CANDIDATE INFORMATION PACK - HardyGroup

CANDIDATE INFORMATION PACK

Director of Finance

Illawarra Shoalhaven Local Health District

CANDIDATE INFORMATION PACK Director of Finance, Illawarra Shoalhaven LHD

HardyGroup | IN CONFIDENCE 2

TABLE OF CONTENTS

Executive Summary 3

Illawarra Shoalhaven Local Health District 4

Director of Finance

6

Employment Terms & Conditions

9

How to Apply

10



EXECUTIVE SUMMARY

• Exciting leadership opportunity for a dynamic individual

• Lead the finance and commercial services functions

• Beautiful coastal location close to Sydney

Role Outline The Director of Finance provides expert advice and executive leadership in relation to the financial and commercial functions of the organization to enable the achievement of the Local Health District’s (LHD’s) key priorities and performance targets. Directly reporting to the Chief Executive, the Director of Finance is responsible for planning and reporting on the use of financial resources, monitoring and management reporting of the LHD’s budget performance to the LHD Executive, Governing Board and the Ministry of Health. Ownership and submission of statutory and professional reporting requirements of the LHD including addressing audit matters and ensuring appropriate financial management controls and practices consistent with Ministry of Health and LHD financial management policies and directions are also central tenets of the role. The successful candidate will demonstrate extensive experience:

• At an executive level working in large, complex organisations.

• Leading financial strategy and governance, financial accounting and statutory reporting, management

accounting and business partnering, and implementation of financial management policy, systems,

controls and reporting arrangements.

• Preparing and evaluating complex submissions, developing and negotiating pricing and funding models, and providing high level strategic advice on budgeting, pricing and economic appraisals.

A relevant tertiary and/or postgraduate qualification in accountancy, economics, commerce, finance or a

related discipline is required and professional standing for current membership or eligibility for membership

of a recognised Australian accounting body

We invite qualified candidates to contact Rhodie Miller on +61 (0)422 816 557 or via email [email protected] for a confidential discussion.

Applications Close: Friday 19th October 2018



Illawarra Shoalhaven Local Health District

Collaboration | Openness | Respect | Empowerment

The Illawarra Shoalhaven Local Health District

(ISLHD) extends about 250km along the coastal

strip from Helensburgh in the north to North

Durras in the south, servicing a population of more

than 400,000 residents. ISLHD is one of the region’s

largest employers with a workforce of more than

7,300 with an annual budget of more than $950

million.

ISLHD operates eight hospital sites in Coledale,

Bulli, Wollongong, Port Kembla, Shellharbour,

Berry, Shoalhaven and Milton Ulladulla, and

community health services operating from

approximately 58 locations across the region.

Led by a professional Local Health District Board

and a Chief Executive, ISLHD aims to deliver

consistently high-quality patient care which is

supported by input from clinicians and the local

community. The workforce at ISLHD are guided by

the District’s vision of– “Excellent services, quality

partnerships, healthy communities and purpose –

To provide best practice health care and programs

that promote the health and wellbeing of people in

the Illawarra Shoalhaven”



STRATEGIC INTENT ISLHD operates in a changing and complex environment of federal and state health priorities. Strategic

Directions for Illawarra Shoalhaven Local Health District 2017 - 2020 sets a clear direction for the District with

a strong focus on serving our community, planning for the future and better engaging with our consumers.

The plan outlines the priorities and critical enablers that will support the ISLHD Board and our workforce to

achieve the District’s vision and purpose.

ISLHD’s Strategy at a glance



Director of Finance

POSITION PURPOSE

The Director of Finance provides expert advice and executive leadership in relation to the financial and

commercial functions of the organization to enable the achievement of the Local Health District’s (LHD’s) key

priorities and performance targets. In addition to leading the development of financial management capability

across the District, the Director of Finance is responsible for planning and reporting on the use of financial

resources, monitoring and management reporting of the LHD’s budget performance to the LHD Executive,

Governing Board and the Ministry of Health.

KEY DUTIES AND RESPONSIBILITIES

The Director of Finance is expected to

• Lead and direct the delivery of high quality strategic and operational financial performance reporting

and analysis, to underpin effective business planning, forecasting, budgeting, cost reporting and

resource management within the organisation.

• Lead the establishment and maintenance of effective financial management controls; and implement

financial risk management and governance frameworks to measure, control and minimise risks and

ensure compliance with relevant reporting requirements and standards.

• Ensure effective financial and management accounting is consistently applied to all levels of the

organisation; and that financial accountability and cost centre budgetary controls exist and monitor

and report on performance monthly to the Ministry and LHD Executive and Governing Board.

• Apply NSW Health Financial Performance Framework benchmarks to all reporting entities across the

LHD.

• Develop strategies for the management of the LHD’s ongoing liquidity; including cash management of

the LHD’s own sourced revenues, Government subsidy, liabilities and use of assets and ensure that

the LHD implements purchasing practices consistent with ministerial guidelines for goods and services,

inventory management controls, and creditor payments are acknowledged and paid within agreed

timeframes.

• Develop strategic, business and financial plans for the LHD and its component Business Units, in

accordance with Government, Ministry of Health and corporate policies; and undertake forensic

financial analysis where required, leading turnaround plans for controlled entities within the LHD that

are underperforming compared to the Ministry’s Financial Performance framework.

• Lead and direct improvements in productivity/efficiency, revenue generation, procurement, value-

based investment/disinvestment decisions, financial accountability and budget compliance,

consistent with NSW Health State-wide strategies, to improve value for money and effective use of

cash across the LHD, implement monitoring tools to measure these strategies and report monthly to

the Ministry on performance.

• Ensure regulatory responsibilities with respect to GST, FBT and medical indemnity are satisfied; and



adhere to public sector, Australian Accounting and International Financial Reporting standards in

external reporting and deadlines as part of NSW Health’s annual financial statement reporting to

Parliament.

• Ensure effective management of a significant portfolio of capital works and facilities management

services.

• Ensure effective delivery of a range of commercial strategies and services including procurement, fleet

management, retail, accommodation and waste management.

