Leadership

2. SOURCES OF INFO TO INFORM WORK
ON EXPECTATIONS OF HODS
Comparison to other hospitals worldwide
A RHG Leadership Charter
Comparison of REGULAR reports over time
to indicate progress
Ongoing discussion at SMT comparing gap
between expectations and delivery
A template JD for HoDs

3. CURRENT SITUATION
Lack of clarity of and inconsistency in
understanding in expectation of HoDs
Lack of definition in reserved and devolved
powers
Insufficient performance management
indicators
Inconsistent engagement with key
organisational imperatives such as quality
improvement

4. COMPARISON TO OTHER HOSPITALS
 OPERATIONS MANAGEMENT
 FINANCIAL MANAGEMENT
 HUMAN RESOURCE MANAGEMENT
 LEGAL RESPONSIBILITIES
 COMMUNICATIONS
THE FIVE KEY ROLES OF HOSPITAL
ADMINISTRATORS

5. THE RHG LEADERSHIP CHARTER
The objective of the RHG Leadership Charter
is to support achievement of the mission
and values of the organisation.
It sets out the behaviours expected of RHG
managers in the context of their individual
roles as a means to and end.
These behaviours have to be demonstrated
by leaders and managers at all levels for
them to have any chance of becoming the
norm.

6. THE RHG LEADERSHIP CHARTER
The Leadership Charter comprises 4 sections
namely:-
VISION
COMMITMENT
MANAGEMENT APPROACH
COMMUNICATION

7. VISION
Providing a clear vision which aligns with
mission and values
Describing the vision in simple language
and checking understanding
Translating the vision into measurable goals

8. COMMITMENT
Takes on ownership of the ideas adopted by
the business
Secures the personal commitment of
immediate colleagues
Gain enthusiastic acceptance in directing the
process of change

9. MANAGEMENT APPROACH
 People
Recognition, setting targets, delegation, decision
making, training, discipline, team working etc
 Business Performance
Adding value to customer, setting standards,
continuous improvement, delivery of budgets,
targets, KPIs, meeting COHSASA standards
 Personal Contribution
Role modelling the values, strong customer focus,
levels of competence, judgement, caring and
integrity, being accessible and visible, accepting
personal accountability

10. COMMUNICATION
Plans communication activities
Identifies the communications implications
of every policy, decision,
Seeks input and listens carefully
Communicates cross functionally
Contributes to and complies with an agreed
communications structure

11. CLINICAL HODS – ESSENTIAL FUNCTIONS 1/3
 Provides and directs high quality patient care to
patients. Collaborates and works effectively with other
providers to provide effective team based medical care.
 Plan, organise, direct departmental functions and
activities to ensure provision of quality and clinically
safe services and ensure continuity of care
 Develops, reviews, revises and implements policies,
procedures, goals and objectives for department.
Assures compliance with standards and regulatory
requirements.

12. CLINICAL HODS – ESSENTIAL FUNCTIONS 2/3
 Ensure necessary staffing is provided for all shifts of
operation, evaluating staffing patterns. Works with other
HoDs to ensure adequate coverage on all shifts
 Prepares, monitors and is accountable for annual
departmental budget. Monitors approved budgets on a
monthly basis explaining variances and forecast plans.
 Interviews and hires applicants. Establishes and
maintains an environment a climate in which staff can
attain their maximum potential in delivering quality
patient care.

13. CLINICAL HODS – ESSENTIAL FUNCTIONS 3/3
 Prepares and reviews performance evaluations and
initiates personnel actions such as promotions,
transfers, discipline
 Contributes to orientation and education programmes.
Creates an environment of professional growth.
 Investigates, resolves and documents resolution
complaints or issues concerning patients, visitors, staff
or other customers.
 Serves of RHG committees as assigned and attends
department managers’ meetings as scheduled.
 Monitors and participates in continuous quality
improvement activities relating to the department

14. JOB DESCRIPTION TEMPLATE

15. JOB DESCRIPTION TEMPLATE

16. NEXT STEPS
 Finalisation and issue of KPIs to BU Leaders and HoDs
 Training workshops including:-
 Management and Leadership
 Disciplinary Procedures
 Effective Recruitment and Selection
 Work Ethics
 Monthly performance reviews to discuss performance
and support improvements
 Review of current workforce under New Reddington
project