Principles Vision Purpose Statement National Development Lead Catalogue and Master Data healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing value to our customers through: Lower cost Standardised system and processes Reducing variation or rework Quality and innovation To deliver outstanding shared services that enable healthcare excellence. Partnership Developing lasting partnerships through collaboration, working to a common goal, facilitating joint solutions within our means, recognising and celebrating success, open communication to share knowledge and information. Respect for people We respect others by; developing trust by being open and honest, listening to and understanding others views, valuing everyone s contribution, celebrating diversity and have fun and enjoy what we do as a team. Integrity We show integrity by; leading by example, open, fair, honest and transparent in everything we do, courage to speak up and challenge when things don t seem right, act ethically and professionally at all times, can do, will deliver our promises, obligations and commitments. Delivering Results We deliver results by; delivering exceptional results through high performance teams, enhance the customer experience, continually improve and add value, being action orientated, responsible and accountable, providing consistent and reliable services. Energised by Innovation We are energised by innovation when we; encourage forward thinking ideas and challenge status quo, measure our performance and see it as an opportunity to learn and grow, creating positive change by developing smarter ways to work, empowering people to maximise potential. Our principles define the expected behaviour of all staff and guide us on the behaviours that are important to us as an organisation. They underpin the way we do things at healthalliance, defining how we strive to move towards our vision. 11 May 2015 1
This position description provides an indicative outline of the purpose and key responsibilities and tasks of the role. Title and Reporting Relationships Position title: Reporting to: Location: Purpose of the Role National Development Lead - Catalogue and Master Data Manager, Catalogue and Master Data Auckland The purpose of the role is to effectively lead the development, implementation and change impacts of the national catalogue on the New Zealand health sector, this includes all suppliers, procurement agencies, logistics firms, DHBs and groups associated with healthcare in New Zealand. The role directly manages a senior team responsible to build, communicate and implement new outcomes and benefits for the sector using common data and processes. The role would: Drive the development of all activities associated with the National Catalogue and data Communicate and manage change to DHBs and other participants in the data lifecycle Manage delivery of activities to ensure delivery on time and to expectation Purpose new benefits and services supported by appropriate business cases for national data services Ensure effective and timely operation of all aspects of the National Catalogue and data services by meeting Service Level Agreements Develop and manage National Catalogue business improvement initiatives and plans Manage and develop the capability of the team to achieve business outcomes Ensure standards and policies are agreed with National Agencies and DHB, and manage the implementation of these standards nationally and within healthalliance. Ensure compliance with all organisational policies, procedures and processes. Ensure the correct approval processes are followed to add and amend any i tems on the National Catalogue Manage the relationship with GS1net to ensure all activities meet FPSC requirements and that for non GS1 compliant suppliers all relevant processes are administered and where possible, to migrate suppliers from non GS1 to GS1 managed. Ensure data audit and quality audits are undertaken to protect and confirm data base integrity is maintained to agreed levels. Personnel Dimensions (Employees reporting to this position directly and indirectly) Number of Staff: Direct: 7 Through subordinates: Total: 0 Key Relationships People and organisations both inside and outsi de of the company that this position would be required to manage relationships with. Internal Stakeholders Manager Catalogue and Master Data Master Data Team Leaders healthalliance management healthalliance staff Stakeholder representatives 11 May 2015 2 External Stakeholders DHB s Service Providers and Key Suppliers Customer Groups Pharmac MBIE
Position in Organisation (Insert the Divisional Org Chart) (Business Owner) Manager: Catalogue and Master Data National Development Lead - Catalogue and Data Process Analyst and Documenter Data Stewards & Administrators (4) Data Custodian SQL Developer Key Responsibilities and Tasks Expected Outcomes 11 May 2015 3
