tim agius christopher crawford timothy francis naree ... · • master of business administration...

Healthy North Coast Ltd

trading as North Coast Primary Health Network

2017 Director Candidates

(Click on the Link below to go to each Candidate.)

Tim Agius

Christopher Crawford

Timothy Francis

Naree Hancock

Scott Monaghan

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TIM AGIUS 1. Briefly outline details of your specialist skills and professional qualifications My skills vary from my long career and history in the Public Health System in South Australia, the Northern Territory, Canberra and then NSW where I have continued working in Aboriginal Health. I was also afforded opportunities under the Director General of Mick Reid at the time to act in Senior roles as Acting Deputy Director. I have a long standing involvement in Aboriginal Health and have worked at very senior levels in both the Commonwealth and State Public Health Systems. Skills Set; . Leadership . Management . Program Management . Program Development . Policy and Policy Development; . Policy Reform . Service Development

2. What is your understanding of the Primary Health Network Programme? How you demonstrate your commitment to Primary Health Care? Outline how your knowledge and experience of the health sector would be relevant to your role as a Director of NCPHN

As a result of the Horvarth Review, Primary Health Networks were established with the key objectives of increasing the efficiency and effectiveness of medical services for patients, particularly those at risk of poor health outcomes, and improving coordination of care to ensure patients receive the right care in the right place at the right time. Of course the population with the poorest health is the Aboriginal Population. I have worked continuously in Aboriginal Health for many years. Addressing the needs of Aboriginal Health is very much based on the Primary Health Care approach. The Philosophy of Primary Health Care in an Aboriginal Context; Aboriginal health" means not just the physical well-being of an individual but refers to the social, emotional and cultural well-being of the whole Community in which each individual is able to achieve their full potential as a human being thereby bringing about the total well-being of their Community.

3. Directorship Experience

4. Please indicate your main specialist skill Administration

5. Additional Experience – Skills Matrix

SKILLS AND EXPERIENCE

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Strategy and business planning X

Policy development X

Financially literate, e.g. analyse key financial statements, critically assess financial viability and performance

X

Specialist finance and audit skills

Experience in the area of risk management X

Senior management experience in a complex health or Social Service Organisation

X X X X

Experience with the health needs of disadvantaged communities

X X X

Experience working with a variety of stakeholders across multiple disciplines

X X X X

Leadership X X X X

Detailed knowledge of the strategic vision of the PHN X X X X

Participation in the leadership of organisations of state-wide or national significance

X X X X

Gravitas and access to stakeholders X X X X

High level reputation and networks with the local community X X X X

Knowledge experience and networks in the health sector X X X X

Relationship with Local Health District(s) X X X X

Experience in research and evaluation X X

6. Provide a brief synopsis of your experience relating to these areas My CV demonstrates the areas and levels I have worked in. Over the years I have been able to communicate effectively with all at all levels. The most challenging yet rewarding which is probably the best demonstration has been leading Aboriginal Health Reforms in the NSW Health System in early 2000 in the NSW Health System.

7. It is important to NCPHN that we have strong relationships with local organisations. Please list relevant organisations that you have an active relationship with – and detail the nature of the engagement.

Given my previous roles in the NSW Health System and previously at a national level I was fortunate to have established and be part of a National Aboriginal Health Network which also provided many opportunities to network with many Health Sector Contacts. I am fortunate to have maintained many of those links. Examples are; • State and Commonwealth Health links • State and Commonwealth Public sector Links • State and National Community Links • State and National NGO's.

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CHRISTOPHER CRAWFORD 1. Briefly outline details of your specialist skills and professional qualifications The following are the specialist skills I acquired during around twenty-eight years working in senior positions within the NSW Health System: • Communications • Strategic Thinking • Leadership • Administration • Financial Management • Risk Management • Community Relations • Performance Monitoring • Change Management • lnter-Sectorial Liaison • Human Resource Management • Industrial Relations • Issues Management These skills are complemented by the following professional qualifications: • Graduate of Company Directors Course (Australian Institute of Company Directors) • Master of Business Administration (Macquarie University) • Master of Laws (University of Sydney) • Honours Degree in Political Science (University of New South Wales).


