executive director people & culture …...wellbeing, and the minister for mental health and...

CANDIDATE INFORMATION PACK

EXECUTIVE DIRECTOR PEOPLE & CULTURE WOMEN’S & CHILDREN’S HEALTH NETWORK

CANDIDATE INFORMATION PACK Executive Director People and Culture

HardyGroup | IN CONFIDENCE 2

TABLE OF CONTENTS

Welcome from the Chief Executive

3

Executive Summary

4

SA Health

5

Women’s and Children’s Health Network 6

Executive Director People and Culture

11

Employment Terms & Conditions

17

How to Apply

18



WELCOME FROM CHIEF EXECUTIVE, WOMEN’S AND CHILDREN’S HEALTH NETWORK

SA Health is committed to protecting and improving the health of all South Australians by providing leadership in health reform, public health services, health and medical

research, policy development and planning, with an increased focus on wellbeing, illness prevention, early intervention and quality care.

Health is one of the largest portfolios within the SA public sector and is responsible for governing public hospital

and health services within both metropolitan and country areas.

SA Health is the brand name for the health portfolio of services and agencies responsible to the Minister for

Health and Wellbeing.

Services and agencies within SA Health include the Department for Health and Wellbeing, as well as Local Health

Networks and health services - Northern Adelaide Local Health Network (NALHN), Central Adelaide Local Health

Network (CALHN), Southern Adelaide Local Health Network (SALHN), Women’s and Children's Health Network

(WCHN), and Country Health SA Local Health Network.

SA Health also includes all Emergency Services (medSTAR, SA Ambulance Service) and State-wide Services

(Breast Screen SA, Drug and Alcohol Services, SA Dental Service, SA Pathology).

Women’s and Children’s Health Network is passionate about serving our community, striving for corporate and

business success, planning for the future, delivering safe, quality and innovative services in a continuous

improvement environment and developing our leaders and ensuring continued organisational learning and

innovation.

We are looking for an outstanding leader to be the Executive Director of People and Culture for Women's and

Children's Health Network (WCHN). WCHN is seeking an experienced senior leader who will be responsive,

innovative and strategic, and foster collaborative working relationships within WCHN, SA Health, executive and

senior leadership teams, clinicians and key stakeholders in the Department for Health and Wellbeing as well as

external bodies.

Lindsey Gough Chief Executive Officer

Women’s and Children’s Health Network



EXECUTIVE SUMMARY

The Women’s and Children’s Health Network (WCHN) is the state-wide provider of public health services for

infants, children and women. It has an unprecedented opportunity to lead the design, delivery and ongoing

reform of health services to meet the highest standards of safety and quality, and, improve the health outcomes

of its diverse constituency.

WCHN’S mission is to continue to provide the highest quality of care and to be the national leader in the delivery

of healthcare to babies, children and women.

The WCHN is currently recruiting Board members after the recent appointment of a Board Chair. This is part of

the state health service reform that is currently underway, involving the introduction of formal boards to the

health system. The organisation will be shaping the strategic planning for Adelaide’s new Women and Children’s

Hospital and developing a sustainment strategy for the existing Women and Children’s Hospital. The Executive

Director People and Culture will be a major contributor to these reforms through extensive consultation and

excellent clinical and community engagement. The importance of appropriate workforce design and staffing

models cannot be underestimated in the transformational reform process, change management and

organisational culture development. The Successful applicant will also have the ability to liaise and negotiate

with, and influence, key stakeholders.

Therefore, the organisation is looking for an outstanding leader who will be responsive, innovative, strategic, and

foster collaborative working relationships within WCHN, executive teams, leadership teams, clinicians and key

stakeholders in the Department of Health and Wellbeing and other external bodies.

A dynamic and passionate HR Executive is required who will work as part of the Executive Team to align people

strategy, performance and practice with the wider Health Network ambitions. This will include leading the

development of a Strategic People and Culture Framework that includes workforce planning, workforce

management, organisational development, employee relations, education and training, equity, HR operations

and workforce safety and wellbeing as well as Industrial Relations, enhancing Organisational Culture and taking

a lead in Change Management.



SA HEALTH

SA Health is the brand name for the South Australian health portfolio of services and agencies that are responsible to the Minister for Health and

Wellbeing, and the Minister for Mental Health and Substance Abuse.

The legal entities include (but are not limited to): Department for Health and Ageing, Central Adelaide Local

Health Network, Northern Adelaide Local Health Network, Southern Adelaide Local Health Network, Women's

and Children's Health Network, Country Health SA Local Health Network

SA Health is a diverse organisation with a wide range of responsibilities and provides a variety of services across

regional and metropolitan worksites. It is an organisation which serves all South Australians and recognises the

diversity of the South Australian community, including Aboriginal people and people from culturally and

linguistically diverse backgrounds.

SA Health's key objective is to lead and deliver a comprehensive and sustainable health system that ensures

South Australians are healthy, enjoy a great quality of life and experience a safe, contemporary and sustainable

health care system.

SA Health plays an important role as part of a larger health and well-being sector, with partners in the non-

government, education, research, private and Commonwealth sectors, who are vital in achieving our vision for

South Australia. SA Health works closely as part of the Government of South Australia to improve the social

determinants of health and well-being.

