Position Description | Te whakaturanga ō mahi
Group Manager, Acute Demand & System Pressures|
Te Whatu Ora
Title
Group Manager, Acute Demand & System Pressures
Reports to
Director, System Delivery
Location
Flexible. Can be based anywhere in Aotearoa with a commitment to
travel as required.
Department
System Delivery, Hospital & Specialist Services
Direct Reports
Approx. 17
Total FTE
14.8 FTE
Budget Size
Opex
Capex
Delegated Authority
HR
Finance
Date
April 2023
Job band (indicative)
HR – Level 4 | Finance – Level 4
The Health System in Aotearoa is entering a period of transformation as we implement the Pae
Ora/Healthy Futures vision of a reformed system where people live longer in good health, have
improved quality of life, and there is equity between all groups.
We want to build a healthcare system that works collectively and cohesively around a shared set of
values and a culture that enables everyone to bring their best to work and feel proud when they go
home to their whānau, friends and community. The reforms are expected to achieve five system
shifts. These are:
1. The health system will reinforce Te Tiriti principles and obligations
2. All people will be able to access a comprehensive range of support in their local communities
to help them stay well
3. Everyone will have equal access to high quality emergency and specialist care when they need
it
4. Digital services will provide more people the care they need in their homes and communities
5. Health and care workers will be valued and well-trained for the future health system
under the Official Information Act 1982
Te Mauri o Rongo – The New Zealand Health Charter (to be confirmed)
Te Mauri o Rongo is currently being finalised – this section provides an overview of anticipated
content. In order to guide the culture, values, and behaviour expected of the health sector, Health
New Te Mauri o Rongo provides common values, principles and behaviours through four Pou, to guide
health entities and their workers, enabling a cultural transformation of the health sector. Te Mauri o
Released
Rongo fundamentally upholds a key system shift of the New Zealand health reforms to reinforce and
embrace Te Tiriti and our obligations to it.
The pou are a platform and a foundation to empower a culture transformation, every person is guided
to align themselves to the pou and enact the values and behaviours that the pou represent. Employers
and employees are expected to uphold Te Mauri o Rongo in their work and environments as part of
our commitment to achieving Pae Ora (healthy futures) for all.
It is fundamental that the four Pou of Te Mauri o Rongo are upheld by the health entities and their
workforce.
Wairuatanga
The ability to work with
“
When we come to work, we are able and supported by
heart
others to be our whole selves. When we return home we
are fulfilled”.
Rangatiratanga
Ensuring that the health
“
As organisations we support our people to lead. We will
system has leaders at all
know our people; we will grow those around us and be
levels who are here to serve
accountable with them in contributing to Pae Ora for all”
Whanaungatanga We are a team, and
“
Regardless of our role, we work together for a common
together a team of teams
purpose. We look out for each other and keep each other
safe. Together we are whānaunga, we are the workforce -
kaimahi hauora”
Te Korowai
Seeks to embrace and
“
The wearer of the cloak has responsibility to act/embody
Manaaki
protect the workforce
those values and behaviours”
Context for the role
The Hospital and Specialist Services (HSS) sit within the delivery arm of Te Whatu Ora.
HSS provides hospital and specialist services including some community-based services including
district nursing, community oral health services, Māori health teams and rehabilitation. Services are
organised across four regions and within each region there will be a number of HSS Groups of
services, led by a Regional Director.
Supporting the work of the regions, there are a small number of national, strategic business units
within HSS. The purpose of the System Delivery business unit is to provide leadership for the
performance of the HSS system and to ensure a coherent, nationwide approach to service delivery.
In addition to system delivery and performance, the System Delivery team leads the delivery of a
number of Ministerial and strategic priorities including Planned Care, Acute Demand & System
Pressures, and National Clinical Networks.
This is a senior role within the System Delivery team, responsible for leading a high profile suite of
strategic and operational responsibilities for Acute Demand & System Pressures.
under the Official Information Act 1982
About the role
This purpose of this role is to lead the national programme of work to deliver national Acute
Demand & System Pressures targets and deliverables. This role will work closely with Clinical
Leaders within the Acute Demand & System Pressures team.
As a member of the System Delivery leadership team, the Group Manager, Acute Demand & System
Pressures will work with other HSS national teams and regional teams to deliver whole of system
strategies and solutions for Acute Demand & System Pressures.
