Health Service Chief Executive North West Hospital and Health Service

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HEALTH SERVICE CHIEF EXECUTIVE NORTH WEST HOSPITAL AND HEALTH SERVICE

CANDIDATE INFORMATION PACK Chief Executive

TABLE OF CONTENTS

Executive Summary 3

North West Hospital and Health Service 4

Health Service Chief Executive 10

Employment Terms & Conditions 13

How to Apply 14

Mount Isa 16

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EXECUTIVE SUMMARY

• Visionary and Inspirational Leader • Lead and Promote Person Centred Healthcare • Enable Excellence and Innovation in the provision of rural and remote Healthcare services

The North West Hospital and Health Service (NWHHS) covers an area of over 300,000 square kilometres and services the rural and remote communities within North Western Queensland and the Gulf of Carpentaria. Serving a population of around 32,000 people, across one regional hospital, two multipurpose health services, three remote hospitals, four primary health clinics and five community health centres. The Health Service looks after the City of Mount Isa and the towns and areas of Burketown, Camooweal, Cloncurry, Dajarra, Doomadgee, Julia Creek, Karumba, Normanton, and Mornington Island.

NWHHS is offering a unique challenge for an experienced health leader. The NWHHS Board is seeking a Chief Executive (CE) to deliver excellence in rural and remote healthcare where chronic disease and disease management provides real clinical challenges. The CE will be strategic and visionary and understand how to build and improve the profile of NWHHS within a context of reassessment of the priorities for improved health outcomes for its communities. With emphasis on collaboration and coordination with key providers and stakeholders the individual will gain commitment to an agenda and work to achieve agreed core health outcomes. Sustainability of the health system is paramount. Championing the needs of NWHHS communities means you understand funding models at state and federal levels and with innovative thinking, you will deliver effective and efficient quality services at a localised level for regional, rural and remote communities.

To be considered for the role, potential applicants will need to demonstrate a track record of achievement in,

• The delivery of high-quality services and progressing a reform agenda in a complex organisation • The provision of strategic, analytical, and innovative skills in management and delivery, particularly in a healthcare environment • Resource management, including budget, capital and workforce • Consultation and negotiation with a wide range of stakeholders, including government, non- government, the community and unions • Working with Board/Boards on the creation, and implementation of their Vision for the organisation.

Northern West Queensland encompasses everything that is Outback Australia. The position is based in the city of Mount Isa, surrounded by the Selwyn Ranges on the banks of the Leichhardt River. To the north lies the isolated Gulf Country and Savannah: the south is home to the Channel Country: the east is rich in pastoral grasslands and in the west the Gateway to the Northern Territory. Mount Isa is a progressive industrial, commercial and tourist centre with a thriving mining industry forming the backbone of the community.

If you believe you have the drive, enthusiasm and track record to lead a complex rural and remote health service and unlock further potential and create opportunities to improve healthcare outcomes in the communities of North West Queensland, we would like to hear from you.

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NORTH WEST HOSPITAL & HEALTH SERVICE

VISION: To be Queensland’s leading Hospital and Health Service delivering excellence in remote healthcare to our patients.

North West Hospital and Health Service (NWHHS), is in the North West region of Queensland Australia the hospital covers the region an area of 300,000 square kilometres from Dajarra in the south, to Camooweal near the Northern Territory border to Julia Creek in the east and north to Mornington Island in the Gulf of Carpentaria.

North West HHS services a population of approximately 32,000 people. Demographically, the health service is one of Queensland’s most diverse, with Aboriginal and Torres Strait Islander peoples accounting for over a quarter of the population, 9.6% of the population born overseas, and 4.2% of the population speaking a language other than English at home. North West HHS comprises of one main city of: Mount Isa, and several smaller rural towns such as Burketown, Camooweal, Cloncurry Doomadgee, Normanton, Dajarra, Julia Creek, Mornington Island and Karumba. The land area encompasses a number of large-scale mine sites and related infrastructure, as well as extensive grazing leases.