View the required skills, experience and knowledge in the Position Description.

DESIRABLE EXPERIENCE

• Relevant tertiary and/or postgraduate qualifications in accountancy, economics, commerce, finance

or a related discipline and professional standing for current membership or eligibility for membership

of a recognised Australian accounting body

• Extensive experience at an executive level working in large, complex organisations.

• Extensive experience leading financial strategy and governance, financial accounting and statutory

reporting, management accounting and business partnering, and implementation of financial

management policy, systems, controls and reporting arrangements.

• Extensive experience in preparing and evaluating complex submissions, developing and negotiating pricing and funding models, and providing high level strategic advice on budgeting, pricing and economic appraisals.

QUALIFICATIONS The incumbent must possess:

• Relevant tertiary and/or postgraduate qualifications in accountancy, economics, commerce, finance or a related discipline and professional standing for current membership or eligibility for membership of a recognised Australian accounting body (e.g. CPA)



CHALLENGES

Major challenges currently associated with the role include:

• Improving financial management, revenue opportunities and efficiency of the health system on an

ongoing basis, in an environment where cost of health care continues to rise

• Identifying significant areas of cost, and with operational managers, developing feasible strategies for

mitigation, including timetables for resolution.

• Introducing future funding arrangements in a large and complex organisation operating within a

broader state and national health system that includes public, private and non-government providers,

multiple Governments, health insurers and a range of legislative and policy requirements

• Promote and further grow an organisational culture of financial understanding, accountability and

sustainability

REPORTING & KEY RELATIONSHIPS The Director of Finance reports directly to the Chief Executive of the Local Health District and is supported by a number of functional Directors and an Executive Assistant.

KEY DATA Staffing 60 FTE

Annual Budget Organisational Budget: $950 million

Divisional Budget: $8-10 million

Service Location Warrawong

Useful Links Role Description

ISLHD

Organisation Chart

Strategic Plan

http://www.islhd.health.nsw.gov.au/about_us.asp

http://www.islhd.health.nsw.gov.au/LandG_Framework.pdf



EMPLOYMENT TERMS & CONDITIONS

REMUNERATION $217,879 to $240,370

CLASSIFICATION HSSE Band 1

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.)



HOW TO APPLY

The closing date for applications is Friday 19th October 2018

The reference number to include in your application is H18_2938

For a confidential discussion, please contact Principal Consultant, Rhodie Miller:

M: +61 (0)422 816 557

E: [email protected]

Please submit application documentation to Search Coordinator, Kaavya Nithi:

T: +61 (0)2 9900 0108

E: [email protected]

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.

Your application must include:

1. Completed HGI Application Form

2. Cover letter addressed to the search consultant;

3. A short statement in response to the two targeted questions below:

• How does your experience at a senior financial management level make you the right candidate for

the role?

• Explain your leadership role in the achievement of improved financial performance in a large and

complex organisation?

4. An up to date copy of your Curriculum Vitae

https://hardygroupintl.com/resources/search-candidate-form.pdf



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.

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 Director Finance

1

Cluster NSW Health

Agency Ministry of Health

Division/Branch/Unit Illawarra Shoalhaven Local Health District

Location Illawarra Shoalhaven Local Health District

Classification/Grade/Band HSSE Band 1

Senior Executive Work Level Standards Work Contribution Stream: Professional/Technical/Specialist

www.psc.nsw.gov.au/wls

Role Number 52062

ANZSCO Code 132211

PCAT Code 2331133

Date of Approval Sep2018

Agency Website www.health.nsw.gov.au

Agency overview

The Illawarra Shoalhaven Local Health District (ISLHD) extends about 250km along the coastal strip from

Helensburgh in the north to North Durras in the south, servicing a population of more than 390,000 residents.

ISLHD is one of the region’s largest employers with a workforce of more than 7,300 across nine hospital sites

and community health services, and an annual budget of more than $950 million.

Led by a professional Local Health District Board and a Chief Executive, ISLHD aims to deliver consistently

high quality patient care which is supported by input from clinicians and the local community. Our services are

delivered in accordance with our CORE values of Collaboration, Openness, Respect and Empowerment, which

guide the behaviour and professional standards of our staff.

For more information go to www.health.nsw.gov.au

Primary purpose of the role

The Director, Finance provides expert advice and executive leadership in relation to the financial and

commercial functions of the organization to enable the achievement of the Local Health District’s (LHD’s) key

priorities and performance targets and is responsible for planning and reporting on the use of financial

resources, monitoring and management reporting of the LHD’s budget performance to the LHD Executive,

Governing Board and the Ministry of Health. Ownership and submission of statutory and professional reporting

requirements of the LHD including addressing audit matters and ensuring appropriate financial management

controls and practices consistent with Ministry of Health and LHD financial management policies and

directions.

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

Role Description Director Finance 2

Key accountabilities

Lead and direct the delivery of high quality strategic and operational financial performance reporting and

analysis, to underpin effective business planning, forecasting, budgeting, cost reporting and resource

management within the organisation.

Lead the establishment and maintenance of effective financial management controls; and implement

financial risk management and governance frameworks to measure, control and minimise risks and ensure

compliance with relevant reporting requirements and standards.

Ensure effective financial and management accounting is consistently applied to all levels of the

organisation; and that financial accountability and cost centre budgetary controls exist, and monitor and

report on performance monthly to the Ministry and LHD Executive and Governing Board.

Apply NSW Health Financial Performance Framework benchmarks to all reporting entities across the LHD.

Develop strategies for the management of the LHD’s ongoing liquidity; including cash management of the

LHD’s own sourced revenues, Government subsidy, liabilities and use of assets and ensure that the LHD

implements purchasing practices consistent with ministerial guidelines for goods and services, inventory

management controls, and creditor payments are acknowledged and paid within agreed timeframes.

Develop strategic, business and financial plans for the LHD and its component Business Units, in

accordance with Government, Ministry of Health and corporate policies; and undertake forensic financial

analysis where required, leading turnaround plans for controlled entities within the LHD that are under-

performing compared to the Ministry’s Financial Performance framework.