SA HEALTH'S PRIORITIES



WOMEN’S & CHILDREN’S HEALTH NETWORK

As the State-wide provider of public health services for infants, children and women, the Women's and Children's

Health Network has an unprecedented opportunity to lead the design, delivery and ongoing reform of health

services to meet the highest standards of safety and quality and improve the health outcomes of its diversity.

With an annual budget of approximately $430 million and more than 3,000 skilled staff who provide high quality

person and family centred care, education, research and health promoting services across South Australia.

The Women's and Children's Health Network efficiently conducts and manages, within its identified resources,

health services for children, young people and women, including:

• Specialist tertiary hospital services

• Primary health care and population health programs Integrated community care services

• Services to address the health and wellbeing of particular populations, including Aboriginal Health

Programs Education and training programs

• Research

The WCHN encompasses the following services:

• Women's and Children's Hospital (WCH) Child and Adolescent Mental Health Services Child and

Family Health Services

• Child Protection Service, Children's Disability Services, Youth Health Service Women's Health Service

• Yarrow Place Rape and Sexual Assault Service

The WCHN provides comprehensive acute and outpatient services for women and children including emergency

and elective paediatric care, obstetric, neonatal and gynaecological care and state-wide child adolescent mental

health services.

The WCH is a 24-hour, 7-day major Emergency Department and the paediatric complex multi-trauma hospital

for the state, with access to 24-hour diagnostic and imaging services, as appropriate. Specialty services include

the Craniofacial Unit, the Michael Rice Centre for Haematology and Oncology, a lung function laboratory, the

Maternal Foetal Medicine Service, the Neonatal Intensive Care Unit and Allergy and Clinical Immunology. During

2015-16 the Paediatric Emergency Department cared for 46,004 children.

The hospital is the main referral centre for complex paediatric surgical conditions for South Australia, the

Northern Territory and some regional centres in far west New South Wales and Victoria.

The WCH provides state of the art gynaecological care and offers women a range of gynaecological services,

providing advice on all areas of female and reproductive health. WCHN delivered 4,692 babies and visited 18,412

families at home after birth, which is close to 90 per cent of all babies born in South Australia during 2015-16.



The Neonatal Intensive Care Unit (NICU) is a 14-bed unit responsible for the provision of care for babies in need

of intensive (Level 6) care born at the WCH, born elsewhere in South Australia, the Northern Territory, Western

Victoria and the far west of New South Wales.

WCHN continues to work in partnership with other local providers; including non-government organisations and

private providers to ensure community-based services are available in accordance with the needs of their

population, including chronic care, rehabilitation, antenatal and postnatal care services, mental health specialist

services and community nursing.

It is an especially exciting time for the Women's and Children's Health Network with the opportunity to shape

the strategic planning for the new Adelaide Women's Hospital and sustainment strategy for the Children's

Hospital resulting in building a world class health system for women, children and infants in South Australia.

The WCHN is pursuing reform and innovation across its services for driving clinical and business reform to deliver

high value, person and family centred care. This is supported by strong clinical leadership; integrated child and

adolescent mental health services that better meet the needs of the consumers and community, adoption of

new models of care in Child and Family services, contributing to improving the health of Aboriginal and Torres

Strait Islander people, and a range of business and clinical improvements.

WCHN provides services to the APY Lands communities through Child Adolescent Mental Health Services

(CAMHS) and the Child Protection Service (CPS). Named Kunpungku Atunymankunytjaku Tjitji Uwarkara (KATU).

The name was given in partnership with the local community and means ‘strongly looking after all children

together’.

KATU provides direct therapeutic work to deeply traumatised children, supported by protective parenting and

community practices developed through capacity building working with the local Anangu community.

WCHN is also supported by a number of corporate functions:

• Allied Health, Complex and Sub-Acute Care

• Corporate Services

• Medical Services

• Nursing and Midwifery

• People and Culture

• Finance



Please see link to the: Strategic Management Plan 2018-2020

EXECUTIVE LEADERSHIP TEAM

Ms Lindsey Gough – Chief Executive Officer

Mr Phil Robinson - Executive Director, Corporate Services

Ms Lisa Lynch - Chief Operating Officer

Dr Jenny Fereday - Executive Director, Nursing and Midwifery

Dr Cindy Molloy - Executive Director, Medical Services

Ms Heather Baron - Regional Director Allied Health, Complex and Sub-Acute Care

Mr Paul Monaghan - Chief Finance Officer

Acting - Executive Director People and Culture

http://www.wch.sa.gov.au/about/documents/WCHN_Strategic_Management_Plan_2018-2020.pdf



WOMEN’S AND CHILDREN’S HOSPITAL

The Women's and Children's Hospital provides state of the art health care for women and children in Adelaide

and South Australia.

It is the state's leading provider of specialist care for children with acute and chronic conditions and SA's largest

maternity and obstetric service. It also provides important community-based services.

Each year, more than 30,000 people are admitted and about 5,000 babies are born at the hospital. In addition,

more than 250,000 people come to the hospital as outpatients.

The hospital has 295 beds. The hospital’s paediatric and adolescent wards cater for all paediatric specialties.

Women's wards provide antenatal, gynaecology, neonatal and postnatal care.