The health service works in conjunction and relies on partnerships with other entities for example: General Practitioners, Gidgee Healing, The Royal Flying Doctor Service and the Western Queensland Primary Health Network to deliver health services to remote communities up to 700km from Mount Isa. Many of the North West HHS’s patients requiring specialist services are referred to larger regional or tertiary hospitals such as Townsville or Cairns, or to large metropolitan hospitals such as Brisbane, as required.

PURPOSE To embrace change, to forge close partnerships, and to work closely with our communities to improve the health of people across North West Queensland.

VALUES: The NWHHS is a values-based organisation, these are outlined in the images to the right and include:

Innovation Respect Engagement Accountability Caring Honesty We work We treat people We listen and We own our We are true to We make things together to with kindness learn from each actions and ourselves and happen involve our and look after other behaviours others communities each other

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NORTH WEST HOSPITAL AND HEALTH SERVICE REGION The North West HHS region and location in the north west coastal gulf of Queensland to the inland outback regions often associated with the primary industries of mining and faming.

Image: North West HHS Region with Hospitals, Multi-Purpose Health Service Community Hospitals & Clinics labelled.

NWHHS facilities are listed below by service type.

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Mount Isa Hospital Mount Isa is a CSCF Level 4 Specialist Service Base Hospital and the referral hospital for the North West region, with remote country/ community hospitals at Doomadgee, Normanton, Mornington Island, Cloncurry, Julia Creek and health centres at Dajarra, Camooweal, Karumba and Burketown. Mount Isa Hospital provides 83 beds and a mixture of specialised services such as cardiology, endocrinology, gastroenterology and other surgeries. The hospital recently underwent a major redevelopment. The $65.19 million Hospital redevelopment improves health service access, provides an environment that supports contemporary models of care, improves patient facilities and staff amenities. This included a new Emergency Department, new Outpatients Department, Mental Health (Outpatient) Unit and Cancer Care Centre. The Paediatrics Unit has also recently upgraded, plus an MRI (magnetic resonance imaging) building.

The Mount Isa Hospital Emergency Department sees approximately 28,000 to 30,000 presentations per annum and is the primary facility for the treatment of trauma caused by mining and farming accidents as well as road accidents.

Mount Isa also has a Royal Flying Doctor Service base providing rural retrievals, transfers and numerous primary health care activities including clinics at the health centres mentioned above.

Images: Clockwise North West HHS, North West HHS staff, Mental Health buildings Mount Isa Hospital, Royal Flying Doctors

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Mornington Island Hospital A remote Level 2 hospital under the Rural and Remote Clinical Services Capability Framework. The facility provides 24-hour acute inpatient and accident and emergency care. Staffing consists of a medical officer and registered nurses. Following transition to community control, Gidgee Healing Aboriginal Medical Service provides primary and community health care from the community health building.

Doomadgee Hospital A Level 2 remote hospital under the Rural and Remote Clinical Services Capability Framework. The facility provides 24-hour acute inpatient and accident and emergency care. Culturally appropriate care is provided by Aboriginal and Torres Strait Islander health workers, nursing, medical, administration and operational staff.

Normanton Hospital A Level 2 hospital under the Rural and Remote Clinical Services Capability Framework, with capacity to provide respite/palliative care services and private admissions. The facility provides 24-hour acute inpatient and accident and emergency care. Outpatient services include general outpatients, nurse and medical led clinics, radiology, pathology, pharmacy and dressing clinics.

Cloncurry Multipurpose Health Service Provides rural and remote hospital services including an inpatient facility, a residential aged care facility, an emergency department and an outpatient department. A multidisciplinary model of care is implemented across the continuum with inpatient services supported by a medical superintendent. Community health services provide an aged care assessment team, sexual health, chronic disease management, diabetes education, mental health, alcohol and drug service, school health, child and youth health, women’s health, palliative care, physiotherapy, dietician, and optometry services. North and West Remote Health provides allied health services and diabetes education.

Images: above Mornington Island Hospital, below left: Cloncurry Multipurpose Health Service staff, right: Normanton Hospital Staff

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McKinlay Shire Multipurpose Health Service Also known as Julia Creek Hospital. A new hospital has recently been built with work completed in mid- 2019. The health service is a Level 2 facility under the Rural and Remote Clinical Services Capability Framework. The $8.4 million facility caters for an integrated care model, accommodating primary care, hospital care and aged care all under one roof. The hospital features a modern emergency room, outpatient unit, pharmacy, pathology area and staff amenities. The new building and the model of care were both designed to best meet the needs and were co-designed with the community.

