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EXECUTIVE DIRECTOR OPERATIONS WESTERN LOCAL HEALTH DISTRICT

CANDIDATE INFORMATION PACK Executive Director Operations

TABLE OF CONTENTS

Executive Summary 3

Western Sydney Local Health District 4

Executive Director Operations 12

Employment Terms & Conditions 15

How to Apply 16

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EXECUTIVE SUMMARY

• Strategic leader and influencer • System-wide change management • Strong executive presence

Western Sydney Local Health District is seeking to appoint an inspirational, resilient, outcomes-focused executive as its new Executive Director, Operations. This role will provide strategic leadership across the network as well as operational leadership for the delivery of its health services.

With a $1.9 billion budget, Western Sydney Local Health District employs more than 13,000 staff in more than 70 sites across a 780 square kilometre area. A network of , community and state-wide services delivers integrated public health care to more than 950,000 residents.

Currently undergoing a multimillion-dollar rebuilding program, Westmead with its partners will be one of the largest health, education, research and training precincts in . With 975 beds, it provides acute medicine, aged care, , rehabilitation, brain injury, cardiac, chronic care, , , emergency, surgery, intensive care, neonatal, mental health, renal and transplant surgery services.

Auburn Hospital with 155 beds, provides emergency medicine, general medicine, paediatric day surgery, obstetrics and newborn care services for low-risk births and satellite renal dialysis.

Blacktown and with a combined 534 beds comprises Hospital with emergency, intensive and high dependency care, acute medical and surgical care, obstetrics and newborn care, rehabilitation and acute and community mental health services whereas Mount Druitt Hospital provides emergency care and planned surgery especially general, orthopaedic and breast surgery.

Cumberland Hospital is a 261-bed mental health facility for the local population, and tertiary acute, extended and forensic mental health services to and NSW.

The successful candidate will be an exceptional executive leader with a track record of successful operational achievement preferably within a large and complex tertiary health care environment. You will possess excellent stakeholder, communication, negotiation, coaching and interpersonal skills and be recognised for your collaborative and empowering style. You will be able to initiate, influence and lead sustainable transformational change. You will have the capability to drive performance and build the capacity and resilience of your senior management team while delivering outstanding patient care, services and results.

The successful applicant will have tertiary qualifications in Management and/or demonstrated equivalent knowledge, experience and expertise in health service delivery, across a diverse range of care sectors.

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WESTERN SYDNEY LOCAL HEALTH DISTRICT

Western Sydney Local Health District (WSLHD) is a leader in clinical services, research and education providing a diverse range of public health care to more than 950,000 residents in Sydney’s west as well as services to those outside its catchment from specialty state-wide centres of expertise.

WSLHD is responsible for delivering and managing $1.9 billion in public healthcare across more than 120 suburbs spanning 780 square kilometres in the Blacktown, The Hills Shire, Cumberland and local government areas.

WSLHD employs more than 13,000 dedicated individuals across more than 70 sites including Westmead, Auburn, Cumberland, Blacktown and Mount Druitt hospitals as well as a network of comprehensive integrated care and community-based services.

Major facilities include: -975 Beds

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

Westmead Hospital is a member of the Westmead Health Precinct, with close relationships to The Children’s Hospital at Westmead, the University of Sydney, the Westmead Institute for Medical Research, and the Children’s Medical Research Institute.

Other services include acute intervention medicine, aged care, neurology, rehabilitation, allied health, brain injury, cardiac, chronic care, radiology, pathology, a 24-hour , surgery, intensive care service, neonatal intensive care service, mental health, renal, transplant surgery and outpatient services.

Currently undergoing a multimillion-dollar rebuilding program, Westmead Hospital with its partners will be one of the largest health, education, research and training precincts in Australia.

The NSW Government has committed more than $900 million to the Westmead Redevelopment, including $750 million for the new hospital building and refurbishments to Westmead Hospital, $95 million for The Children’s Hospital at Westmead and $72 million for parking improvements.

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The University of Sydney has also contributed more than $80 million to the Westmead Health Precinct to develop new teaching and learning spaces.

Stage 1 and 2 of the hospital’s refurbishment is now substantially complete and includes a new 16-bed gastroenterology ward, new ear, nose and throat and audiology units, a new 64-bed in-patient unit and the Westmead Education and Conference Centre, an expanded intensive care unit, gastroenterology comprehensive care centre and aged care, as well as a new adolescent and young adult unit.