Yarrow Place Rape and Sexual Assault Service

Yarrow Place is the lead public health agency responding to rape and sexual assault in South Australia. Yarrow

Place is a part of the Women's and Children's Health Network. A community service with a state-wide mandate,

Yarrow Place focuses to:

• provide services to people who have been raped or sexually assaulted

• provide a lead agency role in South Australia, which includes advocacy in relation to public policy

development, planning and service delivery in the area of sexual violence against adults

• build community capacity to respond to and prevent sexual assault through training and education

Our Services Clinical services are for:

• people 16 years and over at the time of the sexual assault their significant others (family and friends

who want to support them)

• young people 12-25 years under Guardianship (at time of referral) who are absconding from care

and/or at risk of sexual exploitation

Metropolitan Services

A crisis response service for recent rape or sexual assault. This can include:

• crisis counselling

• advocacy (standing up for and supporting what the person wants to have happen)

• helping the person to access supports safety



Medical care for victims of rape and sexual assault, which can include:

• treatment for minor injuries health checks for pregnancy

• transmitted infections

• treatment for anxiety, sleeplessness, or other issues arising from the assault

• collecting evidence from the body of the person who has been assaulted (forensic medical examinations for people who want to take legal action).

REGIONAL AND METROPOLITAN SERVICES

• Counselling for people who have been sexually assaulted, either recently or in the past, so long as

they were 16 years or older at the time of the assault

• Court preparation and support for people whose cases are going to court

• Information, support and short-term counselling for families and friends of people who have been

sexually assaulted, so that they can work through their own issues and provide better support to the

person who was assaulted

• Group work and seminar programs

• Training and education programs for workers such as police, lawyers, doctors, nurses, social

workers, youth workers and other health workers, and for tertiary students training to work in those

areas

• Consultancy and support for other workers in emergency cases, telephone advice can be provided

24 hours a day.

• Referral to other services as required

PROJECTS

As well as these services, Yarrow Place undertakes projects in particular areas. These have included:

• projects to improve the quality of services in country areas

• prevention projects; research projects

• a project to develop accredited training for workers training and education programs for professionals

and community members

• projects to enhance outcomes for young people who are or have been under the Guardianship of the

Minister.



EXECUTIVE DIRECTOR PEOPLE AND CULTURE

POSITION PURPOSE

As the State-wide provider of public health services for infants, children and women, the Women's and Children's

Health Network has an unprecedented opportunity to lead the design, delivery and ongoing reform of health

services to meet the highest standards of safety and quality and improve the health outcomes of its diverse

constituency.

It is an especially exciting time for the Women's and Children's Health Network with the opportunity to shape

the strategic planning for the new Adelaide Women and Children’s Hospital and sustainment strategy investment

in the existing Women’s and Children's Hospital resulting in building a world class health system for women,

children and infants in South Australia.

The Network is pursuing reform and innovation across its services for driving clinical and business reform to

deliver high value, person and family centred care. This is supported by strong clinical leadership; integrated child

and adolescent mental health services that better meet the needs of the consumers and community, adoption

of new models of care in Child and Family services, contributing to improving the health of Aboriginal and Torres

Strait Islander people, and a range of business and clinical improvements.

Additionally, with the establishment of the Healthy Women, Healthy Babies Theme of the South Australian

Medical Health Research Institute (SAHMRI), the Network is committed to pursuing strategies which infuse

clinical practice with evidence-based practice and strong research. This is enabled by the strong partnerships that

the Network enjoys with Universities and Research Institutes.

As a tertiary health services provider, delivery of contemporary clinical services, an engaged high performing

workforce and the highest standards of safe quality care are all critical priorities.

Overall, the Women's and Children's Health Network is embarking on an ambitious and positive strategy of

transformation to engage the hearts and minds of its people, so that it can deliver the highest standards of care

in a way which is responsive to its community and improves the health outcomes of its population.

The Women’s and Children Health Network efficiently conducts and manages, within its identified resources,

health services for children, young people and women, including:

• Specialist tertiary hospital services

• Primary health care and population health programs, Integrated community care services

• Services to address the health and wellbeing of particular populations, including Aboriginal Health

Programs Education and training programs Research



The WCHN structure includes:

• Acute Services • Child and Family Health Services • Child and Adolescent Mental Health Services Child Protection Health Services • Specialist Community Youth and Women's Safety Services Allied Health, Complex and Sub-Acute Care • Corporate Services Medical Services Nursing and Midwifery People and Culture Finance

KEY DUTIES AND RESPONSIBILITIES

The Executive Director People and Culture is expected to have experience in Human Resource Management,

Industrial Relations, Organisational Culture, Change Management and Transformational Leadership preferably

in a health-related area.

Knowledge and understanding of the various professional groups operating across the health system.

SELECTION CRITERIA

1. Demonstrated ability to provide effective strategic leadership, management and advice which translates

to successful organisational outcomes.

2. Demonstrated contemporary knowledge of the full breadth of strategic and operational human resource

management, and an evidenced ability to translate this into best practice within an organisation.

3. Demonstrated ability to develop and implement effective strategic and operational plans to achieve

desired outcomes.

4. Highly developed and demonstrated consultative, interpersonal negotiation and communication skills,

appropriate to a transformational environment.

5. High level knowledge and successful translation into practice of organisational culture and change

practice and strategies.

