Executive Director - Central Lambton Family Health Team (Petrolia)

Job Description

A. POSITION SUMMARY 

The Executive Director (ED) is responsible for providing overall management leadership to the service delivery, human resources, financial and information components of the Central Lambton Family Health Team (FHT). Working within a policy governance framework, the Executive Director leads the FHT to achieve the vision, mission and goals established by the board and supports the board in developing its long-term strategic direction. 
The ED is appointed by the Board of Directors and reports to the Chair of the Board. The ED acts as a liaison between the Board, employees, volunteers and is the representative of the Board for staff, patients, community partners, government and the public. The ED ensures that appropriate systems are in place related to resource identification and utilization, risk management, human resources management, finance, public relations and integration with community partners. 

B. ACCOUNTABILITY 

The Executive Director is accountable to the Board of Directors for the effective and efficient management of the day-to-day operations and service delivery. The Executive Director also focuses on seeking, planning and coordinating resources for sustainability. The Executive Director reports regularly to the Board Chair. 

C. DUTIES AND RESPONSIBILITIES 

The major responsibilities comprise of the following: 

1. Leadership and Working with the Board of Directors 

• Identify relevant requirements in legislation and regulations that pertain to the Family Health Team and ensure compliance.
• Informs the Board of Directors of the outcomes of any regulatory processes applicable to the organization. 
• Continually upholds the vision, mission and values to guide decisions 
• Attend meetings of the Board and Board committees and provide appropriate briefing as needed 
• Act as ex-officio member of the Board, providing support to Board Members as appropriate 
• Ensure management of the FHT on a day -to – day basis within the parameters set by the Board 
   

2. Legislative Compliance 

• Report to the Board on the progress of the organization in achieving stated outcomes by providing a written and verbal report at board meetings and the annual general meeting. 
• Assist the board and its committees through the provision of reliable and timely information. 
• Prepare background information as required by the Board on issues related to strategic planning, formulating/revising board policy, monitoring performance and ensuring financial stability/sustainability. 
• Inform the Board of local, provincial and federal government policies and/or family health care trends that affect the overall operation and performance of the organization. 
   

3. Risk Management 

• Ensure and maintain appropriate insurance policies and coverage. 
• Inform the Board of Directors of situations that could potentially create liabilities for the organization. 
• Develop and implement a risk management policy and plan that is reviewed annually. 
   

4. Operational Management 

• Develop and implement an annual operational plan (AOP) that supports the strategic directions for the organization as outlined by the Board of Directors. 
• Ensure compliance with mandatory reporting requirements and the timely completion and submission of reports and returns to all government agencies such as the Ministry of Health (MOH) and the Canadian Revenue Agency (CRA) as required 
• Ensure compliance with all relevant legislation, regulations and policy requirements governing the Central Lambton FHT
• Oversee and direct the day-to-day operations of the organization in accordance with established legislation 
• Ensure all operational policies and procedure manuals are complete and up to date. Ensure all staff have proper orientation and training in this area, signing off on required policies. 
• Develop and provide input into a management succession plan. 

Management of Priorities and Outcomes 

• In consultation with various stakeholders of the organization and Board, determine the priorities and outcomes for the service delivery, finance, human resources components of the organization. 
• Monitor and evaluate the results achieved against specific outcomes (as they are determined) in the areas of service delivery, finance, human resources, information and operations. 
• Identify variances from established outcomes and ensure that corrective action is taken. 
   

6. Service Delivery Management 

• Ensure that programs and services reflect the mission and values of the organization 
• Define goals and objectives for the programs of the organization, and facilitate the successful completion of goals and objectives to ensure success 
• Evaluate programs regularly to ensure that they meet quality standards of the organization.
   

7. Human Resources Management 

• Analyze and design organizational structure and job functions and set performance standards. 
• Provide supervision directly to staff. 
• Provide professional guidance to supervised staff in the resolution of concerns and problems.
• Review and revise job descriptions to reflect responsibilities, authority and accountability. 
• Ensure that the appropriate staff have orientation and training to carry out their responsibilities. 
• Ensure the appropriate staff recruitment and selection processes are implemented.
• Review and ensure the FHT is staff appropriately to discharge its contractual obligations within budget parameters set by funding agreements. 
• Foster a learning environment that promotes personal development, pride in performance and success through teamwork
• Ensure confidential employee files are maintained with up-to-date information
• Conduct probationary and annual job performance evaluations of directly supervised staff. 
• Respond to staff complaints in an effective and timely manner. 
• Implement disciplinary action for directly supervised staff according to the policies and procedures of the organization. 
• Terminate staff when required. 
   