National Catalogue and Data Service Delivery Ensure the integrity of all data and all Catalogue elements are maintained in an efficient and timely manner Ensure process and policy documentation is prepared, maintained in a timely manner and managed to meet relevant business need. Actively work to achieve standardisation and rationalisation of the National Catalogue and the items within it. Ensure the correct approval processes are followed Responsible for managing the relationship with GS1net to ensure their activities meet FPSC requirements Responsible for administering the relevant processes for non GS1 compliant suppliers Responsible for migrating suppliers from non GS1 to GS1 managed Ensure all new items, price changes and other product variation approved is processed in a timely manner as business requires Ensure all reporting is actioned in a timely manner focusing primarily on exception reports, usage reports, measuring compliance and usage of the system/catalogue Ensure regular random audits are conducted and recorded for the purposes of identifying deviations from the Catalogue process guidelines As required deal with and resolve any customer enquiries (both internal and external customers); including Cherwell activated tickets and resolve all issues within allocated SLA timeframes. Data is clean and readily available; no duplication in Catalogue records Accurate, consistent and integral Catalogue data that meets the recognised healthcare Data Standards Clearly defined service standards Clear, measurable performance targets Clear, robust processes supporting Catalogue maintenance Consistent and reliable SLA delivery is maintained Auditable, transparent and robust process of data flow No audit issues or material adverse audit comments Data analysis and reporting supports customer and business expectations Identify items that could be included in the Catalogue GS1net meets FPSC requirements Non GS1 suppliers migrate to GS1 managed No outstanding maintenance, system efficiency demonstrable Corrective actions initiated promptly Effective controls for risks, regularly tested Processes, practices and controls reflect good commercial practice Information is provided on a timely basis as requested from customers Standard Operating Procedures across the operation, easily accessible to all staff Performance monitored and improved, including compliance (visible in results) Operational expenditure and FTE numbers are managed to budget Ensure Standard Operating Procedures for activity are maintained Ensure compliance to and integrity of organisational policies and processes Ensure priorities for workstreams are managed to meet targets for service delivery and assigned tasks. 11 May 2015 4
Data Integrity Applying nomenclature conventions (To single approved standard) Applying analysis codes and groupings relevant and accepted by business/stakeholders Documentation of procedures and Catalogue maintenance activities including audit records Relationship Management Conduct regular reviews with various ha functional departments, customer groups and external parties to ensure targets are being met and Catalogue data continues to comply with the Catalogue process and standards guidelines Actively engage with and collaborate with FPSC colleagues and customers to improve the end to end supply chain and procurement services associated to data management Easily searchable Catalogue with common and logically named items Relevant reporting structures to allow flexible reporting capabilities Provision of knowledge source bank Ensures the best practice Catalogue processes are applied Catalogue management is in line with international standards and best practice Policy and process is reflective of interactive and consultative business approach 11 May 2015 5
Leadership and Human Resources Demonstrate leadership by example, taking ownership and responsibility and, in consultation with your Manager, make decisions while contributing to the wider leadership of the department Effectively manage performance of staff to ensure customer requirements are met Support team through coaching and mentoring Develop and maintain development plans for all positions that promote employee growth and maintain skill sets relevant to the current job requirements Work closely with your Manager and HR in relation to training and development, induction, performance management and other people related initiatives Work is effectively managed in accordance with priorities and required outcomes achieved In consultation with your manager ensure a Performance Management system is in place, and performance reviews occur with all staff Team skills are progressed as a result of mentoring, coaching and training Poor performance and behavioural issues are addressed Organisational Human Resource policies and practices are followed Be able to demonstrate a healthy relationship with your team members which reflects mutual respect Ensure new staff experience an induction and orientation process Team looks for new smarter ways of working (continuous improvement) High level of customer service for all customers (internal and external) Standardisation of work practices and behaviours Staff leave balances are within agreed parameters and leave management plans are in place where needed Professional Development Accept responsibility for own professional development Annually agree professional development plan with your Manager Successfully complete formal training and share knowledge to up skill other team members Liaise with all customers (internal and external) as required in a helpful and polite manner Development and training plans are in place Knowledge sharing among team members Spirit of co-operation with other work areas/departments is maintained 11 May 2015 6