6. Demonstrated ability to evaluate group and individual performance against agreed objectives.

7. Demonstrated ability to communicate, both orally and in writing, to a wide range of audiences on a range

of complex issues.

8. Demonstrated ability to analyse and conceptualise problems, formulate and execute appropriate

solutions and negotiate successful outcomes in an innovative and resourceful manner.

9. Proven ability to negotiate at senior levels of government and private industry.

10. Ability to be innovative and enterprising in relation to influencing and earning the trust and respect of

relevant parties who possess a diverse range of values.

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



QUALIFICATIONS It is expected that to be highly competitive, candidates will have relevant undergraduate and post-graduate

qualifications in a relevant field such as Human Resource Management, Organisation Change/Psychology,

Employment Law

CHALLENGES

The ED, P&C will have leadership and executive level advisory roles, as well as providing executive level

accountability for a number of key priority areas within the Network.

Immediate challenges for the WCHN will include:

• Devolution of the Health System in preparation for the implementation of Boards from 1 July 2019

• Preparedness for implementation of Boards and working in an autonomous environment

• Financial sustainability

• Preparation for ACHS accreditation in 2019

• Commencing work on models of care and detailed design for the new Women’s and Children’s Hospital

• Commencing work on the sustainment program for the existing Women’s and Children’s Program.

• Implementation of an accountability framework within the organisation

• Continue to have a high level of consumer engagement and involvement in everything that we do

• Continued focus on the provision of excellent care in the context of the other challenges listed.

PERFORMANCE DEVELOPMENT The incumbent will be required to participate in the organisation’s Performance Review & Development Program

which will include a regular review of the incumbent’s performance against the responsibilities and key result

areas associated with their position and a requirement to demonstrate appropriate behaviours which reflect a

commitment to SA Health values and strategic directions.



GENERAL REQUIREMENTS

Managers and staff are required to work in accordance with the Code of Ethics for South Australian Public Sector,

Policies and Procedures and legislative requirements including but not limited to:

• Work Health and Safety Act 2012 (SA) and when relevant WHS Defined Officers must meet due

diligence requirements.

• Return to Work Act 2014 (SA), facilitating the recovery, maintenance or early return to work of

employees with work related injury/ illness.

• Meet immunisation requirements as outlined by the Immunisation Guidelines for Health Care

Workers in South Australia 2014.

• Equal Employment Opportunities (including prevention of bullying, harassment and intimidation).

• Children's Protection Act 1993 (Cth) - ‘Notification of Abuse or Neglect'.

• Disability Discrimination.

• Code of Fair Information Practice.

• Relevant Awards, Enterprise Agreements, Public Sector Act 2009, Health Care Act

• 2008, and the SA Health (Health Care Act) Human Resources Manual. Relevant Australian Standards.

• Duty to maintain confidentiality. Smoke Free Workplace.

• To value and respect the needs and contributions of SA Health Aboriginal staff and clients, and

commit to the development of Aboriginal cultural competence across all SA Health practice and

service delivery

• Applying the principles of the South Australian Government’s Risk Management Policy to work as

appropriate.

Staffs in all Departments of SA Health are expected to:

Set the policy and strategic framework for action on important health and wellbeing issues by:

• Focussing our attention and resources on the key priorities for health and wellbeing

• Addressing matters of inequity in our community

• Participating and influencing policy work at the State and National level

• Engaging our community to inform good policy and practice

Place strong emphasis on prevention and wellbeing by:

• Ensuring their promotion Protecting public health

• Raising awareness and educating the community

Promote quality and safety so that every South Australian can have confidence in the care they receive by:

• Developing standards, regulations and legislative measures

• Monitoring to ensure services comply • Using evidence to guide our policies and practices

• Developing state-wide standards for patients access and improved service management



Take Responsibility for the priorities posed by the government of the day by: • Accepting accountability for the goals and activities the SA Government asks the Department to

lead

• Offering our best advice to our Ministers and stakeholders

• Lead, initiate and support major infrastructure and service projects that will contribute to better

health and wellbeing outcomes

Promote and provide good corporate governance and business practices within the Department, and within agencies who work with our community by:

• Providing high quality corporate services that support service delivery and comply with the

regulatory framework

• Purchasing and managing to achieve value for money

Work in collaboration with other parts of our network by:

• Coordinating and collaborating with other Local Health Networks, SA Ambulance Service, Non-

Government agencies and Private Providers to achieved shared goals

Commission the health and wellbeing services our community needs by:

• Leading the identification of the services and support required by South Australians

• Specifying objectives and functions

• Monitoring to ensure outcomes are achieved



REPORTING & KEY RELATIONSHIPS

The Executive Director People and Culture reports directly to the Chief Executive Officer.

Reporting Directly to the Executive Director People and Culture currently are:

• Director – Centre for Training and Education

• Director – Corporate Communications

• Director – HR Operations and Performance (incorporating IR)

• Manager – Work Health and Safety & Injury Management

There may be changes to portfolios as part of a review process currently underway.