Lead and direct improvements in productivity/efficiency, revenue generation, procurement, value-based

investment/disinvestment decisions, financial accountability and budget compliance, consistent with NSW

Health Statewide strategies, to improve value for money and effective use of cash across the LHD,

implement monitoring tools to measure these strategies and report monthly to the Ministry on performance.

Ensure regulatory responsibilities with respect to GST, FBT and medical indemnity are satisfied; and

adhere to public sector, Australian Accounting and International Financial Reporting standards in external

reporting and deadlines as part of NSW Health’s annual financial statement reporting to Parliament.

Key challenges

Improving financial management, revenue opportunities and efficiency of the health system on an ongoing

basis, in an environment where cost of health care continues to rise

Identifying significant areas of cost, and with operational managers, developing feasible strategies for

mitigation, including timetables for resolution.

Introducing future funding arrangements in a large and complex organisation operating within a broader

state and national health system that includes public, private and non-government providers, multiple

Governments, health insurers and a range of legislative and policy requirements

Key relationships

Who Why

Internal

Chief Executive, Senior Executives,

Key Managers and Clinical Leaders

Provide timely, comprehensive information and accurate financial

reports and recommendations regarding the financial management

and liquidity position of the LHD

Provide direct specialist advice on the management of financial

resources to assist in decision making


Who Why

Provide advice, and where necessary work collaboratively, to ensure

the effective use of financial resources and corporate and

administrative support services

Actively engage with, and influence, to ensure alignment of services,

programs, and business processes/systems with the LHD’s

objectives, and effective use of financial resources.

Direct Reports Provide leadership, guidance and support

Set and manage performance and development requirements

Share information and encourage ideas to improve outcomes

External

Local Health District Board As required by the Chief Executive to provide the Board with reports

on the financial position of the LHD consistent with the NSW Health

Performance Framework performance measures and the annual

Efficiency and Revenue Plans of the LHD.

Ministry of Health – Deputy Secretary Finance, CFO, key senior executives

Liaise to ensure the alignment of the LHD’s financial performance and

reporting requirements are in accordance with NSW Health and

government objectives.

Provide timely, comprehensive and accurate financial reports which

are consistent with NSW Health’s Statewide Management Reporting

System (SMRS)

HealthShare – Senior Executives

Liaise to plan, co-ordinate and negotiate the delivery of shared

services in accordance with agreed service level agreements and

pricing frameworks, as well as to ensure a smooth and successful

transition to the new shared services arrangements.

Agency for Clinical Innovation, Clinical Excellence Commission and Health Education and Training Institute, Health Infrastructure, Cancer Institute (NSW)

Liaise to ensure mutual support for respective responsibilities with the

public health system

Employee/Employer Organisations As required to ensure industrial harmony amongst the numerous

employee and contractor groups within NSW Health as the delegate

of the Employer of NSW Health Service staff working in the LHD.

Health Care Complaints Commission, Ombudsman and other Government accountability agencies

As required to meet statutory accountability requirements and ensure

sound governance of the LHD.

Audit Office Negotiate on the extent of internal controls in place within the LHD,

support audit reviews and manage implementation of audit outcomes

Role dimensions

Decision making

The Director, has overall responsibility and delegated authority for the direction of the LHD Finance function

including deploying its financial resources within the overall budget allocation to meet the performance

objectives of the organisation.


The role’s primary accountability is to ensure actual budget and liquidity performance is achieved within the

annual NSW Health Performance and Management Framework.

The Director is responsible for providing advice and assisting in the financial management of budget resources

(recurrent and capital) by the LHD and for leading and managing the delivery of financial management services

and controls across the LHD.

Overall decision-making and accountability limits will be determined in conjunction with the Chief Executive.

Reporting line

The role reports to the Chief Executive.

Direct reports

TBA

Budget/Expenditure

TBA

Essential requirements

Relevant tertiary and/or postgraduate qualifications in accountancy, economics, commerce, finance or a

related discipline and professional standing for current membership or eligibility for membership of a

recognised Australian accounting body

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

This role also utilises an occupation specific capability set.

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.

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


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 Adept

Communicate Effectively Highly Advanced

Commit to Customer Service Advanced

Work Collaboratively Advanced

Influence and Negotiate Adept

Deliver Results Advanced

Plan and Prioritise Adept

Think and Solve Problems Advanced

Demonstrate Accountability Advanced

Finance Highly Advanced

Technology Advanced

Procurement and Contract Management Advanced

Project Management Adept

Manage and Develop People Advanced

Inspire Direction and Purpose Advanced

Optimise Business Outcomes Adept

Manage Reform and Change Adept

Occupation / profession specific capabilities

Capability Set Finance Professionals

Financial Accounting and Statutory Reporting Level 4

Audit and Assurance Level 3

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.



