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HARDYGROUP INTERNATIONAL EXECUTIVE SEARCH & RECRUITMENT

CANDIDATE INFORMATION DOCUMENT

POSITION: Executive Director Operations ORGANISATION: Western Sydney Local Health District

PRINCIPAL CONSULTANT: Paul Ingle M: +61 (0)402 796 125P: +61 (0)2 9964 9099E: [email protected]

Kevin Hardy M: +61 (0)412 131 334P: +61 (0)2 9964 9099E: [email protected]

mailto:[email protected]


HardyGroup International Executive Search and Recruitment | Executive Director Operations

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TABLE OF CONTENTS

Executive Summary 3

Western Sydney Local Health District 4

Executive Director Operations 7

Selection Criteria 8

Employment Terms 10

How to Apply 11


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EXECUTIVE SUMMARY

• Extraordinary Leadership Opportunity • High Performance Platform • Complex Societal Change • Ambitious Strategic Future

Western Sydney is one of the fastest growing, culturally diverse populations in New South Wales in a societal setting that is undergoing the most historic changes in civil, commercial and residential infrastructure the district has seen.

From a population based health perspective this dynamically changing community creates the most significant challenge, and therefore opportunity, to fundamentally transform what a contemporary healthcare system looks like.

It is of no surprise then that in partnership with; all levels of Government and its agencies, other health, social service and community providers, universities, medical research institutes and a plethora of other essential parties; Western Sydney Local Health District is matching this societal shift by also undergoing its most historic change.

With an operational budget of $1.7bn, staff of 11,855 and a leading healthcare provider not only to the district it serves but also New South Wales and Australia, Western Sydney is already a goliath. In addition, Western Sydney is the midst of a $2bn Capital Investment program to upgrade, build and redevelop existing facilities driving one of the most ambitious change journeys imaginable

Reporting to the Chief Executive, the newly established role Executive Director Operations Western Sydney Local Health District, is therefore arguably the most compelling and pivotal career opportunity of its kind currently in Australasia.

Enjoying the full support of a highly experienced, strategic Chief Executive and Board, the successful candidate will take the reins of the organisation from an operational perspective and be charged with the responsibility of ensuring the LHD continues to provide exceptional, highly effective and efficient healthcare.

A highly accomplished leader in their own right, with proven executive capability in operational excellence of a large scale complex healthcare system, the successful candidate will also help bring to life the districts ambitious strategic future.

It is not an opportunity for the faint hearted and it is not an opportunity to be missed.


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WESTERN SYDNEY LOCAL HEALTH DISTRICT We provide modern health care to help Western Sydney become the healthiest community in Australia

Western Sydney Local Health District (WSLHD) is one of the largest and most highly diverse metropolitan

health districts of NSW Health with a catchment area including five local government areas.

WSLHD has a population of approximately 927,000 residents covering the Local Government Areas

(LGAs) of Auburn, Blacktown, Holroyd, Parramatta and The Hills Shire. The health district incorporates

120 suburbs in one of Australia’s growing urban populations, with a diverse tapestry of culture, people,

traditions and beliefs. By 2031, WSLHD is projected to have the largest catchment population of any

Local Health District in NSW comprising over 1.2M people and 14% of the NSW population.

WSLHD has 11,855 employees across 100 sites and manages nearly 2000 beds across four hospitals,

including Westmead, Blacktown, Mount Druitt and Auburn hospitals, mental health (incorporating

Cumberland Hospital) and drug health services, as well as comprehensive community, population and

public health services.

WSLHD offers teaching and quaternary referral services and train medical, dental, nursing and allied

health and other health professionals. With a highly active and productive research and education hub.

This mix of teaching, research and clinical care is characteristic of healthcare in WSLHD.

Capital works are occurring at Blacktown and Mount Druitt hospitals and Westmead Hospital.


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Major WSLHD facilities include:

WESTMEAD

Westmead Hospital is a specialised tertiary referral hospital for the western Sydney metropolitan area,

serving one of the largest growing population areas in NSW. Westmead Hospital is the major teaching

hospital of the University of Sydney for medical and dental students and is one of Australia’s largest

centres for postgraduate training at specialist level in all fields. Westmead is home to internationally

recognised institutes of health research, including the prominent Westmead Institute for Medical

Research.

Other services include acute intervention medicine, aged care, neurology, rehabilitation, allied health,

brain injury, cardiac, chronic care, radiology, pathology, a 24-hour emergency department, surgery,

intensive care service, neonatal intensive care service, mental health, renal, transplant surgery and

outpatient services.

