Work with the ARPHS clinical team to provide professional leadership and evidence based advice to the HI team and ARPHS management.

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1 POSITION DESCRIPTION POSITION DETAILS: TITLE: Senior Health Advisor, Healthy Environments REPORTS TO: Health Improvement Manager (Level 4) LOCATION: Auckland Regional Public Health Service (ARPHS) AUTHORISED BY: Dean Adam DATE: October 2014 PRIMARY FUNCTION: Support the Auckland Regional Public Health Services (ARPHS) Health Improvement (HI) team to lead public health activities with an environmental settings focus across Tamaki Makaurau / the Auckland region. Initial priorities will be to support activities that prevent, mitigate or reduce exposure, extent, and the influence, of the Auckland obesogenic environment. Work with the ARPHS clinical team to provide professional leadership and evidence based advice to the HI team and ARPHS management. Support an active and coordinated approach to stakeholder relationship management and build ARPHS s profile across the three Auckland DHBs, NGOs and relevant social sector and community agencies. Work with the Health Improvement Programme Supervisors to provide oversight, leadership and day-to-day co-ordination of programme planning, implementation, and evaluation, and input to strategic planning processes for service delivery that promotes and creates healthy environments. KEY ACCOUNTABILITIES Key Result Area Service planning and development Expected Outcomes/Performance Indicators Support the integration of evidence based approaches to influence the design and adoption of healthy settings and environments within the Health Improvement programme Develop and maintain in-depth knowledge of programme subject areas, specifically health improvements through environmental design and organisational change, with a focus on ARPHS strategic outcome areas. Work with the ARPHS clinical team to provide leadership from an environmental and settings perspective based on good evidence for effectiveness. Support HI programme supervisors to ensure that ongoing programme development is informed by robust evidence for effectiveness in relation to reducing health inequalities and promoting healthy environments and settings. Support ARPHS and the HI team to continue to develop and maintain excellent working relationships with key stakeholders in DHBs, central government agencies, Auckland Council, other public health units and NGOs, and ensure that the ARHPS HI programme complements and strengthens relevant existing activities. Support the HI programme supervisors to develop annual Page 1

2 KEY ACCOUNTABILITIES Key Result Area Expected Outcomes/Performance Indicators programme plans aligned with ARPHS Service Development Plan timeframes and reporting framework, and in the context of relevant Government policy or planning processes. Support the delivery of planned activities, using appropriate methods in line with relevant district health board, Ministry of Health and ARPHS requirements. Provide comprehensive and detailed project reports as required, including budget and risk management reporting. Leadership Leadership, engagement and co-ordination within ARPHS Build and maintain positive working relationships within ARPHS, including Level 4 managers, programme supervisors and clinical partners. Be seen as the technical expert in ARPHS on emerging evidence and issues relating to healthy environments and other areas of responsibility. Work with the Health Improvement and Policy Team on healthy public policy submissions related to healthy environments, settings based health promotion, and provide technical advice as required on programme development. Support the co-ordination and alignment with related ARPHS programmes and projects, especially where planned activities could affect each other s outcomes. Professional leadership and supervision Provide oversight of day-to-day operational work as negotiated with the Health Improvement Manager and HI Programme Supervisors. Support HI programme supervisors to provide coaching and mentoring to HI staff to ensure development of strong technical knowledge in relation to health determinants and health promotion interventions. Provide input into performance objectives, performance feedback and professional development plans for staff in collaboration with programme supervisors and Health Improvement Manager. Support Programme Supervisors in annual performance development processes and accept delegated responsibility for these functions by agreement with the Programme Supervisors and Health Improvement Manager. Stakeholder relationship management Support ARPHS and the HI team to build visible, high quality, effective and purposeful stakeholder relationships Support the HI team to maintain an active and coordinated approach to stakeholder relationship management across its programmes Page 2

3 KEY ACCOUNTABILITIES Key Result Area Expected Outcomes/Performance Indicators Work with programme supervisors, clinical partners and the Health Improvement Manager to identify existing and new stakeholder relationships relevant to ARPHS priorities for settings based initiatives in the HI programme, such as Auckland Council, Ministry of Health, Housing NZ, and Ministry of Social Development. Support the development of collaborative and mutually productive projects between HI and other key stakeholders, where relevant and appropriate; including supporting and coordinating health sector input into Healthy Auckland Together (HAT), an initiative to coordinate joint agency strategic initiatives through the Auckland Interagency Group on Obesity (IAG). Identify and support HI attendance at relevant workshops, symposia and conferences in areas relevant to the programme. Model ARPHS values in all interactions with keys stakeholders, internally and externally. Identify linkages with other programmes or organisations and support collaborative projects between ARPHS and other stakeholders to achieve shared outcomes. Maintain good communications with related programmes in public health units and NGOs, and share information, participate in networking and learning opportunities with them. Page 3