A multidisciplinary model of care is implemented across the continuum with inpatient services supported by a Medical Superintendent. The facility has 15 full-time positions and coordinates visiting specialist services including dental, mental health, optometry, allied health, women’s health and diabetes education. The town’s main industries are farming and mining, which is mainly centred on the BHP Billiton mine at nearby Cannington.

Telehealth The North West Hospital and Health Service uses Telehealth services to bring specialist care closer to home. Patient feedback from telehealth consultations has been very positive, with patients extremely appreciative that they do not have to travel long distances to access specialists. Those living in residential aged care facilities, and patients located in rural and remote communities in particular, benefit from greater use of telehealth. Telehealth has also become an essential tool with the Palliative Care Team at Mount Isa Hospital and has assisted in helping indigenous patients to return to Country. While telehealth is not new, the technology involved has improved significantly, enabling patients to receive quality care closer to home.

Images above Mount Isa Staff – Palliative Care Team & Patient and Nurse using Telehealth service.

An overview of all the NWHHS locations and service facilities, and operations can be found in: North West HHS Annual Report of 2018-2019

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NWHHS DEMOGRAPHICS

Aboriginal and Torres Strait Islander people account for close to one quarter of the population. The general population is not expected to increase significantly overall, with the most growth expected in the Aboriginal and Torres Strait Islander population.

The main demographic factors the NWHHS to accommodate for are: • Young population profile in the Aboriginal communities • Ageing population in all communities.

North West Hospital and Health recent strategic focus aims to improve Indigenous health outcomes and lessen the burden of disease in the North West. This has involved the implementation of the tri-partite Lower Gulf Strategy, a collaborative program between North West Hospital and Health Service, Gidgee Healing and the Western Queensland Primary Health Network, to integrate culturally safe community controlled health care across Doomadgee, Normanton and Mornington Island - all of which face significant co-morbidities.

Image Map of the North West HHS region and the main communities with population profile and distances from Mount Isa Data derived from 2016 Census, Source North West HHS Annual Report 2018-2019

Image: Operational Staff Mount Isa Hospital & health worker in community with child

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HEALTH SERVICE CHIEF EXECUTIVE

The Health Service Chief Executive is appointed by, and reports to, the NW Hospital and Health Service Board and is the single point of accountability for ensuring patient safety through the effective executive leadership and management of all hospitals and health services, as well as associated support functions within the North West Hospital and Health Service (HHS).

The Key accountabilities of the Chief Executive have been outlined in the comprehensive Position Description.

SELECTION CRITERIA

Candidates will be able to demonstrate, skills and experience in the following selection criteria: 1. Demonstrated senior executive health leadership experience delivering high quality services across multiple facilities and programs and understanding of rural and remote health services; 2. Proven track record of high achievement in creating a high-performance culture; and delivering results; 3. Demonstrated ability to think strategic and identify and adopt innovative and creative solutions; 4. Possesses political astuteness and an understanding of the Commonwealth, State and Local contexts and drivers for health reform and delivery; 5. Proven financial acumen and budget management expertise; 6. Superior interpersonal and engagement skills across all levels of staff, stakeholders and service providers; 7. Ability to relate to and work with Aboriginal and Torres Strait Island communities to develop culturally sensitive health care solutions that create significant change in health care outcomes.

QUALIFICATIONS

• Possession of tertiary qualifications in administration/management is highly desirable.

• Prior experience as an executive or senior manager within health is highly desirable

• Health Care Workers in Queensland Health whose occupation poses a potential risk of exposure to blood or body fluids must be immunised against Hepatitis B according to the National Health and Medical Research Council Australian Immunisation Handbook and the Queensland Health Infection Control Guidelines.