Group and Capability Level Behavioural Indicators

Personal Attributes

Manage Self

Advanced Act as a professional role model for colleagues, set high personal

goals and take pride in their achievement

Actively seek, reflect and act on feedback on own performance

Translate negative feedback into an opportunity to improve

Maintain a high level of personal motivation

Take the initiative and act in a decisive way

Relationships

Communicate

Effectively

Highly Advanced Articulate complex concepts and put forward compelling arguments

and rationales to all levels and types of audiences

Speak in a highly articulate and influential manner

State the facts and explain their implications for the organisation

and key stakeholders

Promote the organisation's position with authority and credibility

cross-government, cross jurisdictionally and outside of government

Actively listen, and identify ways to ensure all have an opportunity to

contribute

Anticipate and address key areas of interest for the audience and

adapt style under pressure

Relationships

Work Collaboratively

Advanced Build a culture of respect and understanding across the

organisation

Recognise outcomes which resulted from effective collaboration

between teams

Build co-operation and overcome barriers to information sharing,

communication and collaboration across the organisation and cross-

government

Facilitate opportunities to engage and collaborate with external

stakeholders to develop joint solutions

Results

Think and Solve

Problems

Advanced Undertake objective, critical analysis to draw accurate conclusions

that recognise and manage contextual issues

Work through issues, weigh up alternatives and identify the most

effective solutions

Take account of the wider business context when considering

options to resolve issues

Explore a range of possibilities and creative alternatives to

contribute to systems, process and business improvements

Implement systems and processes that underpin high quality

research and analysis

Business Enablers

Finance

Highly Advanced Apply strategic management of financial and budgetary compliance

and governance responsibilities within the organisation

Define organisational directions and set priorities and business

plans with reference to key financial indicators

Anticipate operational and capital needs, and identify the most

appropriate financing and funding strategies to meet them, through

direct provision or purchase of services

Ensure that the organisation informs strategic decisions with

appropriate advice from financial professionals

Establish effective governance to ensure the ethical and honest use

of financial resources across the organisation



Group and Capability Level Behavioural Indicators

Actively pursue financial risk minimisation strategies, plans and

outcomes for the organisation

People Management

Manage and Develop

People

Advanced Refine roles and responsibilities over time to achieve better

business outcomes

Recognise talent, develop team capability and undertake

succession planning

Coach and mentor staff and encourage professional development

and continuous learning

Provide timely, constructive and objective feedback to staff

Address and resolve team and individual performance issues,

including serious unsatisfactory performance, in a timely and

effective way

Implement performance development frameworks to align workforce

capability with the organisation's current and future priorities and

objectives

Occupation / profession specific capabilities (Finance Professionals)

Category,

Sub-category

Level and Code Skill and Level Description

Financial Accounting and Statutory Reporting

Apply and comply with accounting standards, legislation and specific organisational policies, standards and protocols, and implement effective statutory and other external reporting requirements

Level 4 Provide expert technical interpretation of legislation, accounting policies and standards and develop organisation specific policies

Monitor and anticipate the impact of NSW Treasury Policy, Audit Office guidelines and AASB standards and guidance on the organisation and direct appropriate action

Approve financial (including cash management and forecasting) reports, briefs and proposals relating to the organisation’s financial position

Communicate financial results that are compliant with NSW Treasury policies and external regulatory requirements and which are easily interpreted by stakeholders

Provide strategic financial accounting advice and commentary to business leadership so that strategic business planning processes and the consideration of new business initiatives are fully informed on financial/accounting implications


Occupation / profession specific capabilities (Finance Professionals)

Category,

Sub-category

Level and Code Skill and Level Description

Audit and Assurance

Evaluate overall

governance frameworks,

financial and program

information systems, and

internal controls and

practices to identify

potential deficiencies or

opportunities

Level 3 Identify and interpret sources of all auditing standards

1, Audit Office

guidelines, NSW Treasury policies and Internal Audit and Risk Management Policy statements, emerging practices and other related mandatory requirements

Establish documents and articulate annual audit plans and required audit process specifications for standard audits

Undertake complex audits and establish the scope, objectives and terms of reference of audit assignments

Report audit results in an appropriate form to relevant recipients, supported by high quality interpretation and support the incorporation of outcomes into organisation practice

Apply appropriate analytical and modelling tools in the evaluation and assessment of risk factors

Provide technical leadership and act as primary escalation point for internal or contract audit staff concerning more complex or unusual technical audit or compliance issues

Identify and monitor risks and exposures and provide recommendations required to actively mitigate these

1 Audit Office guidelines, Auditing Standards and International Standards for the Professional Practice of Internal Auditing

Strategic Directionsfor Illawarra Shoalhaven

Local Health District: 2017 – 2020

Excellent services, Quality partnerships, Healthy communities

2 / ILLAWARRA SHOALHAVEN LOCAL HEALTH DISTRICT

Illawarra Shoalhaven Local Health DistrictPhone: (02) 4223 [email protected] www.islhd.health.nsw.gov.au

November 2017

ILLAWARRA SHOALHAVEN LOCAL HEALTH DISTRICT / 3

4 Message from our Board Chair

5 Message from our Chief Executive

7 Introduction to Illawarra Shoalhaven Local Health District

9 Our Strategic Context

11 Our Strategy at a glance

12 Our Vision and Purpose

13 Our Strategic Priorities

22 Our Critical Enablers

23 Our CORE Values

Contents


Aboriginal and Torres Strait Islander people are advised that this publication many contain images or names of people who have since passed away.


The Strategic Directions for Illawarra Shoalhaven Local Health District 2017 – 2020 sets a clear direction for the organisation with a strong focus on serving our community, planning for the future and better engaging with our consumers. This strategic plan outlines the priorities and critical enablers that will support the ISLHD Board and our workforce to achieve the District’s vision of Excellent services, quality partnerships and healthy communities.

This plan builds on the Local Health District’s work and achievements to date, driven by our foundation plan which was implemented following the District’s establishment in 2011. Our Statement of Strategic Intent set out the following four key reforms aimed at meeting the needs of our residents, enhancing patient care and building healthy futures for our community:

1. Investing in contemporary patient-centred models of care 2. Developing an integrated health system 3. Reconfiguring the capital footprint to match needs4. Building the workforce of the future

The Local Health District has made considerable progress in these areas over the past six years through the growth and development of our services and our people, and the significant investment in expanding our hospitals and community facilities. Guided by the District’s Health Care Services Plan (2012), extensive work has also been carried out to build the organisation’s structure and service delivery model based around our three main population centres; Northern Illawarra, Southern Illawarra, and Shoalhaven.

In developing this new strategic plan, the ISLHD Board recognises that health priorities and challenges at a local, state and national level continue to evolve. In turn, we look for new ways in which to serve and involve the community in their health and care needs. We have a growing and ageing population, access to services remains a challenge in some areas, and groups within our local community continue to experience higher than average rates of chronic disease and health risk factors. The four key priorities identified in this plan will guide the District in refocusing its attention, efforts and strategic direction over the next three years.