It is my understanding that the key objective of the Primary Health Network (PHN) is to develop healthier local communities throughout its North Coast footprint.

The three main ways it will assist local communities to become healthier are: • Promoting to local residents how they can live healthier lives; • Supporting Primary Healthcare Professionals, especially General Practitioners, to provide

high quality, timely health care; and • Working with other Organisational Healthcare Providers, such as the Local Health Districts

(LHDs) and Aboriginal Medical Services (AMSs), to deliver health care in the most appropriate settings and to support the seamless transfer of care between Secondary and Primary Healthcare Professionals.

The PHN provides considerable information on-line, in documents and face-to-face through its Healthcare Professional Members to the community-at-large and individual patients about how healthier life styles can be lived. The information varies as different community members will require different information. For example information about immunisation will be particularly important for families with children and for aged residents. Information about healthy eating, not smoking, appropriate weight and regular exercise will be relevant to most residents. Those residents

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experiencing chronic conditions will require more bespoke advice and sometimes care plans to assist them to stay healthy. The PHN commissioning function is of considerable importance and should contribute to reforming the Health System. In undertaking its commissioning role the PHN should allocate Commonwealth funds to address gaps in services, reduce inequity and connect and integrate services. The PHN provides support to Primary Health Professionals in various ways. These include education and training for General Practitioners and Allied Health Professionals. They are also supported to keep up with advances in digital health by receiving advice about the latest technological advances and training on how to make the best use of them. Special programs are funded to support General Practitioners to provide Mental Health Services and After Hours health care. The PHN liaises with the three Divisions of General Practice and liaises with and supports the Allied Health Association. To improve the quality of care it provides data to and holds collaboratives with local General Practitioners. These activities are undertaken to strengthen Primary Health as the bedrock of the Healthcare System. By working closely with other Organisational Healthcare Providers, such as the LHDs and the AMSs, the PHN can contribute to Primary Health Care being better co-ordinated. For this reason joint projects and programs are undertaken between the PHN and LHDs to better connect and integrate care. This can prevent hospital admissions where treatment in a community setting is more appropriate and facilitate admission to hospital where that level of care is required. For example, close liaison occurs between Headspace services commissioned by the PHN and Mental Health Services provided by the LHDs.

3. Directorship Experience • From July 2000 - June 2004 I was a Director of the Northern Rivers Area Health Service. • Currently I am a Director of Australian Hearing, a Commonwealth Government Entity. • From July 2004 until December 2010, during a period when NSW Health Services had no

Boards I was as the Chief Executive responsible for both Governance and Management of the Health Service.

• From January 2011 to December 2015 as Chief Executive of the North Coast Local Health District I worked very closely with the Board, including regularly attending Board and Board Committee Meetings.

4. Please indicate your main specialist skill Finance and Administration



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Strategy and business planning X X X

Policy development X X X


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Experience in the area of risk management X X X