A new 1250-space multi-storey car park has been built and in March 2018, the new Clinical Research Centre opened at Kids Research at the Children’s Hospital at Westmead.

Please see link to a video on the redevelopment and website outlining the build:

• Video of redevelopment- Central Acute Services Building • NSW Government Website on Redevelopment.

Auburn Hospital-155 Beds

Auburn Hospital opened in 2009 and services include emergency medicine, adult general medicine, paediatric day-only surgery, short-stay medical, obstetrics and newborn care services for low-risk births, satellite renal dialysis, and non-acute care.

Auburn Hospital is a teaching hospital of the University of Notre Dame and serves a unique population with 60 per cent of local residents born overseas. Auburn Hospital is networked with Westmead Hospital.

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Blacktown and Mount Druitt Hospital -534-Beds

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

Blacktown Hospital provides 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 offers 24-hour emergency care, and a district-wide role in the provision of planned surgery, with a high proportion of general, orthopaedic and breast surgery.

BMDH is a unit of the Western Sydney Local Health District (WSLHD) governed by the NSW Ministry of Health. Although there are two inpatient campuses, it operates under one administration under the umbrella of Blacktown Mt Druitt Hospital. Clinical Services are distributed across both campuses, allowing for the growth of expertise within specialities. This facility has strong links with Western Sydney University for teaching and learning and research. The two facilities are situated 11 kilometres apart.

Images clockwise: , Mt Druitt Hospital, Dialysis Unit Mt Druitt, Blacktown Hospital Courtyard

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Cumberland Hospital- 261 Beds

Cumberland Hospital is a mental health facility that 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.

They also work in conjunction with five community-based mental health teams who provide community based acute care, case management and recovery services and access to specialist mental health input and consultation 24 hours a day, 7 days a week. There is also a range of community mental health residential facilities as well as recovery support and specialist treatment services located on the campus.

Cumberland Hospital is a teaching hospital for , social work, occupational therapy and psychology students. Currently there are approximately 261 inpatient beds within Cumberland.

Integrated Care and Community Health Centres:

WSLHD offer a range of services to children, families, young people, adults and older people including speech pathology, occupational therapy, hearing screening, counselling, community nursing, podiatry, day respite for elderly people and multicultural health services.

Services are also provided in residents’ homes as well as community settings such as schools and residential aged care facilities.

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WESTERN SYDNEY LOCAL HEALTH DISTRICT

Better health services for the people of western Sydney and beyond

Vision

To create an environment where people can live well, stay well and manage well. People are supported to improve their health and to live to their full potential. Individuals; their family and carers are active participants with a collective responsibility for optimising health outcomes. We are committed to working in partnership to deliver better health together.

One of 15 local health districts (LHDs) in the NSW , WSLHD is one of the State’s fastest growing areas with more than 1.3 million residents estimated by 2031.

The WSLHD community comes from diverse economic, social, and cultural backgrounds providing a fertile environment to develop and implement innovative models of healthcare, research, infrastructure and new ways of doing business.

WSLHD has focussed on the participation of consumers and patients in building and reshaping services to meet the challenges of today and the future.

To sustain projected demand WSLHD has embarked on a multibillion-dollar capital redevelopment program and continues to research world’s best practice and innovations to maintain community expectations in healthcare delivery, research and education.

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Values

Collaboration: acknowledges that every person in the health system plays a valuable role that contributes to achieving the best possible outcomes. Openness: encourages communications that are transparent and two way to build trust, confidence and greater cooperation. Respect: upholds the dignity of each person, and regard for the role, abilities, knowledge, skill and achievements of each person. Empowerment: recognizes the knowledge sharing to make well informed decisions to enhance health care.

Strategic Priorities

The Strategic Priorities for 2017-2021 are represented in the image below. The strategic priorities reflect WSLHD’s commitment to delivering modern health care in the areas that matter most to western Sydney.

Also see link to website: Click here & WSLHD Year in Review 2018-19

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WSLHD At A Glance Financial Year 2018-2019

~1.9 billion 2,794,063 occasions of 10,658 babies 200,508 ED budgets service- Hospital non- born Presentations admitted patient services

Priority People for Western Sydney LHD

Western Sydney Local Health District is a diverse community with a complex range of health needs and have prioritised some key groups due to their significant health needs.

WSLHD has the second largest population in NSW that is projected to increase to nearly 1.3 million by 2021.

