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  GENERAL MANAGER -
  LIVERPOOL HOSPITAL
  SOUTH WESTERN SYDNEY
  LOCAL HEALTH DISTRICT
GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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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

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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
GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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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.

HardyGroup | IN CONFIDENCE                                                                          4
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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.

HardyGroup | IN CONFIDENCE                                                                              5
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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

HardyGroup | IN CONFIDENCE                                                                              6
GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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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

HardyGroup | IN CONFIDENCE                                                                                   7
GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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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

HardyGroup | IN CONFIDENCE                                                                               8
GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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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

HardyGroup | IN CONFIDENCE                                                                                 9
GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK - LIVERPOOL HOSPITAL SOUTH ...
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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                                                                    10
CANDIDATE 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

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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                                                                 12
CANDIDATE 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.10
Together 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

                                                                                                                                  1
SWSLHD 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

2
Consultation
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.

                                                                                                                                     3
1.          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.

4
Our Vision                            Our Values
Leading care, healthier communities   Collaboration
                                      Openness
                                      Respect
                                      Empowerment

                                                      5
The 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.

6
51% 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

                                                                                                                                 7
2.              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

                                            9
3.                      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

10
Four 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

                                                                            11
1. 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

                                                             13
2. 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

                                                          15
3. 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

                                                  17
4. 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

                                                              19
Implementing 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

20
21
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

22
Appendix 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

                                                                                                                        23
Appendix 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

24
Appendix 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

                                                                                                                                   25
This 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

                    2
Our 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

3
Together 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

                                                                                                                        1
This 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

2
The 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.

                                                                                                                             3
1.  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.

4
Our 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.

                                                                                                                      5
2.  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.

6
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