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CHALLENGES AND OPPORTUNITIES

The Chief Executive Officer will need to need to consider:

• The NWHHS is working with an administrator whilst they work to appoint a new Board to the HHS. • Capacity to driving cultural change to achieve performance; and engaging with the community to ensure alignment of service delivery to community needs. • NWHHS is geographically very large and isolated from other regional centres and has both challenges and opportunities as a result of scale and scope; • Positioning NWHHS as the leading rural and remote health care provider in Queensland; • Developing sustainable leadership amongst the current and future workforce; • The provision of improved healthcare to people of varying socio-economic standards and in particular First Nations Australians who have varying levels of engagement with the health care system meaning health issues are often chronic before presentation to a health care service. • Delivering on ‘Closing the Gap’ initiatives and outcomes to improve the standards of Aboriginal and Torres Strait Islander health will be a major priority as will the Tripartite Agreement, and The Lower Gulf Strategy.

REPORTING & KEY RELATIONSHIPS

The Chief Executive will report directly to the NWHHS Board when appointed and until then the Administrator. The CE will need to understand governance and the roles and responsibilities of the North West Hospital & Health Board.

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KEY DATA

Staffing 793 FTE staff

Annual Budget Approximately $204 million.

Service Location Mount Isa Hospital

Useful Links Role Description North West Hospital and Health Service NWHHS Strategic Plan 2017-2021 North West HHS Annual Report of 2018-2019 North West HHS Annual Report of 2019-2020 Organisation Chart NWHHS Workforce Video Visitor Guide Mount Isa QLD

Image: Lake Moondarra

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EMPLOYMENT TERMS & CONDITIONS

REMUNERATION To be negotiated

CLASSIFICATION HSCE Level 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.)

Probation: Employees who are permanently appointed to Queensland Health may be required to undertake a period of probation appropriate to the appointment.

Child Abuse/Neglect: All relevant health professionals, who in the course of their duties formulate a reasonable suspicion that a child or youth has been abused or neglected in their home/community environment, have a legislative and a duty of care obligation to immediately report such concerns to Child Safety Services, Department of Communities.

Disclosure of Pre-Existing Illness: Applicants may be required to disclose any pre-existing illness or injury which may impact on their ability to perform the role. Details are available in section 571 of the Workers’ Compensation and Rehabilitation Act 2003 (http://www.justice.qld.gov.au/fair-and-safe-work/workers-compensation-and-rehabilitation/workers- compensation-and-rehabilitation-legislation/workers-compensation-and-rehabilitation-act-2003).

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HOW TO APPLY

The closing date for applications is Monday the 23rd of August 2021 The reference number to include in your application is H21_3773

For a confidential discussion, please contact Principal Consultants, Ms Sarah Bucker or Ms Rhodie Miller:

Sarah: M: +61 (0) 429 486 740 E: [email protected]

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

Please submit application documentation to Executive Search Coordinator, Jane Mather

T: +61 (02) 9900 0106 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. Cover letter addressed to the Principal Consultant; 2. A written response addressing the key selection criteria, (maximum 3 pages) found on page 10 and 3. An up to date copy of your Curriculum Vitae

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REFEREES

You will need to provide details of two (2) professional referees. To do so, complete the relevant fields in the Candidate Profile. You should carefully consider who you select to approach to provide reference advice. Your current manager must be included. It is customary for referee reports to be requested after interview and if you are the preferred candidate, your permission will be requested prior to contacting your referees.

PERSONAL INFORMATION

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

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

Image: Lawn Hill Gorge Boodjamulla (Lawn Hill) National Park

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MOUNT ISA

Mount Isa’s first people are from the Kalkadoon lands. There is a strong Indigenous history that continues today in Mount Isa; Aboriginal people comprise a quarter of the town's population. The city has a long history and ongoing function as a provincial hub for the North West Queensland region centred around mainly copper, silver and zinc mining. The urban population is approximately 18,600.

Mount Isa has a strong community culture and lively atmosphere where proud locals embrace the red earth outback region, heat and isolation from Australia’s main cities. Mount Isa although located in an inland dry area of Australia has an artificial recreational lake just north of the city: Lake Moondarra on the Leichhardt River provides both drinking water and an area for water sports, birdwatching and recreation.

Tourism and events in Mount Isa include the Hard Times Mine at "Outback at Isa" and The Mount Isa Rodeo and Mardi Gras (held on the same weekend) has given Mount Isa the title of "Rodeo Capital of Australia". This event can triple the city’s population for the days it is held hand often features global guest DJ’s.

