CANDIDATE INFORMATION PACK

Director of Finance South Eastern Local Health District

Artist’s Impression of the New Acute Services Building- Randwick Campus Redevelopment

CANDIDATE INFORMATION PACK Director of Finance, SESLHD

TABLE OF CONTENTS

Executive Summary 3

South Eastern Sydney Local Health District 4

Director of Finance 8

Employment Terms & Conditions 10

How to Apply 11

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CANDIDATE INFORMATION PACK Director of Finance, SESLHD EXECUTIVE SUMMARY

South Eastern Sydney Local Health District (SESLHD) is one of the largest and most complex health services in NSW. With a budget of $1.7bn and staff of 9,000, it delivers the highest standards of care to its community of almost one million people. It operates through significant teaching hospitals and a range of community based and state-wide services. It is a thriving and successful health service with highly committed staff and a sharp focus on quality and patient centred care. As part of its future planning, several major capital works programs are underway including the redevelopment of the three major hospitals and the Randwick Health and Education precinct. With a major focus on translational research, SESLHD is part of the prestigious Sydney Partnership for Health, Education, Research and Enterprise – one of seven Academic Health Science Centres currently in operation in as well as several other significant research initiatives. In partnership with UNSW and other institutions, the Randwick precinct will become a world leading health, research, education and industry centre.

Reporting directly to the Chief Executive Officer the DoF will be innovative and forward looking and able to provide strategic insight and advice as a business partner to clinical and corporate services. As well as provide expert advice and executive leadership in the management and delivery of financial management services and budgets across the LHD and is responsible for planning and reporting on the use of financial resources, monitoring of the Local Health District’s (LHD’s) budget performance including extensive management reporting to the LHD Executive, Governing Board and the Ministry of Health. Responsible for ownership and submission of statutory and professional reporting requirements of the LHD including addressing audit matters and ensuring appropriate financial management controls and practices consistent with Ministry of Health and LHD financial management policies and directions.

We are seeking a finance leader: • who has worked in large, complex organisations, leading financial strategy. • With the ability to lead innovation and business reform to ensure sustainability in health service provision into the future.

For more information please contact Rhodie Miller on 0422 816 557 or at [email protected]

Applications close on Friday 14th December 2018.

HardyGroup | IN CONFIDENCE 3 CANDIDATE INFORMATION PACK Director of Finance, SESLHD

South Eastern Sydney LHD

Collaboration | Openness | Respect | Empowerment

South Eastern Sydney Local Health District (SESLHD) covers nine Local Government Areas from Sydney's Central Business District to the Royal National Park and has a culturally and linguistically diverse population of more than 930,000 people. SESLHD is home to a diverse population which is set to increase to 1,022,000 by 2027 (20% growth). In their community, 30% of people are from non- English speaking backgrounds, 37% have long- term health conditions and 8720 identify as being Aboriginal.

SESLHD manage nine hospitals including:

• Prince of Wales Hospital and Community Health Services (Randwick) • Royal Hospital for Women (Randwick) • Sydney/Sydney Eye Hospital (Macquarie Street) • Uniting War Memorial (Waverley) • St George Hospital and Community Health Services (Kogarah) • Calvary Health Care (Kogarah) • Sutherland Hospital and Community Health Services () • Garrawarra Centre (Waterfall) • Gower Wilson Memorial Hospital (Lord Howe Island)

Led by a professional Local Health District Board and a Chief Executive, SESLHD aims to deliver consistently high-quality patient care which is supported by input from clinicians and the local community. Their staff also deliver high quality health care across a variety of community-based services ranging from pre-birth to palliative care.

HardyGroup | IN CONFIDENCE 4 CANDIDATE INFORMATION PACK Director of Finance, SESLHD

The LHD capsule FY 2016-2017

1.7 billion 98,281 Hospital 9000 staff 218,147 ED budget Admissions members Presentations

Prince of Wales Hospital The Prince of Wales Hospital is a 440-bed major and is one of Sydney’s largest tertiary referral centres. It is internationally renowned for international reputation for research. It forms part of the Randwick Health and Education Precinct and is a teaching hospital for University of NSW, one of the premier medical teaching facilities in Australia. This partnership assists in providing excellence in care in conjunction with the commitment to clinical teaching and medical research. The clinical programs for adults cover the full spectrum of inpatient and outpatient medical and surgical subspecialties including aged care, mental health and community health.

