GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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CANDIDATE INFORMATION PACK GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT
CANDIDATE INFORMATION PACK General Manager – Liverpool Hospital, South Western Sydney Local Health District TABLE OF CONTENTS Executive Summary 3 South Western Sydney Local Health District 4 General Manager – Liverpool Hospital 7 Employment Terms & Conditions 10 How to Apply 12 HardyGroup | IN CONFIDENCE 2
CANDIDATE INFORMATION PACK General Manager – Liverpool Hospital, South Western Sydney Local Health District EXECUTIVE SUMMARY South Western Sydney Local Health District (SWSLHD) is one of the largest NSW metropolitan and rural health districts with a vibrant, rapidly growing multi-cultural population of 820,000. The LHD provides services from tertiary care to outreach in homes and communities with a diverse workforce of over 9,200 FTE. General Manager Liverpool Hospital: SWSLHD seeks to appoint an experienced health service manager to lead and direct clinical service delivery across Liverpool Hospital to facilitate service delivery excellence and optimise outcomes for the community, patients and their carers. They will have a strong focus on building effective teams and a string customer focused culture across the Hospital. The General Manager will play a key role in contributing to strategic and business planning processes within the LHD to ensure that plans are informed by high quality strategic advice and a focus on community health care needs. They will develop and implement strategies to enable the continuous review of operations to improve the quality of services within Liverpool Hospital and to the community. Reporting to the Executive Director Operations, the successful applicant for this position will need: • Superior strategic and business planning and implementation skills • High level proficiency in financial management and governance • Extensive senior management experience a substantial and complex service delivery organisation • Ability to proactively identify and analyse organisational problems and implement solutions • Ability to lead a diverse range of staff and corporate functions to deliver high quality integrated health services • Knowledge and expertise in health service delivery, across a diverse range of care sectors • Flexibility in communication style and a track record of creating lasting relationships with internal and external stakeholders and clients • Formal health / health management tertiary qualifications. HardyGroup | IN CONFIDENCE 3
CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
SOUTH WESTERN SYDNEY
LOCAL HEALTH DISTRICT
Leading care, healthier communities
South Western Sydney Local Health District (SWSLHD) is the most
ethnically diverse and populated Health District in NSW with 12% of the
NSW population living within its borders. The District covers a
geographical area of approximately 6,243 square kilometres.
SWSLHD covers seven Local Government Areas from Bankstown to
Wingecarribee and has a population of approximately 820,000 people.
It is a vibrant and multi-cultural region with approximately 48% of the population speaking a language
other than English at home. The population growth is almost 18,000 each year, has a high ageing
population as part of its demographic and is predicted to have a population of over 1 million by 2021.
There is a need to understand the unique membership of
the population with lower than expected health status
including Aboriginal and Torres Strait Islanders, as well as
refugees and those members with mental health and
chronic disease.
SWSLHD Mission involves core elements such as
collaboration and innovation, embedding multidisciplinary
teamwork and partnerships with individuals, communities
and agencies in healthcare practice. The vision and mission
are underpinned by a focus on equity which will be at the
forefront of service design and practice.
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CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
SWSLHD is also implementing a major cultural change process called ‘Transforming Your Experience’
which will transform patient care; and the patient and staff experience. The strategy aims to provide the
LHD with a clear direction for working within the LHD and across the district to deliver safe and quality
health services and build the health of South Western Sydney communities – now and into the future.
‘Transforming Your Experience’ will focus SWSLHD over the next five years to ensure:
• “Our patients and consumers will always receive care that is person centred, high quality and
safe”
• “Our staff will work in a supportive environment that recognises excellence and encourages and
develops responsibility and leadership”
• “Our communities will be empowered to be in charge of their own health and be active partners
in shaping our organisation and services.”
‘Transforming Your Experience” is underpinned by four key focus areas which are the current priorities
for SWSLHD to improve how the LHD does business to address these areas collectively:
1. Consistent delivery, quality and safe care
2. Personalised, individual care
3. Respectful communication and genuine engagement
4. Effective leadership and empowered staff.
‘The Transforming Your Experience - Leadership Strategy’ underpins the ‘Transforming
Your Experience’ strategy. The Leadership Strategy will support staff to be exceptional leaders in
SWSLHD and transform culture to ensure that the LHD’s CORE (Collaboration, Openness,
Respect and Empowerment) values become a part of every interaction with patients, consumers,
colleagues and community members. The Leadership Strategy provides the direction to do things
better, and supports a whole of District approach to leadership, to strengthen learning culture and
continuously nurture staff to be highly effective and capable leaders.
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CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
SWSLHD has 8 priority strategic directions that underpin service developments to enhance the way
health care is delivered and organisations across the LHD partner for better health in local communities:
• Build capacity to effectively service growing demands for health care
• Redesign of services bringing them closer to people and their communities
• Integrated action with the South Western Sydney Medicare Local
• Partnering with external providers to deliver public health care
• Enhancing service networks and growing centres of excellence
• Shared access to unified information for all the health care team
• An integrated focus on primary prevention for patients and communities
• Embedding education and research within service delivery
SWSLHD Facts
• SWSLHD contains areas with some of the highest fertility rates in NSW
• Children under 14 years’ account for 22% of the district population
• SWSLHD has the largest Aboriginal community in metropolitan Sydney
• 36% of residents were born overseas
• 49% of residents speak a language other than English at home
• 84,500 of its people are over 65 years of age, with that age group using 43% of acute hospital bed
day
VISIT WWW.SWSLHD.NSW.GOV.AU
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CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
GENERAL MANAGER –
LIVERPOOL HOSPITAL
POSITION PURPOSE
The General Manager Liverpool Hospital has overall responsibility for directing and managing the
operations of the Liverpool Hospital tertiary referral service of SWSLHD, including all physical, human
and financial resources of the Hospital. They are responsible for ensuring the effective and efficient
provision of high quality health care services across Liverpool Hospital.
