“Mehemea ka moemoeā ahau Ko au anake Mehemea ka moemoeā e tātou, Ka taea e tātou”

Waikato District Health Board Position Description

“If I am to dream I dream alone If we all dream together Then we will achieve.” Te Puea Herangi

Job Title:

Nurse / Midwife Manager Professional Development: Clinical Education

Reports to:

Clinical Nurse Director Professional Development

Professional links to:

Associate Director of Nursing Practice and Education, Director of Nursing and Midwifery

Delegation:

Five

Responsible for:

Number of direct reports: 29 FTE (as 38 people)

(Total number of staff) Budget:

3,000,000 (includes FTE and External Programmes)

Job Purpose:

To facilitate nursing and midwifery equipping of nurses and midwives via professional and practice development delivery to meet service, professional and organisational requirements that achieve improved health outcomes for our population across the DHB region. To Manage and lead the people, systems, processes and resources that facilitate efficient and effective service delivery of education for clinical practice. Provides leadership and support for planning and change processes in a manner that promotes creativity in the development of multi-disciplinary approaches for achieving patient outcomes. Contribute to the development of the strategic direction for the organisation. Oversight of contracts and requirements for external programmes. Responsible for the efficient and effective operational management of the clinical education work stream. Including streamlining to avoid duplication between activity and programmes.

Direct Reports: Date:

19.05.2017

Vision Healthy People. Excellent care. Mission Enable us all to manage our health and wellbeing. Provide excellent care through smarter, innovative delivery Values Theme “People at Heart” – Te iwi Ngakaunui Give and earn respect - Whakamana Listen to me; talk to me – Whakarongo Fair play – Mauri Pai Growing the good – Whakapakari Stronger together – Kotahitanga Code of Conduct.The Waikato DHB’s code of conduct incorporates the State Services standards of integrity and conduct and sets expectations relating to behaviour in the workplace.

INDIVIDUAL ACCOUNTABILITIES Authorised to deliver the accountabilities required of the Nurse / Midwife Manager Professional Development: Clinical Education including meeting the key performance indicators (KPIs) established annually with the line Manager. Leadership accountability   

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Lead and manage the nurse and midwife educators to ensure programme delivery meets specifications and contracts Leads and manages student placements Works with the Clinical Nurse Director Professional Development to develop, communicate and gain acceptance for the direction and performance plan for the clinical education work stream based on the strategic aims of the Nursing and Midwifery Plan and Profile reflective of population need and cultural competence. Provide leadership, support and guidance to their direct reports. Promote a positive culture for nursing and midwifery.

Service planning & delivery accountability      

Work with the Clinical Nurse Director Professional Development to set the capacity plan, staffing plan and nursing budget for the work stream. Work with Nurse and Midwife Educators to deliver the agreed plan and budget for programmes and external contracts. Ensure nursing and midwifery services are delivered according to contracted specifications for services and are regularly monitored and reported on for compliance to specifications and programme delivery. Works with operational managers to ensure that requirements are integrated within programme delivery Ensures nursing and midwifery procedures are established and reviewed and standards to ensure quality services are maintained. Maintains a long term view of projected growth in demand and ramification for nursing and midwifery workforce so that changes and plans are anticipated and well managed.

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In partnership with the Nurse Manager Workforce ensure workforce priorities, specialty information, practice and skill changes translate into education programmes. Systematically enhance education delivery in the DHB and develop individuals’ educational expertise

Resources and financial management accountability  Manage resources to optimise resource allocation, meet service requirements and avoid duplication.  Monitor and improve staff deployment to ensure staffing is aligned to needs and priorities.  Manage resources in line with the budget.  Accountable for reviewing the financials of their managers and explaining any variance.  Understands and is accountable for their budget, monitoring and managing spend, including staff and non-people costs, and complying with financial rules.  Reads and uses financial information and reports and takes action. Escalates to their manager any adverse financial event or risk, and discloses incorrect financial matters.  Reads and uses quantitative (volume/price/relative weighting) information and takes action. Escalates to their manager any adverse quantitative event or risk, and discloses incorrect quantitative matters. Systems and process development and flow accountability  

Align education programmes to Waikato DHB strategic priorities and the Nursing and Midwifery Plan and Profile across the continuum Ensures nursing systems, processes and practices are in place to meet the strategic aims of the nursing and midwifery directorate and the identified Learning needs of services.