Other Facilities located in Randwick The Prince of Wales Private Hospital, Eastern Heart Clinic (private), Sydney Children’s Hospital and Royal Hospital for Women- a 100+ beds facility offering speciality services to Women & Babies are also located on the Randwick site. These facilities play a significant role in improving access for people living in rural, regional and remote parts of NSW.

The Randwick Capital Redevelopment In June 2017, the NSW Government announced an unprecedented $720 million investment to redevelop the Prince of Wales Hospital and progress the vision of Randwick as a world-leading centre for health and wellbeing, research, education and teaching.

A new Acute Services Building will be built to the west of the existing Randwick Hospital’s Campus that will include a new adult emergency department, extra adult beds, expanded rehabilitation and ambulatory care facilities and new shared operating theatres

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CANDIDATE INFORMATION PACK Director of Finance, SESLHD and medical imaging services for the Randwick Campus. The Randwick Campus Redevelopment is an important first step toward realising the vision for a new Health and Education Precinct for Randwick.

Sydney Hospital & Sydney Eye Hospital Sydney Hospital and Sydney Eye Hospital is steeped in history, with a legacy of nursing and medical firsts to their credit and having paved the way in many clinical areas - both nationally and internationally. Sydney Hospital Sydney Eye Hospital operates as one hospital and are co-located on the site of Australia’s first hospital. Services include emergency, general and specialist medical. Sydney Hospital is a centre of excellence, a tertiary referral centre for specialist ophthalmic services, providing a comprehensive general and ophthalmology service incorporating consultation, diagnostic and treatment services. Sydney Eye Hospital performs more than half of all public sector eye surgery in NSW.

St George Hospital and Community Health Services St George Hospital, a 540-bed hospital, is an accredited, principal teaching hospital of the University of New South Wales and is not only the largest hospital within the Local Health District but is among the leading centres for trauma and emergency management in the State. The NSW Government’s redevelopment of St George Hospital will transform the 120-year-old hospital into a modern, fit for purpose health facility.

Sutherland Hospital and Community Health Services The Sutherland Hospital located in Caringbah is a 375-bed major metropolitan teaching hospital. The hospital offers comprehensive range of inpatient and outpatient healthcare services to the residents of the such as general medicine, , and , paediatrics, aged care, rehabilitation and psychiatry service

In addition to these major tertiary hospitals, the LHD also manages and operates facilities such as Uniting War Memorial- a public hospital specialising in aged care rehabilitation and assessment for people over the age of 65; Calvary Health Care in Kogarah providing Specialist Palliative Care Services and Rehabilitation Services to the local St George and Sutherland Shire regions and extensive Community Health Services to the St George region; Gower Wilson Memorial Hospital in Lord Howe island which is the only medical/nursing facility on the Island with three inpatient beds currently used for acute medical/surgical admissions and Garrawarra Centre- an accredited Residential Aged Care Facility and has a capacity of 120 Dementia Specific beds

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CANDIDATE INFORMATION PACK Director of Finance, SESLHD

Journey to Excellence Strategy 2018-2021 SESLHD serves a growing number of people, many of who experience long term health conditions and who are ageing. The growing demand for healthcare means that the LHD is on an unsustainable path of ever- increasing demand for emergency services, hospital beds, outpatient and community services and bigger expenditure on health. As a district, SESLHD embarked on the Journey to Excellence following the release of the Road Map to Excellence 2014-2017, underpinned by the Triple Aim framework of quality of care, health of the population and value and financial responsibility. The Journey to Excellence is implementing whole of system improvements in order to deliver responsive, safe and equitable services to the community. SESLHD has secured capital investment of more than $1.1 billion over the past four years for redevelopments currently in progress or in the planning stage, however they share the global challenge of reforming many aspects of the system to cope with the growing demand across all patient cohorts. SESLHD has made significant gains financially and operationally over the past three years, through shifting the narrative from efficiency gains to better value care. See below SESLHD’s strategic priorities for the coming years 2018-2021:

Safe, person-centred and integrated care Everyone in our community will have access to safe, compassionate and high-quality healthcare. That care will be provided either at home, or as close to home as possible

Better Value We will deliver value to our patients through maintaining financial sustainability and using our resources in a way that is consistent with our priorities

Community wellbeing and health equity We will work together with our partners to achieve health, wellbeing and equity for our shared communities

Workforce wellbeing We will create an environment where our people can be accountable, happy and well, and supported to reach their potential

Fostering Research and innovation We will focus on translating research and innovation into clinical service models that deliver positive health outcomes

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CANDIDATE INFORMATION PACK Director of Finance, SESLHD

DIRECTOR OF FINANCE

POSITION PURPOSE

The Director, Finance provides expert advice and executive leadership in the management and delivery of financial management services and budgets across the LHD and is responsible for planning and reporting on the use of financial resources, monitoring of the Local Health District’s (LHD’s) budget performance including extensive management reporting to the LHD Executive, Governing Board and the Ministry of Health.

KEY DUTIES AND RESPONSIBILITIES

The Director of Finance is required to • Lead and direct the delivery of high quality strategic and operational financial performance reporting and analysis, to underpin effective business planning, forecasting, budgeting, cost reporting and resource management within the organisation • Ensure effective financial and management accounting is consistently applied to all levels of the organisation • Lead the establishment and maintenance of effective financial management controls; and implement financial risk management and governance frameworks to measure, control and minimise risks and ensure compliance with relevant reporting requirements and standards. • Apply NSW Health Financial Performance Framework benchmarks to all reporting entities across the LHD and monitor and report on performance monthly to the Ministry and LHD Executive and Governing Board. • Develop strategies for the management of the LHD’s ongoing liquidity and undertake forensic financial analysis where required and implement turnaround plans for controlled entities within the LHD that are under-performing compared to the Ministry’s Financial Performance framework • Lead and direct improvements in productivity/efficiency, revenue generation, procurement, value- based investment/disinvestment decisions, financial accountability and budget compliance, consistent with NSW Health State-wide Strategies

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

ESSENTIAL REQUIREMENTS & QUALIFICATION

• Relevant tertiary and/or postgraduate qualifications in accountancy, economics, commerce, finance or a related discipline and professional standing for current membership or eligibility for membership of a recognised Australian accounting body • Extensive experience in budget management, financial management and development and implementation of financial management policy, systems, controls and reporting arrangements at a senior level.

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CANDIDATE INFORMATION PACK Director of Finance, SESLHD

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

CHALLENGES

Major challenges currently associated with the role include:

• Improving financial management, revenue opportunities and efficiency of the health system on an ongoing basis, in an environment where cost of health care continues to rise • Identifying significant areas of cost, and with operational managers, developing feasible strategies for mitigation, including timetables for resolution. • Promote and further grow an organisational culture of financial understanding, accountability and sustainability • Introducing future funding arrangements in a large and complex organisation operating within a broader state and national health system that includes public, private and non-government providers, multiple Governments, health insurers and a range of legislative and policy requirements

REPORTING & KEY RELATIONSHIPS

The Director of Finance is a part of the senior executive leadership team and reports directly to the Chief Executive Officer.

The Director of Finance has seven direct reports.

KEY DATA

Staffing 0rganisation wide: 9000

Annual Budget $1.7b

Service Location South East Sydney LHD

Useful Links Role Description SESLHD Strategic Plan SESLHD Annual Report

HardyGroup | IN CONFIDENCE 9 CANDIDATE INFORMATION PACK Director of Finance, SESLHD EMPLOYMENT TERMS & CONDITIONS

CLASSIFICATION Senior Executive Band 1

PRE-EMPLOYMENT PROBITY CHECKS

Information on a person’s suitability for appointment is obtained for all appointments. Potential appointees will be asked whether there are any reasons why they should not be appointed such as: Information on a person’s criminal history and other associated probity checks will be sought from those candidates whose application has progressed to shortlisting for interview.