This General Manager Liverpool Hospital is the lead executive position in the LHD for the ongoing
development of Liverpool Hospital including financial, workforce and clinical planning, and for
negotiation of new developments and services and for their effective implementation.
The General Manager also participates as a member of the SWSLHD executive team in the development
of broader clinical strategy, policy and decision making for the LHD as a whole, and is senior leader and
sponsor for agreed SWSLHD clinical networks.
KEY DUTIES AND RESPONSIBILITIES
The General Manager Liverpool Hospital is responsible and accountable for:
• Leading and directing clinical service delivery and determining operational priorities across
Liverpool Hospital, and setting service delivery goals, standards and performance measures to
ensure expectations are clear and that service delivery strategies are aligned with SWSLHD
objectives
• Effectively and efficiently managing financial, human and physical resources to facilitate service
delivery excellence and optimise outcomes for the community, patients and their carers
• Contributing to strategic and business planning processes within the LHD to ensure that plans
are informed by high quality strategic advice and a focus on community health care needs
• Developing and implementing strategies to enable the continuous review of operations to
improve the quality of services to the community
• Meeting NSW Health key performance indicators with regard to elective and emergency access
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General Manager – Liverpool Hospital,
South Western Sydney Local Health District
• Facilitating, developing and delivering an organizational culture and broader human resources
strategy which demonstrates commitment to involving, supporting and working closely with
staff throughout the processes of change and skills development to enable the ongoing
development of Liverpool Hospital
• Supporting Liverpool Hospital to achieve the aims of safety management systems and to
establish and maintain a positive health and safety culture for patients, carers, staff and the
community
• Providing consultation, performance feedback and collaboration with key stakeholders to
enhance service quality, accessibility and responsiveness to meet the Liverpool Local
Government Area (LGA) community and LHD needs.
SELECTION CRITERIA
1. Extensive proven experience at a senior management level in a substantial and complex
organisation engaged in clinical service delivery
2. Demonstrated application of knowledge 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
3. Demonstrated success in developing and implementing operational structures and processes to
achieve organisational objectives
4. Advanced skills in financial management and strategic, operational and business planning
5. Demonstrated ability to identify and form strategic partnerships to improve organisational
performance
6. Highly advanced commitment to customer service and demonstrated experience in in the
development of customer focussed service delivery models
7. Demonstrated team building and people management skills, including a focus on staff support,
development and performance management, and a strong commitment to improving workplace
culture and addressing unacceptable workplace behaviour.
QUALIFICATIONS
The incumbent must have:
• Relevant postgraduate qualification in Management/ Health Management
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CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
CHALLENGES
Major challenges currently associated with the role include:
• Determining optimal models of service delivery and implementing service reforms and
improvements in the context of diverse internal and external stakeholder expectations, and to
address the growth in population and demand across SWSLHD
• Ensuring capacity and capability of Liverpool Hospital, as the district’s tertiary referral centre, to
meet the access needs of other hospitals and health services across the district for complex
treatment
• Meeting NSW Health key performance indicators with regard to elective and emergency access
• Managing critical incidents and collaborating with diverse stakeholder groups to resolve the
issues swiftly with minimum impact to normal operations
• Balancing the delivery of day to day operational services with the longer term strategic
objectives of SWSLHD
• Participating in the development of Liverpool Hospital Stage 2 capital works and ensuring
efficient operations of existing services while new services come on line
• Maintaining optimal staffing levels through recruitment and retention, in the context of an aging
workforce.
REPORTING & KEY RELATIONSHIPS
The General Manager Liverpool Hospital reports directly to the Executive Director, Operations,
SWSLHD. Direct reports to the General Manager Liverpool Hospital include:
• General Manager’s Unit
• Director Medical Services
• Director Nursing & Midwifery Services
• Director Allied health
• Director Human Resources
• Director Financial Services
• Director Corporate Services
KEY DATA
STAFFING 3,470
ANNUAL BUDGET/EXPENDITURE $611M
SERVICE LOCATION Liverpool Hospital, South West Sydney
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CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
EMPLOYMENT TERMS
& CONDITIONS
EMPLOYMENT STATUS Full time, Permanent
CLASSIFICATION HES Band 2
REMUNERATION $262,022 - $294,936 pa.
LOCATION Liverpool Hospital
RELOCATION South Western Sydney Local Health District is able to offer you
support with your relocation. Relocation assistance will be
subject to the terms of your employment and assessed on a case-
by-case basis.