Released
The Group Manager, Acute Demand & System Pressures will be skilled at both contributing to and
operationalising strategy. The role will both lead a strategic, transformational change programme
alongside maintaining focus on a demanding, unrelenting delivery environment. The role will also
require excellent working relationships with Ministerial advisers, and oversight of a range of
reporting processes to the Executive Team, Board and Ministers.
The scope of the role includes activities across the acute care continuum including pre-hospital and
integrated care; acute models of care; critical care and post-hospital integrated care. The role also
provides leadership around seasonal planning and pressures.
To be effective, the Group Manager, Acute Demand & System Pressures will work closely with other
parts of the HSS team including Planned Care, Clinical Networks, clinical support services and other
parts of Te Whatu ora, including System Improvement and Innovation.
This leadership role will require applying Te Tiriti ō Waitangi to everyday work, and an ongoing
commitment to redressing in equities for those the system serves least well.
The Group Manager, Acute Demand & System Pressures will play a key role in leading change in a
reform environment. They will actively demonstrate the leadership values of the reformed health
system, working in partnership with mana whenua, HSS and primary and community based teams to
lead transformational change.
This role is developmental, and key deliverables are expected to change over time, responding to
priorities for the system.
The Group Manager, Acute Demand & System Pressures is responsible for the following:
Key Result Area
Expected Outcomes / Performance Indicators – Position Specific
1. Strategic
• To develop an agreed programme of work for Acute Demand &
Programme
System Pressures that is evidence based and implementable.
Development
• Collaborate with HSS leadership teams, and other Te Whatu Ora and
Te Aka Whai Ora leaders to optimise alignment of vision across all
HSS strategic priorities.
• Maintain a strategic view of opportunities and risks for Acute Demand
& System Pressures delivery.
• Support and/or lead Acute Demand & System Pressures’ contribution
to investment and budget setting processes, to ensure appropriate
funding is secured for Acute Demand initiatives and delivery.
2. Strategy
• To work in partnership with Te Aka Whai Ora colleagues at all times,
Execution and
to drive pro-Te Tiriti and pro-equity approaches
Guidance
• Lead in partnership with the Clinical Leaders within the Acute
Demand & System Pressures team.
• To lead the delivery of the Acute Demand & System Pressures work
under the Official Information Act 1982
programme, working in conjunction with HSS national teams, HSS
regional teams, System Improvement and Innovation, national Clinical
Leaders and Commissioning teams.
• To provide strategic and operational support to the National System
Flow Improvement Group
• To oversee and coordinate data driven approaches to managing and
monitoring the Acute Demand & System Pressures work programme
and priorities.
Released • To lead daily H&SS stand ups in order for live risks, issues and actions
to be tracked
• To develop and lead a Critical Care improvement programme,
working with critical care network as it is established
• To develop and lead the seasonal planning response, working with
the Regional Directors and teams
3. Lead and embed
• To work with the Director of System Delivery to develop a
system wide
programme team, including clinical leadership, that has the capability
change
and capacity to deliver the agenda, recommending structural changes
where necessary.
• Maintain focus on the big picture and transformation opportunities,
ensuring day to day delivery and maintaining momentum.
• Monitor and advise on responses to trends, opportunities, and
emerging issues.
• Lead and support capacity and capability building activities, that
supports the advancement of the national Acute Demand & System
Pressures work programme.