More than 45 percent of residents were born overseas, and 50.3 percent speak a language other than English at home. Of these 60,000 arrived in western Sydney between 2006 and 2011. India leads as the country of origin and Arabic is the most common non-English language.

Western Sydney is home to one of the largest urban Aboriginal and Torres Strait Islander populations with many living in socioeconomically disadvantaged areas.

The 2016 Census indicates about 13,400, or 1.5 per cent of the population self-identifies as being Aboriginal, with the majority (9500) living in the Blacktown LGA.

The population of Western Sydney LHD has a significant number of aging people with a 59 per cent increase in people aged 70 years or over and a 54 per cent increase in people aged 85 years and over is forecast from 2016-2026.

WSLHD residents experience greater socioeconomic disadvantage compared to the general NSW population, except for those living in The Hills Shire LGA, with the 2016 Census indicating: 39% of residents report a personal income of less than $500 per week; and 21% per cent of households report a family income of less than $1000 per week.

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Unemployment is a social problem in Western Sydney and is associated with poor physical and mental health outcomes.

Statistics of Western Sydney LHD:

• 1 in 4 Australians over 16 will experience mental ill health • 68,980 Children up to 4 years each year • 13 390 People in Western Sydney identify as an Aboriginal • 123,500 children aged 5-14 person • 120,080 young people 15-24 • 25% of Australians have two or more chronic conditions years • 68,210 people aged 70+ • 25% of Australians have two or more chronic conditions

Please see link to the WSLHD Better West Strategic Priorities 2017-2021 for more detail

Images from WSLHD_year-in-review_2018-19 Above, from left: Nimishabahen and Vijaykumar Patel with their newborn at Westmead Hospital; patient Rosa Sciamanna receives an Easter beauty package; Blacktown Hospital volunteer Terence Green; clinical midwifery educator Stephanie Bishop with students at the WSLHD Career Expo

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EXECUTIVE DIRECTOR OPERATIONS

POSITION PURPOSE

The Executive Director Operations Western Sydney Local Health District (WSLHD) is accountable for the management performance of the District in collaboration with the Chief Executive and other members of the WSLHD Executive Leadership team. The role assumes performance accountability for clinical services as outlined in the annual WSLHD Service Agreement with the NSW Ministry of Health. As a senior Executive role within WSLHD, the role provides significant input into the development and oversight of District strategic and operational plans, policy and development, business and clinical service strategies and relationship management.

KEY DUTIES AND RESPONSIBILITIES

Key accountabilities of the Executive Director Operations:

• Provide strategic and operational advice to the Chief Executive related to the functional areas of accountability for the role and as a member of the WSLHD Executive Leadership team. • Provide strategic and operational leadership, management and supervision of operations design and performance to meet Service Level Agreement targets. • Lead the Executive Operations management team, in collaboration with other District Executive members, provide strategic and operational direction to services; and encourage a culture of performance excellence and accountability, a focus on patient, client, consumer, carer and staff satisfaction and positive health outcomes, fostering and practically supporting an environment of innovation, requiring and demonstrating co-operation and respect when dealing with others in managing the health service • Accountable for the management of the LHDs financial position at all levels of the organisation to ensure that budget is met whilst driving strategy for access and activity management. Key involvement in the management of LHD assets and technology infrastructure to ensure that LHD service delivery meets best practice standards. • Accountable for the performance of clinical services. Collaborate with senior clinicians, academics, scientists, clinical and support staff to ensure effective clinical governance of the services to meet relevant patient safety and quality performance requirements. • Provide executive management of designated clinical services operating across WSLHD to achieve key performance targets, including:; Westmead hospital, Auburn hospital, Blacktown hospital, Mount Druitt hospital, Integrated and Community Health, Drug Health, Oral Health, Primary and Community Healthcare (PACH) and Clinical Networks • Promote, facilitate and lead the implementation of integrated care models in partnership with the Primary Health Networks, general practitioners, non- government organisations and the local community.

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• Promote human centred quality plans that improve the patient and consumer experience at WSLHD. Provide advice and guidance in applying quality improvement methodology and tools to execute quality projects.

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

SELECTION CRITERIA

To be considered a serious contender for this position an applicant must have the bold capabilities outlined in the framework below, so could you please include a response to these key capability questions:

1. Western Sydney needs to undertake transformational structural, cultural and organisational reform as it moves towards operating as a cohesive networked service. What challenges would you face in this situation? How would you personally contribute to this reform agenda?