USEFUL LINKS South Western Sydney Local Health District
SWSLHD - Publications
SWSLHD Vision and Strategy
Liverpool Hospital - Governance
Workplace Culture Surveys
HardyGroup | IN CONFIDENCE 10CANDIDATE INFORMATION PACK General Manager – Liverpool Hospital, South Western Sydney Local Health District 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.) What happens if you have criminal history? • Criminal history is not necessarily a barrier to working in NSW Health • You are not required to disclose criminal history at interview • Any criminal history information is managed confidentially and only by NSW Health delegated risk assessors who have experience in this area • The risk assessor identifies if the criminal history information is relevant to the position for which you have applied • If it is not relevant, the appointment will proceed • If it is relevant, a risk assessment will be undertaken and you will be contacted and may be asked to provide additional information to support your application If you have criminal history, you are encouraged to have a look at NSW Health's Policy Directive, Employment Checks - Criminal Record Checks and Working with Children Checks which provides detailed information on how NSW Health deals with criminal history information and the type of information that you may be asked to provide. If you have any questions about how your criminal history may affect your job application, you can contact NSW Health's Employment Screening and Review Unit on (02) 8848 5175 for a confidential discussion. Please visit the following link for the full NSW Probity Checks policy: http://www1.health.nsw.gov.au/pds/ActivePDSDocuments/PD2016_047.pdf HardyGroup | IN CONFIDENCE 11
CANDIDATE INFORMATION PACK
General Manager – Liverpool Hospital,
South Western Sydney Local Health District
HOW TO APPLY
The closing date for applications is Thursday 14 December 2017
The reference number to include in your application is H17_2683
For a confidential discussion,
please contact Principal Consultant, Pete Carter
M: +61 (0)448 729 077
E: pcarter@hardygroupintl.com
Please submit application documentation to
Search Coordinator, Name: Claire To’omata
T: +61 (0)2 9900 0114
E: ctoomatasearch@hardygroupintl.com
Your application must include:
1. Completed HGI Application Form
2. Cover letter addressed to the search consultant;
3. A written response addressing the key selection criteria, found on page 8; and
4. An up to date copy of your Curriculum Vitae
HardyGroup | IN CONFIDENCE 12CANDIDATE INFORMATION PACK General Manager – Liverpool Hospital, South Western Sydney Local Health District 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. HardyGroup | IN CONFIDENCE 13
Our strategy to transform South Western Sydney Local Health District 2017–2021
This Strategy includes
1.Why we are transforming
An overview of why transforming is essential
pg.4
2.Where we want to be
The vision, goal and outcomes for Transforming
Your Experience
pg.8
3.How we will get there
What we will collectively do to achieve the change
pg.10Together we are
We are pleased to present Transforming Your We care about – and are committed to – providing an
Experience, our five-year road map to positively exceptional experience for everyone who interacts with
transform how our patients, consumers, staff and our organisation. Transforming Your Experience will focus
communities experience our organisation and services. SWSLHD over the next five years to ensure:
This Strategy provides us with a clear direction for
working together to deliver safe and high quality health • Our patients and consumers will always receive care
services and build the health of our communities – now that is person-centred, high quality and safe
and into the future.
• Our staff will work in a supportive environment that
Transforming Your Experience has been developed together recognises excellence and encourages and develops
with our patients, consumers, staff and broader community. responsibility and leadership
This is a significant and ambitious Strategy that will require
us to examine how we do business in South Western • Our communities will be empowered to be in charge
Sydney Local Health District (SWSLHD) and how we can of their own health and be active partners in shaping
continuously improve what we do. our organisation and services
We are one of the most rapidly growing and culturally Transforming Your Experience is our opportunity to
diverse districts in New South Wales (NSW). We work positively shape our organisation and culture. To achieve
to provide a health care service that is person-centred, this it is vital that everyone involved in our organisation
consistently safe, equitable and responsive to the rapidly understands and is involved in this initiative. This Strategy
developing needs of our communities. We also value provides direction to help guide the improvements you want
and strive to support the highly skilled, passionate and to make, whether they are big or small.
committed people who work to provide exceptional care to
This is our opportunity for us all to shape the future direction
our patients and consumers every day.
of our organisation together. We encourage everyone to be
Over the last several years, we have made significant involved in helping us to provide an exceptional experience
improvements to the care we provide and in patient safety in SWSLHD.
and quality. However, patients, consumers and staff have
told us that there are opportunities for us to do even better.
Professor Phil Harris Amanda Larkin Sharon Smith
Chairman, SWSLHD Board Chief Executive, SWSLHD Chairperson, SWSLHD Consumer
and Community Council
1SWSLHD at a glance
Our community:
Fast A young population:
growing one in five (21%) residents aged under 14 years
population
A diverse population, where...
of over 1 million
people
36%
of residents were
born overseas
The largest
Aboriginal
community in 49% of residents speak a
language other than
English at home
metropolitan
Sydney
Our workforce:
Over 12,000 people
Over 70% of our
working for SWSLHD -
workforce is involved in
the largest employer in
direct patient care
South Western Sydney
2Consultation
This Strategy was developed based on a comprehensive evidence base and extensive stakeholder consultation.
We would like to acknowledge the significant contributions of over 1,200 of our staff, patients, consumer
representatives and community members who shared their insights.
Of the 1,000+ SWSLHD staff we heard from…
...there was a diverse mix of professions and disciplines
19% 17% 9% 10% 37% 7%
Allied Health Corporate and Health Medical Nursing and Other health,
Clinical Support Management Midwifery scientific and
technical
...and staff members from across our organisation and district
Tahmoor and surrounds 2% Executive Managers 2%
Camden 4%
Senior Managers 6%
Bowral and District 6%
Fairfield 9% Middle Managers 12%
Bankstown 14%
Frontline Managers 29%
Campbelltown 20%
Liverpool 45% Non-Managers 51%
0 10 20 30 40 50 0 10 20 30 40 50
% %
As well as hearing from staff, we drew on interviews with over 400 patients and carers from across our services, sought
input from the Community and Consumer Council and spoke with diverse community groups.