KEY DATA

Staffing 3000 plus FTE across WCHN

Annual Budget $430 Million AUD

Service Location Adelaide

Useful Links Role Description

WCHN website

SA Health website

WCHN Strategic Plan 2018-2020

http://www.sahealth.sa.gov.au/wps/wcm/connect/public+content/sa+health+internet/about+us/our+local+health+networks/womens+and+childrens+health+network

http://www.sahealth.sa.gov.au/wps/wcm/connect/public+content/sa+health+internetk

http://www.wch.sa.gov.au/about/documents/WCHN_Strategic_Management_Plan_2018-2020.pdf



EMPLOYMENT TERMS & CONDITIONS

REMUNERATION AUD $147,196 -$206,147

CLASSIFICATION SAES1

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.) It is mandatory that no person,

whether or not currently working in SA Health, will be eligible for appointment to a position in SA Health unless

they have obtained a satisfactory Background Screening and National Criminal History Clearance.

Prescribed Positions under the Children’s Protection Act (1993) must obtain a satisfactory Background Screening

and National Criminal History Clearance through the Screening and Licensing Unit, Department for Communities

and Social Inclusion.

Background Screening and National Criminal History Clearances must be renewed every 3 years thereafter from

date of issue for ‘Prescribed Positions’ under the Children’s Protection Act 1993 (Cth) or ‘Approved Aged Care

Provider Positions’ as defined under the Accountability Principles 1998 made in pursuant to the Aged Care Act

2007 (Cth).

Depending on work requirements the incumbent may be transferred to other locations across SA Health to

perform work appropriate to classification, skills and capabilities either on a permanent or temporary basis

subject to relevant provisions of the Public Sector Act 2009 for Public Sector employees or the SA Health (Health

Care Act) Human Resources Manual for Health Care Act employees.



HOW TO APPLY

The closing date for applications is Friday 9th of November 2018

The reference number to include in your application is H18_2827

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

M: +61 (0)422 816 557

E: [email protected]

Please submit application documentation to Search Coordinator, Name: Jane Mather

T: +61 (0)2 9900 0113

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 Search Consultant;

3. A written response addressing the key selection criteria, found on page 12; and

4. An up to date copy of your Curriculum Vitae

https://hardygroupintl.com/resources/search-candidate-form.pdf



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.



THE LOCATION

Adelaide, South Australia

Sophisticated, cultured, neat-casual -is the self-image Adelaide projects.

Adelaide is the capital city of the state of South Australia, and the fifth-most populous city of Australia. In June

2017, Adelaide had an estimated resident population of 1,333,927. Adelaide is home to more than 75 percent of

the South Australian population, making it the most centralised population of any state in Australia.

Adelaide is north of the Fleurieu Peninsula, on the Adelaide Plains between the Gulf St Vincent and the low-lying

Mount Lofty Ranges which surround the city.

Adelaide’s compact size and unique history appeal to anyone looking for something a little bit different.

The city’s proximity to three great wine regions: The Barossa, The Clare and McLaren Vale and wilderness

destinations, such as Kangaroo Island are a draw card to the area

Once known as the City of Churches, Adelaide is now carving out a niche as a global party town, hosting major

events such as the Adelaide Fringe, Womadelaide, Tour Down Under and Clipsal 500 motor event. The stylish

refurbishment of the Adelaide Oval consolidates its role as a major sporting destination.

Multicultural flavours infuse Adelaide's restaurants; there's a pumping arts and live-music scene. There are still

plenty of church spires here, but they are hopelessly outnumbered by pubs and a growing number of hip bars

tucked away in lanes.

Helpful Sites for more Information on Adelaide:

https://southaustralia.com/ https://www.lonelyplanet.com/australia/south-australia/adelaide

https://en.wikipedia.org/wiki/Fleurieu_Peninsula

https://en.wikipedia.org/wiki/Adelaide_Plains

https://en.wikipedia.org/wiki/Gulf_St_Vincent

https://en.wikipedia.org/wiki/Mount_Lofty_Ranges

https://southaustralia.com/

https://www.lonelyplanet.com/australia/south-australia/adelaide

https://www.lonelyplanet.com/australia/south-australia/adelaide

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ROLE DESCRIPTION

Role Title: Executive Director | People and Culture

Classification Code:

Total Remuneration Scale:

SAES 1$147,196 - $206,147

LHN/ HN/ SAAS/ DHA: Women’s and Children’s Health Network

Hospital/ Service/ Cluster Women’s and Children’s Hospital

Division: People & Culture

Department/Section / Unit/ Ward:

Role reports to: Chief Executive Officer

Role Created/ Reviewed Date: October 2017

ROLE CONTEXT

Environment context of role:

As the State-wide provider of public health services for infants, children and women, the Women’s and Children’s Health Network has an unprecedented opportunity to lead the design, delivery and ongoing reform of health services to meet the highest standards of safety and quality, and improve the health outcomes of its diverse constituency.

Currently, the Women’s and Children’s Health Network is continuing to evolve its consumer, community clinician and wider workforce engagement to create strong foundations for the delivery of its Strategic Plan, following the release of the SA Health Strategic Plan in late 2017.

As the tertiary provider of health services, delivery of contemporary clinical and corporate education is expectedly a key part of the organisational culture, with the recent adoption of a Learning and Development Framework, articulating the principles that are being adopted to develop a Learning Organisation. Additionally, the Network is committed to pursuing strategies which infuse clinical practice with evidence based practice and strong research. This is enabled by the strong partnerships that the Network enjoys with Universities and Research Institutes.