AUBURN

Auburn Hospital opened in 2009 and provides general health care including 24-hour emergency care,

high dependency, general medicine, general and specialist surgery with an emphasis on planned

surgery, paediatric short stay and obstetrics and newborn care services for low risk births to our

community within the Western Sydney Local Health District (WSLHD).

Auburn Hospital is a major teaching facility with the University of Notre Dame Australia, delivering a

new medical program and providing clinical placement education and training for nursing and midwifery

programs from universities and TAFE. It also provides clinical placement education for allied health

students.

BLACKTOWN MOUNT DRUITT

Blacktown & Mount Druitt hospitals (BMDH) are located in western Sydney and comprise shared health services located on two separate campus locations at Blacktown and Mount Druitt.

Services are distributed across the two campuses, with each playing a complementary role in providing

committed and high-quality healthcare services at a district hospital level (C1 at Mt Druitt) and major

metropolitan level (B1 at Blacktown Campus.)


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BMDH is a unit of the West Sydney Local Health District (WSLHD) governed by the NSW Ministry of

Health. Although there are two inpatient campuses, it operates under one administration under the

umbrella of Blacktown Mt Druitt Hospital. Clinical Services are distributed across both campuses,

allowing for the growth of expertise within specialities. The two facilities are situated 11 kilometres

apart.

CUMBERLAND

Cumberland Hospital is a mental health facility that provides primary and secondary mental health

services to the local population, and tertiary acute, extended and forensic mental health services to

greater western Sydney and NSW.

They also work in conjunction with five community-based mental health teams who provide community

based acute care, case management and recovery services and access to specialist mental health input

and consultation 24 hours a day, 7 days a week. There is also a range of community mental health

residential facilities as well as recovery support and specialist treatment services located on the campus.

Community Health Centres:

• Auburn

• Blacktown

• Mount Druitt

• Parramatta

• Doonside

• The Hills

• Merrylands

Services are also provided in residents’ homes as well as community settings such as schools and

residential aged care facilities.

USEFUL LINKS:

Website: www.wslhd.health.nsw.gov.au

2017 – 2021 Strategic plan: http://www.wslhd.health.nsw.gov.au/Better-West/home/Home

As one of the main teaching facilities for the University of Western Sydney (UWS) Clinical School of Medicine, the hospital recently opened the UWS Blacktown/Mt Druitt Clinical School, Research and Education Centre on the Blacktown Hospital campus.

http://www.wslhd.health.nsw.gov.au/

http://www.wslhd.health.nsw.gov.au/Better-West/home/Home


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EXECUTIVE DIRECTOR OPERATIONS POSITION PURPOSE

The Executive Director Operations (EDO) is responsible for leading the organisation’s achievement of

the operational Service Level Agreement obligations with the Ministry of Health. The position leads

the operational accountabilities of the executive management team as they relate to the Health

Services Plan, strategic priorities and operating budgets. It is further expected that this role will lead

continuous improvements in business acumen and management expertise.

KEY ACCOUNTABILITIES

Key accountabilities of the Executive Director Operations:

• Overseeing the day-to-day operations of the Health District

• Developing, in collaboration with the CE and Executive Director Finance, annual operating plans

to achieve the accountabilities of the Service Level Agreement with the Ministry of Health and

the long-term business strategies of the organisation

• Directing and reporting on the operational performance of the District concerning service

activity targets and budget as well as service access and delivery KPIs

• Ensuring performance reporting reflects the needs of the organisation and is accurate, timely

and reliable

• Informing the CE in a timely and candid way of all material deviations in the operation of the

business from key performance metrics, policy and regulatory obligations, and matters of

reputational risk

• Ensuring the organisation is compliant with health and safety obligations

• Timely and effective communication in response to urgent matters or resolution of issue

• Effective senior clinician engagement

Fulfil the accountabilities and responsibilities of this role in accordance with NSW public sector

framework. The full list of capabilities and the level required for this role can be found here.


