General Manager, Integrated Care & Community Health

CANDIDATE INFORMATION PACK

GENERAL MANAGER, INTEGRATED CARE & COMMUNITY HEALTH WESTERN SYDNEY LOCAL HEALTH DISTRICT

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

TABLE OF CONTENTS

Executive Summary 3

Western Sydney Local Health District 4

General Manager, Integrated Care & Community Health 9

Employment Terms & Conditions 12

How to Apply 13

HardyGroup | IN CONFIDENCE 2

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

EXECUTIVE SUMMARY

• Opportunity to truly innovate • Contribute to developing a truly sustainable health service • Establish integrated health, education and research precinct

It is a time of unprecedented population growth and change in the western suburbs of Sydney. Western Sydney Local Health District (WSLHD) is already one of the State’s largest health systems, with an operating budget of $1.8bn, over 9000 FTE and providing services to nearly one million people and is rapidly transforming itself to meet future demand.

This exciting transformation is exemplified by vast e-health advancements, capital upgrades and extensions of the district’s major hospitals, the $1bn health, education and research precinct being built at Westmead and the implementation of advanced research and world’s best practice in care and treatment.

The organisation is now seeking a General Manager Integrated Care and Community Health to contribute to a range of integrated health strategic initiatives, programs and community-based services across WSLHD to ensure that the community have access to a coordinated network of high-quality, specialized care services. The position will be expected to significantly influence, develop, implement and coordinate integrated health initiatives across population health and community health, to improve health outcomes and patient experience. The portfolio involves complex change management challenges, to improve current models of care and service partnerships.

To be a strong contender for this position, you will demonstrate:

• experience in building people capability and knowledge in a major tertiary hospital or health service aimed at improving services between primary, community and hospital settings and working towards a more efficient health care delivery system • the ability to thrive on the challenge and have experience in fostering innovation whilst in a fiscally constrained context • a track record of creating long term value in collaboration with clinicians and key partners and possess an enviable reputation for successful planning and management of human, financial and capital resources • A tertiary qualification and/ or demonstrated equivalent experience at senior executive level in a large complex organisation engaged in service delivery including management of operational budget, physical and human resources is essential.

HardyGroup | IN CONFIDENCE 3

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

WESTERN SYDNEY LOCAL HEALTH DISTRICT

Collaboration | Respect | Openness | Empowerment

Western Sydney Local Health District (WSLHD) is a leader in clinical services, research and education providing a diverse range of public healthcare to more than 946,000 residents in Sydney’s west as well as services to those outside catchments, from specialty state-wide centres of expertise.

WSLHD is responsible for delivering and managing $1.8 billion in public healthcare across more than 120 suburbs spanning 780 square kilometres in the Blacktown, The Hills Shire, Cumberland and Parramatta local government areas (LGAs).

One of 15 local health districts (LHDs) in the NSW Health system, WSLHD is one of the State’s fastest growing areas with more than 1.3 million residents estimated by 2031. Community and population-based services play a critical role in the provision of healthcare in Sydney’s west.

The following hospitals are governed by the LHD • Auburn • Blacktown • Cumberland • Mount Druitt • Westmead

And a number of community centres also come under the LHD’s jurisdiction • Auburn • Blacktown • Doonside • Merrylands • Mount Druitt • Parramatta • The Hills

WSLHD has embarked on multimillion-dollar redevelopments, and is investing in innovation, research and education as it forges new frontiers in health care delivery.

HardyGroup | IN CONFIDENCE 4

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

Auburn Hospital Auburn Hospital is a 155-bed hospital in Auburn, a western suburb of Sydney, New South Wales, Australia. It provides basic 24-hour emergency facilities, as well as a medical, surgical, paediatrics, and maternity facilities as well as coronary care and intensive care facilities. Auburn Hospital is closely networked with Westmead Hospital and is a teaching hospital of the University of Notre Dame, Australia.

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

The Westmead Redevelopment project with a budget of $1 Billion is the biggest health infrastructure project in the state and will transform the Westmead health, education and research precinct and deliver an innovative, integrated facility that will continue to deliver high-quality healthcare for decades to come. See more on Westmead Precinct Plan here.

