EXECUTIVE DIRECTOR OPERATIONS WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK

 
EXECUTIVE DIRECTOR OPERATIONS WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK
CANDIDATE INFORMATION PACK

EXECUTIVE DIRECTOR OPERATIONS
WESTERN SYDNEY LOCAL HEALTH DISTRICT
EXECUTIVE DIRECTOR OPERATIONS WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK
CANDIDATE INFORMATION PACK
Executive Director Operations

TABLE OF
CONTENTS

Executive Summary                      3

Western Sydney Local Health District   4

Executive Director Operations          12

Employment Terms & Conditions          15

How to Apply                           16

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EXECUTIVE
SUMMARY
    •   Strategic leader and influencer
    •   System-wide change management
    •   Strong executive presence

Western Sydney Local Health District is seeking to appoint an inspirational, resilient, outcomes-focused
executive as its new Executive Director, Operations. This role will provide strategic leadership across the
network as well as operational leadership for the delivery of its health services.

With a $1.9 billion budget, Western Sydney Local Health District employs more than 13,000 staff in more than
70 sites across a 780 square kilometre area. A network of hospitals, community and state-wide services
delivers integrated public health care to more than 950,000 residents.

Currently undergoing a multimillion-dollar rebuilding program, Westmead Hospital with its partners will be
one of the largest health, education, research and training precincts in Australia. With 975 beds, it provides
acute medicine, aged care, neurology, rehabilitation, brain injury, cardiac, chronic care, radiology, pathology,
emergency, surgery, intensive care, neonatal, mental health, renal and transplant surgery services.

Auburn Hospital with 155 beds, provides emergency medicine, general medicine, paediatric day surgery,
obstetrics and newborn care services for low-risk births and satellite renal dialysis.

Blacktown and Mount Druitt Hospital with a combined 534 beds comprises Blacktown Hospital with
emergency, intensive and high dependency care, acute medical and surgical care, obstetrics and newborn
care, rehabilitation and acute and community mental health services whereas Mount Druitt Hospital provides
emergency care and planned surgery especially general, orthopaedic and breast surgery.

Cumberland Hospital is a 261-bed mental health facility for the local population, and tertiary acute, extended
and forensic mental health services to greater western Sydney and NSW.

The successful candidate will be an exceptional executive leader with a track record of successful operational
achievement preferably within a large and complex tertiary health care environment. You will possess
excellent stakeholder, communication, negotiation, coaching and interpersonal skills and be recognised for
your collaborative and empowering style. You will be able to initiate, influence and lead sustainable
transformational change. You will have the capability to drive performance and build the capacity and
resilience of your senior management team while delivering outstanding patient care, services and results.

The successful applicant will have tertiary qualifications in Management and/or demonstrated equivalent
knowledge, experience and expertise in health service delivery, across a diverse range of care sectors.

  HardyGroup | IN CONFIDENCE                                                                                  3
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WESTERN SYDNEY LOCAL HEALTH DISTRICT
Western Sydney Local Health District (WSLHD) is a leader in clinical services, research and education providing
a diverse range of public health care to more than 950,000 residents in Sydney’s west as well as services to
those outside its catchment from specialty state-wide centres of expertise.

WSLHD is responsible for delivering and managing $1.9 billion in public healthcare across more than 120
suburbs spanning 780 square kilometres in the Blacktown, The Hills Shire, Cumberland and Parramatta local
government areas.

WSLHD employs more than 13,000 dedicated individuals across more than 70 sites including Westmead,
Auburn, Cumberland, Blacktown and Mount Druitt hospitals as well as a network of comprehensive integrated
care and community-based services.

Major facilities include:
Westmead Hospital-975 Beds
Westmead Hospital is a specialised tertiary
referral hospital for the western
metropolitan area and a major teaching
hospital of the University of Sydney for
medical and dental students. Westmead is
one of Australia’s largest centres for
postgraduate training to specialist level in
all fields.