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SELECTION CRITERIA To be considered a serious contender for this position an applicant must have, inter-alia

1. Demonstrated ability to lead and work with teams, and achieve results

2. Demonstrated success in executive management with proven competence in managing a

complex operational environment

3. High level proficiency in corporate governance and financial management

4. Demonstrated competence in risk management and problem solving capability

5. Demonstrated exemplary professional integrity and ability to lead and model ethical behaviour

in senior executives and other employees in an organisation

6. Excellent negotiation and communication skills

7. Demonstrated stakeholder management capability

QUALIFICATIONS AND RELEVANT EXPERIENCE

Candidates with tertiary qualification in a clinical discipline with relevant post-graduate business

qualifications or Business-related qualifications with strong senior operational hospital experience

REPORTING & KEY RELATIONSHIPS Executive Director Operations reports to the Chief Executive.

The role has:

• Five direct reports for operational performance

• One director report for communications


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CHALLENGES Western Sydney Local Health District is experiencing rapid and diverse population growth in a societal

setting that is also undergoing historic changes in civil, commercial and residential infrastructure.

To, in part, address the burgeoning population growth, the LHD has the largest public health capital

development program in NSW. However, its growth and change agenda also requires the LHD to

undertake significant strategic planning across all levels of its considerable workforce. Therefore, the

District:

• seeks to accelerate changes in the design and delivery of healthcare to reflect best practice

experience and literature which refers to

the central place of consumer experience in informing improvements to products

and services

the pivotal role of digital technology in improving the experience and cost benefits

of healthcare

better integration of hospital care into the continuum of primary care, ambulatory

care services and patient self-management

• must continue to work in private industry and tertiary education sector partnerships to

optimise its contribution to public policy and investment in a healthy society and to meet

the workforce requirements of the future

KEY DATA STAFFING 11,885 FTE BUDGET MANAGEMENT $1.7B and will grow to $2.5B SERVICE LOCATION Sydney, NSW


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EMPLOYMENT TERMS AND CONDITIONS TERM OF APPOINTMENT Full Time REMUNERATION PSSE Band 2

Range $276,520 - $308,631 (SOORT 2016) NOTE: Any offer regarding the remuneration package to be in accordance with the 2016/17 NSW Public Service Remuneration Framework

LOCATION Sydney, NSW PRE-EMPLOYMENT PROBITY CHECKS Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees will be asked whether there are any reasons why they should not be appointed such as: Information on a person’s criminal history and other associated probity checks will be sought from those candidates whose application has progressed to shortlisting for interview.

Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth), and does not breach the confidentiality provisions of the Youth Justice Act 1992.)


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HOW TO APPLY The closing date for applications is Friday 13th October 2017 The reference number to include in your application is H17_2323

For a confidential discussion, please contact Principal Consultant, Paul Ingle

M: +61 (0)402 796 125 E: [email protected]

Please submit application documentation to Search Coordinator, Jess Burns:

T: +61 (0)29900 0113 E: [email protected]

Your application must include: 1. Completed HGI Application Form 2. Cover letter addressed to the search consultant; 3. A written response addressing the key selection criteria, found on page 8; and 4. An up to date copy of your Curriculum Vitae



https://hardygroupintl.com/public/HGI_Search_Candidate_Form.pdf


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REFEREES

You will need to provide details of three (3) professional referees. To do so, complete the relevant fields in the Candidate Profile. You should carefully consider who you select to approach to provide reference advice. Your current manager must be included. It is customary for referee reports to be requested after interview and if you are the preferred candidate, your permission will be requested prior to contacting your referees.

PSYCHOMETRIC TESTING

HGI partners with Peter Berry Consultants for further psychometric testing through Hogan Assessments which is a comprehensive, secure, on-line instrument that measures personality, behavioural and cognitive abilities for clinical leaders. It is tailored to the role and the job context and a qualified psychologist provides a verbal feedback along with the written report.

Should you be shortlisted to interview for this position, you will be required to take part in psychometric testing.

PERSONAL INFORMATION

HGI complies with the Privacy Act 1988 (Cth), all applications are treated by HGI in strict confidence, however in submitting an application you are extending permission to share your application with the Selection Panel.

Personal Information will be used to assess your suitability for appointment to this position. As part of the selection process, personal information will be dealt with in accordance with HGI’s Privacy Policy and the Information Privacy Act 2009.

Role Description Executive Director Operations

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Cluster NSW Health

Public Health Organisation Western Sydney Local Health District

Division/Branch/Unit Office of the Chief Executive

Location Westmead Hospital

Classification/Grade/Band Band 2

Senior Executive Work Level Standards Work Contribution Stream: Service/Operational Delivery

Role Number 669036

ANZSCO Code 132411

PCAT Code 2331192

Date of Approval August 2017

NSW Website www.health.nsw.gov.au

Public Health Organisation Website www.wslhd.nsw.gov.au

Agency overview Western Sydney Local Health District (WSLHD) is one of the largest and most highly diverse metropolitan health districts

of NSW Health with a catchment area including five local government areas. By 2031, WSLHD is projected to have the

largest catchment population of any Local Health District in NSW comprising over 1.2M people and 14% of the NSW

population.

