PROPOSED POSITION DESCRIPTION
POSITION DETAILS:
TITLE:
REPORTS TO:
LOCATION:
AUTHORISED BY:
DATE:
Programme Supervisor Intelligence
Systems, Intelligence and Planning Manager
Auckland Regional Public Health Service (ARPHS)
Systems, Intelligence and Planning Manager
July2014
PRIMARY FUNCTION:
 Overall responsibility to lead and coordinate at an operational level on a daily basis, a
multidisciplinary Intelligence, Planning and Quality Team.
 The key objectives of the team are to provide expertise in business and public health analysis,
service planning and reporting, development and support of ARPHS information systems,
surveillance, informatics and quality.
 This role works collaboratively with the Professional Leader(s) across the organisation and
requires technical leadership of the team in the area of Informatics.
SERVICE DESCRIPTION:
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.
ARPHS Strategic Plan, Service Delivery Plan (SDP) and Annual Operational Plan is the contract by
which public health services are delivered and monitored. These plans inform all service, teams
and individual work plans.
ARPHS operates under a management /clinical partnership model, with Level 4 managers
partnered with a clinician having a specific portfolio. While staff may have operational
duties/functions that require interaction with a clinical partner this work is carried out under the
manager’s delegated authority only.
KEY ACCOUNTABILITIES
In collaboration with relevant medical and management expertise, oversee the
development and implementation of:
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Information Management Strategic Plan
Organisational Quality Plan
Information Technology road map
Appropriate reporting plans
Key Result Area
Expected Outcomes/Performance Indicators
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Programme Supervisor Intelligence PD
Leadership
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Planning
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Operational Management
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Stakeholder Engagement
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Deputise for the L4 manager as required.
Lead, model and communicate the ARPHS vision and
values and goals to deliver a health outcomes focussed
culture.
Actively champion the management of change initiatives
and inspire staff to achieve operational goals.
Demonstrate professional behaviour at all times.
Work with professional leaders of all relevant disciplines to
ensure service delivery is effective. Provide advice and
support to the Level 3 and 4 Managers as required.
Ensure ADHB performance process is efficiently
implemented
Oversee the development, planning and subsequent
implementation of an Information Management Strategic
Plan.
Oversee the development, planning and subsequent
implementation of Quality Plan
Develop an Information Technology Roadmap and ensure
regular review
Oversee the development of an integrated Reporting Plan
Provide professional leadership and advice to Intelligence,
Planning and Quality Team members as required, to
ensure effective delivery of the Service Delivery Plan
Provide oversight of the day to day coordination of staff.
Work collaboratively with other Programme/Team
Supervisors within the Systems, Intelligence, and Planning
Team providing support and cover as required.
Actively seek to build strong supportive work teams.
Monitor and feedback on team performance in addition to
individual performance.
Ensure all direct reports have an annual performance
review and regular one-on-one meetings.
Monitor and track the progress of staff and identify
opportunities for development.
Ensure career development planning not only assists the
individual but also provides for organisational succession
planning.
Work with the Level 4 Manager to monitor and control
performance interventions such as disciplinary processes
to ensure appropriate outcomes.
Contribute to staff recruitment and selection processes in
conjunction with the Level 4 Manager.
Support staff to participate in the relevant salary
progression/professional development processes.
Maintain open, timely and constructive communication
with senior colleagues.
Develop and maintain positive relationships with key
stakeholder groups (both internal and external) and
ensure effective two-way communication.
Model ARPHS values in all interactions with stakeholders,
internally and externally.
Professional Practice
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Emergency response
All Auckland Regional Public Health Service employees are
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Take a lead role in the development of organisational
plans (e.g. ARPHS Service Delivery Plan).
Treaty of Waitangi and cultural
responsiveness
Health and Safety
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.
The Auckland Regional Public Health Service is
committed to its obligations under the Treaty of Waitangi.
As an employee you are required to give effect to the
principles of the Treaty of Waitangi – Partnership,
Participation and Protection.
 The Auckland Regional Public Health Service (ARPHS) is
committed to achieving the highest standard of health and
safety for its staff.
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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.
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You are expected to work safely at all times, to actively
participate in health and safety programs in your area. It is
expected that you will report all accidents and potential
hazards to your manager.
Continuing Professional
Development
To be responsible for aspects of own professional
development by:
 attending educational opportunities relevant to the
role,
 participating in continuous improvement activities
such as peer review,
 contributing to the development of ADHB’s workforce
within your area of influence,
 demonstrating leadership appropriate to expected
level of professional practice,
 actively maintaining competencies relevant to
professional standards /accreditation, and
 in partnership, 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 your position.