Applicants unsure about the definition of disclosable criminal convictions or status of any criminal conviction may wish to seek legal advice in responding to the probity check questions. (A ‘disclosable’ conviction is one that is recorded by the court and has not been rehabilitated or spent under the Criminal Law (Rehabilitation of Offenders) Act 1986 and, in the case of Commonwealth convictions, the Crimes Act 1914 (Commonwealth), and does not breach the confidentiality provisions of the Youth Justice Act 1992.)

HardyGroup | IN CONFIDENCE 10 CANDIDATE INFORMATION PACK Director of Finance, SESLHD HOW TO APPLY

The closing date for applications is Friday 14th December 2018 The reference number to include in your application is H18_2979

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

M: +61 (0)422 816 557 E: [email protected]

Please submit application documentation to Search Coordinator, Kaavya Nithi:

T: +61 (0)2 9900 0108 E: [email protected]

It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next business day. We request that if you do not receive the acknowledgement, you contact the search coordinator listed above as soon as possible after the 24-hour business period and arrange to resend your application if necessary.

Your application must include:

1. Completed HG Application Form 2. Cover letter addressed to the search consultant; 3. A written response addressing the essential requirements and qualifications, and the targeted questions below • Provide an example of when you have had to build strong and effective working relationships, influence stakeholders and coach and mentor non-financial staff to facilitate sound decision making and delivery of outcomes. • Provide an example of when you have applied innovative solutions and best practice models to resolve complex financial, operational or management problems, and how you measured the success of the solution applied. 4. A up to date copy of your Curriculum Vitae

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REFEREES

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

PERSONAL INFORMATION

HG complies with the Privacy Act 1988 (Cth), all applications are treated by HG in strict confidence, however in submitting an application you are extending permission to share your application with the Selection Panel.

Personal Information will be used to assess your suitability for appointment to this position. As part of the selection process, personal information will be dealt with in accordance with HG’s Privacy Policy and the Information Privacy Act 2009.

HardyGroup | IN CONFIDENCE 12 Role Description Director Finance

Cluster NSW Health Public Health Organisation Ministry of Health Division/Branch/Unit South Eastern Sydney Local Health District Location South Eastern Sydney Local Health District Classification/Grade/Band Senior Executive Band 1 Work Contribution Stream: Professional/Technical/Specialist Senior Executive Work Level Standards www.psc.nsw.gov.au/wls Kind of Employment Full Time Role Number 52119 ANZSCO Code 132211 PCAT Code 2331133 Date of Approval XX NSW Website www.health.nsw.gov.au

Agency overview

South Eastern Sydney Local Health District is one of the largest local health districts in Sydney, covering a geographical area of 468 square kilometres from Sydney’s central business district to the Royal National Park. We proudly deliver health care to around 930,000 residents across the local government areas of Woollahra, Waverley, Randwick, Bayside, Kogarah, Hurstville and Sutherland Shire. We also provide a key role in helping residents of Lord Howe and Norfolk Islands. SESLHD has an annual budget of more than $1.7b.

Led by a professional Local Health District Board and a Chief Executive, SESLHD aims to deliver consistently high quality patient care which is supported by input from clinicians and the local community. Our services are delivered in accordance with our CORE values of Collaboration, Openness, Respect and Empowerment, which guide the behavior and professional standards of our staff.

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

Primary purpose of the role

The Director, Finance provides expert advice and executive leadership in the management and delivery of financial management services and budgets across the LHD, and is responsible for planning and reporting on the use of financial resources, monitoring of the Local Health District’s (LHD’s) budget performance including extensive management reporting to the LHD Executive, Governing Board and the Ministry of Health. Responsible for ownership and submission of statutory and professional reporting requirements of the LHD including addressing audit matters and ensuring appropriate financial management controls and practices consistent with Ministry of Health and LHD financial management policies and directions.