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X X


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X X

Leadership X X X

Detailed knowledge of the strategic vision of the PHN X


X X

Gravitas and access to stakeholders X

High level reputation and networks with the local community X

Knowledge experience and networks in the health sector X X


Experience in research and evaluation

6. Provide a brief synopsis of your experience relating to these areas Set out below is brief information about the additional skills I have acquired during my around twenty-eight years working in senior positions in the NSW Health System: Strategic and Business Planning: I led multiple strategic and business planning exercises during my fifteen years as Chief Executive of North Coast Health Services. Policy development: I led multiple Policy Development initiatives during my fifteen years as Chief Executive of North Coast Health Services. Also I had responsibility for reviewing and approving all Policies produced during the six years when I was Chief Executive without a Board. Financially Literate: My MBA and Company Directors Course included academic learning about financial literacy which I have complemented with on-the-job learning and experience, which all contribute to my being financially literate. Specialist Audit skills: I do not have specialist audit skills. Risk Management Experience: During my fifteen years as Chief Executive I developed extensive risk management experience, including involvement with Risk Management Committees at both the Board and Management level. Both my MBA and Company Directors courses included components dealing with risk management. Senior Management experience in a complex health organisation: Over fifteen years, I was Chief Executive of the Northern Rivers Area Health Service, North Coast Area Health Service and Northern NSW Local Health District, which were all complex health organisations. Health needs of disadvantaged communities: Through working closely with local Aboriginal Medical Services I came to better understand the health needs of Aboriginal Communities. Other disadvantaged communities whose health needs I learnt about were the Mentally Ill, Substance Users and Isolated Rural Communities. Working with the Health Service teams and often Primary Health Practitioners special projects/programs were pursued to assist these communities. Working with a variety of stakeholders across multiple disciplines: As a Chief Executive I worked with Clinical, Clinical Support, Corporate and Administrative Staff and Contractors across all disciplines.

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Also I worked with Industrial Associations, Non-Government Organisations, Community Groups and local Businesses. Leadership: I have spent much of my life in leadership positions. Since joining the NSW Health System, I have been Chief of Staff to the Minister for Health; Executive Director, St George Hospital and Community Health Service and Chief Executive of three North Coast Health Services, all important leadership roles. Detailed knowledge of the strategic vision of the Primary Health Network (PHN): My detailed knowledge of the strategic vision of the PHN is high level, having been gleaned from many years of working with the PHN and its predecessor organisations. Participation in leadership of organisations of state-wide or national significance: Early in my NSW Health career, I co-ordinated the integration of Concord Hospital into the NSW Health System and the reorganisation of neighbouring NSW Health Services, which was a project of state and national significance. Also as the Health Minister's Chief of Staff I assisted to provide leadership for some state-wide projects. Later as a member of the NSW Health Senior Executive Forum and on various Committees I participated in state-wide leadership decisions. Gravitas and access to Stakeholders: I consider that I have gravitas and access to a wide variety of stakeholders. High level reputation and networks with the local community: Generally, I consider my skills and experience meet this skill set but I do acknowledge that on occasions during my fifteen years as Chief Executive I had to make some difficult decisions, some of which were not well accepted by sections of the local community. Knowledge experience and networks in the health sector: Over the around twenty-eight years I spent working for NSW Health I developed extensive knowledge, experience and networks within the health sector locally, state-wide and nationally. Relationship with the Local Health District(s): I have good knowledge of and relationships with both the NNSW and MNC LHDs, as I managed both when I was Chief Executive of the North Coast Area Health Service. Experience in research and evaluation: While I have knowledge of and understand the importance of research and evaluation I do not consider I have particular skills in these areas.


I am a Member of the Lennox Head Association and actively participate in its regular meetings. While I am not a Member of other local organisations, during my time as the Health Service Chief Executive I developed relationships with a large number of local organisations, both in the north and south of the Primary Health Network footprint. Conflict of Interest provisions and time constraints prevented me from formally joining any of these organisations. Now that I am returning to active engagement, after a break, it is my intention to formally join other local organisations.

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TIMOTHY FRANCIS 1. Briefly outline details of your specialist skills and professional qualifications I am a General practitioner and GP Anaesthetist. I hold a BSc(HMS) and MBBS from the University of Queensland and am a fellow of the Royal Australian College of General Practitioners. I hold accreditation from the Joint Consultative Committee on Anaesthesia and am a graduate of the Australian Institute of Company Directors residential course.


The role of the Primary Health Network (PHN) is to improve access to services and improve health outcomes for our communities. To ensure the right care is delivered to the right person in the right place at the right time. PHNs achieve this not by delivering services but by understanding community needs and working with communities and health care providers to meet the unmet or inequitably met needs. The evolution of an effective and efficient process of commissioning to achieve these goals is one of the greatest challenges facing PHNs and one in which NCPHN has taken a demonstrable lead. My work as a GP and GP anaesthetist demonstrate a commitment to service provision including after hours on call. I have previously been involved in medical training as a medical educator, now as a GP supervisor. I am involved in training at prevocational, vocational and procedural levels of general practice. I have worked on the board of the North Coast NSW Medicare Local, now North Coast NSW PHN for the last five years, being involved in the Strategic Development and Service Design Committee as well as advocating through local, state and national members of government. My current roles as deputy chair of the board and chair of the Strategic Commissioning board sub-Committee ensure a current understanding of the sector as well as demonstrating my commitment in this area. I am a member of the Mid-North Coast NSW Clinical Council of NCPHN which is outside of my role as a director of the organisation. I am also involved in a national network of general practitioner through GPs Down Under and ongoing ties with the RACGP through representative roles.