MATTERS WHICH MUST BE REFERRED TO THE SERVICE MANAGER
 significant financial issues
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significant quality or safety issues
serious clinical standards failure
any emerging factors that could prevent achievement of the service/s objectives at year end
any emerging factors that could prevent budget achievement at year end
any matter that may affect the reputation of the service/s or Auckland District Health Board
Authorities:
This position has delegated authority as per the ADHB Policy Manual
FTE
Budget Accountability (if applicable):
6.8 FTE Direct Reports
Overall budget accountability is the responsibility
Of the Level 4 Manager.
The Programme Supervisor acts in a financially
astute manner in the coordination/management of
the team in line with limits of the budget.
Relationships
External
 Ministry of Health
 Medical Practitioners
 Other public health staff
 District Health Boards
 Other
health
services
including primary care
 General public
 Mana whenua
Internal
 ARPHS Manager
 ARPHS Clinical Director
 Level 4 Managers
 Programme/Team
Supervisors
 SMOs
 Team members
 Other
multidisciplinary
teams
 All ARPHS Staff
 Maori and Pacific Liaison
Advisors
 Other
ADHB/
Health
Alliance operating units
Committees/Groups
 Public Health Information
Management
Systems
(PHiMS) Operational Group
(co-chair
with
Clinical
Partner)
 Ad hoc participation as
required
Person Specification
Edu c ati on
Q ua lif ic at ion s
Professional
&Essential
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Experience & Knowledge
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Programme Supervisor Intelligence PD
Appropriate Tertiary
qualification or equivalent
experience in Health
Informatics
Full and current drivers
license
Experienced practitioner (>
5 years) with advanced
professional expertise in
Health Informatics .
Proven supervision,
mentoring, coaching and
leadership skills.
Strong understanding of
performance improvement
and culture development
Proven
Desired
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Post graduate qualification
Public Health qualification
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Experienced practitioner (
5-10 years) with advanced
professional expertise in
areas of designated
responsibility.
Experience in managing a
multidisciplinary team
Tikanga and Te Reo Maori
Understanding and
application of Maori Public
Health Models
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capacity/operational
service delivery and
planning experience
Computer literacy:
Microsoft programmes
Experienced in team/staff
management
Personal Characteristics
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A team player with the ability to motivate and coach people
Ability to think through issues and identify solutions
Strong relationship skills
Ability to influence and support change
Strong interpersonal and communication skills
Proactive and takes initiative
Resourceful and resilient; able to cope under pressure
Ability to resolve conflict
The ability to challenge and question the ‘status quo’ (i.e. processes and systems) and facilitate
the development of innovative and workable performance improvements
Outcome/solution focussed
Systematic, process focused approach
Critical Competencies
COMPETENCY
DESCRIPTION
Leadership
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Operational
Planning and Organising
Change Management
People Management
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Proven ability to work in partnership and apply this approach to the
team, demonstrating a consultative and inclusive management
style
Leads and supports staff in undertaking new challenges
Create a clear picture of the future state and help others to
understand how things will be different when future state achieved
Developing other peoples’ confidence in leadership through
consistent action, values and communications.
Establish
environment where people can trust each other
Using appropriate interpersonal styles and techniques to gain
acceptance of ideas or plans; modifying ones own behaviour to
accommodate tasks, situations and individuals involved
Maintains a competent and credible performance in stressful
situations
Conveys a clear personal commitment to the objectives of the
organisation and a confidence that these can be attained.
Ability to facilitate the delivery of service quality outcomes
Demonstrate commitment to cross-functional integration
Leads and encourages staff to continually improve service delivery
Demonstrates an ability to prioritise and work systematically
Establishes a course of action in order to accomplish work goals
Utilises good time management skills
Coach and support staff to move through changes
Encourages staff to identify and implement ways of improving
workplace practices
Leads, communicates expectations, provides ongoing feedback
and objectively evaluates performance
Demonstrated competence in human resource management
including recruitment, performance management, conflict
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Decision making
Teamwork
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Values Diversity
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management and disciplinary processes
Empowers and encourages staff to perform better by setting
challenges and providing support and training
Bases decisions on objective analysis of information and issues
Demonstrates the ability to make hard decisions, taking into
consideration different potential outcomes
Sticks by decisions once made
Actively participates in, and facilitates, team effectiveness taking
actions that demonstrate consideration for the feelings and needs
of others; being aware of one’s behaviour on others
Works effectively with others in the organisation outside the line of
formal authority to accomplish organisational goals and to identify
and resolve problems
Communicates fully and openly
Treats others with respect
Facilitates goal accomplishment
Defines individual and shared responsibilities within the team
Accepts and champions the final decision
Understand significance of Treaty of Waitangi
Display cultural sensitivity
Appreciate insights and ideas of all individuals and work effectively
with these differences
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:
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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.
means:
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This
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:
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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
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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:
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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
Performance measures
To be agreed at a later date by the Systems Intelligence & Planning Manager.
The Programme Supervisor Intelligence will agree an annual performance plan with the Systems,
Intelligence and Planning Manager and take part in annual performance reviews.
Variation 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.
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