POSITION DESCRIPTION

Position Details:
Title: Commercial Services Business Improvement Manager
Reports to: General Manager Non Clinical Support and Commercial Services
Location: Auckland City Hospital
Authorised by: Clare Thompson
Date: October 2015
Primary Function:
·  To provide strategic leadership for the development of new business opportunities
on behalf of Auckland DHB
·  To identify new and improved processes which result in improved performance of existing services.
·  To help cultivate a culture of innovation within the group
·  To actively manage existing Auckland DHBs revenue generating initiatives
·  To manage Non Clinical Support and Commercial services infrastructure
·  To enhance existing relationships with contractors and customers which results in both good retention of existing clients and growth.
In addition, they will also be expected to manage a small team to achieve the following for the DHB:
·  To be accountable for the operational, day to day management of a team of five permanent staff in addition to project managers who will be bought in on a project by project basis
·  To plan, develop and implement services to maximise the development of new business opportunities for Auckland DHB.
·  To develop contracts, and monitor delivery of contracts as per specification for new initiatives and where required, existing services
·  To assess and hold service providers accountable so that contract specifications are met and measurable outcomes are realised for the DHB
·  To provide business support to the group by way of regular reporting
·  To manage leases of properties used by ADHB services
·  To manage infrastructure support i.e. car parking, car leases/fleet management, and any other contracts as required
·  To understand and actively manage stakeholder relationships.
Key Accountabilities
Key Result Area / Expected Outcomes/Performance Indicators
Strategic Business Development Planning / ·  Strategic plans are developed in association with relevant key stakeholders
for ADHBs new Business Development function
The development of this Business Development strategy will address the long term aspirations of ADHBs constituent communities and will be in line with ADHBs own, long term strategic direction and goals
·  From the strategy, lead the development of short and long implementation plans, that facilitates the achievement of ADHB’s goals
·  Ensure that any new business development opportunity is aligned with ADHB’s values and is acceptable from the perspective of the patients, staff and service delivery both now and into the future. It will also need to meet all legislative standards, demands and requirements.
·  Ensure that any enhanced or new initiatives that are put in place on behalf of ADHB, are functionally suitable and have the flexibility to meet emerging demands and other development plans. Where possible there should be a focus on sustainability
·  Produce relevant ADHB Board and Ministry of Health reporting, as required for ADHB
·  Help develop and implement other Commercial initiatives with providers and key stakeholders to build the capacity and capability within the organisation.
Service Development / ·  Identify and implement initiatives to improve efficiency and effectiveness of existing services and contracts held by the group
·  Identify opportunities to improve outcomes for ADHBs population that might require additional revenue and achieve these through new, revenue generating contracts and projects.
·  Develop new ideas for potential development with major existing and potential clients
Turn these into new, revenue generating, reputation enhancing initiatives.
·  Research and build relationships with new clients
·  Plan approaches and work with team to develop proposals that match all stakeholder requirements.
Implementation Management / ·  Close new Business Development initiatives by co-ordinating requirements, developing and negotiating contracts, and integrating contract requirements with existing ADHB operations
·  Ensure all new initiatives are established and managed according to best practice guidelines prior to handing over to Commercial services contracts management division for ongoing management
Relationship Management / ·  Develop productive new relationships with potential new clients
·  Identify and maintain relationship with key existing portfolio stakeholders. Present new ideas that enhance existing relationships
·  Involve key stakeholders in service/portfolio initiatives as appropriate
·  Represent Commercial services position, in collaboration with the Commercial services Clinical Director, to internal clinical stakeholders as part of any new business development strategy
·  Provide an environment where it is possible to develop long term productive relationships with major organisations based on a partnership approach to planning, developing, monitoring and delivering high quality services
·  Develop and strengthen relationships and partnerships focused on collaboration and consistency
·  Represent Auckland DHB at external business development and stakeholders meetings alongside the Clinical Director Commercial Services
Team Management / ·  Identify team work priorities.
·  Supervise the work of the team.
·  Work with team members to develop objectives for the team and monitor their completion.
·  Role model the DHBs’ values.
Quality / ·  Champion quality
·  Promote its use in the development of new initiatives and performance delivery
·  Track and explain the quality of your area’s performance to the whole organisation.
·  Act as the Voice of Quality in any discussion of strategy, resource allocation and staff development.
Health and Safety / ·  Recognise Individual Responsibility for Workplace Health and Safety under the Health and Safety in Employment Act 1992; Company health and safety policies are read and understood and relevant procedures applied to own work and that of others; workplace hazards are identified and reported, including self-management of hazards where appropriate,
Other duties required by the Manager to meet the overall purpose of the role / ·  Perform all requested tasks as agreed with the GM Commercial Services, ADHB, that impact on the performance of this role.
MATTERS WHICH MUST BE REFERRED TO :General Manager Commercial Services and Non-Clinical support
·  As per delegations
Authorities: As per delegated authority policy
Direct report : 4FTE Budget Accountability: $TBA
Relationships:
External / Internal / Committees / Groups
·  Leaders of key organisations that ADHB currently partners
·  Potential partner organisations
·  Key Health professional bodies
·  All universities within NZ
·  Auckland Council and other local Govt. agencies
·  Other DHBs Business Development Managers / ·  ADHB Board
·  ADHB CEO and CFO
·  ADHB GM Commercial services (reporting line)
·  All commercial services managers
·  ADHB Group and Service Clinical Directors and Managers
·  ADHB Finance Mangers
·  ADHB Legal services
·  All other clinical and non-clinical staff and managers at ADHB
·  Project Managers
·  ADHB Communication services / ·  Project steering groups