We would also like to acknowledge the contributions of members of the following groups who provided valuable advice and
guidance for this work:
• Transforming Your Experience Steering Committee
• Transforming Your Experience Working Group
• Transforming Your Experience Leadership Working Group
A list of members in provided in Appendix 1.
31. Why we are transforming
An overview
We care about providing safe and high quality health services and an exceptional experience for everyone who interacts with
our organisation – our patients, consumers, staff and communities.
Over the years, SWSLHD has made significant improvements to the care we provide, our health services, and to safety and
quality. But we know we can do better.
To further understand what is most important to our patients, consumers and staff, we reviewed the evidence and undertook
extensive consultation with over 1,200 staff, patients and consumer representatives. We did this using interviews, online
surveys, focus groups and workshops (as shown below).
Reviewing evidence, listening and hearing about Transforming Your Experience
Hearing from patients
Insight from a diverse range of
patients and community members
Hearing from staff
Interviews, workshops and surveys
with staff across the district
Reviewing the evidence
Understanding what works in
transforming health care organisations
What’s working well
Exploring what is working
well in SWSLHD
Understanding where
we are and where
we want to be
We use the terms patient and consumer throughout this Strategy to refer to all people who use our health
services, as well as their family and carers. This includes people who have used our service in the past or may
use our services in the future.
We acknowledge that the term client is also used in some of our health services.
4Our Vision Our Values
Leading care, healthier communities Collaboration
Openness
Respect
Empowerment
5The case for change
From reviewing the evidence and listening to our staff and
community about Transforming Your Experience, we know…
To be safe, reliable, integrated A positive patient experience
and responsive to patients, our considers all the needs of
services must be… a patient
Compassionate, effective and
personalised treatment
le Transparent and respectful
itab sa communication
q u f
Involvement of patients and
e
e
consumers in decisions
Clean, safe and comfortable
physical environments
effecti
icient
Coordinated and seamless care
person-centred
eff
ve
Source: Doyle C, Lennox L, Bell D. A systematic review of evidence on the
links between patient experience and clinical safety and effectiveness.
BMJ Open 2013.
timely
“For patients, it’s the little things.
For staff, technical skills are
important, but patients expect that
at a minimum.”
Source: Institute of Medicine. Crossing the Quality Chasm:
A New Health System for the 21st Century report brief March 2001. - Interview respondent, SWSLHD
A positive patient experience is linked to improved patient safety, clinical
effectiveness and improved health outcomes.1
1. Balik B, Conway J, Zipperer L, Watson J. Achieving an Exceptional Patient and Family Experience of Inpatient Hospital Care.
IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2011.
651% of patients rate their care as “very good”.2
Our patients and consumers have told us the most important
areas for improvement are:
Easily accessible
information about the Clear, respectful and regular
health service communication – including to Access to high
those with language barriers quality treatment at
the right time
Well-coordinated transfer
of care and referrals
Involvement of patients,
families and carers in all
aspects of care
2. Bureau of Health Information (BHI) patient surveys, 2014
SWSLHD can do better in supporting staff to achieve their full potential.
What we’re doing well What we can do better
• Communicating organisation’s vision • Effective two-way communication between
management and frontline staff
• Emphasising the importance of patient-
centred care • Supporting staff to lead and make decisions
• Providing staff with training opportunities • Structured professional development
• Promoting collaboration with our partners • Planning for our future workforce needs
72. Where we want to be
Vision for Transforming Your Experience
Our care is always safe, high
quality and personalised and
all our staff are supported
and empowered to achieve
their full potential.
Successfully Transforming Your Experience will mean:
• Our patients and consumers will always receive care that is person-centred, high quality and safe
• Our staff will work in a supportive environment that recognises excellence and encourages and develops responsibility
and leadership
• Our communities will be empowered to lead their own health and be active partners in shaping our organisation
and services
Shared purpose and commitment is critical for us to achieve these outcomes. The Transforming Your Experience Strategy is
our road map for how we will work on this together over the next five years.
This is about our values – what’s important to us and the type of organisation we want to be part of. We all have ideas about
how we can improve our work, both big and small. Therefore, everyone in our organisation has a role in shaping this change.
The Transforming Your Experience Strategy can be used to align the whole of SWSLHD to a set of shared priorities
needed to achieve positive change.
We expect this to build on and strengthen the great work already undertaken across our organisation. It will be important
for all of us to consider how our work best aligns with Transforming Your Experience. This includes the priorities outlined in:
SWSLHD Strategic and Healthcare Services Plan
Outlines our service development priorities to 2021, in order to achieve our organisational vision and mission.
SWSLHD Corporate Plan 2013 – 2017
Links the SWSLHD goals in prevention and health care delivery to corporate actions.
SWSLHD Workforce Strategic Plan 2014 – 2021
Provides the strategies to develop a sustainable and capable workforce to deliver continuously safe and high quality care.
SWSLHD Consumer and Community Participation Framework 2016 – 2019
Provides commitments and guidance for community and consumer participation in SWSLHD.
See Appendix 2 for how this all fits together.
8“Patients are at the centre of everything
we do – it’s why we are here.”
- Interview respondent, SWSLHD
93. How we will get there
Achieving the change
We care about providing safe and high quality health services and an exceptional experience for everyone who interacts with
our organisation – our patients, consumers, staff and communities.