4 Operational management Participate as a member of the Health Improvement Team and provide leadership for projects as required Attend and participate in Health Improvement Team leadership and management activities, seminars and team meetings. Support the HI Programme Supervisors to provide advice and guidance to staff on the planning, implementation and evaluation of programmes, with a focus on noncommunicable disease prevention priorities. Ensure that the Health Improvement Team is able to provide meaningful input to policy submission processes through the ARPHS Policy Team work programme in areas relevant to HI priorities. Support the development of HI policy submissions as they relate to the Health Improvement Team priorities for healthy environments. Ensure all reports are delivered in a timely fashion and all meetings are attended. Promote teamwork and competency-based working practices across outcome/topic areas. Undertake any other relevant project work as agreed with the Health Improvement Manager and HI programme supervisors. Quality improvement Work with programme supervisors and team members to identify and implement quality improvement activities and ensure that programme outcomes are monitored Manage continuous quality improvement processes to inform ongoing programme development by ensuring that activities are monitored and evaluated, service users and stakeholders are able to provide feedback as appropriate, and new research evidence is incorporated. Work with HI Programme Supervisors to review and reorientate programmes as necessary. Identify potential process and system improvements within programme area(s). Develop and update protocols, policies and systems that support effective and efficient programme delivery and input to policy submission processes, as required. Collect, collate, analyse and report on data relevant to programme outcomes. Ensure project activities and resources are effectively and efficiently managed. Manage risks and issues, ensuring that any significant changes are escalated to programme supervisors as required. SERVICE DESCRIPTION Page 4

5 ARPHS delivers public health services on behalf of the three district health boards in the Auckland region. ARPHS is a fully integrated public health unit delivering promotion, protection and screening programmes designed to improve the health and wellbeing of the populations of the Auckland region. The ARPHS Strategic Plan, Service Delivery Plan (SDP) and Annual Operational Plan are the contract by which public health services are delivered and monitored. These plans inform all service, teams and individual work plans. OUR COMMITMENT TO THE TREATY OF WAITANGI We work in partnership to support manawhenua aspirations for health, wellbeing and reduction of inequalities. As a Crown agent we support manawhenua in its role to manaaki (care for) all people within its tribal rohe (area). We ensure participation of mata waka (those with affiliations other than manawhenua) in planning and providing services that promote the wellbeing of all Aucklanders. HEALTH & SAFETY The Auckland Regional Public Health Service (ARPHS) is committed to achieving the highest standard of health and safety for its staff. All employees are expected to take initiative, identify, report and resolve issues that may cause harm to themselves or others in the organisation. As an employee of ARPHS, the health and safety of clients and colleagues, as well as your own, are your responsibility. You are expected to work safely at all times, and participate in health and safety programmes in your area. It is expected that you will report all accidents and potential hazards to your manager. CONTINUING PROFESSIONAL DEVELOPMENT / STANDARDS To be responsible for aspects of own professional development by: Attain Level 3 Competencies in Public Health as set out in ARPHS Competencies Programme. Attend educational opportunities relevant to the role. Participate in continuous improvement activities such as peer review. Contribute to the development of ADHB s workforce within your area of influence Demonstrate leadership appropriate to expected level of professional practice Actively maintain competencies relevant to professional standards /accreditation Fulfil your own responsibilities within ADHB s performance review process by completing an annual personal development plan and establishing annual goals, objectives, performance targets and strategies to meet these. QUALITY & RISK The Auckland Regional Public Health Service is committed to the concept of quality improvement. As an employee you are expected to actively participate in quality improvement and risk management, both at a professional level and service level. You are also required to participate in quality and risk programmes as an integral part of Page 5

6 your position. EMERGENCY RESPONSE All Auckland Regional Public Health Service employees are expected to respond in an emergency situation to: Protect the health of the affected population in a civil defence emergency. Contribute to the implementing of response & emergency and pandemic incident response plans. Enable the provision of business continuity of the service. Participate in rosters to ensure work coverage during response & emergency events. VARIATIONS TO POSITION DESCRIPTION This position description describes the accountabilities and requirements of the position and is intended as a guide to the main elements of the role and should not be considered as a complete listing of all duties and tasks that may be undertaken. This position description is not intended to be restrictive and may change as a result of consultation with the post holder or changes internally or externally to the organisation. This position description is subject to review dependent on the needs of the service, any amendments will be discussed with the post holder. Authorities: This position has delegated authority as per the ADHB Policy Manual. Page 6