Message from our Board Chair

Strategy 1 - Excellence in models of care, health programs and health services

Strategy 2 - An engaged and high performing workforce for the future

Strategy 3 - Innovation, agility and learning for continuous improvement

Strategy 4 - Efficient, effective, sustainable financial operations

In serving our community, we are focused on health programs and care that are best-practice, evidence based and of the highest quality. This means a commitment to research, innovation and continuous improvement and ensuring that we anticipate and adapt appropriately to change. Fundamentally, we have a responsibility to ensure we function in a way that is financially responsible, sustainable and safe, and that we allocate resources, staff and time effectively and efficiently.

We strive to strengthen our reputation as a leader in the health care sector, relying on input and collaboration with our partners, alignment of shared priorities, and meaningful consultation and engagement with our consumers. In order to achieve our District’s vision and purpose, we know that we need to focus on our people. This means building a workforce that is skilled, engaged and dedicated, and empowering a community that is actively involved in their own health.

As part of the strategic plan, the Board has identified three critical enablers, pivotal to the District’s success in achieving the outcomes and initiatives aligned to each of the priorities. A strengthened commitment to Partnerships and Engagement; Governance; and Information Technology and eHealth will assist the District in best serving our patients and consumers and their families and carers.

We are confident that Strategic Directions 2017 – 2020 will provide Illawarra Shoalhaven Local Health District with the focus and leadership required to continue moving forward in the delivery of first class local health services.

Professor Denis King OAMBoard ChairIllawarra Shoalhaven Local Health District



Message from our Chief Executive

The launch of our new plan, Strategic Directions for Illawarra Shoalhaven Local Health District 2017 – 2020 continues to build on our organisation’s solid focus on the development and delivery of safe and high quality services and stronger engagement with our community. In outlining our Vision, Purpose, Strategic Priorities and Critical Enablers, this plan provides a clear direction for the District as the major provider of public health care services to the local community.

The Strategic Directions plan provides a strengthened purpose for our Local Health District: to provide best practice healthcare and programs that promote the health and wellbeing of people in the Illawarra and Shoalhaven. In order to achieve this, we will work together with our partners and consumers to accomplish a range of goals and initiatives over the next three years.

Successfully developing our four strategic priorities will lead to a District that: • has a reputation for delivery of high quality health care

and appropriate services;• is considered an employer of choice within the region; • is respected and recognised for research and

innovation to improve health care; and• is a financially sustainable and responsible organisation

A focus on excellence in the way we plan and deliver health services means that we are committed to providing the highest quality and safest care possible; ensuring that our patients and their families and carers are at the centre of everything we do. In making this a reality, we need to better engage with our consumers to be more involved in shaping our services and promoting healthy living.

As the Local Health District, we know that the services we provide are supported by our health partners and other local organisations. Strengthening these partnerships and working more collaboratively, through integrated care and shared priorities, will enable better health outcomes for the community and a more efficient and effective health service.

Under the leadership of our Executive, the strategic plan will guide key operational objectives at all levels of the organisation – cascaded to our staff through individual Personal Effectiveness and Development (PED) plans. In bringing accountability to our entire workforce, we foster an understanding that everyone has an important role to play in ensuring our success and, most importantly, contributing to the health and wellbeing of our community.

In recent years, the District has implemented a new Leadership and Governance Framework, aimed at strengthening professional leadership and providing more clearly defining roles and responsibilities throughout the organisation. Our new strategic plan will build on this important framework and work to guide the ongoing development of a positive workplace culture with an inspired and high performing workforce. Underpinned by our CORE Values of Collaboration, Openness, Respect and Empowerment, together with a strong focus on staff health and safety, we will continue to support our people as our most valuable asset.

Continuous improvement of our staff and services, by harnessing new and emerging technologies, will enable us to better engage with our diverse communities and exceed their expectations. Building a culture of innovation and research, and supporting new ideas and ongoing development, will lead to a successful organisation that continually strives to learn, grow and adapt.

The District’s Executive leadership team and our staff look forward to working collaboratively to achieve our Local Health District’s vision of providing excellent services, quality partnerships and healthy communities.

Margot MainsChief ExecutiveIllawarra Shoalhaven Local Health District


Overview

The Illawarra Shoalhaven Local Health District (ISLHD) has responsibility for health services in the Illawarra Shoalhaven region – a catchment area extending along the coastline from Helensburgh in the north to North Durras in the south with over 400,000 residents. This catchment covers four Local Government Areas (LGAs): Wollongong, Kiama, Shellharbour and Shoalhaven. ISLHD operates eight hospital sites in Coledale, Bulli, Wollongong, Port Kembla, Shellharbour, Berry, Shoalhaven and Milton Ulladulla, and community health services operating from approximately 58 locations across the region. ISLHD is one of the region’s largest employers with a workforce of more than 7,300 staff and an annual expense

budget of over $900 million.

Introduction to Illawarra Shoalhaven Local Health District

District Governance

NSW local health districts (LHDs) are established statutory corporations under the Health Services Act 1997. They are responsible for managing public hospitals and health institutions and for providing health services to defined geographical areas of the State. The primary purposes of a local health district, as set out in section 9 of the Health Services Act 1997, are to:• provide relief to sick and injured people through the

provision of care and treatment and;• promote, protect and maintain the health of the community.

LHDs collaborate with other health and social service providers to meet these responsibilities, for example Primary Health Networks, General Practitioners (GPs), other private health providers, Family and Community Services (FACS), Non-Government Organisations (NGOs), Aboriginal Medical Services (AMS) and local government.

LHD boards are appointed by the NSW Minister for Health. The Board’s responsibility is to provide strategic oversight of and monitor the District’s financial and operational performance. ISLHD is chaired by Professor Denis King OAM and has 12 Board Members with a range of health and commercial experience and local knowledge of the District.

ISLHD’s Chief Executive, Margot Mains, and the Executive team work closely with the Board and with input from clinicians and the local community to ensure that ISLHD delivers consistently high patient care.

ISLHD is one of the region’s largest employers with a workforce of more than 7,300 staff and an annual expense budget of over $900 million.