Transforming Your Experience is underpinned by four key focus areas (see page 11) which are the current priorities for SWSLHD.
Each of these areas affect how people experience our organisation and health services every day. Our efforts to improve how
we do business in SWSLHD will address these areas collectively.
Activities to deliver change and address each focus area are outlined in the Transforming Your Experience
implementation plan (see Appendix 4).
We acknowledge that achieving change in these four areas will require strong governance and leadership, support
for infrastructure and financial and other resourcing. These are critical enablers which are primarily addressed in the
SWSLHD Strategic and Healthcare Services Plan and the SWSLHD Corporate Plan.
“As staff we need to see ourselves as
champions for the patient experience.”
- Interview respondent, SWSLHD
10Four focus areas of Transforming Your Experience
1. Consistent delivery,
quality and safe care
Our culture and systems will 2. Personalised,
ensure our care is always safe individual care
and of the highest quality
We will provide consistent, high
quality, person-centred care
3. Respectful communication
and genuine engagement
We will engage patients, staff and
4. Effective leadership and communities by listening,
empowered staff respecting and responding
We will develop, empower and
enable all staff and support
shared leadership
111. Consistent delivery, quality and safe care
Our culture, systems and processes will ensure our care is always safe and of the highest quality.
1.1 We have a culture of continuous • Quality and safety will be at the core of our organisation. All our staff will
quality and safety improvement understand our quality and safety goals, accountabilities and measures
1.2 We have the organisational capability • We will invest in the capability of our people to deliver consistently safe and
to deliver safe and quality care quality care. We will train and develop our staff to continuously improve quality
and safety
1.3 Our quality and safety processes • Our quality and safety processes and systems will be standardised and
and systems are reliable and reliable. We will embed these processes into consistent practice as part of
implemented consistently our day-to-day work
1.4 Our data systems allow us to • We will develop a comprehensive data strategy as the basis for quality
collect, share and integrate and safety improvements across all parts of our organisation. Data will
meaningful quality and safety data be available to support continuous improvement, review of clinical care
into consistent and standardised care variations and monitoring of consistency of care
1.5 E
vidence, research and innovation • Evidence underpins our work. Asking questions and including research
are embedded in our work in our clinical practice will drive a learning and research culture. We will
support staff to integrate and translate knowledge into everyday care and
work practice
WHAT SUCCESS LOOKS LIKE
• Quality and safety are integrated into the day-to-day business of the organisation
• Everyone in our organisation has the skills and understanding to provide quality and safe care
• Patients and consumers experience care that is high quality and consistently safe
• Safety and quality practices are consistent and of the highest standard
• Research and improvement are embedded into the care we deliver
12“We need to engage all our staff in providing high quality
and safe care. This involves working with our clinicians,
our managers and all staff to ensure our quality and
safety processes are reliable and our staff are properly
trained in safe care delivery.”
- Interview respondent, SWSLHD
132. Personalised, individual care
We will provide high quality and person-centred care.
2.1 E
ach interaction considers • Every interaction and episode of care will account for the holistic needs of
all the needs of the individual the person. Our responsibility will be to understand what matters most to
each of our patients
2.2 O
ur services are tailored to • We will tailor and personalise our care to each person. Our services will
meet diverse individual needs recognise patients and consumers as individuals and be responsive to their
specific needs, preferences, and values
2.3 Care is collaborative • All staff will work together effectively to deliver the best results for
and multidisciplinary our patients and consumers. Multidisciplinary care will include all staff
involved in shaping and delivering care
2.4 C
are and services are accessible • Our services will be accessible to patients and our diverse
to our communities communities. Care will be delivered in a timely manner and in the
most appropriate settings
2.5 T
here is effective coordination and • The continuum of care for our patients and consumers will be coordinated
continuity in the care we provide effectively across all SWSLHD services. We will strengthen our transfer
of care processes and embed clear accountabilities and responsibilities
WHAT SUCCESS LOOKS LIKE
• All our patients and consumers feel valued and are treated as individuals
• The diverse needs of our patients and consumers are consistently met
• Appropriate care is always delivered through effective multidisciplinary approaches
• Our patients and consumers access the right care, at the right time, at the right place
• A coordinated patient journey is experienced by all our patients and consumers
14“Each patient should be treated individually because
every patient is different … A positive patient
experience is what the patient deems it to be, not what
we as health workers think it should be.”
- Interview respondent, SWSLHD
153. Respectful communication and genuine engagement
We will engage patients, staff and communities by listening, respecting and responding.
3.1 Patients are actively part • We will deliver care in true partnership with our patients and
of their care and treatment consumers. Real-time patient and consumer feedback will inform
how care is delivered
3.2 W
e communicate respectfully • Our communication will be respectful, compassionate and understanding
and openly with everyone of the diverse needs of people who use our services. We will ensure every
patient can communicate openly with their care team
3.3 We empower our communities • Communities will be empowered to participate in their care through
strengthened education and engagement. Community education and
information will enable effective navigation of the health system, and
consumers and communities will have greater involvement in shaping our
health service
3.4 Staff communication is open • Open and timely communication will be facilitated across and at all levels
and involves timely feedback of the organisation. Robust feedback between management and all staff
will be in place
3.5 O
ur partnerships are • We will expand and develop partnerships with community, health,
purposeful and respectful research and academic groups to embed improvements in best practice
care. Our profile and reputation in the community will be strengthened
WHAT SUCCESS LOOKS LIKE
• Shared decision making engages our patients, consumers, families and carers
• Interactions are respectful, open and accessible with everyone receiving care
• Empowered communities take control of their health and shape our services
• Open and transparent communication exists between staff and senior and executive management
• Strong and meaningful partnerships improve individuals’ care and experiences
16“Every morning my colleague walks into the ward
and says ‘good morning’ to every inpatient and
asks how they are feeling today.”