The Network is also pursuing continuous improvement and innovation across its services, supported by strong clinical leadership in integrated care, outpatient services, child and adolescent mental health services and child and family health service models of care, improving health outcomes for Aboriginal and Torres Strait Islander women, children and families, and a range of business and clinical process improvement. In addition, planning and developing the business case is underway for the future Women’s’ and Children’s Hospital for 2024 and the sustainment strategies for the existing site.

Delivery of the highest standards of safe quality care necessitates that all elements of a robust clinical governance framework are in place, and significant work is being led to ensure this is in place and embedded systematically across the organisation’s diverse services.

Overall, the Women’s and Children’s Health Network is embarking on an ambitious and positive strategy of transformation to engage the hearts and minds of its people, so that it can deliver the highest standards of care in a way which is responsive to its community, and improves the health outcomes of its population.

This is a key opportunity for a dynamic and successful HR Executive who is passionate about transformational change which assures alignment of people strategy, performance and practice with the wider Network ambitions. You will be responsible for leading the delivery of a Strategic People and Culture Framework for WCHN, inclusive of workforce planning, workforce management, organisational development, employee relations, education and training, equity, HR operations and workplace safety and wellbeing. Your leadership will be integral to developing the WCHN workforce and culture to realize our ambition of being the national leader in the delivery of healthcare to babies, children and women.

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Primary Objective(s) of role:

The Executive Director, People and Culture (ED, P&C) is an integral member of the Executive Leadership Team of the Women’s and Children’s Health Network (WCHN), responsible for leading the Network’s strategy, performance and culture so that it is a recognised leader in Australia for the provision of quality care to infants, children and women. Reporting to the CEO, the ED, P&C provides the visionary leadership, direction and performance of the Network’s People and Culture strategy and performance. The incumbent will position WCHN as an employer of choice through implementation of strategies that capture and grow the required workforce competencies within a positive workplace culture and compliant will all statutory requirements relating to workforce issues. They will contribute to analytics and development of quality measures for workforce and culture.

Drawing on their significant track record of transformational leadership, the ED, P&C will work closely with all members of the Executive Team to implement evidence based solutions to address the complexity of sustaining a quality workforce and strengthen the culture and employment experience within WCHN. They will also partner with Clinical Leaders and the Chief Operating Officer to ensure that people and culture strategy is translated into practice.

As the Executive Lead for workforce planning and development, the ED, P&C will ensure that there is a clear strategy to attract, manage and retain the right capability to position the Network to respond to the current and emerging healthcare requirements. They will lead strategies to ensure the sustainability of services and with professional heads, optimise workforce utilisation through the introduction of strategies such as medical Workforce Job Planning, Performance Management and Succession Planning. A key requirement of the role is to lead the People and Culture Division, ensuring that they are a high performing team, and regarded as effective partners by the clinical division.

Direct Reports:

Reporting directly to the ED, P&C:

• Director HR Operations and Performance.

• Director, Centre for Education & Training.

• Manager, Work Health & Safety and Injury Management.

• Director, Corporate Communications

• Senior Organisational Development Consultant

• Executive Assistant

Key Relationships/ Interactions:

The ED, P&C is accountable to the Chief Executive Officer WCHN. Internal The position will have a close working relationship with all members of the Executive, and particularly the Chief Operating Officer and other Professional Heads. The position will participate as an integral member of the WCHN Executive Team, significantly contributing to the leadership, vision and strategic direction setting for the Network. External The position will have close working relationships with senior officers throughout the Network, in the Department of Health and Ageing, other government agencies, and key community stakeholders, including Unions, universities and relevant professional associations.

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Challenges associated with Role:

The ED, P&C will have leadership and executive level advisory roles, as well as providing executive level accountability for a number of key priority areas within the Network.

Delegations:

As per delegations Level 2

Resilience:

SA Health employees persevere to achieve goals, stay calm under pressure and are open to feedback.

Performance Development

The incumbent will be required to participate in the organisation’s Performance Review & Development Program which will include a regular review of the incumbent’s performance against the responsibilities and key result areas associated with their position and a requirement to demonstrate appropriate behaviours which reflect a commitment to SA Health values and strategic directions.

General Requirements:

Managers and staff are required to work in accordance with the Code of Ethics for South Australian Public Sector, Policies and Procedures and legislative requirements including but not limited to:

Work Health and Safety Act 2012 (SA) and when relevant WHS Defined Officers must meet due diligence requirements.

Immunisation Guidelines for Health Workers in South Australia 2010.

Equal Employment Opportunities (including prevention of bullying, harassment and intimidation).

Keeping Them Safe Legislation (inclusive of Mandatory Notifier).

Disability Discrimination.

Relevant Awards, Enterprise Agreements, Public Sector Act 2009, Health Care Act 2008, and the SA Health (Health Care Act) Human Resources Manual.

Relevant Australian Standards.

To value and respect the needs and contributions of SA Health Aboriginal staff and clients, and commit to the development of Aboriginal cultural competence across all SA Health practice and service delivery.

Applying the principles of the South Australian Government’s Risk Management Policy to work as appropriate.