Risk Management Assist your Line Manager and General Manager to identify, manage and report all significant risks and internal control weaknesses in a timely, accurate and consistent manner Manage all business risks and mitigation plans assigned to you and maintain accurate and up to date risk registers Assist to create and embed a culture of strong ethical behaviour, quality and continuous improvement Pro-actively seek opportunities to align strategy, risk and controls to optimise business performance Early warning systems in place (no surprises ) which protect company from unforseen events and which notifies risk promptly Operational risks are identified and the control environment is optimised to: improve effectiveness, reduce costs and enhance business performance Risk discussions are embedded in operational planning, resource allocation etc Activities related to compliance matters are efficient and effective Adhere to the company s risk appetite and business risk management policies Health, Safety and Wellbeing Support healthalliance health, safety and wellbeing culture and recognize individual responsibility for Workplace Health and Safety under the Health and Safety Employment in Act 1992 General Prepare and write business cases as required or requested for the business Manage and contribute as required to projects within the business Prepare and lead presentations into the business and for externals parties as requested or required Prepare and complete analysis as required to support the business and planning activity as required. Support healthalliance health, safety and wellbeing culture by: Ensuring a safe working environment and safe working practices Planning, organising and managing Health and Safety activities directed at preventing harm in the workplace Reading and understanding healthalliance Health and Safety policies and relevant procedures and applying to own work activities Identifying, reporting & managing hazards where appropriate Assisting in identifying Health and Safety Representatives for your area Consistently displays the principles of the organisation and holds staff accountable for their behaviour Adheres to and observes all organisational policies, methodologies and practices Other duties as required in addition to or as a result of changing circumstances, that contributes to achieving the purpose of the role 11 May 2015 7
Qualification, Experience and Training Requirements What is the typical background required to competently perform the responsibilities of the job? Essential is the minimum acceptable level for entry. Preferred indicates the desirable level, but may also expand on the nature, e.g.: industry related, level of previous supervisory experience Essential 10+ years, Procurement and Supply Chain or Technology experience, and/or relevant tertiary qualification Experience in a large programme environment and leading key deliverable streams Proven experience leading senior experts teams developing new services and technology and managing change across national stakeholder groups at C-level Extensive and well developed ERP systems experience Strong analysis, process development and documentation skills supported by qualification or proven deliverables 5+ years proven leadership skills leading teams including performance management and leading contractor and external supplier resources. Proven ability to build and maintain effective working relationships (Internal and external) Proven experience managing national solutions environments including structure, standards management and development achievement Knowledge of Master/Meta data and GS1 standards Advanced Excel Demonstrable history in management reporting, project management, process and improvement management development and audit High skill levels for both written and verbal communication across multiple levels of business environment Demonstrable financial literacy Customer relationship management experience Preferred Experience in Healthcare Industry Leadership experience delivering master data in a complex business change programme Demonstrated experience leading process and systems change in District Health Board Oracle ERP systems knowledge Six Sigma Green Belt, Process tooling experience especially Promap. Experience in shared services environment Data load experience Development experience with SQL and databases. 11 May 2015 8
Competencies for the Role Functional/Technical Skills Total Quality Management Decision Quality Customer Focus Building Effective Teams Technical Learning Problem Solving Priority Setting Has the functional and technical knowledge and skills to do the job at a high level of accomplishment Is dedicated to providing organisation or enterprise wide common systems for designing and measuring work processes; seeks to reduce variances in organisation processes; deliver the highest quality products and services which meet the needs and requirements of internal and external customers; is committed to continuous improvement through empowerment and management of data; leverages technology to positively impact quality; is willing to reengineer processes from scratch; is open to suggestions and experimentation; creates a learning environment leading to the most efficient and effective work processes. Is able to conduct and validate research for Best Practice and approved national/international standards across data and process development. Able to locate and assess external organisations ability to validate and ratify data source/standards approved by industry stakeholders. 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 ad solutions. Has ability to seek out and validate source information to support decision making. Is dedicated to meeting the expectations and requirements of internal and external customers; get first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect Blends people into team when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; let people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team Picks up on technical things quickly; can learn new skills and knowledge; Is good at learning new industry, company, product, or technical knowledge-like Internet technology; does well in technical courses and seminars 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 Spends his/her time and the time of others on what s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus 11 May 2015 9
Note: The position needs to reviewed by both parties annually. Signed as current and agreed: Manager Employee 11 May 2015 10