The Medical Director is responsible for ensuring that the highest standard of clinical care is delivered and that targets and objectives are met in line with national and local standards.

The role is also responsible for:

• Clinical Governance.
• Contributing to Medical and Injury Centre maintaining Urgent Care and Cornerstone accreditation.
• Overseeing the performance of medical centre clinical staff, in particular the regular appraisal of clinicians’ contributions to the service.
• Supporting the Operations Manager in setting and achieving annual budgets and for the efficient deployment of the medical centres’ resources.
• Participating in strategic thinking and development of the primary health sector.
• collaborating with the Operations Manager, and the Clinical Nurse Lead;

- for the development and implementation of the strategic and operational plans of the urgent care centre and general practice; and

- providing leadership to clinical staff working at the centre.

Operational Leadership Together with the Operations Manager and Clinical Nurse Lead

• Efficiently and effectively use the resources of the Clinic to deliver the activity and targets agreed via the annual plan.
• Liaise with member general practices to ensure continued engagement.
• Participate in and in particular provide clinical input into the development of the annual business plan as part of Medical and Injury Centre’s annual business planning and budgeting cycle and be responsible for the efficient and effective use of financial and other resources to deliver effective and sustainable urgent care in Nelson.
• Hold positive and constructive working relationships with external partners including Hospital, Ambulance, Community Services, Mental health services, Allied Health and General Practices to ensure that the needs of patients across the service are met.
• Ensure that clinical systems are in place to deliver services in a timely, safe and effective manner.
• Develop systems to provide clinical information to staff to enable them to benchmark and audit their practice so as to improve the patient experience.
• Establish and maintain regular communication with the wider general practice community and act, where appropriate, as the spokesperson for MIC.
• Agree a system of delegated responsibility within the practice and assume responsibility for its effective functioning.
• Role model an open and inclusive style of management, encouraging team work and good working relationships.
• Produce a quarterly newsletter with a clinical focus sent to doctors.
• Maximise the use of IT in providing information to doctors.
• Responsible for Adverse Event management.

Professional Leadership

• In collaboration with the Operations Manager and Clinical Nurse Lead, identify and make provision for the training and development needs of all clinical staff working at the surgery, including succession planning - selecting and supporting others to develop clinical leadership.
• Encourage and support research activity both for the urgent care.
• Lead the development and oversight of clinical audit processes within the practice including dealing with patient complaints and incidents.
• Represent the practice in various clinical forums.
• Place Patient Safety and customer service at the centre of the practices’ activity.

Strategic Leadership

• Act as a bridge between MIC and general practice with respect to the delivery of after-hours urgent care.
• Develop and promote annual plans that enhance the services provided to general practices in the Nelson region, exploring alternative service delivery methods and building complimentary services.
• Advise MIC board promptly around potential opportunities and challenges as they emerge.
• Work in partnership with all other stakeholders including Hospital, Ambulance, Mental Health, Allied Health and Community Services to ensure co-ordination of patient services across the local health service.

Health and Safety

• Supporting staff participation in health and safety matters.
• Comply with responsibilities under the Health and Safety at Work Act 2015.

The tasks defined above are indicative and may change from time to time as the needs, priorities and objectives of the company change.

View the full scope of these in the Position Description.

Personal Attributes and Leadership Capabilities

• Inspires others to perform above their usual level of performance (i.e. drives a culture of excellence and high performance).
• Demonstrates the gravitas to inspire and builds confidence in others.
• Achieves results under new and/or tough conditions.
• Demonstrates drive, flexibility and adaptability.
• Staff are provided with regular learning opportunities and GPs are supported and upskilled.

Communication

• Communicates with impact in both written and oral situations (e.g. in individual, group and public speaking situations, communication is clear and succinct, confident, engaging, articulate, logical, energetic, open).
• Listens to understand.
• Interested in and able to see situations from others' perspectives.
• Alert to cues to tailor communication style and adapts approach accordingly.
• Demonstrates interpersonal diplomacy (e.g. is sensitive and respectful of others).
• Employs effective influencing strategies that are compelling and fit-for-purpose.

Managing relationships

• Connects and establishes rapport with a wide range of people.
• Invests time building effective internal and external relationships.
• Handles conflict effectively (e.g. nips issues in the bud, displays objectivity and sensitivity, defuses hostilities, and seeks common ground).
• Displays team player skills (e.g. adopts a consultative, non-territorial, collegial approach, has the trust and support of peers, enjoys working as a member of a team, comfortable playing different roles in a team).
• Makes people feel valued and appreciated for their contribution.
• Reaches negotiated positions without damaging relationships.

Walks with respect in diverse worlds

• Demonstrates an understanding of, and commitment to Te Tiriti o Waitangi by being responsive to Māori in the delivery of services and achieving agreed results.
• Takes cultural perspectives into account in decision making and policy advice.
• Engages different communities in effective consultation processes; listens to and reflects their needs in policy development, service delivery and evaluation.
• Demonstrates the organisation's commitment to respecting cultural values in service delivery and employment practices.