2. This position would require you to negotiate, influence others and work collaboratively with a variety of different stakeholders across the health service and with other external parties, including other health services. - Can you tell us about a situation where you have had to manage, negotiate, influence and work with a variety of different people at various levels? Has there been a situation which did not work out well? What would you do differently?

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QUALIFICATIONS & ESSENTIAL REQUIREMENTS

Tertiary qualifications in Management and/or demonstrated equivalent knowledge, experience and expertise in health service delivery, across a diverse range of care sectors, advocating for positive change in a broad range of community and government forums.

CHALLENGES AND OPPORTUNITIES

Major challenges and opportunities currently associated with this role include: • Driving and maintaining strong operational performance, services and results for patients and clients • “Reading” the organisation, anticipating issues, influencing outcomes and demonstrating flexibility to support building a strong and proud organisation into the future • Providing clear strategic leadership across the network in a highly complex organisation and environment • Clarifying how roles and decision making will work optimally as WSLHD moves from its current divisional structure to a network structure • Building the capability and capacity of senior executive leaders, especially General Managers, through coaching, mentoring and advising, to enhance their skills and talents to allow them to grow with WSLHD and support future succession planning • Initiating, influencing and leading significant sustainable transformational change in culture and organisational arrangements across the network within agreed timeframes • Fostering key relationships with other LHDs as well as with an extensive array of key stakeholders

REPORTING & ROLE DIMENSIONS

The Executive Director Operations, WSLHD participates as a member of the District Executive Leadership team and will have significant autonomy in directing and managing the operations of the District. Decisions related to resource deployment outside of the operational budget allocation are referred to the Chief Executive.

In consultation with the Chief Executive, WSLHD Board and Executive Leadership Team members, determine organisation wide strategic direction and prioritisation of implementation of strategic and operational plans and projects.

For clinical services, negotiate recurrent expenditure within allocated budgets and approve the creation of positions within Award structures and allocated budgets under the WSLHD Delegations Manual and as determined by the Chief Executive and WSLHD Board from time to time.

The Executive Director Operations reports to the Chief Executive

The role has five direct reports for operational performance: • General Manager Westmead & Auburn hospitals • General Manager Blacktown & Mount Druitt hospitals

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• General Manager Integrated and Community Health • Drug Health • Oral Health

Please see link to organisational chart below that outlines the executive structure

KEY DATA

Staffing ~13,000

Annual Budget $1.9 Billion AUD

Service Locations: Westmead Hospital

Useful Links Role Description Western Sydney LHD website link NSW Health Website Western Sydney Annual Reports Organisation Chart

EMPLOYMENT TERMS & CONDITIONS

REMUNERATION $297,781 - $332,361 pa.

CLASSIFICATION Band 2

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.)

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HOW TO APPLY

The closing date for applications is Sunday, 3rd of January 2021 The reference number to include in your application is H20_3538

For a confidential discussion, please contact Principal Consultant, Kevin Hardy:

M: +61 (0)412 131 334 E: [email protected]

Or Principal Consultant, Kate Wallwork:

M: +61 (0)410 052 125 E: [email protected]

Please submit application documentation to NSW Health on website: https://jobs.health.nsw.gov.au/ (search by job reference number REQ201406)

In addition, a copy of your application to Executive Search Coordinator, Jane Mather:

T: +61 (0)990 00106 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 Principal Consultant. 3. A written response addressing the capability questions found on page 13; and 4. An 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 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.

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Role Description

Executive Director Operations

Cluster NSW Health Agency Western Sydney Local Health District Division/Branch/Unit Western Sydney Local Health District Location Westmead Hospital Classification/Grade/Band Band 2 Senior Executive Work Level Standards Work Contribution Stream: Service/Operational Delivery Kind of Employment Ongoing Role Number 669036 ANZSCO Code 132411 PCAT Code 2331192 Date of Approval November 2020 Agency Website www.health.nsw.gov.au

Agency overview

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

Primary purpose of the role

The Executive Director Operations Western Sydney Local Health District (WSLHD) is accountable for the management performance of the District in collaboration with the Chief Executive and other members of the WSLHD Executive Leadership team. The role assumes performance accountability for clinical services as outlined in the annual WSLHD Service Agreement with the NSW Ministry of Health. As a senior Executive role within WSLHD, the role provides significant input into the development and oversight of District strategic and operational plans, policy and development, business and clinical service strategies and relationship management.

