DIRECTOR, CLINICAL GOVERNANCE NORTHERN NSW LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
CANDIDATE INFORMATION PACK DIRECTOR, CLINICAL GOVERNANCE NORTHERN NSW LOCAL HEALTH DISTRICT
CANDIDATE INFORMATION PACK Director, Clinical Governance TABLE OF CONTENTS Executive Summary 3 Northern NSW Local Health District 4 Director, Clinical Governance 7 Employment Terms & Conditions 10 How to Apply 11 HardyGroup | IN CONFIDENCE 2
CANDIDATE INFORMATION PACK
Director, Clinical Governance
EXECUTIVE
SUMMARY
Northern NSW Local Health District’s (NNSWLHD) vision is a health community through quality care. The
District (NNSWLHD) provides a diverse range of public healthcare to over 300,000 residents through eight (8)
hospitals and four (4) multi-purpose services, 21 community health centres including HealthOnes. The District
covers a large area in northeastern NSW extending from Tweed Heads in the north to Tabulam and Urbenville
in the west and to Nymboida and Grafton in the south, an area of 20,732 square kilometers.
A Director, Clinical Governance is now sought to participate as an integral member of the local health district
executive team and provide leadership of the clinical governance function, to promote and support patient
safety, clinical excellence, research and innovation across the district. The Director provides high level expert
advice to the Chief Executive and LHD Executive on all clinical governance issues and works collaboratively
with managers, staff and key stakeholders to analyse, maintain and improve patient safety and clinical quality
systems across the District.
The role will suit a health care professional with a passion for working in a high performing Local Health District
with a connected and engaged clinical workforce that is progressive and innovative. With major capital
development program underway across the District this is an opportunity to provide clinical governance
oversight to clinical redesign and the development of innovative models of care to support the health and
wellbeing of the communities of Northern NSW.
The successful applicant will have:
• demonstrated senior management experience in a major health care institution
• extensive practical knowledge of clinical systems and health services, including understanding of
human and other factors impacting on patient safety
• knowledge and understanding of public health policy issues including evidence based practice, health
care safety and quality, health service evaluation, health care funding and resource allocation.
HardyGroup | IN CONFIDENCE 3
CANDIDATE INFORMATION PACK
Director, Clinical Governance
NORTHERN NSW
LOCAL HEALTH DISTRICT
A health community through quality care
Northern NSW Local Health District (NNSWLHD) provides a diverse
range of public healthcare to over 300,000 residents across the district
through eight (8) hospitals and four (4) multi-purpose services, 21
community health centres including HealthOnes.
NNSWLHD covers a large area in northeastern NSW extending from
Tweed Heads in the north to Tabulam and Urbenville in the west and
to Nymboida and Grafton in the south, an area of 20,732 square
kilometers.
In 2011 the estimated population within NNSWLHD was 288,241 and
is projected to increase by an estimated 16.3% by 2031.The population
of persons aged 65 years and older is expected to increase by
approximately 71% in the same period.
People of Aboriginal and Torres Strait Islander heritage make up 4.5
per cent of the population in Northern NSW compared to 2.9 per cent for all NSW.
The District delivers a broad range of health services in state-of-the-art facilities, with access to general and
specialist services. Staff are connected to best-practice medical care throughout Australia thanks to a growing
network of training opportunities and relationships with local and metropolitan tertiary education providers.
NNSWLHD is undertaking major capital projects at several facilities, which will support staff and clinicians in
providing excellent care to the District’s communities well into the future.
Continued developments in Information Communication Technologies and Integrated Care have resulted in
improved patient outcomes and hospital services.
Vision
A healthy community through quality care
Purpose
Work together to deliver quality health outcomes across our communities.