Management of Staff accountability .  Recruitment into, and integrated coordination of workforce programmes (internal and external), taking primary responsibility for coordinating graduate and post graduate programmes  Ensure appropriately qualified staff are employed, supported and developed to deliver the required services across the cluster.  Ensures employed staff are managed effectively, including addressing performance issues in a timely manner and conducting regular performance appraisals for all staff. Risk and compliance accountability  Ensures compliance with all relevant legislation and Waikato DHB policy.  Ensure there are appropriate Health and Safety management practices and compliance are in place for nursing across the cluster.  Ensure that an effective risk management programme is implemented for the workforce work stream within the PDU.  Develop and implement an appropriate audit / evaluation programme to effectively monitor the delivery of best practice safety practices.  Participates in quality improvement methodologies and techniques and uses them to improve the quality of care.  Makes decisions in conjunction with clinical staff.  Contributes to the risk plan and assists in its implementation.  Ensures compliance with the established and maintained frameworks (such as policies) for achieving risk management and legal compliance.  Establishes for own service Māori health need, access rates, and equity of intervention and health outcome relative to non-Māori.  Ensures service areas uphold Treaty of Waitangi principles of partnership, participation and active protection, that they adhere to tikanga best practice guidelines, and implements the policy direction for Māori health gain.  Ensures all departments have a written department emergency response plan and that these are tested.  Applies knowledge of emergency management and Co-ordinated Incident Management System (CIMS level 4) through involvement of exercises and real responses.

Relationship accountability  Establish positive collaborative relationships with peers, colleagues and subordinates across the hospital and with key external parties to support collegial decision making and ensure an optimal patient experience.

FINANCIALACCOUNTABILITIES       

Accountable for reviewing the financials of their managers and explaining any variance, understand and accountable for the content of their capital and operating budgets, monitoring. and managing spend, including staff and non -people costs, and complying with financial rules Accountable for identification and explanations of variances against budgets. Accountable for their forecasts for the capital spend and operating costs for the balance of the financial year and into rolling forecasts once these are in place. Accountable for planning and undertaking aspects related to compliance with approval requirements with sufficient lead time. Reads and utilises financial information and reports and takes action, escalates to their manager any adverse financial event or risk, and discloses incorrect financial matters. Reads and utilises quantitative (volume/price/relative weighting) information and reports and takes action. Escalates to their manager any adverse quantitative event or risk, and discloses incorrect quantitative matters. Responsible for ensuring their direct reports comply with their financial accountabilities where relevant.

TEAM RESPONSIBILITIES Quality and Patient Safety collective responsibilities  Support the strategic quality objectives within their area of responsibility.  Ensure care is safe, effective, compassionate and dignified.  Foster a culture of openness and improvement, with patient and whanau at the centre.  Develop good multidisciplinary team working and networks to ensure delivery of good quality care.  Ensure the team work to up to date policies and guidelines.  Ensure an annual clinical audit plan is implemented to provide evidence of improvement and good patient outcome.  Ensure that clinical teams have active and effective mortality and morbidity reviews.  Identify and manage risks to the quality of care.  Review and monitor progress through the use of key quality indicators / performance indicators and take action to improve as needed.  Receive patient feedback – national inpatient survey, complaints, feedback cards, compliments and act on areas where improvement required

ORGANISATIONAL RESPONSIBILITIES    

Contribution aligns with the Waikato DHB strategy. Being accountable for own work and provide a high quality service, and contributes to quality improvement and risk minimisation activities. Complies with the Waikato DHB Corporate Records Management policy requirement to create and maintain full and accurate records. Knows department emergency response plan, able to initiate an emergency response and participate in response as applicable to the role.

 Implement strategies to provide, in participation and partnership with Māori patients and whanau, accessible, equitable and culturally enhanced responsive services to improve health experience and outcomes and encourages innovation that support ‘radical improvement’ in Māori health outcomes by eliminating health inequities for Māori.  Implement strategies that contribute to a culture of innovation to actively seek ways to eliminate health inequities for people in rural communities, and remove barriers for people experiencing disability.  To participate in and comply with the requirements of the Health and Safety at Work Act 2015 and associated Waikato DHB policies.  Leads by example and ensures compliance with the established Health and Safety frameworks and systems for achieving best practice in hazard management within own service.  Communicating to staff through orientation, meetings, training, policy and documentation usage, their role with hazard management in the work place. Professional accountabilities Nursing Council of New Zealand domains and competencies for nurses involved in management. Domain One:  Is accountable for professional, legal and ethical responsibilities and cultural safety. These include being able to demonstrate knowledge and judgement and being accountable for own actions and decisions, while promoting an environment that maximises [patient] client safety, independence, quality of life and health. Domain Two:  Is accountable for promoting an environment that contributes to the ongoing demonstration and evaluation of competencies.  Is accountable for promoting a quality practice environment that supports nurses’ abilities to provide safe, effective and ethical nursing practice.  Is accountable for promoting a practice environment that encourages learning and evidence-based practice.  Is accountable for participating in professional activities to keep abreast of current trends and issues in nursing. Domain Three:  Is accountable for establishing and maintaining effective interpersonal relationships with others including utilising effective interviewing and counselling skills and establishing rapport and trust.  Is accountable for communicating effectively with members of the health care team including using a variety of effective communication techniques, employing appropriate language to context and providing adequate time for discussion Midwifery Council of New Zealand. Competency One: The midwife works in partnership with the woman throughout the maternity experience. Competency Two: The midwife applies comprehensive theoretical and scientific knowledge with the affective and technical skills needed to provide effective and safe midwifery care. Competency Three: The midwife promotes practices that enhance the health of the woman and her family/whanau and which encourage their participation in her health care. Competency Four: The midwife upholds professional midwifery standards and uses professional judgement as a reflective and critical practitioner when providing midwifery care.