Key accountabilities • Provide strategic and operational advice to the Chief Executive related to the functional areas of accountability for the role and as a member of the WSLHD Executive Leadership team. • Provide strategic and operational leadership, management and supervision of operations design and performance to meet Service Level Agreement targets. • Lead the Executive Operations management team, in collaboration with other District Executive members, provide strategic and operational direction to services; and encourage a culture of performance excellence and accountability, a focus on patient, client, consumer, carer and staff satisfaction and positive health outcomes, fostering and practically supporting an environment of innovation, requiring and demonstrating co-operation and respect when dealing with others in managing the health service • Accountable for the management of the LHDs financial position at all levels of the organisation to ensure that budget is met whilst driving strategy for access and activity management. Key involvement in the

1

management of LHD assets and technology infrastructure to ensure that LHD service delivery meets best practice standards. • Accountable for the performance of clinical services. Collaborate with senior clinicians, academics, scientists, clinical and support staff to ensure effective clinical governance of the services to meet relevant patient safety and quality performance requirements. • Provide executive management of designated clinical services operating across WSLHD to achieve key performance targets, including:; Westmead hospital, Auburn hospital, Blacktown hospital, Mount Druitt hospital, Integrated and Community Health, Drug Health, Oral Health, Primary and Community Healthcare (PACH) and Clinical Networks • Promote, facilitate and lead the implementation of integrated care models in partnership with the Primary Health Networks, general practitioners, non- government organisations and the local community. • Promote human centred quality plans that improve the patient and consumer experience at WSLHD. Provide advice and guidance in applying quality improvement methodology and tools to execute quality projects.

Key challenges

• Continuing to work in private industry and tertiary education sector partnerships in order to optimise our contribution to public policy and investment in a healthy society and to meet the workforce requirements of the future • Significantly enhancing the interface between acute hospital care with primary and community health services (public, private and commercial) to improve hospital avoidance, reduce length of stay and effectively manage chronic and complex conditions in non-acute care environments • Further maturing clinical services to operate in an activity based funding environment

Key relationships

Who Why Internal Chief Executive • Provide the Chief Executive with accurate and timely information, reports and recommendations regarding operations management including, but not limited to: clinical operations, workforce, corporate governance and organisational performance. Board and Board Committees • Meet the expectations of the Board and respond successfully to the directions of the Board • Meet Premier’s and state priorities and the strategic priorities contained within the service agreement with the Ministry of Health • Meeting KPIs within the NSW Health performance framework LHD Executive Leadership Team • Ensure the workforce is appropriately trained and credentialed now and is prepared for the future • Recognise and make use of technology and physical capital as fundamental and critical enablers of modern and optimal healthcare • Invest in effective Leadership and management competence now and for the future Senior Clinicians • Meet the expectations of the Board and respond successfully to the directions of the Board • Meet Premier’s and state priorities and the strategic priorities contained within the service agreement with the Ministry of Health • Meeting KPIs within the NSW Health performance framework

Role Description Executive Director Operations 2

Who Why • Invest in effective Leadership and management competence now and for the future External Lead Clinician Groups • Work in partnership with lead clinician groups including the clinical councils and the medical staff councils to enable greater devolved clinical decision making, and to strengthen the communication between management and clinicians. NSW Ministry of Health • Liaise on a regular basis with senior executive and directors to ensure the alignment of NSLHD functions within government objectives Commonwealth, State and Local • Interact and work collaboratively on an as needs basis in relation to Government Departments and State and local health goals and strategies Agencies including Primary Health Networks Non-Government Organisations • Building and maintaining partnerships with peak and State-wide (NGOs) NGOs to support the adoption of population health approaches and improvement of the health of communities. Agency for Clinical Innovation, Clinical • Work co-operatively with these agencies to ensure mutual support for Excellence Commission, Health respective responsibilities within and across the public health system. Education and Training Institute, Health Infrastructure, HealthShare, eHealth, Cancer Institute (NSW), NSW Health Pathology and other entities Community and other Key Stakeholders • Provide support to members of the Executive, or as a representative of the WSLHD. Health Care Complaints Commission, • As required to meet statutory accountability requirements and ensure Ombudsman and Other Government sound governance of the NSLHD Accountability Role dimensions Decision making The Executive Director Operations, WSLHD participates as a member of the District Executive Leadership team and will have significant autonomy in directing and managing the operations of the District. Decisions related to resource deployment outside of the operational budget allocation are referred to the Chief Executive.