HardyGroup | IN CONFIDENCE 4
CANDIDATE INFORMATION PACK Director, Clinical Governance Values Collaboration: We are committed to working collaboratively with each other to achieve the best possible outcomes for our patients who are at the centre of everything we do. In working collaboratively, we acknowledge that every person working in the health system plays a valuable role that contributes to achieving the best possible outcomes. Openness: A commitment to openness in our communications builds confidence and greater cooperation. We are committed to encouraging our patients and all people who work in the health system to provide feedback that will help us provide better services. Respect: We have respect for the abilities, knowledge, skills and achievements of all people who work in the health system. We are also committed to providing health services that acknowledge and respect the feelings, wishes and rights of our patients and their carers. Empowerment: In providing quality health care services we aim to ensure our patients are able to make well informed and confident decisions about their care and treatment. HardyGroup | IN CONFIDENCE 5
CANDIDATE INFORMATION PACK Director, Clinical Governance Strategic Plan 2019 – 2024 The strategic plan set out the direction for NNSWLHD over the next five years, consistent with the vision of a healthy community through quality care. These six Strategic Priorities will guide future development of the health services across NNSWLHD. HardyGroup | IN CONFIDENCE 6
CANDIDATE INFORMATION PACK Director, Clinical Governance DIRECTOR, CLINICAL GOVERNANCE POSITION PURPOSE The Director, Clinical Governance (Director) is responsible for establishing, directing and managing the clinical governance function of the Local Health District (LHD) to promote and support patient safety and clinical excellence within health services. The Director provides high level expert advice to the Chief Executive and LHD Executive on all clinical governance issues and works collaboratively with managers, staff and key stakeholders to analyse, maintain and improve patient safety and clinical quality systems across the District. KEY DUTIES AND RESPONSIBILITIES The Director is responsible for the following: Develop and lead organisational capacity and capability to support a safe culture throughout the organisation. Ensure effective identification, investigation, management, monitoring and reporting of clinical safety risks and adverse patient events within the Health Service. Oversee the LHD incident reporting and complaints handling systems and investigate concerns/complaints regarding clinicians, working with line managers to facilitate fair and speedy resolution. Work collaboratively with and support clinical staff of the LHD to ensure rigorous review and audit of patient outcomes with effective uptake of safety initiatives (e.g. deteriorating patient, medication safety). Lead and manage an effective Clinical Governance Unit to ensure state and LHD priorities are met in a timely and effective manner. Support the District's peak clinical governance meetings – i.e. NNSWLHD Health Care Quality & Safety (Board) Committee and NNSWLHD Research and Innovation Committee. Contribute to corporate improvements by working with LHD Clinical Governance Units, the NSW Ministry of Health, the NSW Clinical Excellence Commission, the Agency for Clinical Innovation, the Clinical Education and Training Institute and other key clinical and health and education organisations. HardyGroup | IN CONFIDENCE 7
CANDIDATE INFORMATION PACK
Director, Clinical Governance
Role model and lead a culture of excellence based on the organisations values and Transforming Your
Experience strategy to ensure the organisation delivers patients/client focused service in an adaptive,
responsive and performance oriented manner.
ESSENTIAL CRITERIA
The Director will demonstrate experience, skill and knowledge in the following criteria:
1. Relevant tertiary qualifications in medicine, nursing/midwifery, allied health or other relevant
discipline.
2. Extensive practical knowledge of clinical systems and health services, including understanding of
human and other factors impacting on patient safety.
3. Knowledge and understanding of public health policy issues including evidence based practice, health
care safety and quality, health service evaluation, health care funding and resource allocation.
4. Experience in a similar role or function.
TARGETED QUESTIONS
When applying for the position, you are required to respond to the two target questions below.
1. Detail your previous experience in successfully leading change within a complex and diverse health
system that directly led to improvements in clinical governance systems, and patient safety.
2. Describe your approach to leading a large and complex health organisation to meet standards of
accreditation and transition to new standard frameworks are they arise.
ESSENTIAL QUALIFICATIONS & EXPERIENCE
The incumbent must have:
• Relevant tertiary qualifications in medicine, nursing/midwifery, allied health or other relevant
discipline
CHALLENGES
Major challenges currently associated with the role include:
• Harnessing clinical support for implementation of key patient safety strategies where competing
priorities exist.
HardyGroup | IN CONFIDENCE 8CANDIDATE INFORMATION PACK
Director, Clinical Governance
• Ensuring clinical staff have access to the information needed to facilitate improvement in patient
safety.