Westmead Hospital is a member of the
Westmead Health Precinct, with close
relationships to The Children’s Hospital at
Westmead, the University of Sydney, the
Westmead Institute for Medical Research,
and the Children’s Medical Research
Institute.

Other services include acute intervention medicine, aged care, neurology, rehabilitation, allied health, brain
injury, cardiac, chronic care, radiology, pathology, a 24-hour emergency department, surgery, intensive care
service, neonatal intensive care service, mental health, renal, transplant surgery and outpatient services.

Currently undergoing a multimillion-dollar rebuilding program, Westmead Hospital with its partners will be
one of the largest health, education, research and training precincts in Australia.

The NSW Government has committed more than $900 million to the Westmead Redevelopment, including
$750 million for the new hospital building and refurbishments to Westmead Hospital, $95 million for The
Children’s Hospital at Westmead and $72 million for parking improvements.

  HardyGroup | IN CONFIDENCE                                                                                 4
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The University of Sydney has also contributed more than $80 million to the Westmead Health Precinct to
develop new teaching and learning spaces.

Stage 1 and 2 of the hospital’s refurbishment is now substantially complete and includes a new 16-bed
gastroenterology ward, new ear, nose and throat and audiology units, a new 64-bed in-patient unit and the
Westmead Education and Conference Centre, an expanded intensive care unit, gastroenterology
comprehensive care centre and aged care, as well as a new adolescent and young adult unit.

A new 1250-space multi-storey car park has been built and in March 2018, the new Clinical Research Centre
opened at Kids Research at the Children’s Hospital at Westmead.

Please see link to a video on the redevelopment and website outlining the build:

    •   Video of redevelopment- Central Acute Services Building
    •   NSW Government Website on Redevelopment.

Auburn Hospital-155 Beds

Auburn Hospital opened in 2009 and services include emergency medicine, adult general medicine, paediatric
day-only surgery, short-stay medical, obstetrics and newborn care services for low-risk births, satellite renal
dialysis, and non-acute care.

Auburn Hospital is a teaching hospital of the University of Notre Dame and serves a unique population with
60 per cent of local residents born overseas. Auburn Hospital is networked with Westmead Hospital.

  HardyGroup | IN CONFIDENCE                                                                                 5
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Blacktown and Mount Druitt Hospital -534-Beds

Blacktown and Mount Druitt Hospital (BMDH) is a single hospital operating across two campuses – one at
Blacktown and one at Mount Druitt.

Blacktown Hospital provides a 24-hour emergency service, intensive and high dependency care, sub-specialty
acute medical and surgical care, obstetrics and newborn care and sub-acute rehabilitation. Inpatient acute
mental health and community mental health services are delivered from Bungarribee House.

Mount Druitt Hospital offers 24-hour emergency care, and a district-wide role in the provision of planned
surgery, with a high proportion of general, orthopaedic and breast surgery.

BMDH is a unit of the Western Sydney Local Health District (WSLHD) governed by the NSW Ministry of Health.
Although there are two inpatient campuses, it operates under one administration under the umbrella of
Blacktown Mt Druitt Hospital. Clinical Services are distributed across both campuses, allowing for the growth
of expertise within specialities. This facility has strong links with Western Sydney University for teaching and
learning and research. The two facilities are situated 11 kilometres apart.

Images clockwise: Blacktown Hospital, Mt Druitt Hospital, Dialysis Unit Mt Druitt, Blacktown Hospital Courtyard

  HardyGroup | IN CONFIDENCE                                                                                      6
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Cumberland Hospital- 261 Beds

Cumberland Hospital is a mental health facility that provides primary and secondary mental health services to
the local population, and tertiary acute, extended and forensic mental health services to greater western
Sydney and NSW.

They also work in conjunction with five community-based mental health teams who provide community based
acute care, case management and recovery services and access to specialist mental health input and
consultation 24 hours a day, 7 days a week. There is also a range of community mental health residential
facilities as well as recovery support and specialist treatment services located on the campus.