In consultation with the Chief Executive, WSLHD Board and Executive Leadership Team members, determine organisation wide strategic direction and prioritisation of implementation of strategic and operational plans and projects.

For clinical services, negotiate recurrent expenditure within allocated budgets and approve the creation of positions within Award structures and allocated budgets under the WSLHD Delegations Manual and as determined by the Chief Executive and WSLHD Board from time to time.

Reporting line Chief Executive

Role Description Executive Director Operations 3

Direct reports Five direct reports for operational performance:

• General Manager Westmead & Auburn hospitals • General Manager Blacktown & Mount Druitt hospitals • General Manager Integrated and Community Health • Drug Health • Oral Health

Essential requirements

• Tertiary qualifications in Management and/or demonstrated equivalent knowledge, experience and expertise in health service delivery, across a diverse range of care sectors, advocating for positive change in a broad range of community and government forums

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

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 Executive Director Operations 4

NSW Public Sector Capability Framework Capability Group Capability Name Level

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

NSW Public Sector Capability Framework Group and Level Behavioural Indicators Capability Personal Attributes Highly Advanced • Promote and model the value of self-improvement Manage Self • and be proactive in seeking opportunities for growth and new learning • Actively seek, reflect on and integrate feedback to enhance own Act with Integrity performance, showing a strong capacity and willingness to modify own behaviour • Manage challenging, ambiguous and complex issues calmly and logically • Model initiative and decisiveness

Role Description Executive Director Operations 5

NSW Public Sector Capability Framework Group and Level Behavioural Indicators Capability Relationships Highly Advanced • Promote and model the value of self-improvement Commit to Customer • and be proactive in seeking opportunities for growth and new learning Service • Actively seek, reflect on and integrate feedback to enhance own performance, showing a strong capacity and willingness to modify own behaviour • Manage challenging, ambiguous and complex issues calmly and logically • Model initiative and decisiveness Relationships Advanced • Recognise outcomes achieved through effective collaboration between Work Collaboratively teams • Build cooperation and overcome barriers to information sharing, communication and collaboration across the organisation and across government • Facilitate opportunities to engage and collaborate with l stakeholders to develop joint solutions • Network extensively across government and organisations to increase collaboration • Encourage others to use appropriate collaboration approaches and tools, including digital technologies Results Highly Advanced • Establish and promote a culture that encourages innovation and initiative Deliver results and emphasises the value of continuous improvement • Engage in high-level critical analysis of a wide range of complex Think & solve information and formulate effective responses to critical policy issues problems • Identify and evaluate organisation-wide implications when considering proposed solutions to issues • Apply lateral thinking and develop innovative solutions that have long- lasting, organisation-wide impact • Ensure effective governance systems are in place to guarantee quality analysis, research and reform 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 various purchasing options • Promote the role of sound financial management and its impact on organisational effectiveness • Obtain specialist financial advice when reviewing and evaluating finance systems and processes Respond to financial and risk management audit outcomes, addressing areas of non-compliance in a timely manner People Management Advanced • Refine roles and responsibilities over time to achieve better business Optimise Business outcomes Outcomes • Recognise talent, develop team capability and undertake succession planning • Coach and mentor staff and encourage professional development and continuous learning

Role Description Executive Director Operations 6

NSW Public Sector Capability Framework Group and Level Behavioural Indicators Capability • Prioritise addressing and resolving team and individual performance issues and ensure that this approach is cascaded throughout the organisation • Implement performance development frameworks to align workforce capability with the organisation’s current and future priorities and objectives

Role Description Executive Director Operations 7

WESTERN SYDNEY LOCAL HEALTH DISTRICT – EXECUTIVE TEAM

Chief Executive

Director Nursing Director Executive Director Chief Digital Health Executive Director Director Aboriginal Director, Office of Director, Allied Director Corporate Director Mental Director People & Midwifery & Clnical Director of Finance Redevelopment & Operations Officer Medical Services Health Strategy the Chief Executive Health Communications Health Services Culture Governance Infrastructure

General Manager, Blacktown & Mount Druitt hospitals

General Manager, Westmead & Auburn hospitals

General Manager, Integrated Care & Community Health