• Supporting the LHD to meet national priorities including access and flow, mental health and digital
health.
• Maintaining robust clinical governance over the operations of the organisation but also the change
and reform underway across the district.
REPORTING & KEY RELATIONSHIPS
The Director reports directly to the Chief Executive, NNSWLHD.
The Director provides high level expert advice to the Chief Executive and LHD Executive on all clinical
governance issues and works collaboratively with managers, staff and key stakeholders to analyse, maintain
and improve patient safety and clinical quality systems across the District.
View other key relationships and expectations in the Role Description.
KEY DATA
Staffing 14.62 FTE
Annual Budget $2,396,640
Service Location Northern NSW
Useful Links Role Description
Northern NSW LHD Website
Strategic Plan
Organisational Chart
HardyGroup | IN CONFIDENCE 9CANDIDATE INFORMATION PACK
Director, Clinical Governance
EMPLOYMENT TERMS
& CONDITIONS
REMUNERATION Remuneration is dependent on qualifications, skills and experience
and an indication of potential range can be discussed with the
Consultant.
CLASSIFICATION NSW Executive Band 1. Depending on qualifications consideration
will be given to a medical officer salary band.
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.)
NSW PUBLIC SECTOR CAPABILITY FRAMEWORK
The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability
Framework is available in the Position Description and via the Public Service Commission website.
HardyGroup | IN CONFIDENCE 10CANDIDATE INFORMATION PACK
Director, Clinical Governance
HOW TO APPLY
The closing date for applications is Wednesday 4 August 2021
The reference number to include in your application is H19_3772
For a confidential discussion, please contact Principal Consultant, Liz Hlipala
M: +61 (0)401 122 301
E: lhlipala@hardygroupintl.com
For queries relating to applications please contact Senior Executive Search Coordinator, Anna Brownjohn:
T: +61 (0)409 977 847
E: abrownjohn@hardygroupintl.com
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 HG Application Form
2. Cover letter addressed to the Principal Consultant;
3. A written response addressing the two targeted questions, found on page 8; and
4. An up to date copy of your Curriculum Vitae.
HardyGroup | IN CONFIDENCE 11CANDIDATE INFORMATION PACK Director, Clinical Governance 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 HG complies with the Privacy Act 1988 (Cth), all applications are treated by HG 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 Positions Health Services. As part of the selection process, personal information will be dealt with in accordance with HG’s Privacy Policy and the Information Privacy Act 2009. HardyGroup | IN CONFIDENCE 12
Role Description
Director Clinical Governance
Cluster NSW Health
Agency Northern NSW Local Health District
Division/Branch/Unit Northern NSW Local Health District
Location Negotiable
Classification/Grade/Band HSSE Band 1
Senior Executive Work Level Standards Work Contribution Stream: Professional/Technical/Specialist
Kind of employment Ongoing
Role Number 52090
ANZSCO Code 132411
PCAT Code 2331192
Date of Approval July 2021
Agency Website http://nnswlhd.health.nsw.gov.au and www.health.nsw.gov.au
Agency overview
Northern NSW Local Health District (NNSWLHD) covers an area of 20,732 square kilometers, extending
from Clarence Valley LGA in the south to the Tweed LGA in the north. The western and southern borders of
NNSW LHD join the Hunter New England LHD and Mid North Coast LHD.
NNSWLHD provides quality health care at public hospitals and multi-purpose centers in Ballina, Bonalbo
Byron Bay, Casino, Grafton, Kyogle, Lismore, Maclean, Murwillumbah, Nimbin, Tweed Heads and
Urbenville as well as 20 Community Health Services and HealthOnes across the LHD.
NNSWLHD has a vision for better health and excellence in health care by working together to promote
better health across our diverse community and provide person centred, integrated care through a valued,
skilled, motivated and sustainable workforce.