The district operates four acute hospital sites, a large Mental Health Service and seven Community Health Centres.

Westmead Hospital is the principal referral hospital for the district providing complex tertiary and quarternary services for

the District, NSW and Australia, and is a focus for education and research activity. Together with the Western Sydney

Local Health District, a range of other organisations provide for the ongoing healthcare needs of the population. These

include non-government organisations; the Aboriginal Medical Service Western Sydney; local government councils;

individual general practitioners; private health professionals; private hospitals; and residential aged care facilities.

Primary purpose of the role The Executive Director Operations is responsible for leading the organisation’s achievement of the operational Service

Level Agreement obligations with the Ministry of Health. The position leads the operational accountabilities of the

executive management team as they relate to the Health Services Plan, strategic priorities and operating budgets. It

is further expected that this role will lead continuous improvements in business acumen and management expertise.

Key accountabilities

Overseeing the day-to-day operations of the Health District

developing, in collaboration with the CE and Executive Director Finance, annual operating plans to achieve

the accountabilities of the Service Level Agreement with the Ministry of Health and the long term business

strategies of the organisation

directing and reporting on the operational performance of the District concerning service activity targets and

budget as well as service access and delivery KPIs

Role Description Executive Director Operations 2

ensuring performance reporting reflects the needs of the organisation and is accurate, timely and reliable

informing the CE in a timely and candid way of all material deviations in the operation of the business from

key performance metrics, policy and regulatory obligations, and matters of reputational risk

ensuring the organisation is compliant with health and safety obligations

timely and effective communication in response to urgent matters or resolution of issues

effective senior clinician engagement

Key challenges

Western Sydney Local Health District is experiencing rapid and diverse population growth in a society of western

Sydney that is undergoing historic changes in civil, commercial and residential infrastructure. The Health District has

the largest public health capital development program in NSW. This is informed by a broad change program that

requires considerable work by all levels in our workforce. Therefore the District:-

seeks to accelerate changes in the design and delivery of healthcare to reflect best practice experience and

literature which refers to

o the central place of consumer experience in informing improvements to products and services

o the pivotal role of digital technology in improving the experience and cost benefits of healthcare

o better integration of hospital care into the continuum of primary care, ambulatory care services and

patient self-management

must continue to work in private industry and tertiary education sector partnerships in order to optimise our

contribution to public policy and investment in a healthy society and to meet the workforce requirements of the

future

Key relationships

Who Why

Ministerial

Secretary and Deputy Secretaries Meet Premier’s and state priorities and the strategic priorities contained within the service agreement with the Ministry of Health

Meeting KPIs within the NSW Health performance framework

WSLHD participates as a key stakeholder in the Purchasing Methodology Roadshows to provide critical feedback in the annual development of purchasing adjustors.

Special Inquiries, strategic steering committees and working parties with NSW Health

Displan

Internal

Board and Board Committees Meet the expectations of the Board and respond successfully to the directions of the Board

Meet Premier’s and state priorities and the strategic priorities contained within the service agreement with the Ministry of Health


Critical Executive Colleagues- Director

Finance; Chief Information Officer;

Director Business Strategy and

Commercial Services Executive;

Executive Director People & Culture

Ensure the workforce is appropriately trained and credentialed now and is prepared for the future

Recognise and make use of technology and physical capital as fundamental and critical enablers of modern and optimal healthcare

Invest in effective Leadership and management competence now and for the future

Senior Clinicians Meet the expectations of the Board and respond successfully to the directions of the Board

Meet Premier’s and state priorities and the strategic priorities contained within the service agreement with the Ministry of Health


Who Why


Invest in effective Leadership and management competence now and

for the future

External

Multiple commonwealth, state, private

industry, tertiary education entities (As

per WSLHD Stakeholder Engagement

Plan)

Improve products and services through genuine and substantial consumer engagement

Leverage the strengths and capabilities of partners

Ensure science and evidence guides the design and delivery of care

Ensure the workforce is appropriately trained and credentialed now and is prepared for the future

Role dimensions

Decision making

The EDO oversees the day-to-day operations of the Health District, directing and reporting on the operational

performance of the District concerning service activity targets and budget as well as service access and delivery KPIs.