3. Directorship Experience North Coast NSW Medicare Local/Primary Health Network 2012-present, deputy chair, chair Strategic Commissioning Board sub-committee North Coast NSW GP Training 2007-present, deputy chair since late 2013 Remote Vocational Training Scheme 2013-present, deputy chair, chair of finance committee since RACGP National Rural Faculty Board 2008-2016, deputy chair 2014-15 GP Registrars Australia 2007-9, deputy chair 2008-9 4. Please indicate your main specialist skill

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Clinical



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Strategy and business planning X X

Policy development X X


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Experience in the area of risk management X X



X X


X X

Leadership X X

Detailed knowledge of the strategic vision of the PHN X X


X X

Gravitas and access to stakeholders X X

High level reputation and networks with the local community X X


Relationship with Local Health District(s) X X

Experience in research and evaluation X

6. Provide a brief synopsis of your experience relating to these areas Clinical - completed advanced rural skills posts in emergency and anaesthetics at C offs and Tweed Hospitals respectively, continue to practice in these areas clinically. Administration & Governance - completion of AICD residential directors course, directorships as noted above. Local Hospital District - I have worked at Tweed, Murwillumbah, Coffs, Macksville and Kempsey hospitals and continue to maintain personal and professional networks across all of these sites. These networks are maintained through my own ongoing work as well as my involvement in procedural training with the NSW Rural Generalist Program steering committee. Strategic planning - involvement in policy development and reform during time at G PRA through to current role with NRF. Involvement as chair of Strategic Commissioning board sub-committee of NCPHN. Ongoing strategic planning with all boards. Workforce training - already mentioned prevocational, vocational and procedural t raining, as well as involvement in promotion of rural general practice as a career choice for medical students. Medical student and GP registrar supervision.

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• Member of North Coast NSW PHN Clinical Council • Member of HETI (NSW Health, Health Education and Training Institute) Rural Generalist

Training Program Steering Committee. • GP Registrar supervisor with GP Synergy. • Visiting Medical Officer with Ramsay Health Care at Baringa Private Hospital. Visiting Medical

Officer/Locum Medical officer with North Coast Local Health District • Attending Medical Officer Nambucca Valley Care • Member Nambucca Valley Cycle Club, Macksville Amateur Cycle Club Informal connections

through local referral networks as a primary care clinical - allied health, pharmacy, aged care, community care, education

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NAREE HANCOCK 1. Briefly outline details of your specialist skills and professional qualifications MBA Master of Business Administration, UNE GAICD, Graduate Australian Institute of Company Directors, AICD GradCert, Business Administration, SCU Certified Practice Manager (CPMMPM), MPM Certified Project Manager (CAPM), PMI Certification Human Resource Management (completion 2018), AHRI Specialist skills and experience using below skills across tertiary education, GP and public hospitals:Health and education network building, governance, workforce planning and development and program evaluation. Strategic management; Human Resource management and Development; Leading and managing people; Project Management; Quality Assurance; Risk and Compliance; and Evaluation of systems capability and benefits analysis. Ambassador program Consultant Advisor to general practices (nationally) and the Association for Australian General Practices (MPM) at invitation of MPM. 'Time and Motion Study' to make real change, Accreditation process, quality assurance/improvement and compliance activities (HRM, marketing, risk, systems, patient-centred care, GP research). Strategic planning, Programs and Operations Management - Universities of Sydney and Wollongong campus facility, staff team and budget; including Business Plan Writing skills and project management (new programs/courses, IT system implementation, building works, health conferences/seminars). Establishing and maintaining effective health/education networks and relationships locally (North Coast), in NSW State and Nationally. Developing and coordinating delivery of health specific multi-discipline educational programs locally (North Coast) for clinicians and trainees.