Cumberland Hospital is a teaching hospital for nursing, social work, occupational therapy and psychology
students. Currently there are approximately 261 inpatient beds within Cumberland.

Integrated Care and Community Health Centres:
WSLHD offer a range of services to children, families, young people, adults and older people including speech
pathology, occupational therapy, hearing screening, counselling, community nursing, podiatry, day respite for
elderly people and multicultural health services.

Services are also provided in residents’ homes as well as community settings such as schools and residential
aged care facilities.

  HardyGroup | IN CONFIDENCE                                                                               7
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WESTERN SYDNEY LOCAL HEALTH DISTRICT

             Better health services for the people of western Sydney and beyond

Vision

To create an environment where people can live well, stay well and manage well.
People are supported to improve their health and to live to their full potential.
Individuals; their family and carers are active participants with a collective responsibility
for optimising health outcomes. We are committed to working in partnership to deliver
better health together.

One of 15 local health districts (LHDs) in
the NSW Health system, WSLHD is one of
the State’s fastest growing areas with
more than 1.3 million residents
estimated by 2031.

The WSLHD community comes from
diverse economic, social, and cultural
backgrounds      providing    a   fertile
environment to develop and implement
innovative models of healthcare,
research, infrastructure and new ways of
doing business.

WSLHD has focussed on the participation
of consumers and patients in building
and reshaping services to meet the
challenges of today and the future.

To sustain projected demand WSLHD has
embarked on a multibillion-dollar capital
redevelopment program and continues
to research world’s best practice and
innovations to maintain community
expectations in healthcare delivery,
research and education.

  HardyGroup | IN CONFIDENCE                                                               8
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Values
Collaboration: acknowledges that every person in the health system plays a valuable role that contributes
to achieving the best possible outcomes.
Openness: encourages communications that are transparent and two way to build trust, confidence and
greater cooperation.
Respect: upholds the dignity of each person, and regard for the role, abilities, knowledge, skill and
achievements of each person.
Empowerment: recognizes the knowledge sharing to make well informed decisions to enhance health care.

Strategic Priorities
The Strategic Priorities for 2017-2021 are represented in the image below. The strategic priorities reflect
WSLHD’s commitment to delivering modern health care in the areas that matter most to western Sydney.

Also see link to website: Click here
& WSLHD Year in Review 2018-19

  HardyGroup | IN CONFIDENCE                                                                             9
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WSLHD At A Glance Financial Year 2018-2019

  ~1.9 billion            2,794,063 occasions of               10,658 babies            200,508 ED
   budgets                 service- Hospital non-                  born                Presentations
                         admitted patient services

Priority People for Western Sydney LHD
Western Sydney Local Health District is a diverse community with a
complex range of health needs and have prioritised some key groups due
to their significant health needs.

WSLHD has the second largest population in NSW that is projected to
increase to nearly 1.3 million by 2021.

More than 45 percent of residents were born overseas, and 50.3 percent
speak a language other than English at home. Of these 60,000 arrived in
western Sydney between 2006 and 2011. India leads as the country of
origin and Arabic is the most common non-English language.

Western Sydney is home to one of the largest urban Aboriginal and Torres
Strait Islander populations with many living in socioeconomically
disadvantaged areas.

The 2016 Census indicates about 13,400, or 1.5 per cent of the population
self-identifies as being Aboriginal, with the majority (9500) living in the
Blacktown LGA.

The population of Western Sydney LHD has a significant number of aging
people with a 59 per cent increase in people aged 70 years or over and a
54 per cent increase in people aged 85 years and over is forecast from
2016-2026.

WSLHD residents experience greater socioeconomic disadvantage compared to the general NSW population,
except for those living in The Hills Shire LGA, with the 2016 Census indicating:
39% of residents report a personal income of less than $500 per week; and 21% per cent of households report
a family income of less than $1000 per week.

 HardyGroup | IN CONFIDENCE                                                                             10
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Unemployment is a social problem in Western Sydney and is associated with poor physical and mental health
outcomes.