1 Key accountabilities • Lead and direct the delivery of high quality strategic and operational financial performance reporting and analysis, to underpin effective business planning, forecasting, budgeting, cost reporting and resource management within the organisation. • Ensure effective financial and management accounting is consistently applied to all levels of the organisation; and that financial accountability and cost centre budgetary controls exist, are monitored and are reported upon to the LHD Executive and Governing Board. • Lead the establishment and maintenance of effective financial management controls; and implement financial risk management and governance frameworks to measure, control and minimise risks and ensure compliance with relevant reporting requirements and standards. • Apply NSW Health Financial Performance Framework benchmarks to all reporting entities across the LHD and monitor and report on performance monthly to the Ministry and LHD Executive and Governing Board. • Develop strategies for the management of the LHD’s ongoing liquidity, including cash management of the LHD’s own sourced revenues, Government subsidy, liabilities and use of assets and ensure that the LHD implements purchasing practices consistent with ministerial guidelines for goods and services, inventory management controls and creditor payments are acknowledged and paid within agreed timeframes. • Develop strategic, business and financial plans for the LHD and its component Business Units, in accordance with Government, Ministry of Health and corporate policies; and undertake forensic financial analysis where required and implement turnaround plans for controlled entities within the LHD that are under-performing compared to the Ministry’s Financial Performance framework. • Lead and direct improvements in productivity/efficiency, revenue generation, procurement, value-based investment/disinvestment decisions, financial accountability and budget compliance, consistent with NSW Health Statewide Strategies, to improve value for money and effective use of cash across the LHD, and implement monitoring tools to measure these strategies and report monthly to the Ministry on performance. • Ensure regulatory responsibilities with respect to GST, FBT and medical indemnity are satisfied; and adhere to public sector, Australian Accounting and International Financial Reporting standards in external reporting and deadlines as part of NSW Health’s annual financial statement reporting to Parliament.

Key challenges

• Improving financial management, revenue opportunities and efficiency of the health system on an ongoing basis, in an environment where cost of health care continues to rise • Identifying significant areas of cost, and with operational managers, developing feasible strategies for mitigation, including timetables for resolution. • Introducing future funding arrangements in a large and complex organisation operating within a broader state and national health system that includes public, private and non-government providers, multiple Governments, health insurers and a range of legislative and policy requirements

Role Description Director Finance 2

Key relationships

Who Why Internal Chief Executive, Senior Executives, • Provide timely information, reports and recommendations regarding Key Managers and Clinical Leaders the financial management and liquidity position of the LHD • Provide direct specialist advice on the management of financial resources to assist in decision making • Provide advice, and where necessary work collaboratively, to ensure the effective use of financial resources and corporate and administrative support services External Local Health District Board • As required by the Chief Executive to provide the Board with reports on the financial position of the LHD consistent with the NSW Health Performance Framework performance measures and the annual Efficiency and Revenue Plans of the LHD. Ministry of Health – Deputy Secretary • Liaise to ensure the alignment of the LHD’s financial performance and Finance, CFO, key senior executives reporting requirements are in accordance with NSW Health and government objectives. • Provide timely, comprehensive and accurate financial reports which are consistent with NSW Health’s Statewide Management Reporting System (SMRS). HealthShare – Senior Executives • Liaise to plan, co-ordinate and negotiate the delivery of shared services in accordance with agreed service level agreements and pricing frameworks, as well as to ensure a smooth and successful transition to the new shared services arrangements. Agency for Clinical Innovation, Clinical • Liaise to ensure mutual support for respective responsibilities with the Excellence Commission and Health public health system Education and Training Institute, Health Infrastructure, Cancer Institute (NSW) Employee/Employer Organisations • As required to ensure industrial harmony amongst the numerous employee and contractor groups within NSW Health as the delegate of the Employer of NSW Health Service staff working in the LHD. Health Care Complaints Commission, • As required to meet statutory accountability requirements and ensure Ombudsman and other Government sound governance of the LHD. accountability agencies Audit Office • Negotiate on the extent of internal controls in place within the LHD, support audit reviews and manage implementation of audit outcomes

Role dimensions Decision making The Director, Finance has day-to-day autonomy in managing the delivery and planning of the financial management, reporting/operational and administrative requirements of the LHD including deploying its financial resources within the overall budget allocation as approved by the NSW Ministry.