- Survey respondent, SWSLHD
174. Effective leadership and empowered staff
We will develop and empower all staff and enable shared and respectful leadership.
4.1 We develop and support our workforce • Our culture will value continuous learning and mentoring. We will enable our
leaders, and develop the capabilities of all our staff to fulfill their potential.
Our workplaces will support the safety, health and wellbeing of our staff
4.2 The right people are recruited at the • We will recruit and retain the best people with the skills and behaviours
right time that contribute to safe, high quality and person-centred care and a positive
workplace. Our recruitment processes will be transparent and efficient
4.3 Effective decision making is enabled • Our managers and clinicians will be empowered and enabled to make
effective decisions. Meaningful input from staff, consumers and the
community will inform the decisions we make
4.4 High performance and excellence is • Achievements of individuals, teams and services across the organisation
celebrated will be acknowledged and celebrated. Day-to-day recognition of staff
performance will be embedded in how we work
4.5 We foster openness and accountability • Our executive and senior management will communicate respectfully,
openly and often with frontline staff. We will promote responsibility and
accountability for all staff
WHAT SUCCESS LOOKS LIKE
• Our staff, at all levels, have the opportunity to develop their skills and achieve their full potential
• We are an employer of choice and attract the best and brightest talent
• Our recruitment processes are timely, transparent and effective
• Staff are empowered and supported to make decisions and lead change
• Staff are responsible for their performance and are regularly acknowledged for achievements
Effective leadership at all levels of our organisation is integral to Transforming Your Experience. To strengthen
our approach to shared leadership we have developed the SWSLHD Leadership Strategy – A Shared Approach to
Leadership 2017 – 2021. Within this strategy is a Leadership Model that presents six qualities of leadership for all
staff to demonstrate (see Appendix 3).
18“My manager has so much respect for our team. No matter
who they are … she always supports us and includes us in
new ideas and making decisions. Because of this our team is
willing to go the extra mile in our roles.”
- Survey respondent, SWSLHD
19Implementing and monitoring progress of
How will we implement Transforming Your Experience?
A District-wide implementation plan has been developed for Transforming Your Experience, to deliver change and address
each focus area outlined in this Strategy. Activities are phased over five years with a number of short-, medium- and longer-
term priorities.
We will review and update this Strategy and the implementation plan as progress is made.
How will we know we have been successful?
We will only know we have achieved these outcomes when our patients, consumers, staff and communities tell us that we
consistently demonstrate these qualities.
Measuring this change is important. A plan has also been developed to evaluate Transforming Your Experience and track
our progress over time against measures of quality and safety, patient and staff experiences and effective communication
(see Appendix 4).
Transforming Your Experience is about continuous improvement. It is a long-term strategy to improve how we
work. It is important we balance this long-term commitment with the need to pursue better ways of working in
the short term and in our day-to-day work.
If you would like to know more about Transforming Your Experience, please email:
SWSLHD.Transformingyourexperience@sswahs.nsw.gov.au
2021
Appendix 1:
Membership of working groups
Transforming Your Experience Steering Committee
Member Position
Ms Amanda Larkin (Co-Chair) Chief Executive, SWSLHD
Clinical Director, Gastroenterology, Gastrointestinal Surgery, Liver, Urology, Head & Neck,
Prof Les Bokey (Co-Chair) ENT and Ophthalmology Services, SWSLHD
A/Prof Friedbert Kohler Director, Aged Care and Rehabilitation, SWSLHD
Mr Mark Zacka Director, Clinical Governance, SWSLHD (previous)
Ms Glenda Dingwall Director, Workforce and Development, SWSLHD
Ms Sonia Marshall Director, Nursing & Midwifery Services, SWSLHD
Ms Jacqui Cross Director, Nursing & Midwifery Services, SWSLHD (previous)
Mr Graeme Loy Director, Operations, SWSLHD (previous)
Mr Chris Leahy Director, Operations, SWSLHD (previous)
Ms Natalie Wilson A/Coordinator, Transforming Your Experience
Transforming Your Experience Working Group
Member Position
Prof Brad Frankum (Co-Chair) SWSLHD Board Member; Consultant Immunologist, Campbelltown Hospital
Mr Mark Zacka (Co-Chair) Director, Clinical Governance, SWSLHD (previous)
Dr Marc Logarta VMO, Anaesthetics, Campbelltown Hospital
Ms Sonia Marshall Director, Nursing & Midwifery Services, SWSLHD
Ms Sharon Smith Community and Consumer Representative, SWSLHD
Ms Christine Stephens Director, Nursing & Midwifery Services, Liverpool Hospital
Mr Matthew Jennings Director, Allied Health, Liverpool Hospital
Ms Kylie Wright Quality & Accreditation Manager, Liverpool Hospital
Dr Paul Lambrakis Consultant, Acute Surgical Unit, Liverpool Hospital
Dr Christian Mussap Staff Specialist, Cardiology, Liverpool Hospital
Ms Kelly Walker A/General Manager, Drug Health Services, SWSLHD
Transforming Your Experience Leadership Working Group
Member Position
Prof David Simmons (Co-Chair) Professor of Medicine, Campbelltown Hospital
Ms Glenda Dingwall (Co-Chair) Director, Workforce & Development, SWSLHD
Dr Ardalan Ebrahimi VMO, Head & Neck Surgery, Liverpool Hospital
Mr Daryn Mitford Nurse Manager, Emergency Departments, Campbelltown and Camden Hospitals
A/Prof Ravi Srinivas Director, Oral Health Services, SWSLHD
Ms Robynne Cooke General Manager, Liverpool Hospital
Ms Joady McManus Community & Consumer Representative, SWSLHD
Ms Rebecca Tyson Director, Corporate Services, Camden and Campbelltown Hospitals
Dr Matthew Smith Director, Emergency Department, Bankstown-Lidcombe Hospital
Ms Megan Brooks Manager, HIV & Related Programs (HARP), Population Health
Ms Rebecca Leon Manager, Centre for Education & Workforce Development, SWSLHD
Mr Nathan Jones Director, Aboriginal Health, SWSLHD
22Appendix 2:
Transforming Your Experience in SWSLHD – how it all fits together
The Transforming Your Experience Strategy aligns with the overall vision and direction of SWSLHD. This is illustrated
below with some of the key SWSLHD strategies and plans.
