outputs are delivered as planned and within budgets  Ensure structures, systems and processes are aligned to enable and promote effective business performance and programme development.  Maintain effective project management practice through alignment with the virtual project management office.  Regular programme reports are completed, risks and mitigations identified. Problem-solving is proactive and collaborative.  Ensure all programmes have a robust evaluation and findings are reflected in emerging work  Facilitate the development and implementation of capability building for quality improvement across the sector, and ensure that capability development is integrated into all improvement activity.  Ensure that consumers and whanau are well engaged as partners in improvement programme development and implementation and that the principles of co-design are used as a priority. Relationship Management  Maintain strong respectful relationships with colleagues within the Commission, and work in a partnership and integrated way, to ensure that the right skills and leadership are applied to our work  Establish and maintain sustainable and effective relationships with key stakeholders across government and the health and disability sector  Liaise and consult with national, regional and local agencies, groups, consumers, clinicians and others to ensure stakeholders are informed of programme developments and that planning and development is informed by stakeholder advice as appropriate  Initiate, develop and maintain a range of strategic relationships and networks, including international networks  Proactively engage with regional quality and safety alliances.

Senior Portfolio Manager – March 2016 page 3 of 6 Key accountabilities Performance expectations

People Management  Provide leadership in a manner that inspires team, and public confidence  Manage staff consistent with the Commission’s human resource management policies and procedures and agreed delegations  Lead by example, model positive behaviour and inspire staff in a way that gets commitment and motivates them to get the required results  Fulfil the Commission’s obligations as a good employer for staff who are accountable to this role including performance management, professional development of staff and compliance with human resource policies and good employment practice  Manage and support direct reports, fostering high standards in the quality of outputs, and promoting a quality service focus  Ensure all team members have clear definitions of roles, responsibilities and accountabilities and are appropriately supported to perform their optimum  Exercise human resource delegations assigned to the position  Assume responsibility for initiative and thought-leadership for areas of expertise and responsibility Health and Safety  Take responsibility for meeting the Commission’s obligations in workplace health and safety  Lead and promote required health and safety initiatives by acting as a role model and encouraging staff to participate in H&S initiatives.

Capabilities

Leadership  Leading strategically - think, plan, and act strategically; to engage others in the vision, and position teams and systems to meet customer and future needs.  Leading with influence - lead and communicate in a clear, persuasive, and impactful way; to convince others to embrace change and take action.  Enhancing system performance - work collectively across boundaries; to deliver sustainable improvements to system and customer outcomes.  Demonstrates and values leadership of the whole Commission equally to leadership of own team. Communication and  Engaging others - connect with and inspire people; to build a highly motivated relationship management and engaged workforce.  Takes a partnership approach with the sector to enhance the quality and effectiveness of whole of sector outcomes.  Values and supports courageous two-way conversations with colleagues that show mutual trust and respect.  Can quickly find common ground and solve problems for the good of all.  Encourages collaboration, is seen as a team player and is co-operative. Strategic Agility  Future orientated - sees ahead clearly and can anticipate future consequences and trends accurately.  Can articulately paint credible pictures and visions of possibilities and likelihoods.  Sees the health system within the context of the social system as a complex adaptive system  Can manoeuvre through complex political situations effectively being sensitive to how people and organisations function..

Senior Portfolio Manager – March 2016 page 4 of 6 Improvement and Leading change - explains the “why” and the journey of change in a compelling innovation and authentic way. Maintains a strong focus on partnering with consumers to improve system outcomes. Can create competitive and breakthrough strategies and plans. Improvement and innovation are evidence informed and data-driven Understands a range of tools, methods and techniques to improve the quality and safety of care and deploys these appropriately. Management  Enhancing people performance - manage people performance and bring out the best in staff; to deliver high quality results for customers. Enhancing team performance - build cohesive and high performing teams; to deliver collective results that are more than the sum of individual efforts.  Programme and project budgets managed within agreed parameters and organisational policies. Identify risks early, implement mitigations and maintain a ‘no surprises’ approach. Cultural Competency  Apply the principles of cultural safety to the projects being managed.  Display respect, sensitivity and cultural awareness in interpersonal relationships.  Acknowledge cultural differences by respecting spiritual beliefs, cultural practices and lifestyle choices

Key relationships All Commission employees have a responsibility for managing relationships in some or all of the key sectors we work with. In this role, the key relationships to be developed are as follows:

Reports to: Director, Health Quality Improvement and Deputy Chief Executive Responsible for: Approximately 10 FTEs Internal HQSC Learning and Improvement Group relationships: All Commission staff Public sector: Ministry of Health ACC HDC Health and disability DHBs NGOs, PHOs, private health sector, professional bodies, unions sector:

Key Selection Criteria To be considered for this role, the ideal person will need to demonstrate:

Essential experience, skills and qualities  proven leadership and management experience at a senior level in the health and disability sector, including DHB experience  knowledge and experience of implement national system change, through quality improvement or “transformational change” projects  excellent interpersonal skills with the ability to foster good stakeholder relationships through consultation and partnership  ability and drive to deliver the required results in all key accountabilities of the role  excellent written and oral communication skills, particularly the ability to communicate clearly, concisely and in plain language  sound judgement, discretion and proven ability to manage competing priorities and work under pressure  an understanding of the Treaty of Waitangi and its application to equity in the health and disability sector  A commitment to working in partnership with consumers and whanau Senior Portfolio Manager – March 2016 page 5 of 6  a relevant tertiary/management qualification, ideally at Masters level

Desirable experience, skills and qualities  knowledge and a track record of developing and implementing quality improvement programmes in the health and disability sector, with a sound knowledge of improvement theory and methods and of international trends  Sound understanding and experience of how co design principles and method is utilised in the health and disability sector  knowledge and experience in public sector management, and development and detailed experience of government structures and processes  a knowledge of tikinga Māori and te reo

Senior Portfolio Manager – March 2016 page 6 of 6