Role Description Director Finance 3

The role’s primary accountability is to ensure actual budget and liquidity performance is achieved within the annual NSW Health Performance and Management Framework.

The Director is responsible for providing advice and assisting in the financial management of budget resources (recurrent and capital) by the LHD and for leading and managing the delivery of financial management services and controls across the LHD.

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

Reporting line The role reports to the Chief Executive, South Eastern Sydney Local Health District

Direct reports TBA

Budget/Expenditure Total LHD expenditure budget is $1.7b

Essential requirements

• Relevant tertiary and/or postgraduate qualifications in accountancy, economics, commerce, finance or a related discipline and professional standing for current membership or eligibility for membership of a recognised Australian accounting body • Extensive experience in budget management, financial management and development and implementation of financial management policy, systems, controls and reporting arrangements at a senior level. • Extensive experience in preparing and evaluating complex submissions, developing and negotiating pricing and funding models, and providing high level strategic advice on budgeting, pricing and economic appraisals at executive level

Capabilities for the role The NSW Public Sector Capability Framework applies to all NSW public sector employees. The Capability Framework is available at www.psc.nsw.gov.au/capabilityframework

This role also utilises an occupation specific capability set.

Capability summary The full list of capabilities and the level required for this role are set out below. The focus capabilities appear in bold. Refer to the next section for further information about the focus capabilities.

Role Description Director Finance 4

NSW Public Sector Capability Framework Capability Group Capability Name Level

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

Occupation / profession specific capabilities Capability Set Finance Professionals Financial Accounting and Statutory Reporting Level 4

Focus capabilities The focus capabilities for the role are the capabilities in which occupants must demonstrate immediate competence. The behavioral indicators provide examples of the types of behaviors that would be expected at that level and should be reviewed in conjunction with the role’s key accountabilities.

Role Description Director Finance 5

NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Highly Advanced • Act as a professional role model for colleagues, set high personal Manage Self goals and take pride in their achievement • Actively seek, reflect and act on feedback on own performance • Translate negative feedback into an opportunity to improve • Maintain a high level of personal motivation • Take the initiative and act in a decisive way Relationships Highly Advanced • Articulate complex concepts and put forward compelling arguments Communicate and rationales to all levels and types of audiences Effectively • Speak in a highly articulate and influential manner • State the facts and explain their implications for the organisation and key stakeholders • Promote the organisation's position with authority and credibility cross-government, cross jurisdictionally and outside of government • Actively listen, and identify ways to ensure all have an opportunity to contribute • Anticipate and address key areas of interest for the audience and adapt style under pressure Relationships Advanced • Build a culture of respect and understanding across the Work Collaboratively organisation • Recognise outcomes which resulted from effective collaboration between teams • Build co-operation and overcome barriers to information sharing, communication and collaboration across the organisation and cross-government • Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions Results Advanced • Undertake objective, critical analysis to draw accurate conclusions Think and Solve that recognise and manage contextual issues Problems • Work through issues, weigh up alternatives and identify the most effective solutions • Take account of the wider business context when considering options to resolve issues • Explore a range of possibilities and creative alternatives to contribute to systems, process and business improvements • Implement systems and processes that underpin high quality research and analysis Business Enablers Highly Advanced • Apply a thorough understanding of recurrent and capital financial Finance terminology, policies and processes to planning, forecasting and budget preparation and management • Identify and analyse trends, review data and evaluate business options to ensure business cases are financially sound • Assess relative cost benefits of direct provision or purchase of services • Understand and promote the role of sound financial management and its impact on organisational effectiveness