NSW Health Strategic Plan:
Towards 2021
Key SWSLHD plans
Strategic & Healthcare
Corporate Plan 2013 – 17
Services Plan to 2021
Consumer and Community
Participation Framework 2016 – 19
Supported by other
SWSLHD guidance
documents:
• Clinical Governance
Framework
• Multicultural Refugee
This document Health Implementation
Strategy Plan
• Information and
Communications
Technology Strategy
Leadership Strategy • Workforce Strategic Plan
• Education and Training
Strategic Plan
• Research Strategy
23Appendix 3:
The SWSLHD Leadership Model
The Leadership Model helps all staff to understand what outstanding leadership looks like within our organisation,
and how all staff can demonstrate leadership in their day-to-day work. Detail is provided in the SWSLHD Leadership
Strategy – A Shared Approach to Leadership 2017 – 2021.
01
Setting
direction
06 02
Innovating Developing
& leading self
change
Capable &
empowered
leaders
05 03
Developing
Communicating & enabling
with influence others
04
Partnering
& building
relationships
24Appendix 4:
Supporting the Transforming Your Experience Strategy
A number of resources and tools to support Transforming Your Experience have been developed and are described below.
Strategic direction and priorities
High-level vision and
priorities for transforming
the experience of our
patients and staff and the
care we provide
Defines SWSLHD commitment to
Leadership Strategy strengthen leadership and provides
model for staff leadership
Implementation and evaluation
Guides implementation of the
Implementation plan Transforming Your Experience
and Leadership strategies
Evaluation plan Maturity model
Overall blueprint for evaluating Understanding progress towards
Transforming Your Experience Transforming Your Experience
25This document has been prepared by ZEST Health Strategies for South Western Sydney Local Health District. Wide distribution of this document is encouraged. It may be reproduced in whole or part for study or training purposes subject to acknowledgment. It may not be reproduced for commercial usage or sale. Copies may be made without permission. Quotes contained in this document have been edited for clarity and readability. ISBN 978 1 74079 223 3 First edition published January 2017
Our Leadership
Strategy
A shared approach
to leadership
2017–2021
2Our Vision Our Values
Leading care, This Leadership Strategy, as with all activities of
the District, is underpinned by our CORE values.
healthier communities
Collaboration
Working as one team with patients, carers, the
community, and other service partners
Acknowledgements Openness
This Leadership Strategy was developed as part Services are transparent and open and explain the
of Transforming Your Experience and is based on reason for decisions
a comprehensive evidence base and extensive
stakeholder consultation through interviews, Respect
online surveys, focus groups and workshops. Everyone involved in patient care or a health project
We would like to acknowledge the significant can contribute and their views will be heard, valued
contributions of over 1,200 of our staff, and respected
patients, consumer representatives and
community members who shared their insights Empowerment
on how we can better support shared leadership Staff, patients, carers and the community can make
and improve the way everyone experiences our choices and influence outcomes. Systems and processes
organisation and services. will enable participation, supply necessary information,
support delegation and ensure accountability
3Together we are
developing our leaders
South Western Sydney Local Health District The Leadership Strategy provides us with the direction
(SWSLHD) works to provide a health care service to do things better. It will support a whole-of-District
that is person-centred, consistently safe, equitable approach to leadership, to strengthen our learning
and responsive to the developing needs of culture and continuously nurture our staff to be highly
our communities. effective and capable leaders. It will mean that all
staff – frontline and managers alike – embrace shared
The SWSLHD Leadership Strategy has been developed
leadership as a part of our day-to-day work.
as part of Transforming Your Experience, which will
deliver safe and high quality health services and an The SWSLHD Board, Chief Executive and senior clinicians
exceptional experience for everyone who interacts of our organisation are committed to shaping a shared
with our organisation – our patients, consumers, leadership culture that is collaborative, accountable
staff and communities. A critical component of and strives for excellence.
Transforming Your Experience is the development of
We encourage all staff to use this Strategy and play an
shared leadership that is collaborative and transparent
active role in leading the transformation of SWSLHD
at all levels of our organisation. Developing a culture of
now and into the future.
strong, effective, shared leadership will transform us
into an organisation that is continuously improving as
we strive towards our vision of “Leading care, healthier
communities”.