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

Blacktown Hospital with ~570 beds provide a 24-hour emergency service, intensive and high dependency care, sub-specialty acute medical and surgical care, obstetrics and newborn care and sub-acute rehabilitation. Inpatient acute mental health and community mental health services are delivered from Bungarribee House.

Mount Druitt Hospital is a ~200 bed hospital in Sydney suburb of Mount Druitt, New South Wales. In addition to medical, surgical and paediatric patients, the hospital includes emergency, surgical, dental, palliative care services and Medical Imaging facilities.

Cumberland Hospital Cumberland Hospital with ~260 beds, is a large public mental health inpatient facility located at Westmead NSW. It provides primary and secondary mental health services to the local population, and tertiary acute, extended and forensic mental health services to greater western Sydney and NSW.

A detailed account of all the hospitals can be found in the document WSLHD Year in review 2016-2017

Strong, established partnerships with organisations such as the University of Sydney, Western Sydney University, Western Sydney Primary Health Network, Family and Community Services and Sydney Children’s Hospitals Network provide opportunities for new approaches to multi-agency service delivery, funding and governance to improve outcomes for the community of Western Sydney.

HardyGroup | IN CONFIDENCE 5

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

INTEGRATED AND COMMUNITY HEALTH (ICH)

Falling under WSLHD’s Speciality Services, Integrated and Community Health (ICH) aims to provide treatment and care away from hospital through an integration and partnership model.

ICH is responsible for population health, community-based services, Aboriginal health, priority populations and key strategic initiatives including service delivery reform, the Health Partnership Council, Western Sydney Diabetes, Integrated Chronic Care Program and Population Health & Primary Prevention projects such as Aboriginal Health Strategy, Healthy Older People and Tobacco Control. Their five collaborative priorities are:

Healthy People Empower and engage consumers in health promotion and self-management activities e.g. Get Healthy information and coaching service. Visit gethealthynsw.com.au Expand health promotion activities for individuals, specific population groups and broader community e.g. falls prevention and evidence-based intervention to stop or reduce smoking.

Child & Family Child & Family focuses on disease prevention, health promotion, early detection, intervention and treatment of health problems in a multidisciplinary context.

Priority Population Focus efforts on improving the health, wellbeing and health literacy of Aboriginal people including promoting the best start to life and supporting Aboriginal people to make healthy lifestyle choices

Chronic & Complex Care Dedicated to developing integrated models of healthcare addressing health needs associated with an ageing population, prevalence of chronic disease and risk factors for premature mortality.

Diabetes The National integrated multisector program: Western Sydney Diabetes initiative works across sectors to prevent and manage diabetes more effectively and provides case conferencing support to General Practice to support the management of diabetes in primary care

There is a strong commitment in western Sydney through our shared partnerships to drive innovation which addresses systemic gaps and strengthens the interface between our services to promote health, wellbeing and resilience. To understand the scale of operations at the Integrated Community and Health Centres at WSLHD, see below a snapshot of key metrics from FY 2017-18

HardyGroup | IN CONFIDENCE 6

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

ICH at WSLHD’s Year in Review-2017-2018

946,000 population 404,860 Integrated Care 52,108 Vaccine Injections in ~190,000 people have Services High Schools 1 in 3 risk factors

Their strategic partnerships with the NSW Government’s health and social policy agencies such as education, family and community services, police and juvenile justice, address health social determinants and provide a coordinated response to high-risk families and young people. ICH works in partnership with the community and a broad range of services to bridge the gap between community and hospital care.

Read more on Western Sydney’s Integrated Health Partnership Framework 2017-2020 here.

HardyGroup | IN CONFIDENCE 7

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

STRATEGIC PRIORITIES 2017-2021 WSLHD has the second largest population in NSW and is projected to increase to nearly 1.3 million people by 2021. As well as facing a population increase of approximately 350,000 over the next three years the LHD is faced with a growing burden of disease; increasingly complex chronic health conditions. Major issues such as lifestyle, childhood obesity, diabetes, mental health and addiction, and, the impact of ageing all have a significant impact on providing services.

These demands place enormous pressure on the ability to deliver sustainable contemporary care. WSLHD needs a highly talented and contemporary workforce fit for purpose into the future and that matches changes to service delivery models. WSLHD has to continue to grow a positive patient centred culture where staff work together to meet current and future needs as the system is redesigned and services are reconfigured.