Role Description Director Finance 6

NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators • Involve specialist financial advice in review and evaluation of systems and processes used to identify opportunities for improvement • Respond to financial and risk management audit outcomes, addressing areas of non-compliance People Management Advanced • Refine roles and responsibilities over time to achieve better Manage and Develop business outcomes People • Recognise talent, develop team capability and undertake succession planning • Coach and mentor staff and encourage professional development and continuous learning • Provide timely, constructive and objective feedback to staff • Address and resolve team and individual performance issues, including serious unsatisfactory performance, in a timely and effective way • Implement performance development frameworks to align workforce capability with the organisation's current and future priorities and objectives

Occupation / profession specific capabilities (Finance Professionals) Category, Level and Code Skill and Level Description Sub-category Financial Accounting Level 4 • Provide expert technical interpretation of legislation, accounting and Statutory policies and standards and develop organisation specific policies Reporting • Monitor and anticipate the impact of NSW Treasury Policy, Audit Apply and comply with Office guidelines and AASB standards and guidance on the accounting standards, organisation and direct appropriate action legislation and specific • Approve financial (including cash management and forecasting) organisational policies, reports, briefs and proposals relating to the organisation’s financial standards and protocols, and implement effective position statutory and other • Communicate financial results that are compliant with NSW external reporting Treasury policies and external regulatory requirements and which requirements are easily interpreted by stakeholders • Provide strategic financial accounting advice and commentary to

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

Role Description Director Finance 7

Our strategic priorities Our Purpose: Our vision: SESLHD STRATEGY To enable our community to be Exceptional care, healthy and well; and to provide healthier lives South Eastern Sydney Local Health District Journey to Excellence Strategy 2018-2021 the best possible compassionate care when people need it.

Safe, person- Community centred and Workforce Better wellbeing Foster research integrated care wellbeing value and health equity and innovation

Everyone in our community will We will create an environment We will deliver value to our We will work together with We will focus on translating have access to safe, where our people will be patients and community our partners to achieve research and innovation into compassionate and high quality accountable and can be through maintaining financial health, wellbeing and equity clinical service models that 930,000 healthcare. That care should be happy, well and supported to sustainability and making for our shared communities deliver positive health outcomes People live provided either at home, or as reach their potential investments consistent with within our District close to home as possible our vision

• Decrease the hospital • Increase percentage of staff • Increase the number of hours • Increase community reporting of • Increase staff participation in standardised mortality ratio who recommend SESLHD as given back to patients and the good health by five percent research/innovation education by 5% each year a place to work by 10% each community e.g. reduce waiting (proportion of population and training • Increase the number of staff year times/reduce number of visits self-reporting health as “good” • Increase references to 37% using systems to review • Increase percentage of staff • Shift care into the community or ‘better’) research/ of our population data who recommend SESLHD as or outpatient settings • Increase the number of children innovation outcomes based in SESLHD in the media have long term • Decrease adverse events by a care setting by 10% each • Operate within the budget reaching developmental 10% each year year allocated to the organisation milestones at 18 months and • Increase overall research/ conditions four years by five percent. innovation funding • Improve patient satisfaction • Increase the number of staff of care by 20% each year who have had a performance • Reduce discrepancies in • Increase the number of review by 10% each year median age of death between translational research projects • Reduce emergency geographic areas and priority • Decrease absenteeism by 5% • Increase the number of 98,281 department presentations by populations 5% each year each year SESLHD submissions to ADMISSIONS • Reduce workers compensation • Decrease the rate of innovation awards TO ADULT Medical • Decrease the percentage of preventable hospitalisations due claims by 10% each year • Increase the number of Acute, Surgical & patients admitted to the to long-term and vaccine- projects that use SESLHD Big emergency department by preventable conditions by five Mental Health per year Data 5% each year percent

Enablers

Partnerships Responsive Information Data & Fit for purpose A culture of continuous that deliver Management Systems Analytics infrastructure improvement