Another tourist attraction is The World War II-era Mount Isa Underground Hospital It is an air-raid shelter which could function as a hospital. It was created as a precautionary measure after Darwin was bombed in 1942.

Mount Isa is a two-hour flight from Brisbane and frequent flights to Cairns and Townsville with both Regional Express Airlines –(REX) and Qantas.

Images Mount Isa Rodeo, welcome to Mount Isa sign, Mount Isa Mardi Gras, Lake Moondarra,

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Job ad reference MI Closing date Monday 23 August 2021

Role title Health Service Chief Executive Classification HSCE classification level 1

Status Permanent Full-time Salary To be negotiated within approved range and approved by Director General

Unit/Branch North West Hospital and Health Contact name Sarah Buckler Service Rhodie Miller

Division/Hospital North West Hospital and Health Contact number 0429486740 Service 0422816557

Location Service delivery may require this role to work across other locations within the North West Hospital and Health Service (NWHHS).

Your employer – North West Hospital and Health Service

The North West Hospital and Health Services (NWHHS) is responsible for the public sector health services in the North West region. The NWHHS covers an area of approximately 300,000 square kilometres and services many of the remote communities within North Western Queensland and the Gulf of Carpentaria. The Health Service is responsible for the promotion and wellbeing of people within the service area and ensuring that health services are of a high quality, accessible to all and effective.

Our NWHHS Centres are:

Hospitals: Primary Health Facilities: Community Services: Multipurpose Health Service: Doomadgee Burketown Cloncurry Cloncurry Mornington Island Camooweal Doomadgee McKinlay Shire Mount Isa Dajarra McKinlay Clinic Normanton Karumba Mornington Island Mount Isa Normanton Normanton North West Hospital and Health Service Vision and Values The North West Hospital and Health Service is responsible for providing high quality hospital and healthcare to the communities of North West Queensland. We embrace the need for change and make it work efficiently for the people of our region and our staff. The efficient delivery of our core hospital and health business services is guided by the North West Hospital and Health Service mission:

To be Queensland’s leading Hospital and Health Service delivering excellence in remote healthcare to our patients

Our Values:

Innovation Respect Engagement Accountability Caring Honesty We treat people We listen and We work together We own our We are true to We make things with kindness learn from each to involve our actions and ourselves and happen and look after other communities behaviours others each other

About the HHS

This role is located in the North West HHS, which covers an area of 240,000 square kilometres from Dajarra in the south, to Camooweal near the Northern Territory border to Julia Creek in the east and north to Mornington Island in the Gulf of Carpentaria. The HHS services a population of approximately 30,000 people. Demographically, the HHS is one of Queensland’s most diverse, with Aboriginal and Torres Strait Islander peoples accounting for over a quarter of the population, 9.6% of the population born overseas, and 4.2% of the population speaking a language other than English at home. The HHS comprises one remote city, Mount Isa, and several smaller rural towns such as Burketown, Camooweal, Cloncurry Doomadgee, Normanton, Dajarra, Julia Creek, Mornington Island and Karumba. The HHS land area encompasses a number of large-scale mine sites and related infrastructure, as well as extensive grazing leases.

The HHS includes one referral hospital, Mount Isa Hospital, which provides 83 beds and a mixture of specialised services such as cardiology, endocrinology, gastroenterology and other surgeries. Five other hospitals also service the HHS, ranging in size from 5 beds (Julia Creek Hospital) to 25 beds (Cloncurry Hospital). The HHS relies on partnerships with other entities (e.g. General Practitioners, Gidgee Healing, The Royal Flying Doctor Service and the Western Queensland Primary Health Network) to deliver health services to remote communities up to 700km from Mount Isa. Many of the HHS’s patients requiring specialist services are referred to larger regional or tertiary hospitals such as Townsville or Cairns, or to large metropolitan hospitals such as Brisbane’s, as required.