Towards 2030 WSLHD is commented to building a modern healthcare system that: • Provides a healthcare system that is centred on the whole person, their families and carers • Delivers the best care to people where and when they need it • Delivers integrated care that is seamless, effective and efficient and responds to all of a person’s health needs across physical, mental and social spectrums • Has the best people, working in the best teams, making a difference • Works as a network of connected partners of care and support • Provides a system that is easy to understand and navigate and has help available to support the individual’s journey through the health care system • Is valued and appreciated by WSLHD organisation and the community • WSLHD’s community has trust and confidence in them, and takes • pride in the services they provide

Read the complete Better West plan for WSLHD here.

HardyGroup | IN CONFIDENCE 8

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

GENERAL MANAGER, INTEGRATED CARE & COMMUNITY HEALTH

POSITION PURPOSE

The General Manager, Integrated Care and Community Health (General Manager) is the senior operational manager for a range of integrated health strategic initiatives, programs and community-based services across the Western Sydney Local Health District (WSLHD).

The General Manager is accountable for the development, implementation and coordination of integrated health initiatives, population health and community health services within WSLHD to improve health outcomes and patient experience of care, better co-ordination of services between primary, community and hospital settings and working towards a more efficient health care delivery system. The portfolio involves complex change management challenges, review and changes to improve current models of care, and service partnerships.

KEY DUTIES AND RESPONSIBILITIES

Key responsibilities of the General Manager include:

• Lead local executive and management structures to meet activity and financial performance targets under the Annual WSLHD Service Agreement with the Ministry, including efficient management of the operating expenditure budget in accordance with the Efficiency Implementation Plan (EIP) and the Activity Based Funding model • Oversight the successful management of the Integrated Care program and initiatives (including the Demonstrator) requiring significant and complex change management process and engagement of all stakeholders including the Primary Health Network (PHN) • Promote a culture of respect including implementation of local plans to address the results of the Your Say Survey to support a positive workplace culture • Develop and implement clinical governance, planning, policy, service review and evaluation, accreditation, clinical redesign, patient flow and innovation to support efficient and effective patient care • Implement, monitor and evaluate policies and standards to enhance access to clinical services and the coordination of care • Establish and maintain collaborative working relationship with key networks and agencies including Universities to promote a culture of innovation, research and other health and clinical/community networks • Lead implementation of integrated care models in partnership with the Western Sydney Primary Health Network, general practitioners and the local community practitioners and the local community

HardyGroup | IN CONFIDENCE 9

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

• Establish and maintain a community consultation program to involve patients, carers and local residents in decision-making about healthcare services and facilities in consultation with relevant WSLHD portfolios • Lead local executive and management structures to meet activity and financial performance targets under the Annual WSLHD Service Agreement with the Ministry

A more detailed outline of the required skills, experience and knowledge can be seen in the Position Description.

ESSENTIAL REQUIREMENTS & QUALIFICATIONS

The incumbent must have:

• Tertiary qualifications and/or demonstrated equivalent experience at senior executive level in a large complex organisation engaged in service delivery including management of operational budget, physical and human resources.

CHALLENGES

Major challenges currently associated with the role include:

• Managing the demand for allocation of funds within the District between services, for staffing and technology as well as for external stakeholders. • Engaging clinicians and key partners in changing models of care to improve health outcomes, the healthcare experience and better use of resources. • Balancing the expectations of the community against available resources and government policy.

REPORTING & KEY RELATIONSHIPS

The General Manager is accountable to the Executive Director of Operations at Western Sydney LHD.

Reporting into the General Manager are approximately 9 Direct Reports consisting of:

1. Director, Clinical Operations 2. Director Integration 3. Partnerships and Enablers 4. Director Population Health 5. Director, Western Sydney Diabetes Initiative 6. Director of Nursing and Clinical Governance 7. Director of Corporate Operations 8. Manager Executive Support Unit 9. Business Manager and HR Business Partner

HardyGroup | IN CONFIDENCE 10

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

TARGETED QUESTIONS

To be successful in the role, you must provide a written response that demonstrates your experience and knowledge to the below questions:

1. What does world class Integrated Care look like? How would you go about creating this in a complex and diverse environment?

2. In a contemporary health care environment what are the requirements of modern community health services? What would be your key focus areas in a reform agenda for these services?