Handling of Official Information:

By virtue of their duties, SA Health employees frequently access, otherwise deal with, and/or are aware of, information that needs to be treated as confidential. SA Health employees will not access or attempt to access official information, including confidential patient information other than in connection with the performance by them of their duties and/or as authorised. SA Health employees will not misuse information gained in their official capacity. SA Health employees will maintain the integrity and security of official or confidential information for which they are responsible. Employees will also ensure that the privacy of individuals is maintained and will only release or disclose information in accordance with relevant legislation, industrial instruments, policy, or lawful and reasonable direction.

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Special Conditions:

Appointment is subject to a satisfactory Background Screening and National Criminal History Check obtained through the Screening and Licensing Unit, Department for Communities and Social Inclusion to be renewed every 3 years thereafter from date of issue. Existing employees who are subsequently charged with an offence are required to inform their Line Manager immediately.

Depending on work requirements the incumbent may be transferred to other locations across SA Health to perform work appropriate to classification, skills and capabilities either on a permanent or temporary basis subject to relevant provisions of the Public Sector Act 2009 for Public Sector employees or the SA Health (Health Care Act) Human Resources Manual for Health Care Act employees.

The incumbent may be required to participate in Counter Disaster activities including attendance, as required, at training programs and exercises to develop the necessary skills required to participate in responses in the event of a disaster and/or major incident.

Term appointment of up to 5 years.

Some inter and intra state and overseas travel will be required, and provision to be available on call as part of the Executive on call roster.

Key Result Area and Responsibilities

Key Result Areas Major Responsibilities

Leadership of Strategy and Complex Change

Provide executive leadership of the Network’s People and Culture Strategic Framework, consistent with the SA Health Plan, WCHN Strategic Plan and Government policy.

Lead the development, implementation and review of Network wide people and culture strategies to foster a culture of continuous improvement in safe, quality care.

Identify opportunities for positive change and innovation and play a leading role in promoting and progressing these agendas.

Provide executive leadership and oversight of the Network’s development and implementation of major change processes in health service provision.

Adopt contemporary models of change management to ensure benefits realization.

Provide thought leadership for strategies which will deliver increased value from public investment in the Network’s workforce.

Contribute constructively to executive decision-making processes using intellectual rigor, strategic influencing and informed analysis and decision making skills.

Provide a HR perspective and leadership for complex health system issues including commissioning, service planning, clinical and corporate reform, activity based funding, new technologies and resource allocation.

Work in collaboration with key partners, including other networks, the Department of Health and Wellbeing, Unions, Universities and other government agencies.

Together with the Chief Operating Officer, ensure that care is delivered according to contemporary, culturally appropriate, best practice models of care by:

Leading the creation of strategies to create and sustain a culture of person and family centred care, performance accountability and continuous improvement within the clinical community.

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Strategic and Operational HR Management

Develop and deliver strategic and operational workforce plans to align human resource delivery with the Network’s strategic and operational plans.

Work closely with the CEO and Executive Team to ensure all workforce related and organisational targets and priorities are met.

Develop systems and frameworks that guide, develop and coach managers to effectively manage our people and create high performing teams.

Develop, implement and review the workforce policies and systems.

Assume the lead Workforce role in emergency and disaster management preparedness and response.

Lead ACHS accreditation and other statutory requirements to ensure they are met.

Ensure the Network has robust systems and procedures to meet mandatory training requirements.

Safety and Wellbeing Governance

Lead the design, delivery and review of the Network’s Workforce Safety and Wellbeing strategy, governance and performance.

Ensure the Network complies with the workforce related National Safety and Quality standards and other accreditation requirements.

Assume responsibility for People and Culture risk management across the Network, ensuring risks are pro-actively identified and managed effectively.

Play a primary role in the development of innovative safety and wellbeing strategies.

Lead strategies to promote positive performance, including benchmarking, adoption of research and evidence based practice.

Leadership Lead and develop a team of human resources, learning and development, communication, safety and wellbeing and employee relations professionals to provide outstanding service.

Lead, foster and develop a working environment that actively promotes a collaborative performance and values based culture.

Demonstrate flexibility and adaptability within the executive team, at times taking on organisation wide sponsorship for issues, projects and priorities that may sit outside the portfolio.

Communicate a vision that generates enthusiasm and commitment and recognises and rewards behaviour that is aligned to the vision.

Assume the role of EEO lead within the Network, and implement strategy and practice which promote and achieve equity in the workplace.

Organisational Design Provide expertise to the Network in organisational design and development that enhances productivity and performance through the creation of organisational culture, structure and communication process.

Lead the development and implementation of a continuous quality improvement approach that is applied consistently across the network.

Provide thought leadership on organisational design related to emerging strategies for new service delivery.

Workforce Planning, Management and Development

Provide leadership and direction for workforce planning and education, so that the Network has the right people capability to deliver on the required health outcomes.

Introduce strategies to ensure workforce engagement and optimal utilisation, including Workforce Planning, Job Planning, Performance Management and Succession Planning.

Support Directors to optimise performance and development within their Divisions.

Provide strong leadership contribution to the Network’s educational strategies, including Grand Rounds.

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Deliver a workforce plan for the Network which aligns with the Strategic Plan, and reflects the input of the Network’s professional heads.

Develop strategies to develop and engage the workforce.

Foster innovation within the clinical community, and contribute to the development of a Learning Organisation within WCHN.