Key challenges

The establishment of the HHSs is a significant reform to the public health system in Queensland and involves adopting a new legislation and the establishment of local independent statutory bodies. The HSCE will face significant challenges in negotiating the HHSs Service Level Agreement; taking accountability for the HHSs own corporate and clinical governance; driving cultural change to achieve performance; and engaging with the community to ensure alignment of service delivery to community needs.

The North West HHSs most significant challenges are associated with its remoteness. The HHS is geographically very large and is isolated from major regional centres, making it very difficult to attract and retain health professionals. As a result, the HHS relies on a mix of permanent and locum and agency staff to fill medical, allied health and nursing roles. Given the large A&TSI population within the HHS, the HSCE will also face challenges associated with providing healthcare to people of varying socio-economic standards and varying levels of engagement with the healthcare system. As a result, provision of primary health care services to the A&TSI community across the HHS requires proactively partnering with other agencies. The ‘Closing the Gap’ initiative to improve the standards of A&TSI health will be a major priority as will the Tripartite Agreement, and the Lower Gulf Strategy.

The HSCE is expected to overcome these challenges to deliver cost-effective, high quality services across the HHS in a timely manner within the context of the guidelines set out in the HHSs Service Agreement.

Communication – key stakeholders The HSCE role will be required to engage, liaise or negotiate with the following key stakeholders on the HHSs behalf:

• HHS Hospital and Health Board • Primary Health Networks • Aboriginal Community Controlled Health Organisations • Director-General • Other Primary Health Care Organisations • Local Community Advisory bodies and Consumers • Aged care services • HHS Executive Team • Industry bodies • Other HHS employees • Regulators • Other System Entities • Union bodies • Tertiary Sector • Leaders of other HHSs • Key vendors • Local councils • State and Federal Government • Local business and commercial associations agencies • State and Federal Members of Parliament

Your opportunity The HSCE is appointed by, and reports to, the Hospital and Health Service Board and is the single point of accountability for ensuring patient safety through the effective executive leadership and management of all hospitals and health services, as well as associated support functions within the North West Hospital and Health Service (HHS).

Staffing and budget responsibilities The HSCE will carry accountability for the HHS which comprises 793 FTE staff. The position is accountable for an annual operating budget in the order of $204 million.

Delegations In accordance with the Hospital and Health Boards Act 2011, the HSCE may delegate any of its functions to an appropriately qualified (i.e. deemed to possess the necessary qualifications, experience and standing) HHS Health Executive or employee, with the exception of the authorisation to disclose confidential information in the public interest. Your role ▪ Fulfil the responsibilities of this role in accordance with HHS values as outlined above. ▪ Understand your broad responsibility for safety and quality in healthcare, actively participate in continuous quality and safety improvement activities within the workplace and notify a relevant clinical or non-clinical responsible officer when concerns exist about workplace or patient safety. ▪ Engender a culture where the provision of a Healthy and Safe environment within North West HHS is everyone’s responsibility.

▪ Understand your accountability to uphold the principles and practices of the Health Service’s Health and Safety Management System in accordance with legislation and industry standards. As a supervisor actively promote good health and safety practices to staff of your work area.

Key accountabilities

Key result area Key accountabilities Performance measures

Strategy Development Support the Hospital and Health Board in Adherence to HHSs service agreement, the development and implementation of the strategy, and relevant legislation, as well as HHSs vision and strategy, ensuring applicable Queensland Health policy. alignment to the HHSs user and community needs and Qld Health’s priorities. Implement state-wide service priorities and plans as determined by the Chief Executive / Director General and Minister for Health.

Healthcare Performance Establish and lead a high quality HHS Leadership and management skills of HHS Executive Team, operating model and Executive Team. committee structures and provide leadership Budget accountability and direction for all of the HHSs facilities Effectiveness of healthcare service delivery: and services in order to deliver effective, efficient and economical healthcare to the • Patient flow (e.g. Emergency HHSs community. department wait times) Collaborate with private healthcare providers • Patient safety and quality (e.g. to facilitate alignment and utilise available Hospital Standardised Mortality synergies in service provision. Ratio) • Chronic disease management. • Closing the gap measures.