Understanding of the PHNP: The main objectives of PHNs nationally are: 1. To support more efficient and effective medical services in their regions to focus on people

at risk of poor health outcomes in our community; and 2. To improve coordination of health services to these regions to ensure patients receive the

right care in the right place, from the right team. Six priority areas for focus: mental health, aged care, Aboriginal and Torres Strait Islander health, population health, health workforce and e-Health. PHNs undertake needs assessments of their communities within their defined targets, ensuring alignment to their overarching objectives and priority areas. I am aware that NCPHN has undertaken a needs assessment recently and I have accessed the results. I understand this informs the PHN's commissioning framework for strategic planning, flowing on to procurement of services and

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continual monitoring and evaluation of services. I understand the NCPHN commissioning of services is well underway now from the results of their needs assessment. My Commitment to PHC: My strong health and education multi-discipline network of 14 years (private & public PHC, Hospitals, NGO's) on the North Coast, more broadly in NSW and nationally equips me well to support improved patient outcomes in a NCPHN Director role, in line with NCPHN's decision to work directly with general practitioners, other primary health care providers, secondary care providers and hospitals for this exact purpose. I possess a deep understanding of PHC and my commitment to PHC and the NCPHN for improved patient outcomes is in the highest possible order. Refer to my PHC Specialist Skills in point 1.

3. Directorship Experience Non-Executive Board Director, Specialist GP training consortium, NCGPT, 4yrs. Finance and Audit Sub-Committee member, NCGPT. (Finance and Accounting qualification, GAICD and MBA). Company Merger (3 companies) Steering Committee member, NEON Board member. Undertook Mergers and Acquisitions AICD training course. GAICD Governance qualification. Graduate of the Australian Institute of Company Directors. Advisory Board member, Interdisciplinary Clinical Training Network (ICTN), 2yrs. In these roles I have gained experience and skills in: setting strategic direction, mergers, fiduciary responsibility/due diligence, stakeholder engagement, audit and finance accountability overseeing, setting appetite for risk and risk management, compliance management and succession planning. This would stand me in good stead for a Director role with NCPHN Board as I could make valuable contributions in various areas, as defined above and below.

4. Please indicate your main specialist skill Administration



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Policy development X


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Experience with the health needs of disadvantaged

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communities


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Leadership X X

Detailed knowledge of the strategic vision of the PHN


Gravitas and access to stakeholders X X

High level reputation and networks with the local community X X


Relationship with Local Health District(s) X X X

Experience in research and evaluation X

6. Provide a brief synopsis of your experience relating to these areas Strategy and business planning - at Board level and Operations management level, both education and health (all current). Policy development/oversight - at Board level and Operations management level, both education and health (all current). Financially literate - at Board level - experience and AICD qualification/expertise in analysing key financial statements, critically assessing financial viability and performance Specialist finance and audit skills - At Board level Finance & Audit sub-committee member and at Operations management level for budget accountability. Experience in the area of risk management - At Board level - risk appetite, assessment/register and monitoring. At Operations management level eg. Site WH&S management/assessment and monitoring and staff training. Management experience - Senior Operations manager of teams 17 years in private and public sectors - health practice management and tertiary education. Experience working with a variety of stakeholders across multiple disciplines -extensive experience particularly over last 14 years on the North Coast -Medicine, Allied Health and Nursing - hospital, PHC - public and private. Leadership - at Board level and I manage a team of clinical and non-clinical staff on the North Coast. I've built a strong and adaptable high performing team through setting a strong and positive culture, adaptable to change. Gravitas and access to stakeholders - yes already High level reputation and networks with the local community - yes strong 17 yrs. Knowledge experience and networks in the health sector - yes strong 17 years Relationship with Local Health District(s) - yes strong - 17 yrs. Experience in research and evaluation - yes publication re PHC with others pending publication.