Statistics of Western Sydney LHD:

                                               •   1 in 4 Australians over 16 will experience mental ill health
 •    68,980 Children up to 4 years
                                                   each year
                                               •   13 390 People in Western Sydney identify as an Aboriginal
 •    123,500 children aged 5-14
                                                   person
 •    120,080 young people 15-24
                                               •   25% of Australians have two or more chronic conditions
      years
 •    68,210 people aged 70+                   •   25% of Australians have two or more chronic conditions

Please see link to the WSLHD Better West Strategic Priorities 2017-2021 for more detail

Images from WSLHD_year-in-review_2018-19
Above, from left: Nimishabahen and Vijaykumar Patel with their newborn at Westmead Hospital; patient Rosa Sciamanna
receives an Easter beauty package; Blacktown Hospital volunteer Terence Green; clinical midwifery educator Stephanie Bishop
with students at the WSLHD Career Expo

  HardyGroup | IN CONFIDENCE                                                                                                  11
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EXECUTIVE DIRECTOR OPERATIONS
POSITION PURPOSE

The Executive Director Operations Western Sydney Local Health District (WSLHD) is accountable for the
management performance of the District in collaboration with the Chief Executive and other members of
the WSLHD Executive Leadership team. The role assumes performance accountability for clinical services
as outlined in the annual WSLHD Service Agreement with the NSW Ministry of Health. As a senior
Executive role within WSLHD, the role provides significant input into the development and oversight of
District strategic and operational plans, policy and development, business and clinical service strategies
and relationship management.

KEY DUTIES AND RESPONSIBILITIES

Key accountabilities of the Executive Director Operations:

    •   Provide strategic and operational advice to the Chief Executive related to the functional areas of
        accountability for the role and as a member of the WSLHD Executive Leadership team.
    •   Provide strategic and operational leadership, management and supervision of operations design and
        performance to meet Service Level Agreement targets.
    •   Lead the Executive Operations management team, in collaboration with other District Executive
        members, provide strategic and operational direction to services; and encourage a culture of
        performance excellence and accountability, a focus on patient, client, consumer, carer and staff
        satisfaction and positive health outcomes, fostering and practically supporting an environment of
        innovation, requiring and demonstrating co-operation and respect when dealing with others in
        managing the health service
    •   Accountable for the management of the LHDs financial position at all levels of the organisation to
        ensure that budget is met whilst driving strategy for access and activity management. Key involvement
        in the management of LHD assets and technology infrastructure to ensure that LHD service delivery
        meets best practice standards.
    •   Accountable for the performance of clinical services. Collaborate with senior clinicians, academics,
        scientists, clinical and support staff to ensure effective clinical governance of the services to meet
        relevant patient safety and quality performance requirements.
    •   Provide executive management of designated clinical services operating across WSLHD to achieve key
        performance targets, including:; Westmead hospital, Auburn hospital, Blacktown hospital, Mount
        Druitt hospital, Integrated and Community Health, Drug Health, Oral Health, Primary and Community
        Healthcare (PACH) and Clinical Networks
    •   Promote, facilitate and lead the implementation of integrated care models in partnership with the
        Primary Health Networks, general practitioners, non- government organisations and the local
        community.

 HardyGroup | IN CONFIDENCE                                                                                  12
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    •   Promote human centred quality plans that improve the patient and consumer experience at WSLHD.
        Provide advice and guidance in applying quality improvement methodology and tools to execute
        quality projects.

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

SELECTION CRITERIA

To be considered a serious contender for this position an applicant must have the bold capabilities outlined
in the framework below, so could you please include a response to these key capability questions:

1. Western Sydney needs to undertake transformational structural, cultural and organisational reform as
   it moves towards operating as a cohesive networked service. What challenges would you face in this
   situation? How would you personally contribute to this reform agenda?