Healthcare Improvement Ensure the ongoing development of Efficiency of service delivery and financial organisation, service and workforce performance (e.g. YTD operating position). capability to leverage the HHSs Workforce effectiveness (e.g. Hours lost via organisational capacity to deliver improved WorkCover vs Occupied FTE). and sustainable healthcare outcomes. Provision of regular performance reports to Promote a culture of learning, innovation other HHSs and Queensland Health and research and development across the and the Executive Leadership Team. organisation. Ensure a focus on improving the health outcomes of Aboriginal and Torres Strait Islander Peoples

Risk and Compliance Ensure a strong culture of, and commitment Adherence to quality expectations of the Management to, safety and quality that pervades the Hospital and Health Board and demand for high quality healthcare within the HHS. Key result area Key accountabilities Performance measures

whole organisation and underpins health Safety and quality outcomes for patients as service delivery. well as clinical and non-clinical workforces. Ensure risk, compliance and clinical Adherence to all relevant legislation (e.g. governance frameworks operate across the Hospital and Health Boards Act 2011; Work HHS and are linked to continuous Health and Safety Act 2011). improvements in health service delivery.

Expert Advice Provide strategic advice and high level Quality and appropriateness of advice counsel to the Hospital and Health Board to provided with respect to healthcare service enhance decision making regarding the delivery across the HHS. management and improvement of health care services across the HHS.

Resource Efficiency Ensure resources are planned, allocated Adherence to expenditure budgets (e.g. and evaluated to meet health service YTD Operating position & forecast operating agreements and related financial position) and successful management of requirements and targets. multiple funding models (e.g. Activity Based Funding, block funding, Own Source Revenue). Monitoring and reporting on performance against workforce plans, asset management plans and financial plans. Return on investment for operational and capital expenditure.

Workforce Management Establish a workforce vision, strategies Development of workforce vision, strategies (including engagement strategy) and (including engagement strategy) and management plan that reflects the needs of management plan to support the delivery of the HHSs users and community. the HHS’s Service Agreement. Create a positive working environment free • Increase inclusion of Aboriginal and from racism, bullying and harassment and Torres Strait Islander as proportion of which encourages respect and embraces HHS workforce. equality and diversity.

Relationships and Ensure the HHSs engagement with the Engagement strategies (to be reviewed Engagement community, practitioner groups, other HHSs every three years) developed in accordance and relevant stakeholders within the HHS with relevant stakeholders as stipulated in (e.g. the Hospital and Health Board, the Hospital and Health Boards Act 2011, particularly the Chair) and Queensland including: Health. • Consumer and community engagement Ensure that the needs, interests and strategy to promote consultation with expectations of clinicians, the community health consumers and community and other stakeholders are included in members. health service planning and evaluation. • Clinician engagement strategy to Encourage and foster the development of promote consultation with health strategies to support collaboration among professionals working in the HHS. HHSs. • Inter-HHS engagement strategy to Communicate in a transparent way with the promote engagement and collaboration community regarding HHS clinical and with other HHSs. financial performance, service priorities and • Protocols with Primary Health Networks decision making processes. – a HHS must use its best endeavours Ensure openness to complaints from HHS to agree on a protocol to promote healthcare users. cooperation between the HHS and Key result area Key accountabilities Performance measures

primary healthcare organisations in the planning and delivery of health services. • Timeliness and effectiveness of response to user complaints.