Courage

• Takes and stands by difficult decisions; is willing to stand alone.
• Provides a clear direction in challenging situations.
• Challenges the status quo and displays a preparedness to voice an opposing view.
• Gets the right balance between seeking others' views and taking action.
• Proactively addresses longstanding and challenging issues.
• Comfortable and candid when outlining limits of knowledge/experience in an area (e.g. will say when they do not know something, consults and seeks advice from technical experts, specialists and people with a different perspective to supplement own knowledge).
• Admits mistakes and seeks to redress these where possible.

Leadership Capabilities

Strategic skills

• Communicates and drives the organisation's vision, goals and objectives, aligns them with priorities and outcomes.
• Understands the current and future business potential of the organisation and its interface with business and community.
• Scans the external and internal environments and looks for opportunities.
• Identifies priorities for change, and initiates strategies to meet the organisation's changing environment.
• Builds the right capability mix of: people, resources, systems, structures, culture, leadership and relationships to achieve future outcomes
• Ensures portfolio effort contributes to priorities, whilst maintaining the integrity of the organisation.
• Quickly grasps the essence and the underlying structure of anything.
• Acts appropriately according to the situation and is seen as considered and balanced (e.g. delivers tough messages in a compassionate way).
• Easily makes connections among previously unrelated notions, and comes up with new and unique ideas.
• Is good at encouraging the creativity of others and demonstrates good judgement about which creative ideas and suggestions will work.

Operating skills

• Measures performance against goals and evaluates results.
• Anticipates & adjusts for problems and roadblocks.
• Defines success in terms of the whole team and urgent care service.
• Identifies appropriate evaluation methodologies to measure success.
• Provides challenging and stretching tasks and assignments.

1. Clinical Leadership and Governance
​Demonstrated experience providing clinical leadership and governance within an urgent care, primary care, or comparable healthcare environment, including responsibility for patient safety, quality improvement, clinical audit processes, incident management, and maintaining high standards of clinical practice.

2. Strategic Health Sector Leadership
​Proven ability to contribute to organisational strategy, service planning, and healthcare system development, including identifying emerging opportunities, responding to sector challenges, and supporting sustainable models of healthcare delivery.

3. Operational and Financial Management
​Demonstrated success in leading the operational performance of healthcare services, including resource management, business planning, achievement of organisational objectives, and contributing to the effective and sustainable use of financial resources.

4. Stakeholder Engagement and Relationship Management
​Exceptional ability to build and maintain collaborative relationships with general practice, hospitals, primary health organisations, community providers, allied health services, and other stakeholders to improve service integration and patient outcomes.

5. People Leadership and Workforce Development
​Demonstrated experience leading multidisciplinary clinical teams, including performance management, professional development, succession planning, coaching, mentoring, and fostering a culture of collaboration, accountability, and continuous improvement.

6. Commitment to Te Tiriti o Waitangi and Equity in Healthcare
​Demonstrated understanding of and commitment to Te Tiriti o Waitangi, including the ability to embed culturally responsive practices, engage effectively with diverse communities, and promote equitable access and health outcomes.

7. Medical Qualifications, Professional Credibility and Clinical Experience
​Current vocational registration and recognised clinical qualifications relevant to urgent care or general practice, together with substantial senior clinical experience and the professional credibility to influence, inspire, and guide clinical excellence across the organisation.

Please discuss further details with HardyGroup Consultant

The Medical Director, Medical and Injury Centre reports to Chair – Medical and Injury Centre Ltd (Clinical).

Functional Relationships

Internally:

• General Practice Clinical Lead
• Practice Manager, MIC
• Clinical Nursing Leader, MIC
• Clinical Programme Manager, Nelson Bays Primary Health
• Director of Nursing
• MIC Directors

Externally:

• All other services across the urgent care continuum
• Clinical Director, Emergency Department, Nelson Hospital
• Clinical Directors of other key departments at Nelson Hospital
• Other senior staff and clinical directors of NGOs

Director Reports

• General Practice Clinical Lead
• Nurse Practitioners

External Relationships

• Locums
• Nelson Bays Primary Health
• Nelson Marlborough Health (District Health Board) employees

Service Location:

Role Description

Medical and Injury Centre Nelson website
​Waikato University partnership
​Regional information

The reference number to include in your application is H26_5588

Note: Please use the online platform to submit your application. It will not be accepted via email.

If you require assistance in submitting your application online, please get in touch with Executive Search Coordinator, Aldie Zuñiga: M: +61 (0)494 101 082 / E: azuniga@hardygroupintl.com

Your application must include:

1. Cover letter addressed to the Principal Consultant;
2. A written response addressing the key selection criteria; and
3. An up to date copy of your Curriculum Vitae.

It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next business day. We request that if you do not receive the acknowledgement, you contact the search coordinator listed above as soon as possible after the 24-hour business period and arrange to resend your application if necessary.

For a confidential discussion, please contact:

David Price
​HG National Manager, New Zealand
​M. +64 (0)210 2392211
​E. dprice@hardygroupintl.com