For more information go to http://nnswlhd.health.nsw.gov.au and www.health.nsw.gov.au
Primary purpose of the role
The Director Clinical Governance is responsible for establishing, directing and managing the clinical
governance function of the Local Health District (LHD) to promote and support patient safety and clinical
excellence within health services. The role provides high level expert advice to the Chief Executive on all
clinical governance issues and works collaboratively with other members of the LHD Executive and key
stakeholders to analyse, maintain and improve patient safety and clinical quality systems across the District.
1Key accountabilities
• Develop and lead organisational capacity and capability to support a safe culture throughout the
organisation
• Ensure effective identification, investigation, management, monitoring and reporting of clinical safety risks
and adverse patient events within the LHD
• Oversee the LHD incident reporting and complaints handling systems and investigate concerns/complaints
regarding clinicians, working with line managers to facilitate fair and speedy resolution
• Work collaboratively with and support clinical staff of the LHD to ensure rigorous review and audit of patient
outcomes with effective uptake of safety initiatives (e.g. deteriorating patient, medication safety)
• Lead and manage an effective Clinical Governance Unit to ensure state and LHD priorities are met in a
timely and effective manner
• Support the District's peak clinical governance meetings – i.e. NNSWLHD Health Care Quality & Safety
(Board) Committee and NNSWLHD Research and Innovation Committee
• Contribute to corporate improvements by working with other LHD Clinical Governance Units, the NSW
Ministry of Health, the NSW Clinical Excellence Commission, the Agency for Clinical Innovation, the
Clinical Education and Training Institute and other key clinical and health and education organisations
• Role model and lead a culture of excellence based on the organisations values and Transforming Your
Experience strategy to ensure the organisation delivers patients/client focused service in an adaptive,
responsive and performance-oriented manner.
Key challenges
• Harnessing clinical support for implementation of key patient safety strategies where competing priorities
exist
• Ensuring clinical staff have access to the information needed to facilitate improvement in patient safety
• Overcoming resistance to open disclosure, investigation, quality assessment and clinician performance
management.
Key relationships
Who Why
Internal
Chief Executive • Provide the Chief Executive with information, reports and
recommendations regarding the clinical safety, quality and
governance systems of the Local Health District.
Other LHD Executives • Provide advice to other executive staff to ensure a consistency of
approach to clinical quality and patient safety and work with them as a
team to ensure the best service possible is delivered to patients.
Director of Clinical Operations and • Ensure good coordination and support for safety and quality activities
Director Mental Health, Alcohol and by clinical staff and ensure barriers to implementationof sound clinical
other Drugs governance principles at the workplace are overcome.
Chairs & Members of District and • Ensure a consistency of approach to clinical quality and patientsafety
Facility/ServiceClinical & Quality and work with them as a team to ensure the best servicepossible is
Councils delivered to patients.
Role Description Director Clinical Governance 2Who Why
External
Ministry of Health • Liaise with senior executives to ensure state-wide coordinationof
safety and quality activities.
Agency for Clinical Innovation, Clinical • Works co-operatively with these agencies to ensure mutual support
Excellence Commission and Health for assessment and support activities, including Quality System
Education and Training Institute, Assessments.
Bureau of Health Information, Health
Infrastructure, Cancer Institute (NSW)
and other entities established following
the health reforms
Senior Clinical Staff • Work with senior clinical staff to support and promote clinical process
improvement activities.
NSW Health Directors of Clinical • Participate as an active member of the Forum to ensure ideas,
Governance Forum research and initiatives are shared and services are based on best
practice and available evidence.
Local community organisations and • Regularly to ensure effective consultation and input into LHD planning
stakeholders and decisions and dissemination of information about the LHD to the
public.
Hospital Quality Committees/Lead • These are established in each LHD at a hospital level to provide
Clinician Groups advice to local management on improving quality and safety in
hospitals; planning efficient allocation of services within an LHD;
developing innovative solutions to address the needs of local
communities; translating national best practice into local delivery of
service.
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, • As required to meet statutory accountability requirements and ensure
Ombudsman and other Government sound governance of the LHD.
accountability agencies
Role dimensions
Decision making
The Director, Clinical Governance has day-to-day autonomy in directing and managing the Clinical
Governance Unit’s activities and deploying its resources within the overall budget allocation.