2. This position would require you to negotiate, influence others and work collaboratively with a variety
   of different stakeholders across the health service and with other external parties, including other
   health services. - Can you tell us about a situation where you have had to manage, negotiate, influence
   and work with a variety of different people at various levels? Has there been a situation which did not
   work out well? What would you do differently?

 HardyGroup | IN CONFIDENCE                                                                                13
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QUALIFICATIONS & ESSENTIAL REQUIREMENTS

Tertiary qualifications in Management and/or demonstrated equivalent knowledge, experience and expertise
in health service delivery, across a diverse range of care sectors, advocating for positive change in a broad
range of community and government forums.

CHALLENGES AND OPPORTUNITIES

Major challenges and opportunities currently associated with this role include:
• Driving and maintaining strong operational performance, services and results for patients and clients
• “Reading” the organisation, anticipating issues, influencing outcomes and demonstrating flexibility to
   support building a strong and proud organisation into the future
• Providing clear strategic leadership across the network in a highly complex organisation and environment
• Clarifying how roles and decision making will work optimally as WSLHD moves from its current divisional
   structure to a network structure
• Building the capability and capacity of senior executive leaders, especially General Managers, through
   coaching, mentoring and advising, to enhance their skills and talents to allow them to grow with WSLHD
   and support future succession planning
• Initiating, influencing and leading significant sustainable transformational change in culture and
   organisational arrangements across the network within agreed timeframes
• Fostering key relationships with other LHDs as well as with an extensive array of key stakeholders

REPORTING & ROLE DIMENSIONS

The Executive Director Operations, WSLHD participates as a member of the District Executive Leadership team
and will have significant autonomy in directing and managing the operations of the District. Decisions related
to resource deployment outside of the operational budget allocation are referred to the Chief Executive.

In consultation with the Chief Executive, WSLHD Board and Executive Leadership Team members, determine
organisation wide strategic direction and prioritisation of implementation of strategic and operational plans
and projects.

For clinical services, negotiate recurrent expenditure within allocated budgets and approve the creation of
positions within Award structures and allocated budgets under the WSLHD Delegations Manual and as
determined by the Chief Executive and WSLHD Board from time to time.

The Executive Director Operations reports to the Chief Executive

The role has five direct reports for operational performance:
    • General Manager Westmead & Auburn hospitals
    • General Manager Blacktown & Mount Druitt hospitals

 HardyGroup | IN CONFIDENCE                                                                                14
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    •   General Manager Integrated and Community Health
    •   Drug Health
    •   Oral Health

Please see link to organisational chart below that outlines the executive structure

KEY DATA

Staffing                                          ~13,000

Annual Budget                                     $1.9 Billion AUD

Service Locations:                                Westmead Hospital

Useful Links                                      Role Description
                                                  Western Sydney LHD website link
                                                  NSW Health Website
                                                  Western Sydney Annual Reports
                                                  Organisation Chart

EMPLOYMENT TERMS & CONDITIONS

REMUNERATION                             $297,781 - $332,361 pa.

CLASSIFICATION                           Band 2

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.)

 HardyGroup | IN CONFIDENCE                                                                                 15
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HOW TO APPLY
The closing date for applications is Sunday, 3rd of January 2021
The reference number to include in your application is H20_3538

For a confidential discussion, please contact Principal Consultant, Kevin Hardy:

M:         +61 (0)412 131 334
E:         khardy@hardygroupintl.com

Or Principal Consultant, Kate Wallwork:

M:         +61 (0)410 052 125
E:         kwallwork@hardygroupintl.com

Please submit application documentation to NSW Health on website: https://jobs.health.nsw.gov.au/
(search by job reference number REQ201406)

In addition, a copy of your application to Executive Search Coordinator, Jane Mather:

T:         +61 (0)990 00106
E:         jmather@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 capability questions found on page 13; and
     4.   An up to date copy of your Curriculum Vitae

 HardyGroup | IN CONFIDENCE                                                                              16
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REFEREES

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

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                                                                                  17
Role Description
 Executive Director Operations