KEY DATA

Staffing ~9 Direct Reports; ~640 FTE Indirect Reports

Annual Budget ~$88 Million

Service Location Westmead, NSW

Useful Links Role Description WSLHD WSLHD Health Services Plan WSLHD Year in Review 2017-2018 Better West Strategic Plan 2017- 2021 Western Sydney Integrated Health Partnership Framework 2017/20

HardyGroup | IN CONFIDENCE 11 CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

EMPLOYMENT TERMS & CONDITIONS

REMUNERATION To be discussed with the Consultant.

CLASSIFICATION HSSE 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.)

NSW Public Service pre-employment screening checks can be viewed here.

HardyGroup | IN CONFIDENCE 12

CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

HOW TO APPLY

The closing date for applications is Sunday 23 February 2020 The reference number to include in your application is H19_3083

For a confidential discussion, please contact Principal Consultant, Liz Hlipala:

M: +61 (0)401 122 301 E: [email protected]

For queries relating to applications please contact Search Coordinator, Anna Brownjohn:

T: +61 (0)409 977 847 E: [email protected]

TO SUBMIT AN APPLICATION:

Please click here to apply for the advert through the Health Career Portal and search by requisition number REQ142496.

Your application must include: • Cover letter addressed to the search consultant; • A written response addressing the target questions, found on page 11; • An up to date copy of your Curriculum Vitae • Completed HG Application Form

HardyGroup | IN CONFIDENCE 13 CANDIDATE INFORMATION PACK General Manager, Integrated Care & Community Health

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 14

Role Description General Manager - Integrated Care and Community Health

Cluster NSW Health Agency Western Sydney Local Health District Division/Branch/Unit Integrated Care and Community Health Location WSLHD Classification/Grade/Band HSSE Band 1 Work Contribution Stream: Professional/Technical/Specialist Senior Executive Work Level Standards www.psc.nsw.gov.au/wls Role Number 640444 ANZSCO Code 132411 PCAT Code 2331112 Date of Approval April 2019 Agency Website www.health.nsw.gov.au and https://www.wslhd.health.nsw.gov.au

Agency overview

For more information go to https://www.wslhd.health.nsw.gov.au and www.health.nsw.gov.au

Primary purpose of the role

The General Manager Integrated Care and Community Health is the senior operational manager for a range of integrated health strategic initiatives, programs and community-based services across the Western Sydney Local Health District (WSLHD).

Key accountabilities • Lead local executive and management structures to meet activity and financial performance targets under the Annual WSLHD Service Agreement with the Ministry, including efficient management of the operating expenditure budget in accordance with the Efficiency Implementation Plan (EIP) and the Activity Based Funding model

1 • Oversight the successful management of the Integrated Care program and initiatives (including the Demonstrator) requiring significant and complex change management process and engagement of all stakeholders including the Primary Health Network (PHN) • Promote a culture of respect including implementation of local plans to address the results of the Your Say Survey to support a positive workplace culture. • Develop and implement clinical governance, planning, policy, service review and evaluation, accreditation, clinical redesign, patient flow and innovation to support efficient and effective patient care. • Implement, monitor and evaluate policies and standards to enhance access to clinical services and the coordination of care • Establish and maintain collaborative working relationship with key networks and agencies including Universities to promote a culture of innovation, research and other health and clinical/community networks. • Lead implementation of integrated care models in partnership with the Western Sydney Primary Health Network, general practitioners and the local community practitioners and the local community; • Establish and maintain a community consultation program to involve patients, carers and local residents in decision-making about healthcare services and facilities in consultation with relevant WSLHD portfolios (Operations and Nursing and Midwifery & Clinical Governance).. District-wide responsibility for Integrated Health and the Integrated Care Program, Community Health, Population Health, Multicultural Health, Health Care Interpreter Services and a range of strategic initiatives, including the Western Sydney Diabetes Initiative, Service Delivery Reform and Health Partnerships Advisory Council.

Key challenges

• Managing the demand for allocation of funds within the District between services, for staffing and technology as well as for external stakeholders. • Engaging clinicians and key partners in changing models of care to improve health outcomes, the health care experience and better use of resources • Balancing the expectations of the community against available resources and government policy.