Our Residents

Our Budget

Our SitesTotal populationof more than

400,000 PEOPLE

identify as Aboriginal or Torres Strait Islander

3.4% of our population

of our population were born overseas

18.4%

of our population are 65 years or older

19%

More than

visit the District annually6.7 million tourists

annual budget+$900 million

COLEDALEBULLI

WOLLONGONGPORT KEMBLA

SHELLHARBOUR

DAVID BERRY

SHOALHAVEN

MILTON ULLADULLA

Our Services

Our Staff

inpatient admissions toour hospitals in a year

93,800

community visits in a year* 735,600

Emergency Department presentations in a year

152,300

Patients spent an average of

4 DAYS in hospital

More than

employees7,300

More than 55 community health service sites

8 HOSPITALSITES

* includes hospital outpatient, community based and in-home treatment


National Focus

Under the National Primary Health Care Strategic Framework, the Commonwealth, State and Territory Governments agree to work together on four strategic outcomes:• Build a consumer-focused integrated primary health care system• Improve access and reduce inequity• Increase the focus on health promotion and prevention, screening and early

intervention and

• Improve quality, safety, performance and accountability.

State Framework

At a State level, the NSW State Health Plan: Towards 2021 provides a strategic framework based on: • Three Directions: Keeping People Healthy, Providing World-Class Clinical Care and

Delivering Truly Integrated Care, and• Four Strategies: Supporting and Developing our Workforce, Supporting and

Harnessing Research and Innovation, Enabling eHealth, and Designing and Building Future-Focused Infrastructure.

Building on this, the State outlines its core objectives and aligns to the NSW State and Premier’s Priorities through its Strategic Priorities 2017/18. The NSW Health Strategic Priorities 2017/18 are:1. Keep people healthy2. Provide world-class clinical care where patient safety is first3. Integrate systems to deliver truly integrated care4. Develop and support our people and culture5. Support and harness health and medical research and innovation6. Enable eHealth, health information and data analytics7. Deliver future focused infrastructure and strategic commissioning

8. Build sustainability and robust governance.

Local Challenges

ISLHD’s strategic priorities take into account the Federal and State priorities in the context of current local health challenges. These challenges are accompanied with the changing needs and expectations of the community and factors such as socio-economic background, age and other characteristics. We recognise that in our community, some groups have greater and/or distinct health care needs when compared to the rest of the population. Other factors that require a local response are

explored on the following page.

Our Strategic Context

ISLHD operates in a changing and complex environment of federal and state health priorities


Population By 2031 our population is expected to grow to over 450,000 people, placing increased demand on existing services. Our population is, on average, more disadvantaged than the NSW population, based on the composite Socio Economic Index for

LGAs, with the exception of Kiama.

Ageing populationWe have a higher proportion of people aged 75 years and older (8.3%) when compared to the NSW average (6.74%). People aged over 65 years are our fastest growing age group. By 2031, it

is projected that 25% of our residents will be over 65.

Aboriginal populationAboriginal and Torres Strait Islander Australians experience higher prevalence and earlier incidence of most chronic diseases including cardiovascular disease, diabetes and kidney disease when compared with non-indigenous Australians. More than 3.4% of our population identify as Aboriginal or Torres Strait Islander which is higher than the State average of 2.9%.

RuralityApproximately 25% of our population are currently living in the Shoalhaven LGA. Given this is a quarter of our population, it represents a challenge and often a mismatch between the demand and the supply of services for the Shoalhaven, particularly as many public and private services are concentrated

in the Wollongong LGA.

Workforce attraction and retention The health workforce is one of the most rapidly aging sectors nationally. Our proximity to major metropolitan hospitals in Sydney is an opportunity and challenge. Ongoing workforce capacity challenges include a lack of specialised senior staff and

GPs in the Shoalhaven, particularly during the holiday period.

Location InvestmentThe NSW Government focus on increasing transport and housing in the Wollongong area, northern corridor and Lake Illawarra, and plans to grow Port Kembla’s capacity in international trade, will

also increase the need for services in Southern Illawarra.

Purpose

Vision

To provide best practice health care and programs that promote thehealth and wellbeing of people in the Illawarra Shoalhaven

Excellent services, quality partnerships, healthy communities

Strategicpriorities

What doessuccess

look like?

Criticalenablers

COREValues

1. Excellence inmodels of care,health programs

and healthservices

2. An engagedand high

performingworkforce for

the future

3. Innovation,agility andlearning forcontinuous

improvement

4. Efficient, effective,

sustainablefinancial

operations

ISLHD has areputation for delivery of high

quality health careand appropriate

services

ISLHD is consideredan employer ofchoice within

the region

ISLHD is respectedand recognised for research and

innovation toimprove health

care

ISLHD is a financially sustainable and

fiscally responsibleorganisation

COLLABORATION OPENNESS RESPECT EMPOWERMENT

1. Partnerships and engagement Build and maintain strong partnerships and relationships with our stakeholders, both health and more broadly

3. Information Technology and eHealth Expand the use of eHealth and information technologies to deliver health services more effectively and more efficiently

2. Governance Strengthen governance and accountability at all levels of the LHD

Our Health

have high cholesterol* 23% of people

are classi�ed as overweight or obese*

64% of people

have diabetes or high blood glucose levels*

11.8% of people

have high blood pressure* 32% of people

* based on people aged 16 years and over

Our residents are more likely to be current smokers

Our Workforce

will be aged 55 yearsand over by 2021

25% of our workforce

Competition for talent with our neighbouring Health Districts

Our PopulationBy 2031 our population is expected to grow to

456,790 PEOPLE

will be 65 yearsand older by 2031

25% of our population

disadvantaged thanOur LHD is more

NSW population


Our Strategy at a glance


Purpose

Vision

To provide best practice health care and programs that promote thehealth and wellbeing of people in the Illawarra Shoalhaven

Excellent services, quality partnerships, healthy communities

Strategicpriorities

What doessuccess

look like?