Ensure workforce planning supports service sustainability, innovative models of care and safety.

Lead the development, implementation and review of the Network’s education strategy.

Employee Relations Lead the Network’s Employee Relations strategy, ensuring that the Network observes its statutory responsibilities.

Chair the Network’s Industrial Liaison Forum so that effective partnerships and consultation with Unions occurs.

Provide authoritative industrial and employment law advice regarding complex performance management issues.

Ensure that grievance and other issue resolution processes are effectively managed.

Develop managerial capability to manage performance and provide coaching to address areas of underperformance.

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Knowledge, Skills and Experience

Educational/Vocational Qualifications:

It is expected that to be highly competitive, candidates will have relevant undergraduate and post-graduate qualifications in a relevant field such as Human Resource Management, Organisation Change / Psychology, Employment Law.

Key Skill Requirements / Capabilities:

Demonstrated ability to provide effective strategic leadership, management and advice which translates to successful organisational outcomes.

Demonstrated contemporary knowledge of the full breadth of strategic and operational human resource management, and an evidenced ability to translate this into best practice within an organisation.

Demonstrated ability to develop and implement effective strategic and operational plans to achieve desired outcomes.

Highly developed and demonstrated consultative, interpersonal negotiation and communication skills, appropriate to a transformational environment.

High level knowledge and successful translation into practice of organisational culture and change practice and strategies.

Demonstrated ability to evaluate group and individual performance against agreed objectives.

Demonstrated ability to communicate, both orally and in writing, to a wide range of audiences on a range of complex issues.

Demonstrated ability to analyse and conceptualise problems, formulate and execute appropriate solutions and negotiate successful outcomes in an innovative and resourceful manner.

Proven ability to negotiate at senior levels of government and private industry.

Ability to be innovative and enterprising in relation to influencing and earning the trust and respect of relevant parties who possess a diverse range of values.

Knowledge: Understanding of Aboriginal and Torres Strait Islander / vulnerable populations health issues and

effective population health, primary health, secondary and tertiary services

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Organisational Context

Organisational Overview:

Our mission at SA Health is to lead and deliver a comprehensive and sustainable health system that aims to ensure healthier, longer and better lives for all South Australians. We will achieve our objectives by strengthening primary health care, enhancing hospital care, reforming mental health care and improving the health of Aboriginal people. SA Health is committed to a health system that produces positive health outcomes by focusing on health promotion, illness prevention and early intervention. We will work with other government agencies and the community to address the environmental, socioeconomic, biological and behavioural determinants of health, and to achieve equitable health outcomes for all South Australians Our Legal Entities:

SA Health is the brand name for the health portfolio of services and agencies responsible to the Minister for Health and Ageing and the Minister for Mental Health and Substance Abuse. The legal entities include but are not limited to Department for Health and Ageing, Central Adelaide Local Health Network, Northern Adelaide Local Health Network, Southern Adelaide Local Health Network, Women’s and Children’s Health Network, Country Health SA Local Health Network and SA Ambulance Service. SA Health Challenges:

The health system is facing the challenges of an ageing population, increased incidence of chronic disease, workforce shortages, and ageing infrastructure. The SA Health Care Plan has been developed to meet these challenges and ensure South Australian’s have access to the best available health care in hospitals, health care centres and through GPs and other providers. Health Network/ Division/ Department:

The Women’s and Children’s Health Network (WCHN) was established to promote, maintain and restore the health of women, children and young people in South Australia. The Service plans, develops and coordinates health services as part of an integrated health system.

The Women’s and Children’s Health Network efficiently conducts and manages, within its identified resources, health services for children, young people and women, including:

• Specialist hospital services

• Primary health care and population health programs

• Integrated community care services

• Services to address the health and wellbeing of particular populations, including Aboriginal Health Programs

• Education and training programs

• Research.

Values SA Health Values The values of SA Health are used to indicate the type of conduct required by our employees and the conduct that our customers can expect from our health service:

We are committed to the values of integrity, respect and accountability.

We value care, excellence, innovation, creativity, leadership and equity in health care provision and health outcomes.

We demonstrate our values in our interactions with others in SA Health, the community, and those for whom we care.

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Domestic and Family Violence The Women’s and Children’s Health Network (WCHN) recognises violence against women as a human rights issue that must be addressed in the workplace, and is committed to a zero tolerance policy towards violence against women in the workplace. Code of Ethics The Code of Ethics for the South Australian Public Sector provides an ethical framework for the public sector and applies to all public service employees:

Democratic Values - Helping the government, under the law to serve the people of South Australia.

Service, Respect and Courtesy - Serving the people of South Australia.

Honesty and Integrity- Acting at all times in such a way as to uphold the public trust.

Accountability- Holding ourselves accountable for everything we do.

Professional Conduct Standards- Exhibiting the highest standards of professional conduct.

The Code recognises that some public sector employees are also bound by codes of conduct relevant to their profession.

Approvals Role Description Approval I acknowledge that the role I currently occupy has the delegated authority to authorise this document.

Name: Role Title:

Signature: Date:

Role Acceptance Incumbent Acceptance

I have read and understand the responsibilities associated with role, the role and organisational context and the values of SA Health as described within this document. Name: Signature: Date:

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executive director people & culture …...wellbeing, and the minister for mental health and...

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