Cluster                                  NSW Health
Agency                                   Western Sydney Local Health District
Division/Branch/Unit                     Western Sydney Local Health District
Location                                 Westmead Hospital
Classification/Grade/Band                Band 2
Senior Executive Work Level Standards    Work Contribution Stream: Service/Operational Delivery
Kind of Employment                       Ongoing
Role Number                              669036
ANZSCO Code                              132411
PCAT Code                                2331192
Date of Approval                         November 2020
Agency Website                           www.health.nsw.gov.au

Agency overview
For more information go to http://www.wslhd.health.nsw.gov.au and www.health.nsw.gov.au

Primary purpose of the role
The Executive Director Operations Western Sydney Local Health District (WSLHD) is accountable for the
management performance of the District in collaboration with the Chief Executive and other members of the
WSLHD Executive Leadership team. The role assumes performance accountability for clinical services as
outlined in the annual WSLHD Service Agreement with the NSW Ministry of Health. As a senior Executive role
within WSLHD, the role provides significant input into the development and oversight of District strategic and
operational plans, policy and development, business and clinical service strategies and relationship
management.

Key accountabilities
• Provide strategic and operational advice to the Chief Executive related to the functional areas of
  accountability for the role and as a member of the WSLHD Executive Leadership team.
• Provide strategic and operational leadership, management and supervision of operations design and
  performance to meet Service Level Agreement targets.
• Lead the Executive Operations management team, in collaboration with other District Executive members,
  provide strategic and operational direction to services; and encourage a culture of performance excellence
  and accountability, a focus on patient, client, consumer, carer and staff satisfaction and positive health
  outcomes, fostering and practically supporting an environment of innovation, requiring and demonstrating
  co-operation and respect when dealing with others in managing the health service
• Accountable for the management of the LHDs financial position at all levels of the organisation to ensure
  that budget is met whilst driving strategy for access and activity management. Key involvement in the

                                                   1
management of LHD assets and technology infrastructure to ensure that LHD service delivery meets best
      practice standards.
•     Accountable for the performance of clinical services. Collaborate with senior clinicians, academics,
      scientists, clinical and support staff to ensure effective clinical governance of the services to meet relevant
      patient safety and quality performance requirements.
•     Provide executive management of designated clinical services operating across WSLHD to achieve key
      performance targets, including:; Westmead hospital, Auburn hospital, Blacktown hospital, Mount Druitt
      hospital, Integrated and Community Health, Drug Health, Oral Health, Primary and Community Healthcare
      (PACH) and Clinical Networks
•     Promote, facilitate and lead the implementation of integrated care models in partnership with the Primary
      Health Networks, general practitioners, non- government organisations and the local community.
•     Promote human centred quality plans that improve the patient and consumer experience at WSLHD.
      Provide advice and guidance in applying quality improvement methodology and tools to execute quality
      projects.

Key challenges
• Continuing to work in private industry and tertiary education sector partnerships in order to optimise our
  contribution to public policy and investment in a healthy society and to meet the workforce
  requirements of the future
• Significantly enhancing the interface between acute hospital care with primary and community health
  services (public, private and commercial) to improve hospital avoidance, reduce length of stay and
  effectively manage chronic and complex conditions in non-acute care environments
• Further maturing clinical services to operate in an activity based funding environment

Key relationships

Who                                                      Why
Internal
Chief Executive                                          •    Provide the Chief Executive with accurate and timely information,
                                                              reports and recommendations regarding operations management
                                                              including, but not limited to: clinical operations, workforce, corporate
                                                              governance and organisational performance.
Board and Board Committees                               • Meet the expectations of the Board and respond successfully to the
                                                            directions of the Board
                                                         • Meet Premier’s and state priorities and the strategic priorities
                                                            contained within the service agreement with the Ministry of Health
                                                         •    Meeting KPIs within the NSW Health performance framework
LHD Executive Leadership Team                            • Ensure the workforce is appropriately trained and credentialed now
                                                            and is prepared for the future
                                                         • Recognise and make use of technology and physical capital as
                                                            fundamental and critical enablers of modern and optimal healthcare
                                                         •    Invest in effective Leadership and management competence now and
                                                              for the future
Senior Clinicians                                        • Meet the expectations of the Board and respond successfully to the
                                                            directions of the Board
                                                         • Meet Premier’s and state priorities and the strategic priorities
                                                           contained within the service agreement with the Ministry of Health
                                                     •       Meeting KPIs within the NSW Health performance framework