Criticalenablers

COREValues

1. Excellence inmodels of care,health programs

and healthservices

2. An engagedand high

performingworkforce for

the future

3. Innovation,agility andlearning forcontinuous

improvement

4. Efficient, effective,

sustainablefinancial

operations

ISLHD has areputation for delivery of high

quality health careand appropriate

services

ISLHD is consideredan employer ofchoice within

the region

ISLHD is respectedand recognised for research and

innovation toimprove health

care

ISLHD is a financially sustainable and

fiscally responsibleorganisation

COLLABORATION OPENNESS RESPECT EMPOWERMENT

1. Partnerships and engagement Build and maintain strong partnerships and relationships with our stakeholders, both health and more broadly

3. Information Technology and eHealth Expand the use of eHealth and information technologies to deliver health services more effectively and more efficiently

2. Governance Strengthen governance and accountability at all levels of the LHD

12 / ILLAWARRA SHOALHAVEN LOCAL HEALTH DISTRICT12 / ILLAWARRA SHOALHAVEN LOCAL HEALTH DISTRICT

Our Vision and Purpose

Excellent services, quality partnerships,

healthy communities

The ISLHD vision statement expresses our ideals as an organisation and specifies three attributes that will underpin our goal setting and decision making:

• Excellent services – we intend to provide evidence based best practice health services

• Quality partnerships – we understand that excellence will be dependent on collaboration with patients, their families, other health providers and other community and government organisations

• Healthy communities – our highest responsibility is to the health of our communities

The ISLHD vision statement declares the intention of the Board, Executive and staff regarding the provision of health services for the communities of the Illawarra Shoalhaven.

Our Vision

Our Purpose

To provide best practice health care and programs that promote the health and wellbeing of the people in the Illawarra Shoalhaven.

ISLHD will continuously focus on population health data and outcome measures to assess the health of our communities and where we need to focus

improvements.


Service delivery in the ISLHD has grown up over a long period of time. This plan enables us to update the distribution of our services and workforce and the way in which care is delivered in order to provide best-practice health care that best meet the health needs of the local community.

The strategic priorities identified in this plan take into account the local and wider health system context, the changes in demographics and health status, and current knowledge regarding best ways of delivering health services to achieve good outcomes.

ISLHD will provide care that achieves patients’ outcomes in a cost effective manner. Our four strategies will guide decisions on how we design services and allocate resources.

Strategy 1 Excellence in models of care, health programs and health services

Strategy 2 An engaged and high performing workforce for the future

Strategy 3 Innovation, agility and learning for continuous improvement

Strategy 4 Efficient, effective, sustainable financial operations

Our Strategic Priorities


A focus on excellence in models of care means that we will assess how we deliver health services against what is currently known ‘best-practice’, and develop and implement plans to address gaps. This process will require collaborating with patients, communities, the Agency for Clinical Innovation (ACI), the Clinical Excellence Commission (CEC), benchmarking organisations and other experts to assemble the evidence of best-practice and localise it to our region.

Implementation of changes will require consultation with all stakeholders, collaboration with our partners, an

organisational commitment to improvement and bold and capable leadership.

Outcomes:

1. Systematic partnering with consumers across all services2. Care decisions guided by evidence3. Increase in access to outpatient and community services for ambulatory sensitive

conditions4. Systematic collection and benchmarking of clinical outcome measures5. Improvement in the health outcomes for Aboriginal and Torres Strait population

Examples of Initiatives:

• Implementation of ‘Leading Better Value Care’ initiatives• Implementation of Access and Flow Plan• Closing the Gap of health inequality for Aboriginal and Torres Strait Islander people• Implementation of the Local Decision Making Formal Accord Agreement negotiated with

NSW Government and IWACC• Implementation of Integrated Care strategies • Expansion of services that provide ‘care closer to home’ including increasing the use of

Hospital In the Home and community based services

Strategic Priority OneExcellence in models of care, health programs and health services


Our workforce is our primary resource to deliver on our vision and purpose. ISLHD faces a number of challenges over the next 10 years and beyond due to the changing demographics and health status of our local communities. At the same time, an ageing workforce and impending national skills shortage across the sector means it will be a challenge to build a workforce of the size and with the necessary skills required to meet forecast growth. This plan takes up the challenge to improve services through building an engaged and high performing workforce.

We will create a work environment based on NSW Health CORE Values (Collaboration, Openness, Respect and Empowerment) where: responsibilities and accountabilities are clear, our workforce is inspired and supported to do their best every day, there is a safe and caring environment for our workforce and patients,

and there is a culture of fairness, integrity, recognition and shared accountability.

Outcomes:

1. Protect the safety and wellbeing of staff through the provision of a safer workplace and minimisation of work related injuries and illness

2. Optimise the potential of staff through structured workforce planning, learning and development

3. Build a performance driven organisation supported by role clarity, accountability, and authority at its core along with strongly aligned recognition

4. Engage staff through the provision of effective values based managerial leadership at all

levels


• Implementation of Workforce Strategy focused on the future• Implementation of Workforce Safety and Well-Being Strategic Plan (2015-2019)• Implementation of Aboriginal Employment Strategy• Implementation of an Execution Accountability Framework to cascade goals throughout

the LHD and address variances in delivery• Development and implementation of Workforce Development Strategic Plan to build

capability in our people

Strategic Priority TwoAn engaged and high performing workforce for the future


The health industry is in a constant state of change – government priorities, funding and financing, clinical knowledge, and changes in the populations we serve and their expectations. We have changing workforce dynamics and we need to daily adjust to the medical emergencies that present. That said, there are workforce hierarchies, complex interdependencies and diverse ways of doing things that make transformational change difficult.

The imperative to think and do things differently in health care service and system delivery is essential to address continued pressure on budgets and increased consumer expectations. The ISLHD community can benefit from innovations in diagnostic technology, pharmaceuticals, surgical procedures and medical devices only if they are embedded in health care service delivery processes that provide timely, patient-centred, safe, effective, efficient, coordinated and equitable access.