QUALIFICATIONS AND EXPERIENCE

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Registration, with Nursing and / or Midwifery Council. Will be a Registered Health Professional as defined under the HPCA Act and have a current APC. Appropriate Nursing or Midwifery Post Graduate Qualifications at Masters level (or near completion) inclusive of education / clinical teaching for nursing and midwifery. Engaged in PDRP. Experience implementing change processes and initiating innovative change Experience leading and managing a team of senior nurses Experience in and proven commitment to in education and development in relation to workforce. Proven high level of written and verbal communication skills. Experience working within a multi-disciplinary environment. Demonstrated successful ability to lead and link professional integration into operational needs of health services to influence improving patient safety outcomes and experience. Experience reviewing / analysing financial, asset, staff and production data and taking appropriate actions and ability to monitor delegated activities. Ability to plan, organise and direct activities in contemporary nursing and midwifery.

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Health leadership capabilities and competencies –manage and or lead others who manage and or lead, delegation of authority level 5. The numbers in brackets denote a competency from the leadership resources adopted at the DHB, such as the For Your Improvement (FYI) book. Waikato DHB values are included as a drop down with competency (65). Maximising contribution (national leadership framework be a values leader)  

Models, articulates and shares the vision, values, and code of conduct (65) DHB Values Leads a service that provides safe and quality service delivery for patients/clients/customers (15)

Developing self and others (national leadership framework engage others)  

Actively works to improve and develop own skills (54) Develops direct reports and others, deals with issues, and provides actionable feedback (19)

Building relationships (national leadership framework develop coalitions)  

Develops relationships with peers, is direct, respectful, inclusive and honest, and creates a climate where people strive to do their best (42) Establishes effective relationships with patients/clients/ customers, and translates requirements into effective service delivery improvements (63)

Achieving results (national leadership framework leading care)   

Planning incorporates accurate alignment and monitoring of objectives, tasks, goals and resources to achieve results (47) Organises multiple processes and makes decisions to get things done (39) Works out the processes to enable effective and efficient use of resources (52)

Leading change (national leadership framework mobilise system improvements)  

Uses creativity and effective presentation skills to articulate and lead the implementation of their strategic vision (58) Able to relate to and understand the requirements of more senior managers to enable quality improvements to occur (8)

SCOPE OF POSITION Relationships

Internal  Patients / whanau / family / caregivers  Direct reports  Chief Nursing & Midwifery Officer  Directors and Associate Directors Nursing and Midwifery  Clinical Nurse Director Professional Development  Te Puna Oranga  Nurse Manager Workforce  Nursing and Midwifery Directorate  Nurse and Midwife Managers  Charge Nurse and Midwife Managers  Nurse Midwife Coordinators and Educators  Clinical Directors and Operational Managers  Allied and Medical Professional leads and health professionals

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 Planning and Funding  Other clinical and non-clinical staff, services / department Managers Nurse Educators

External  Ministry of Health Community agencies  Primary health care providers  Education providers  Students  Unions  Contractors and vendors  Client advocates  Nursing and Midwifery Councils of New Zealand and Professional bodies

WORK ENVIRONMENT AND WORK FUNCTION / ACTIVITY Work environment 

Works indoors within hospital wards, departments, clinics, and their offices.

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Employees work in adequately lit, heated, ventilated and clean, well maintained and hygienic workspaces

Work function/activity  Sedentary physical demand levels with frequent sitting in offices or meetings.  Stands and walks around the organisation occasionally to attend meetings with staff and customers.  Lifting or carrying is unlikely to exceed sedentary range.  Bending, squatting or crouching and stretching, twisting, climbing is not a significant component of the job.  Frequent repetitive hand and finger movements are required when using pens, calculators, telephones, keyboard and mouse.  Driving may be a feature of the job, so a NZ full drivers license may be required.  Mental activities necessary include a high level of cognitive functioning with communication, interpersonal, administration, organisational, problem solving and decision-making capabilities Other requirements  Required to be on call.

DECLARATION I certify that I have read this position description and reasonably believe that I understand the requirements of the position. I understand that: a)

this position description may be amended by the employer following reasonable notice to me

b)

I may be asked to perform other duties as reasonably required by the employer in accordance with the conditions of the position.

Position holder’s name:

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Position holder’s signature:

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Manager’s name:

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Manager’s signature:

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Date of signing:

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Code of Conduct The Waikato DHB’s code of conduct incorporates the State Services standards of integrity and conduct and sets expectations relating to behaviour in the workplace.