Key relationships

Who Why Internal Chief Executive and Executive • Provide the Chief Executive/Executive Director Operations with information, reports and recommendations regarding the Director Operations Integrated Care and Community Health systems of the Local Health District • Report against key performance areas and recommendations regarding the delivery of health services across the LHD.

WSLHD Executives • Provide advice to other executive staff to ensure a consistency of approach to Integrated Care and Population Health and work with them as a team to ensure the best service possible is delivered to patients. • Maintain collaborative relationships; provide advice and reporting; consult and negotiate on key matters • Provide strategic leadership and professional accountability for facility Directors of Nursing and Midwifery within the LHD.

Role Description General Manager Integrated and Community Health 2 WSLHD Board • As required by the Chief Executive to provide the Board and Board Sub Committees with reports on Integrated Care and Community Health matters.

Senior Clinical Staff • Work with senior clinical staff to support and promote clinical process improvement activities.

External Key stakeholders - Department of • Build and maintain effective and consultative working relationships Premier and Cabinet, senior Ministry of Health Executives, other government and partnerships and non-government organisations, the Primary Health Network, media, volunteers and community representatives, industrial and professional associations and colleges.

Role Description General Manager Integrated and Community Health 3 Role dimensions Decision making The General Manager is able to approve recurrent expenditure within allocated budgets and the creation of new positions within award structures and allocated budgets under the WSLHD Delegations Manual.

The position can recruit to fill positions with the exception of Senior Medical Practitioners whose appointment procedures must be in accordance with District by-laws.

Reporting line The role reports to the Executive Director, Operations

Direct reports Approximately 9 direct reports: • Director Clinical Operations • Director Integration, Partnerships and Enablers • Director Population Health • Director, Western Sydney Diabetes Initiative • Director of Nursing and Clinical Governance • Director of Corporate Operations • Manager Executive Support Unit • Business Manager • HR Business Partner

Total FTE = Approximately 640

Budget/Expenditure Approximately $88M

Essential requirements

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

Role Description General Manager Integrated and Community Health 4 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.

NSW Public Sector Capability Framework Capability Group Capability Name Level

Display Resilience and Courage Adept Act with Integrity Advanced Manage Self Advanced Value Diversity Adept Communicate Effectively Highly Advanced Commit to Customer Service Highly Advanced Work Collaboratively Advanced Influence and Negotiate Adept

Deliver Results Advanced Plan and Prioritise Advanced Think and Solve Problems Advanced Demonstrate Accountability Adept

Finance Advanced Technology Adept Procurement and Contract Management Adept Project Management Advanced

Manage and Develop People Advanced Inspire Direction and Purpose Adept Optimise Business Outcomes Advanced Manage Reform and Change Advanced

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

NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Advanced • Act as a professional role model for colleagues, set high personal Manage Self goals and take pride in their achievement • Actively seek, reflect and act on feedback on own performance

Role Description General Manager Integrated and Community Health 5 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators • 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 • Create a culture which embraces high quality customer service Commit to Customer across the organisation, ensuring that management systems and Service processes drive service delivery outcomes • Engage and negotiate with stakeholders on strategic issues related to government policy, standards of customer service and accessibility, and provide expert, influential advice • Ensure that responsiveness to customer needs is central to the organisation's strategic planning processes • Set overall performance standards for service delivery across the organisation and monitor compliance 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 and communication and collaboration across the organisation and cross government • Facilitate opportunities to engage and collaborate with external stakeholders to develop joint solutions Results Advanced • Drive a culture of achievement and acknowledge input of others • Deliver Results Investigate and create opportunities to enhance the achievement of organisational objectives • Make sure others understand that on-time and on-budget results are required and how overall success is defined • Control output of business unit to ensure government outcomes are achieved within budget • Progress organisational priorities and ensure effective acquisition and use of resources • Seek and apply the expertise of key individuals to achieve organisational outcomes 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

Role Description General Manager Integrated and Community Health 6 NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Business Enablers Advanced • Apply a thorough understanding of recurrent and capital financial Finance terminology, policies and processes to planning, forecasting and budget preparation and management • Identify and analyse trends, review data and evaluate business options to ensure business cases are financially sound • Assess relative cost benefits of direct provision or purchase of services • Understand and promote the role of sound financial management and its impact on organisational effectiveness • 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

Role Description General Manager Integrated and Community Health 7