7 Relationships External Internal Committees/Groups Ministry of Health policy advisors working across sectors, eg on housing and health Medical Practitioners Staff in other public health units Academic researchers PHO providers District health boards Central Government ministries and departments NGOs Auckland Council, including housing policy group Police and other enforcement agencies ARPHS Service Manager ARPHS Clinical Director Level 4 Managers Programme Supervisors SMOs and clinical partners All ARPHS staff Maori, Pacific and Asian Liaison Advisors He Kamaka Oranga Auckland Intersectoral Health Group ARPHS Policy Team screening and other policy submission process meetings Backbone Group for Auckland Social Sector Leaders Group Person Specification Education Qualifications Essential Desired Professional Experience/ Knowledge Relevant tertiary qualification health or social science Formal project management training or similar experience Current New Zealand drivers licence Five years experience with relevant professional expertise in health policy and/or programme development Proven supervision, mentoring, coaching and leadership skills Successful project delivery with desired outcomes in the public health/ social sector Experience in evidenced-based planning and evaluation of public health promotion programmes Excellent documentation, writing and presenting skills Computer literacy in relevant professional programmes Masters in Public Health or equivalent post-graduate qualification in health policy Project management qualification Appropriate supervision training or progress toward completion Leadership or management training Management of multiple projects Five or more years experience in public health or a related field Understanding of the strategic priorities of health within New Zealand and the Auckland region Media experience Tikanga and Te Reo Maori Understanding and application of Maori Public Health models Page 7

8 CRITICAL COMPETENCIES COMPETENCY DESCRIPTION Self Management Sets high standards and strives to achieve stretching goals. Displays drive and energy and persists in overcoming obstacles. Copes with stress, is resilient to change and manages boundaries with colleagues effectively. Proactive and displays initiative. People / Team Leadership Professional/Operational Performance Ability to lead / coach a team. Supports and encourages staff to continually improve service delivery in line with operational and strategic goals. Demonstrates an aptitude and willingness to think and work at a strategic level. Ability to manage and delegate tasks. Advocates and promotes professional practice. Flexible and adaptable. Clearly articulates rationale for service delivery, justifies prescribed actions and facilitates understanding by relevant parties that hold key relationships. Excellent project management skills - ability to achieve deadlines and budgets. Models behaviours of collaboration. Results oriented. Ability to critically review and improve service delivery. Ability to work with equilibrium under pressure, assess stress levels within the team and identify coping strategies. Value Diversity Understands significance of Treaty of Waitangi. Able to demonstrate in practice the principles of partnership, protection and participation. Demonstrates an understanding of Pacific populations. Displays cultural sensitivity and respect. Appreciates insights and ideas of all individuals and work effectively with these differences. Communication & Interpersonal Skills Organisational Awareness/Influencing Judgment / Decisiveness Actively listens, drawing out information and checking understanding. Expresses information effectively, both orally and in writing, adjusts language and style to the recipients and considers their frame of reference. Values the contribution of others and is pro-active in sharing information and networking with other parts of the organisation. Seeks opportunities to support others in achieving goals Establishes good planning processes and achieves against identified priorities. Manages time, workload / flow, recognises and addresses barriers. Manages changing priorities. Considers options, develops options, identifies the pros and cons and makes effective decisions within appropriate timeframes and levels of Page 8

9 CRITICAL COMPETENCIES COMPETENCY DESCRIPTION responsibility. Recognises critical factors and weighs up risks appropriately. Knows when to ask for help. WORKING FOR ADHB EXPECTATIONS OF EMPLOYEES CITIZENSHIP All employees are expected to contribute to the innovation and improvement of Auckland District Health Board as an organisation. This means: Using resources responsibly Models ADHB values in all interactions Maintaining standards of ethical behaviour and practice Meeting ADHB s performance standards Participating in organisation development and performance improvement initiatives Helping to develop and maintain Maori capability in ADHB, including developing our understanding of the Treaty of Waitangi and ways in which it applies in our work Raising and addressing issues of concern promptly THE EMPLOYER AND EMPLOYEE RELATIONSHIP We have a shared responsibility for maintaining good employer/employee relationships. This means: Acting to ensure a safe and healthy working environment at all times Focusing our best efforts on achieving ADHB s objectives A performance agreement will be reached between the employee and their direct manager and/or professional leader containing specific expectations. CONSUMER/CUSTOMER/STAKEHOLDER COMMITMENT All employees are responsible for striving to continuously improve service quality and performance. This means: Taking the initiative to meet the needs of the consumer/customer/stakeholder Addressing our obligations under the Treaty of Waitangi Involving the consumer/customer/stakeholder in defining expectations around the nature of the services to be delivered and the timeframe Keeping the consumer/stakeholder informed of progress Following through on actions and queries Following up with the consumer/customer/stakeholder on their satisfaction with the services PROFESSIONAL DEVELOPMENT As the business of ADHB develops, the responsibilities and functions of positions may change. staff are expected to contribute and adapt to change by: All Undertaking professional development Applying skills to a number of long and short term projects across different parts of the organisation Undertaking such development opportunities as ADHB may reasonably require Page 9

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