Mandatory qualifications/Professional registration/Other requirements ▪ Previous experience at Executive Management level is highly desirable ▪ Prior experience in health service leadership is highly desirable ▪ Licence to Operate Vehicle: This position requires the incumbent to operate a class C motor vehicle and an appropriate licence endorsement to operate this vehicle is required. Proof of this endorsement must be provided prior to the commencement of duty. ▪ Vaccine Preventable Diseases (VPD) Requirements: It is a condition of employment for this role for the employee to be, and remain, vaccinated against the following vaccine preventable diseases during their employment: measles, mumps, rubella, varicella (chicken pox), pertussis (whooping cough). ▪ Hepatitis B Vaccination: Health Care Workers in Queensland Health whose occupation poses a potential risk of exposure to blood or body fluids must be immunised against Hepatitis B according to the National Health and Medical Research Council Australian Immunisation Handbook and the Queensland Health Infection Control Guidelines. ▪ Candidates must provide certified copies of requested proof of identify documents for the purposes of general Criminal history and National Police Certificate checks. How you will be assessed ▪ You will be assessed on your ability to demonstrate the following key capabilities, knowledge and experience. Within the context of the responsibilities described above under ‘Your role’, the ideal applicant will be someone who can demonstrate the following: Strategy development, decision making, political acumen ▪ Demonstrated ability and experience in the direction, development and implementation of strategy, including highly developed decision making abilities and high level of political acumen with demonstrated performance in a politically sensitive environment. Achievement, managing delivery and track record ▪ Demonstrated ability to effectively achieve results and a proven track record managing the delivery of health services and service priorities. Leading complex organisations, creating strong culture, building collaborations ▪ Demonstrated experience in leadership of complex organisations, the development of a strong organisation culture and workforce, and the ability to effectively collaborate with staff and partners. Negotiation and influencing, effective interpersonal skills ▪ Demonstrated high level negotiation, consultative, communication and interpersonal skills including the ability to deal with the competing needs of various government, non-government and community stakeholders. Ethics and personal qualities ▪ Possession of outstanding personal qualities consistent with the Queensland Health values, Code of Conduct (or like documents in other organisations) and leadership framework including self-belief, self-awareness, self-management, drive for improvement and personal integrity. Cultural capability and competency ▪ Ability to relate to Aboriginal and Torres Strait Islander communities, to identify with the experience of Aboriginal and Torres Strait Islander patients, and to factor this understanding into relevant decision making processes.

Selection Criteria

Your application ▪ For a confidential discussion please contact the HardyGroup executive consultants Ms Sarah Buckler mobile 0429486740, email [email protected] and. Ms Rhodie Miller mobile 0422 816 557 email [email protected] ▪ Please provide the following information to the panel to assess your suitability: ▪ A short response (maximum 3 pages) on how your experience, abilities and knowledge would enable you to achieve the key responsibilities and meet the key attributes in the “How you will be assessed” section. ▪ Your current CV or resume, including the names and contact details of two referees. Referees should have a thorough knowledge of your capabilities, work performance and conduct within the previous two years, and it is preferable to include your most recent line manager. ▪ Any other documentation required by the panel, if required. Additional Information ▪ Pre-employment screening, including criminal history and discipline history checks, may be undertaken on persons recommended for employment. Roles providing health, counselling and support services mainly to children will require a blue card, unless otherwise exempt. Additional probity checks may be performed for executive appointments. ▪ Probation: Employees who are permanently appointed to Queensland Health may be required to undertake a period of probation appropriate to the appointment. ▪ Salary Packaging: To confirm your eligibility for the Public Hospital Fringe Benefits Tax (FBT) Exemption Cap please contact the Queensland Health Salary Packaging Bureau Service Provider of your choice – RemServ (1300 304 010) or SmartSalary (1300 476 278). ▪ Child Abuse/Neglect: All relevant health professionals, who in the course of their duties formulate a reasonable suspicion that a child or youth has been abused or neglected in their home/community environment, have a legislative and a duty of care obligation to immediately report such concerns to Child Safety Services, Department of Communities. ▪ Disclosure of Employment as a Lobbyist: Applicants will be required to give a statement of their employment as a lobbyist within one month of taking up the appointment (http://www.psc.qld.gov.au/publications/assets/policies/lobbyist-disclosure-policy.pdf). ▪ Disclosure of Pre-Existing Illness: Applicants may be required to disclose any pre-existing illness or injury which may impact on their ability to perform the role. Details are available in section 571 of the Workers’ Compensation and Rehabilitation Act 2003 (http://www.justice.qld.gov.au/fair-and-safe-work/workers-compensation-and- rehabilitation/workers-compensation-and-rehabilitation-legislation/workers-compensation-and-rehabilitation-act- 2003).

ORGANISATIONAL CHART: North West Hospital and Health Service

Board North West Hospital and Health Board

Chief Executive North West Hospital and Health Service

Executive Director Nursing, Midwifery & Clinical Governance

Executive Director Medical & Clinical Services

Executive Director People, Culture & Planning

Executive Director Aboriginal and Torres Strait Islander Health

Chief Finance Officer