    Role Description Executive Director Operations                      2
Who                                                   Why
                                                  •       Invest in effective Leadership and management competence now and
                                                          for the future
External
Lead Clinician Groups                                 •    Work in partnership with lead clinician groups including the clinical
                                                           councils and the medical staff councils to enable greater devolved
                                                           clinical decision making, and to strengthen the communication
                                                           between management and clinicians.
NSW Ministry of Health                                •    Liaise on a regular basis with senior executive and directors to ensure
                                                           the alignment of NSLHD functions within government objectives
Commonwealth, State and Local                         •    Interact and work collaboratively on an as needs basis in relation to
Government Departments and                                 State and local health goals and strategies
Agencies including Primary Health
Networks
Non-Government Organisations                          •    Building and maintaining partnerships with peak and State-wide
(NGOs)                                                     NGOs to support the adoption of population health approaches and
                                                           improvement of the health of communities.
Agency for Clinical Innovation, Clinical              •    Work co-operatively with these agencies to ensure mutual support for
Excellence Commission, Health                              respective responsibilities within and across the public health system.
Education and Training Institute, Health
Infrastructure, HealthShare, eHealth,
Cancer Institute (NSW), NSW Health
Pathology and other entities
Community and other Key Stakeholders                  •    Provide support to members of the Executive, or as a representative
                                                           of the WSLHD.
Health Care Complaints Commission,                    •    As required to meet statutory accountability requirements and ensure
Ombudsman and Other Government                             sound governance of the NSLHD
Accountability

Role dimensions
Decision making
The Executive Director Operations, WSLHD participates as a member of the District Executive Leadership
team and will have significant autonomy in directing and managing the operations of the District. Decisions
related to resource deployment outside of the operational budget allocation are referred to the Chief Executive.

In consultation with the Chief Executive, WSLHD Board and Executive Leadership Team members, determine
organisation wide strategic direction and prioritisation of implementation of strategic and operational plans and
projects.

For clinical services, negotiate recurrent expenditure within allocated budgets and approve the creation of
positions within Award structures and allocated budgets under the WSLHD Delegations Manual and as
determined by the Chief Executive and WSLHD Board from time to time.

Reporting line
Chief Executive

 Role Description Executive Director Operations                      3
Direct reports
Five direct reports for operational performance:

  •    General Manager Westmead & Auburn hospitals
  •    General Manager Blacktown & Mount Druitt hospitals
  •    General Manager Integrated and Community Health
  •    Drug Health
  •    Oral Health

Essential requirements

• Tertiary qualifications in Management and/or demonstrated equivalent knowledge, experience and expertise
  in health service delivery, across a diverse range of care sectors, advocating for positive change in a broad
  range of community and government forums

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 Executive Director Operations          4
NSW Public Sector Capability Framework
Capability Group         Capability Name                                        Level

                         Display Resilience and Courage                         Advanced
                         Act with Integrity                                     Highly Advanced
                         Manage Self                                            Highly Advanced
                         Value Diversity and Inclusion                          Advanced
                         Communicate Effectively                                Advanced
                         Commit to Customer Service                             Highly Advanced
                         Work Collaboratively                                   Advanced
                         Influence and Negotiate                                Advanced
                         Deliver Results                                        Highly Advanced
                         Plan and Prioritise                                    Advanced
                         Think and Solve Problems                               Highly Advanced
                         Demonstrate Accountability                             Highly Advanced
                         Finance                                                Advanced
                         Technology                                             Adept
                         Procurement and Contract Management                    Advanced
                         Project Management                                     Advanced
                         Manage and Develop People                              Advanced
                         Inspire Direction and Purpose                          Advanced
                         Optimise Business Outcomes                             Advanced
                         Manage Reform and Change                               Advanced