• To work with the Director, System Delivery to ensure appropriate
governance arrangements are in place to oversee and direct work
• To work with the Director of the H&SS Office to ensure high quality
Ministerial, Board, ELT and stakeholder briefings
4. Transformation
• Provide visible, active transformation leadership for HSS
leadership
• Implement with the wider HSS leadership team creating a sense of
shared achievement and delivery of change
Key Result Area
Expected Outcomes / Performance Indicators – All Te Whatu Ora Leaders
Te Tiriti o
• Remains focused on the pursuit of Māori health gain as well as achieving
Waitangi
equitable health outcomes for Māori
• Supports tangata whenua- and mana whenua-led change to deliver mana
motuhake and Māori self-determination in the design, delivery and
monitoring of health care
• Actively supports kaimahi Māori by improving attraction, recruitment,
retention, development, and leadership
Equity
• Commits to helping all people achieve equitable health outcomes
• Demonstrates awareness of colonisation and power relationships
• Demonstrates critical consciousness and on-going self-reflection and self-
awareness in terms of the impact of their own culture on interactions and
service delivery
• Willingness to personally take a stand for equity
• Supports Māori-led and Pacific-led responses
under the Official Information Act 1982
Culture and
• Lead, nurture and develop our team to make them feel valued
People
• Prioritise developing individuals and the team so Te Whatu Ora has enough
Leadership
of the right skills for the future, supporting diversity of leadership to
develop – Māori, Pacific, people with disabilities and others
• Provides leadership that shows commitment, urgency and is visibly open,
clear and innovative whilst building mutually beneficial partnerships with
various stakeholders both internally and externally
• Implement and maintain People & Culture strategies and processes that
support provide an environment where employee experience,
Released development and performance management drive achievement of the
organisation’s strategic and business goals
• Ensures Business Unit culture develops in line with expectations outlined
in Te Mauri o Rongo (the Health Charter, once developed), ensuring
unification of diverse teams whilst simultaneously supporting local cultures
to be retained & strengthened
Innovation &
• Be open to new ideas and create a culture where individuals at all levels
Improvement
bring their ideas on how to ‘do it better’ to the table
• Model an agile approach –tries new approaches, learns quickly, adapts
fast
• Develops and maintains appropriate external networks to support current
knowledge of leading practices
Collaboration and • Models good team player behaviour, working with colleagues to not allow
Relationship
silo thinking and behaviour at decision making level to get in the way of
Management
doing our best and collegially supports others to do the same
• Work with peers in Te Aka Whai Ora | Māori Health Authority and Pacific
Health Business Unit to ensure the voice of and direct aspirations of
Māori and Pacific People are reflected in planning and delivery of services
Health & safety
• Exercises leadership and due diligence in Health and Safety matters and
ensures the successful implementation of Health and Safety strategy and
initiatives
• Taking all reasonably practicable steps to eliminate and mitigate risks and
hazards in the workplace that could cause harm, placing employee,
contractor and others’ health, safety, and wellbeing centrally, alongside
high-quality patient outcomes
• Lead, champion, and promote continual improvement in health and
wellbeing to create a healthy and safe culture
Compliance and
• Takes responsibility to ensure appropriate risk reporting, management and
Risk
mitigation activities are in place
• Ensures compliance with all relevant statutory, safety and regulatory
requirements applicable to the Business Unit
• Understands, and operates within, the financial & operational delegations
of their role, ensuring peers and team members are also similarly aware
Matters which must be referred to the Director, System Delivery
• Significant financial, people and culture and 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
under the Official Information Act 1982
• Any matter that may affect the reputation of HSS or Te Whatu Ora
Relationships
External
Internal
• Te Aka Whai ora
• Director, System Delivery, HSS
• Ministers’ Offices and staff
• National Director, HSS
• Private providers, including hospital and primary • Other Tier 4 roles across the System Delivery
Released
and community care providers
team, HSS
• Counterparts at key agencies in all sectors • System Innovation and Improvement
impacted by transformation and change activities • Clinical Leaders and Networks
in HSS
• Commissioning
About you – to succeed in this role
You will have
Essential: • A relevant graduate and post-graduate qualification
• Experience in implementing Te Tiriti o Waitangi in action
• A commitment to biculturalism
• A commitment to achieving equitable outcomes for Māori
• Hospital and wider health system delivery experience of 5 or more years
• Knowledge of successful Acute Demand and System Pressures strategies
• Proven experience successfully leading large diverse teams through change and
achieving improved results while navigating a highly nuanced and complex
system
You will be able Essential:
to
• Demonstrate an understanding of the significance of and obligations under Te
Tiriti o Waitangi, including how to apply Te Tiriti principles in a meaningful way
in your role
• Take care of own physical and mental wellbeing, and have the stamina needed
to go the distance
• Able to maximise the quality and contributions of individuals and teams to
achieve the organisation’s vision, purpose and goals
• Demonstrable implementation and delivery capability
• The ability to think creatively and to assess and solve complex issues while
working at pace
• Establish and maintain positive working relationships with people at all levels
within the public and private sectors, related industry and community interest
groups and the wider national and international communities
• Demonstrate a strong drive to deliver and take personal responsibility
• Demonstrate self-awareness of your impact on people and invests in your own
leadership practice to continuously grow and improve
• Demonstrate the highest standards of personal, professional and institutional
behaviour through commitment, loyalty and integrity
• Demonstrate the ability to establish and maintain positive working
relationships with people at all levels within the public and private sectors,
under the Official Information Act 1982
related industry and community interest groups and wider national and
international communities
This position description is intended as an insight to the main tasks and responsibilities required in the
role and is not intended to be exhaustive. It may be subject to change, in consultation with the job
holder.
Released