8. Financial Management 

• Authorize funding expenditures with the approved budget. 
• Monitor the financial stability and viability of the organization and identify any variances/issues with administration and Board. 
• Monitor and control expenditures to ensure fiscal viability without compromising fundamental mandates. 
   
• 9. Information Management 
• Ensure that all components of the information management system (hardware, software and people) work cohesively towards the achievement of the information needs of the organization. 
• Monitor the quality and overall accuracy of the information system. 
• Plan and recommend areas of growth with respect to the information management system. 
   

10. Physical Facilities Management 

• Manage leases and service agreements.
• Coordinate building maintenance with Southside Group
• Ensure appropriate working conditions to enable staff to safety perform their duties 
   

11. Communication Management 

• Act as the primary spokesperson for the organization in dealing directly with the media as per board policy. 
• Maintain regular communications with all staff. 
• Seek opportunities to showcase the work of the Family Health Team. 
   

12. Representation of the Organization 

• Represent the organization in meetings with community partners, stakeholders, government and other provincial associations. 
• Participate in Family Health Team collaborative initiatives and coordination activities designed to improve the betterment of the healthcare system.
   

13. Community Relations 

• Builds collaborative working relationships with stakeholders (including hospitals, Ministry of Health, Ontario Health, primary care, Ontario Health Team, community agencies, government) 
• Represents the Family Health Team on various committees and networks at the local, regional and provincial levels. 
• Identifies and creates opportunities for new partnerships 
   

14. Professional Development 

• Attend professional development opportunities recommended/approved by the Board of Directors to enhance overall knowledge/performance. 
   

D. AUTHORITY 
The Board of Directors delegates authority to the Executive Director to: 

• Manage the organization
• Manage the resources of the organization in an effective and efficient manner
• Interpret and implement policies of the organization 
   

E. ACCOUNTABILITY 
The Executive Director is accountable to the Board of Directors for the following: 

• Exercising leadership and developing an organization that is capable of adapting to the changing needs of the patients served by the organization
• Ensuring legislation, regulations, policies and procedures are not violated. 
• Ensuring programs and services are delivered within the approved budget and that resources are allocated wisely.
• Ensuring staff of the organization have the proper support, supervision, orientation, and training to carry out their responsibilities. 
• Ensuring a safe, health and productive work environment. 
• Maintaining a good working relationship with staff. 
• Providing reliable and timely information to support the decision-making processes of the organization. 
• Developing and maintaining positive working relationships with healthcare and community organizations. 
• Ensuring the organization is perceived by the community in a positive manner. 
• Minimizing the financial and legal liabilities of the organization. 
   

E. QUALIFICATIONS

The minimum qualifications for the Executive Director position are as follows: 

• 1.0 Educational Requirements 
  • Degree or diploma in a health care or business field. 
• 2.0 Knowledge and Skill Requirements 
  • Five years of more of management experience. 
  • Experience in healthcare 
  • Excellent written and verbal communication skills
  • Effective and well-developed interpersonal skills
  • Computer literacy 
  • Experience in program planning, development and evaluation
  • Excellent problem-solving skills
  • Resourcefulness and flexibility to meet the needs of the organization and the demands of the position. 
  • Ability to work independently and as a team member 
  • Ability to balance demands and priorities 
     
• 3.0 Competencies and Judgement 
  Demonstrated competence and good judgement to: 
  • Handle emergencies and crises well
  • Maintain control in difficult situations
  • Use good professional judgement on a daily basis 
  • Provide support and supervision to staff
  • Accommodate competing demands 
  • Communicate well with physicians, staff, Board of Directors and public 
  • Ability to present to groups
  • Maintain confidentiality 
     

F. REQUIREMENTS 

• Must be able to travel and hold a valid driver’s license
• Must be able to work outside regular business hours
• Must have a clean vulnerable sector check 
• Must be in good standing with professional college (i.e. CNO) 
• Must have a minimum of two (2) covid vaccines 
   

G. WORKING CONDITIONS 

• Working is generally performed indoors in an office and community settings
• Work requires prolonged exposure to computer monitor, keyboarding and frequent 
  Face to face meetings via in person or video conferencing 
• Work hours are flexible to meet the demands of the job
• Work involves regular sitting, standing, walking, and driving a vehicle. Some overnight travel may be required. 
• Work may involve exposure to infections diseases in medical office setting 
   

H. REMUNERATION

• Salary: $100,000
• Benefits: HOOPP
• Hours of Work: Four(4) day week