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Active relationships with: Local Health District TBN, Richmond and Clarence Well-developed relationships with general practitioners on the North Coast, PHC providers, some secondary care and hospitals, particularly in the TBN. This enables me to improve links between health services: public, private and community groups to improve future health outcomes.

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SCOTT MONAGHAN 1. Briefly outline details of your specialist skills and professional qualifications I have over 21 years’ experience with Bulgarr Ngaru Medical Aboriginal Corporation in Grafton NSW. This comprises of nine years as a Board Member and twelve years as Chief Executive Officer. Bulgarr Ngaru Medical Aboriginal Corporation is a founding member of the Many Rivers Aboriginal Medical Service Alliance. I have strong communication, community consultation and negotiating skills and am recognised within the majority of the Aboriginal communities within the Local Health District boundaries. I have been serving on the Board of the Medicare Local and the North Coast Primary Health Network for six years. I have enjoyed this and wish to continue in this capacity.


I was a transitional Board member for the Medicare Local and assisted the organisation through the successful transition in becoming a Primary Health Network. As such, I have a sound understanding of the objectives of the organisation. Primary Health Networks were established with the key objectives of increasing the efficiency and effectiveness of health services. The objectives focus on minimising hospital admissions through enhanced primary health care services within General Practice by upskilling, assisting, complementing and supporting existing services. The work of the PHN also focuses on people in our community at risk of poor health outcomes, and improving coordination of care to ensure patients receive the right care in the right place at the right time. This is particularly true for the population on the North Coast given that it has a fast growing and aging population, a population with general high disadvantage and high Aboriginal representation. Part of the PHN Program is to Close the Gap in life expectancy between Aboriginal and Torres Strait Islander people and other Australians, which I take a particular interest in.

3. Directorship Experience I am a Board member for the North Coast PHN and was a director for nine year on the Bulgarr Ngaru Medical Aboriginal Corporation Board. I am a graduate of the Australian Institute of Company Directors. 4. Please indicate your main specialist skill Clinical, Finance and Administration 5. Additional Experience – Skills Matrix

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Policy development X X


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X X


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Leadership X X X

Detailed knowledge of the strategic vision of the PHN X X X X


X X X

Gravitas and access to stakeholders X X X X

High level reputation and networks with the local community X X X X

Knowledge experience and networks in the health sector X X X X


Experience in research and evaluation

6. Provide a brief synopsis of your experience relating to these areas As the current CEO of Bulgarr Ngaru Medical Aboriginal Corporation I am responsible for 90 FTE staff members across 5 sites (Grafton, South Grafton, Maclean, Tweed Heads and Casino). These services provide primary health care to 17 Indigenous communities and I engage in regular community consultation with these communities. I provide input into policy development on a National and State level in regards to Aboriginal Health Policy and Strategic Planning development. Bulgarr Ngaru is involved in National research projects in relation to Asbestos and Nutrition and these projects have been recognised both nationally and internationally. Each year Bulgarr Ngaru is required to prepare and submit funding applications for State and Federal agencies and report against budgets every six months. We have been successful in obtaining funding for a number of pilot programs, capital works, recurrent funding and one off projects.


Many Rivers Aboriginal Medical Service Alliance (members Biripi, Tobwoobba, Durri, Werrin, Galambila, Bulgarr Ngaru, Casino AMS, Bullinah, Armajun). I am secretary of the Alliance and this organisation is representative at the State and Federal level.

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I am currently the Deputy Chair of the NSW Aboriginal Health and Medical Research Council, I have held this position for the past two years. I have been a board member for the Council for the past six years representing Aboriginal Community Controlled services within the footprint of the Primary Health Network. I am also the New South Wales representative and board member for the National Aboriginal Community Controlled Health Service (NACCHO) and have held this position for the past three years, I am the current Chair of the NACCHO Finance committee with a national budget of twenty one million financing sector support for States and Territories.

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tim agius christopher crawford timothy francis naree ... · • master of business administration...

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