The Leadership Strategy will support all staff to be
exceptional leaders in SWSLHD and will transform our
culture to ensure that our CORE values – Collaboration,
Openness, Respect and Empowerment – become a
part of every interaction with our patients, consumers,
colleagues and community members.
Professor Phil Harris Amanda Larkin
Chairman, SWSLHD Board Chief Executive, SWSLHD
1This Leadership Strategy includes
1. A shared leadership approach
Why shared leadership matters and how this
Leadership Strategy will help us get there
pg.4
2. Our support for shared leadership
Goals and focus areas for our organisational
support of shared leadership
pg.6
3.
“QUOTE TO GO HERE?”
- StaffHow all
staff can
member
demonstrate leadership
The SWSLHD Leadership Model
pg.14
2The purpose of this Leadership Strategy is to present a shared vision for leadership and outline our District’s commitment
and support to enable effective leadership at all levels across SWSLHD.
How the Leadership Strategy will contribute to shared leadership
1. Shared understanding
and direction for
leadership in SWSLHD
2.
Strong organisational Shared and
support for shared empowered
leadership in
leadership and SWSLHD
leadership development
3. Everyone consistently
demonstrates
leadership qualities
The Strategy aligns with the SWSLHD Workforce Strategic Plan 2014 – 2021 and other key strategies and
frameworks in the District. See Appendix 1 for details.
31. A shared leadership approach
Why shared leadership matters and how this
Leadership Strategy will help us get there
Empowering and supporting staff through a shared leadership culture is
critical to providing safe, effective, responsive and person-centred care.
NSW Health recognises that leadership can be demonstrated by anyone, regardless of whether or not they are in
formal management positions. Leadership is also essential in a clinical setting to improve patient safety, quality of
care and services. Demonstrating leadership is not only for staff in management positions.
Leadership development often focuses on building individual leadership capabilities. While this remains an important
focus, transforming our District to better respond to the needs of our communities requires working together as well
as individually. Hence, both shared and individual leadership are needed.1
What is shared leadership?
Shared leadership involves empowering individuals at all levels of our organisation to demonstrate
leadership qualities and behaviours.
Shared leadership is also about distributing leadership responsibilities to where appropriate capabilities,
expertise and motivation exist.
The role of shared leadership in Transforming Your Experience
Transforming Your Experience (2017 – 2021) is our five-year road map to positively transform how our patients,
consumers, staff and communities experience our organisation and services. Transforming Your Experience will focus
on four key priorities:
Consistent delivery, quality and safe care
Personalised, individual care
Respectful communication and genuine engagement
Effective leadership and empowered staff
Our work in Transforming Your Experience must be led through a transformational and shared approach to
leadership with a clear vision, strong leadership, staff commitment, and the involvement of patients and consumers.2
Specific activities to support implementation of the Leadership Strategy are described in the Transforming
Your Experience Implementation Plan.
1
HETI. NSW Health Leadership Framework. Sydney : NSW Health Education and Training Institute (HETI), 2013.
2
Swensen S, Pugh M, McMullan C, Kabcenell A. High-Impact Leadership: Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper.
Cambridge, Massachusetts : Institute for Healthcare Improvement, 2013.
4Our leadership today
After hearing from over 1,200 of our staff, patients and communities across SWSLHD,
we know…
Outstanding leadership is seen across our District every day
Staff provided inspiring examples of strong leadership from their managers and colleagues, including:
etting a vision and shaping a positive culture by
S
putting patients first “My manager has so much
‘Going the extra mile’ to support each other and respect for our team. No matter
provide high quality care who they are … she always
Leading teams collaboratively and openly supports us and includes
Communicating respectfully us in new ideas and making
decisions. Because of this, our
team is willing to go the extra
mile in our roles.”
- Survey respondent, Corporate Support
As a District, we can do better to harness outstanding leadership and support
and empower all staff to be leaders
Key areas for improvement:
• Building a positive, safe, healthy and
supportive workplace culture “It’s important that we
• Empowering staff to lead and to make decisions rethink how the District can
• roviding more structured opportunities for
P best interact with facilities
leadership development
to support local leadership
• Celebrating high performance and excellence
potential.”
• ostering open communication and
F - Survey respondent, Medical
stronger accountability
Our managers are committed to high quality and safe care for our patients
and consumers but more can be done to support staff
Staff told us that, in general, their managers are focused on providing safe and high quality care for our patients
and consumers. However, managers can be less focused on supporting their staff and they can do more to promote
collaborative leadership approaches, two-way communication with their teams and more structured coaching
and mentoring.
52. Our support for shared leadership
This section outlines what SWSLHD will do to
support shared leadership across the organisation
Goal of the Leadership Strategy
To achieve consistently safe, high quality and person-centred care through developing, empowering
and enabling all staff to demonstrate leadership.
Focus areas
SWSLHD will support a shared leadership culture through the five focus areas depicted here:
1. We develop and 2. The right people are
support our workforce recruited at the right time
Capable and motivated staff We will recruit and retain
will be supported people with the skills and
to fulfil their potential behaviours to contribute
and lead our to safe and high
organisation quality care
5. We foster openness 3. Effective
and accountability decision-making is
Our culture will support enabled
open communication, Our staff will be empowered
accessible management to make effective
and accountability for decisions
performance
4. High performance
and excellence are
celebrated
We will acknowledge and
celebrate the achievements of
individuals, teams
and services
To see what all individuals can do to demonstrate leadership in SWSLHD, see Section 3.
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