PERSON SPECIFICATION

Essential /

8.1.1  Desirable

Qualification / ·  Tertiary qualification in Business related area / ·  MBA in Marketing and/or Business Development
·  Experience of working within the health sector
Experience / ·  At least 5 years’ experience of managing a new Business development and improvement team
·  Some understanding of the Health Sector
·  Large scale project Management experience
·  Strategic planning capability and options analysis skills
·  Understanding of procurement and contract management principles and disciplines
·  Budget management experience / ·  5 years’ plus experience of managing a business development team within the health sector or within an equivalent complex sector.
·  Change Management experience
·  Relationship management experience
·  Staff management experience
·  Experience of results based accountability
Competencies / ·  Project Management skills
·  Developing leadership skills
·  Commitment to the Treaty of Waitangi
·  Excellent ability to forge new relationships and maintain existing ones
·  Excellent communication skills (verbal, and presentation)
·  Strong report writing skills
·  Good level of political acumen and judgment
·  Budget management skills
·  Ability to meet imposed and self-imposed deadlines
·  Good analytical skills
·  Strong computer skills
·  Problem solving skills / ·  Demonstrated prior leadership ability within the health sector
·  Well-developed strategic thinking
·  Ability to build excellent working relationships with a multitude of different stakeholders
Personal Attributes / ·  Highly motivated, energetic and enthusiastic
·  Shows initiative – is willing to take responsibility for own actions and decisions
·  Is willing to learn from others and accept constructive feedback and reflect on own actions
·  Presents professionally and acts as a positive role model for others
·  Displays respect and consideration for others

8.1.2  Critical Competencies

Competency / Description
1
Planning and Monitoring / Develops action plans to accomplish goals, establishes timeframes and allocates resources. Identifies and removes barriers. Monitors progress and addresses problems to achieve outcomes. Able to drive projects.
2
Organising / Establishes a plan of action and achieves priority goals. Manages workload/flow, recognises and addresses barriers, and takes account of changing priorities.
3
Analytical Ability / Breaks complex information down logically to identify key aspects, causal factors and links between information from different sources. Excellent report writing and analytical skills.
4
Communication / Interpersonal Skills / 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. Well-developed relationship management and negotiation skills.
5
Judgement / Decisiveness / Considers options, develops options, identifies the pros and cons and makes effective decisions within appropriate timeframes and levels of responsibility. Recognises critical factors and weighs up risks appropriately. Knows when to ask for help.
6
Quality Orientation / Pays attention to detail and initiates self-checking procedures; ensures high levels of accuracy and consistent quality. Monitors quality and devises systems to support continuous improvement.
7
Computing / Ability to use standard software applications to undertake complex tasks in one or more areas (e.g. creation of detailed Excel spreadsheet models with formulae).

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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. All staff are expected to contribute and adapt to change by:
§  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

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