Reporting line
Chief Executive
Direct reports
5
Role Description Director Clinical Governance 3Budget/Expenditure
$2.4 million
Essential requirements
• Relevant tertiary qualifications in medicine, nursing/midwifery, allied health or other relevant discipline
• Extensive practical knowledge of clinical systems and health services, including understanding of human
and other factors impacting on patient safety
Key knowledge and experience
• Knowledge and understanding of public health policy issues including evidence based practice, health care
safety and quality, health service evaluation, health care funding and resource allocation
• Demonstrated capacity to lead clinicians and to initiate and achieve significant change and improvement in
clinical governance
• Extensive proven experience at a senior management level in a substantial and complex organisation.
Capabilities for the role
The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability
Framework is available at www.psc.nsw.gov.au/capabilityframework
Capability summary
The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in
bold. Refer to the next section for further information about the focus capabilities.
Role Description Director Clinical Governance 4NSW Public Sector Capability Framework
Capability Group Capability Name Level
Display Resilience and Courage Advanced
Act with Integrity Advanced
Manage Self Advanced
Value Diversity Advanced
Communicate Effectively Highly Advanced
Commit to Customer Service Advanced
Work Collaboratively Advanced
Influence and Negotiate Advanced
Deliver Results Advanced
Plan and Prioritise Advanced
Think and Solve Problems Advanced
Demonstrate Accountability Advanced
Finance Adept
Technology Adept
Procurement and Contract Management Adept
Project Management Advanced
Manage and Develop People Advanced
Inspire Direction and Purpose Adept
Optimise Business Outcomes Adept
Manage Reform and Change Advanced
Focus capabilities
The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate
competence. The behavioural indicators provide examples of the types of behaviours that would be expected
at that level and should be reviewed in conjunction with the role’s key accountabilities.
NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
Personal Attributes Advanced • Act as a professional role model for colleagues, set high personal
Manage Self 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
• Take the initiative and act in a decisive way
• Demonstrate a strong interest in new knowledge and emerging
practices relevant to the organisation
Relationships Highly Advanced • Articulate complex concepts and put forward compelling arguments
and rationales to all levels and types of audiences
Role Description Director Clinical Governance 5NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
Communicate • Speak in a highly articulate and influential manner
Effectively • State the facts and explain their implications for the organisation
and key stakeholders
• Promote the organisation’s position with authority and credibility
across government, other jurisdictions and external organisations
• Anticipate and address key areas of interest for the audience and
adapt style under pressure
Relationships Advanced • Recognise outcomes achieved through effective collaboration
Work Collaboratively between teams
• Build cooperation and overcome barriers to information sharing,
communication and collaboration across the organisation and
across government
• Facilitate opportunities to engage and collaborate with l
stakeholders to develop joint solutions
• Network extensively across government and organisations to
increase collaboration
• Encourage others to use appropriate collaboration approaches and
tools, including digital technologies
Results Advanced • Undertake objective, critical analysis to draw accurate conclusions
Think and Solve that recognise and manage contextual issues
Problems • Work through issues, weigh up alternatives and identify the most
effective solutions in collaboration with others
• Take account of the wider business context when considering
options to resolve issues
• Explore a range of possibilities and creative alternatives to
contribute to system, process and business improvements
• Implement systems and processes that are underpinned by high-
quality research and analysis
• Look for opportunities to design innovative solutions to meet user
needs and service demands
• Evaluate the performance and effectiveness of services, policies
and programs against clear criteria
Business Enablers Advanced • Prepare and review project scope and business cases for projects
Project Management with multiple interdependencies