Focus capabilities
The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate
competence. The behavioral indicators provide examples of the types of behaviors 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                Level                 Behavioural Indicators
Capability
Personal Attributes      Highly Advanced • Promote and model the value of self-improvement
Manage Self                              • and be proactive in seeking opportunities for growth and new learning
                                         • Actively seek, reflect on and integrate feedback to enhance own
Act with Integrity
                                           performance, showing a strong capacity and willingness to modify own
                                           behaviour
                                         • Manage challenging, ambiguous and complex issues calmly and logically
                                         • Model initiative and decisiveness

 Role Description Executive Director Operations              5
NSW Public Sector Capability Framework
Group and               Level                Behavioural Indicators
Capability
Relationships           Highly Advanced • Promote and model the value of self-improvement
Commit to Customer                      • and be proactive in seeking opportunities for growth and new learning
Service                                 • Actively seek, reflect on and integrate feedback to enhance own
                                          performance, showing a strong capacity and willingness to modify own
                                          behaviour
                                        • Manage challenging, ambiguous and complex issues calmly and logically
                                        • Model initiative and decisiveness
Relationships           Advanced             • Recognise outcomes achieved through effective collaboration between
Work Collaboratively                           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                 Highly Advanced • Establish and promote a culture that encourages innovation and initiative
Deliver results                           and emphasises the value of continuous improvement
                                        • Engage in high-level critical analysis of a wide range of complex
Think & solve
                                          information and formulate effective responses to critical policy issues
problems
                                        • Identify and evaluate organisation-wide implications when considering
                                          proposed solutions to issues
                                        • Apply lateral thinking and develop innovative solutions that have long-
                                          lasting, organisation-wide impact
                                        • Ensure effective governance systems are in place to guarantee quality
                                          analysis, research and reform
Business Enablers       Advanced             • Apply a thorough understanding of recurrent and capital financial
Finance                                        terminology, policies and processes to planning, forecasting and budget
                                               preparation and management
                                             • Identify and analyse trends, review data and evaluate business options to
                                               ensure business cases are financially sound
                                             • Assess relative cost benefits of various purchasing options
                                             • Promote the role of sound financial management and its impact on
                                               organisational effectiveness
                                             • Obtain specialist financial advice when reviewing and evaluating finance
                                               systems and processes Respond to financial and risk management audit
                                               outcomes, addressing areas of non-compliance in a timely manner
People Management Advanced                   • Refine roles and responsibilities over time to achieve better business
Optimise Business                              outcomes
Outcomes                                     • Recognise talent, develop team capability and undertake succession
                                               planning
                                             • Coach and mentor staff and encourage professional development and
                                               continuous learning

Role Description Executive Director Operations              6
NSW Public Sector Capability Framework
Group and               Level                Behavioural Indicators
Capability
                                             • 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 Executive Director Operations              7
WESTERN SYDNEY LOCAL HEALTH DISTRICT – EXECUTIVE TEAM

                                                                                                                             Chief Executive

                                                                     Director Nursing                                                                                                                       Director
Executive Director       Director People &   Chief Digital Health                         Executive Director                           Director Aboriginal    Director, Office of   Director, Allied                      Director Corporate   Director Mental
                                                                    Midwifery & Clnical                        Director of Finance                                                                     Redevelopment &
   Operations                 Culture              Officer                                 Medical Services                             Health Strategy      the Chief Executive        Health                             Communications      Health Services
                                                                       Governance                                                                                                                        Infrastructure

     General Manager,
    Blacktown & Mount
      Druitt hospitals

     General Manager,
       Westmead &
     Auburn hospitals

    General Manager,
    Integrated Care &
    Community Health
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