This strategy is about ISLHD as a ‘learning organisation’, one that undertakes continuous change in response to changes in knowledge and the market – enabling innovation and workforce development through research, enabling agility with an engaged and high performing workforce, and building capability in continuous

improvement through the smart use of data, planning, implementation skills and accountability to results.

Outcomes:

1. Improved data analytics driving the business and decision making. Increased access to data to inform clinical practice and business decisions

2. Increased number of research and education projects and translation of research and evidence into innovation in health care practices

3. Systems in place to enable managers across the organisation to define problems, design solutions and lead change initiatives

4. An organisation culture that values innovation and collaboration and that encourages and empowers health care teams to be agile in developing and evaluating improved business

practices and models of care


• Implementation of the ISLHD Research Strategy• Use the Centre for Health Research Illawarra Shoalhaven Population (CHRISP) to drive

research translation to clinical practice • Development and implementation of the District’s quality and safety plan• Embedding continuous improvement methodologies and tools • Continued promotion of opportunities for staff innovation and new ideas through

programs such as Illuminate Innovation

Strategic Priority ThreeInnovation, agility and learning for continuous improvement


Like all health services, ISLHD faces cost pressures to deliver services within the funding provided. ISLHD must make choices that result in high quality care being equitably accessible across the Illawarra Shoalhaven.

Our vision of excellence and quality mean we must do things in a way that is effective, meets patients’ needs, is efficient and minimises waste. This thinking is driving an increased focus on defining ‘value’, the outcomes related to the cost.

We define sustainability as operating within our means, ensuring that we are looking after immediate and long

term financial well-being.

Outcomes:

1. An organisation that delivers accurate and timely financial management information that is interpreted and utilised to drive value based (cost benefit) decision making

2. Disciplined business model that assigns accountability and delivers sustained financial viability, maximised revenue, productivity and cost efficiency

3. Optimised use of resources supporting investment and dis-investment decisions aligned to Service Plans

4. Improved supply chain logistics and inventory management5. Secure and reliable information communications and technology systems in place to

support the operations of the organisation


• Implementation of a decision-making framework with a focus on productivity and efficiency, investment and disinvestment

• Implementation of an asset management and maintenance framework• Implementation of a procurement and supply chain strategy• Delivery of priority capital assets plans including redevelopment of Shellharbour

Hospital, Shoalhaven Hospital Car Park, HealthOne projects and integrated primary and community health infrastructure plan

• Implementation of the District’s eHealth/Information Communications and Technology Strategy

Strategic Priority FourEfficient, effective, sustainable financial operations


The four strategic priorities discussed above overview ISLHD’s priorities in meeting our vision and purpose over the next three years, based on an assessment of our context and our current operational performance. The initiatives and outcomes of these strategic priorities are dependent on a set of ‘enablers’, three of these

are deemed critical to our success.

Our Critical Enablers

Implementation of best-practice use of information and communication technology (ICT) is fundamental to achieving our vision, each of our strategies and all aspects of ISLHD operation – clinical and corporate. Best-practice models of care include shared care planning and Telehealth. A high performing workforce requires best in class rostering. Continuous improvement is based on robust performance data, and sustainable finances is based on high quality costing software.

ISLHD needs to continue to modernise and access all available resources to remain current and maximise the contributions technology can deliver to all our strategies. It will do this primarily through delivery of the ISLHD eHealth Strategy which will include execution of our Digital Health (Telehealth Plan) and supporting opportunities for future information technology integration and investment.

Achieving ISLHD’s vision and purpose and the implementation of our strategies is dependent on the processes of making and implementing decisions, from the front line of the organisation to the Board. We must ensure that our organisation has a strong focus on excellence, quality and safety and that we have policies and procedures in place that guide us to best practice. Clarity of roles and responsibilities has been highlighted in our strategies.

Compliance with policies and accountability for decision making are key to effecting change. ISLHD will do this in part by meeting NSQHS Standard 1 – Governance for Safety and Quality in Health Service Organisations. In particular this enabler will focus on developing our corporate governance framework, managing our legislative compliance, implementation of the Enterprise Risk Management Strategic Plan and Board governance. Critical to this is the governance that is also maintained in ensuring service agreements, annual, 90 day and staff Personal Effectiveness and Development (PED) plans are in alignment with our Strategic Directions.

While ISLHD has broad responsibility for the health of our region, this is dependent on collaboration with a range of stakeholders including patients, Primary Health Networks, General Practitioners (GPs), other private health providers, Family and Community Services (FACS), Non-Governmental Organisations (NGOs), Aboriginal Medical Services (AMS), Aboriginal Community Controlled Health Service (ACCHS), local government as well as Universities and training institutes.

Building and strengthening ISLHD’s working relationships with its partners is fundamental to achieving our purpose to promote health and wellbeing to our community. So too is the need to actively engage with our community and consumers to educate, inform and empower them to play an active role in their own health. ISLHD will do this as part of meeting National Safety and Quality in Healthcare Standards (NSQHS): Standard 2 – Partnering with Consumers to ensure we have systematic and collaborative engagement with patients about how their care is delivered. ISLHD will also focus on ensuring that strategies and programs are aligned to that of our partners to drive the delivery of key health outcomes for our communities.

Partnerships and Engagement

Governance

Information Technology and eHealth


In the Illawarra Shoalhaven Local Health District we can best achieve Our Vision of Excellent services, quality partnerships, healthy communities by living the CORE Values with each other.

Our CORE Values

• caring for our patients, our communities and each other, providing a safe and supportive environment for everyone

• interacting in a way that acknowledges that everyone’s input, skills and experience contributes to our success

• communicating in a way that builds trust and embraces transparency• genuinely listening to what others have to say as we believe their

feedback and ideas help us to improve

• looking after the safety and health of our colleagues because we are all important to someone

• celebrating our diversity and acknowledging that our individual differences make us better as a whole

• ensuring everyone has clear individual and team roles and accountabilities

• encouraging and enabling decision-making at the local level

CANDIDATE INFORMATION PACK - HardyGroup

Documents

Transcript of CANDIDATE INFORMATION PACK - HardyGroup