• Access key subject-matter experts’ knowledge to inform project
plans and directions
• Design and implement effective stakeholder engagement and
communications strategies for all project stages
• Monitor project completion and implement effective and rigorous
project evaluation methodologies to inform future planning
• Develop effective strategies to remedy variances from project plans
and minimise impact
• Manage transitions between project stages and ensure that
changes are consistent with organisational goals
• Participate in governance processes such as project steering
groups
Role Description Director Clinical Governance 6NSW Public Sector Capability Framework
Group and Capability Level Behavioural Indicators
People Management Advanced • Refine roles and responsibilities over time to achieve better
Manage and Develop business outcomes
People • Recognise talent, develop team capability and undertake
succession planning
• Coach and mentor staff and encourage professional development
and continuous learning
• Prioritise addressing and resolving team and individual performance
issues and ensure that this approach is cascaded throughout the
organisation
• Implement performance development frameworks to align workforce
capability with the organisation’s current and future priorities and
objectives
Role Description Director Clinical Governance 7NORTHERN NSW LOCAL HEALTH DISTRICT ORGANISATIONAL CHART
Manager Media & Corporate
Communications
Fiona Baker Chief Executive
Manager, Office of Chief NNSW LHD
Media and Communications Officer Executive
Casey Fung Wayne Jones
Jennifer Cleaver
Community Engagement Manager
Gerald May
Senior Administration Officer
Kerryn Taylor
Internal Audit
Administration Officer Governing Board Emma Webb
Kathryn Greenwood
Director of Workforce Director of Corporate Director Clinical Director of Clinical Operations Director of Integrated/
Executive Director Director Nursing, Midwifery Director, Finance General Manager Mental
Services Governance Medical Services and Aboriginal Health Value Based Care & Health and Drug and
Allied Health Services Alcohol
Richard Buss Matthew Long David Hutton Lynne Weir Katharine Duffy Vicki Rose
Dr Tim Williams Brett Skinner Deidre Robinson
EA Susan Palmer EA Sandra Martin A/EA Yasmin Bull EA Kaylene Stanford EA Georgia Mohenoa EA Jenny Parsons
EA Susan Brown EA Trish McKinnon EA Ashlee Wallwork
- Medical Administration - Capital, Assets and - Clinical Governance - Ballina Hospital - Allied Health, Chronic
- Medical engagement Leadership, Culture & - Finance - Mental Health
- Work Health Safety Resources - Consumer Relations and - Byron Central Hospital Workforce Development and Primary Care
- Medical workforce - Procurement - Drug and Alcohol
and Insurable Risk - Planning and Privacy - Lismore Base Hospital Clinical Practice - National Disability
models - Performance Unit Services
- Learning and Performance - Patient Safety and - The Tweed Hospital Insurance Scheme
- JMO education & Workforce - Culture & Wellbeing - Culture & Wellbeing
Development - Chief Information Corporate Risk - Clarence Network - Hosted Services
training Education and Professional
- Human Resources Officer - Clinical Quality - MPS Network management for Public
- Medico Legal matters Development
- Workforce - Business Units - Research Support and - Casino Hospital Community and Patient Care Health and Sexual Health
- Medical Contracts
Transactions - Commercial and Development - Murwillumbah Hospital Initiatives - Child and Family Health
- Culture & Wellbeing
- Culture & Wellbeing Contracts - Research Ethics/ - Community Health Services - Integrated Care
Safety Culture
- Business and Finance Governance - North Coast Cancer Institute Essentials of Care - Professional lead – Allied
- Service Redesign - Culture & Wellbeing - Oral Health Disaster and Trauma Health
- Culture & Wellbeing - Renal Services Aboriginal Health - Health Promotion
- Culture & Wellbeing Breast Screen - Value Based Care
Child Protection Program
Culture & Wellbeing - Culture & WellbeingClinical Governance Unit – Organisational Structure
Northern NSW Local Health District
Updated July 2021
Director Clinical
Governance
Executive Assistant
Patient Safety &
Consumer Relations Clinical Quality
Corporate Risk Director of Research
& Privacy Manager Manager
Manager
Program Manager,
Clinical Support / Infection Prevention Research Ehtics &
Clinical Information Between the Flags, Research Operations
Consumer Relations Patient Safety Officer Patient Safety Officer Patient Safety Officer & Control / Clinical Research Governance
Manager Clinical Handover and Manager
Coordinator Nurse Consultant Coordinator
Sepsis Kills
Clinical Information
CoordinatorYou can also read