The EDO ensures that performance reporting reflects the needs of the organization and is accurate, timely and reliable.

Reporting line

The Executive Director Operations reports to the Chief Executive

Direct reports

The role has -

Five direct reports for operational performance

General Manager Blacktown and Mount Druitt hospitals; Executive Director Mental Health; Executive Director

Integrated and Community Health; General Manager Westmead and Auburn hospitals; Executive Director

Nursing, Midwifery and Clinical Governance

One direct report for communications

Director Corporate Communications

Budget/Expenditure

1,000,000,000

Essential requirements

Demonstrated ability to lead and work with teams, and achieve results

Demonstrated success in executive management with proven competence in managing a complex operational

environment

High level proficiency in corporate governance and financial management

Demonstrated competence in risk management and problem solving capability

Demonstrated exemplary professional integrity and ability to lead and model ethical behavior in senior executives

and other employees in an organisation

Excellent negotiation and communication skills

Demonstrated stakeholder management capability


Capabilities for the role

The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is

available at www.psc.nsw.gov.au/capabilityframework

Capability summary

The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in bold.

Refer to the next section for further information about the focus capabilities.

NSW Public Sector Capability Framework

Capability Group Capability Name Level

Display Resilience and Courage Advanced

Act with Integrity Highly Advanced

Manage Self Advanced

Value Diversity Advanced

Communicate Effectively Advanced

Commit to Customer Service Advanced

Work Collaboratively Advanced

Influence and Negotiate Advanced

Deliver Results Highly Advanced

Plan and Prioritise Advanced

Think and Solve Problems Advanced

Demonstrate Accountability Highly Advanced

Finance Advanced

Technology Adept

Procurement and Contract Management Adept

Project Management Adept

Manage and Develop People Advanced

Inspire Direction and Purpose Advanced

Optimise Business Outcomes Highly Advanced

Manage Reform and Change Advanced

Focus capabilities

The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate competence. The

behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be

reviewed in conjunction with the role’s key accountabilities.

http://www.psc.nsw.gov.au/capabilityframework



Group and Capability Level Behavioural Indicators

Personal Attributes

Act with integrity

Highly Advanced Champion and act as an advocate for the highest standards of

ethical and professional behaviour

Drive a culture of integrity and professionalism across the

organisation, and in dealings cross-government, cross-jurisdiction

and outside of government

Define, communicate and evaluate ethical practices, standards

and systems and reinforce their use

Create and promote a climate in which staff feel able to report

apparent breaches of rules, policies and guidelines and act

promptly and visibly in response to such reports

Relationships

Communicate Effectively

Advanced Present with credibility, engage varied audiences and test levels of

understanding

Translate technical and complex information concisely for diverse

audiences

Create opportunities for others to contribute to discussion and

debate

Actively listen and encourage others to contribute inputs

Adjust style and approach to optimise outcomes

Write fluently and persuasively in a range of styles and formats

Results

Deliver Results

Highly Advanced Create a culture of achievement, fostering on-time and on-budget

quality outcomes in the organisation

Identify, recognise and celebrate success

Establish systems to ensure all staff are able to identify direct

connection between their effort and organisational outcomes

Identify and remove potential barriers or hurdles to ongoing and

long term achievement of outcomes

Initiate and communicate high level priorities for the organisation

to achieve government outcomes

Use own professional knowledge and expertise of others to drive

organisational and government objectives forward

Business Enablers

Finance

Advanced Apply a thorough understanding of recurrent and capital financial

terminology, policies and processes to planning, forecasting and

budget preparation and management

Identify and analyse trends, review data and evaluate business

options to ensure business cases are financially sound

Assess relative cost benefits of direct provision or purchase of

services

Understand and promote the role of sound financial management

and its impact on organisational effectiveness

Involve specialist financial advice in review and evaluation of

systems and processes used to identify opportunities for

improvement

Respond to financial and risk management audit outcomes,

addressing areas of non-compliance



Group and Capability Level Behavioural Indicators

People Management

Optimise Business Outcomes

Highly Advanced Ensure that organisational architecture is aligned to the

organisation’s goals and responds to changes over time

Engage in strategic workforce planning, and strategic resource

utilisation to ensure achievement of both the organisation’s aims

and goals and government’s objectives

Align workforce resources and talent with organisational priorities

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