EXECUTIVE DIRECTOR OPERATIONS WESTERN SYDNEY LOCAL HEALTH DISTRICT - CANDIDATE INFORMATION PACK
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CANDIDATE INFORMATION PACK EXECUTIVE DIRECTOR OPERATIONS WESTERN SYDNEY 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 HardyGroup | IN CONFIDENCE 2
CANDIDATE INFORMATION PACK
Executive Director Operations
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 hospitals, community and state-wide services
delivers integrated public health care to more than 950,000 residents.
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. With 975 beds, it provides
acute medicine, aged care, neurology, rehabilitation, brain injury, cardiac, chronic care, radiology, pathology,
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 Mount Druitt Hospital with a combined 534 beds comprises Blacktown 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 greater western Sydney 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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CANDIDATE INFORMATION PACK Executive Director Operations 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 Parramatta 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: Westmead Hospital-975 Beds Westmead Hospital is a specialised tertiary referral hospital for the western metropolitan area and a major teaching hospital of the University of Sydney for medical and dental students. Westmead 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 emergency department, 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. HardyGroup | IN CONFIDENCE 4
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Executive Director Operations
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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CANDIDATE INFORMATION PACK Executive Director Operations 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: Blacktown Hospital, Mt Druitt Hospital, Dialysis Unit Mt Druitt, Blacktown Hospital Courtyard HardyGroup | IN CONFIDENCE 6
CANDIDATE INFORMATION PACK Executive Director Operations 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 nursing, 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. HardyGroup | IN CONFIDENCE 7
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Executive Director Operations
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 Health system, 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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CANDIDATE INFORMATION PACK Executive Director Operations 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 HardyGroup | IN CONFIDENCE 9
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Executive Director Operations
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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Executive Director Operations
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
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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Executive Director Operations
• 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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Executive Director Operations
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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Executive Director Operations
• 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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Executive Director Operations
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: khardy@hardygroupintl.com
Or Principal Consultant, Kate Wallwork:
M: +61 (0)410 052 125
E: kwallwork@hardygroupintl.com
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: jmather@hardygroupintl.com
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
HardyGroup | IN CONFIDENCE 16CANDIDATE INFORMATION PACK Executive Director Operations 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. HardyGroup | IN CONFIDENCE 17
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
1management 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 2Who 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 3Direct 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 5NSW 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 6NSW 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 7WESTERN SYDNEY LOCAL HEALTH DISTRICT – EXECUTIVE TEAM
Chief Executive
Director Nursing Director
Executive Director Director People & Chief Digital Health Executive Director Director Aboriginal Director, Office of Director, Allied Director Corporate Director Mental
Midwifery & Clnical Director of Finance Redevelopment &
Operations Culture Officer Medical Services Health Strategy the Chief Executive Health Communications Health Services
Governance Infrastructure
General Manager,
Blacktown & Mount
Druitt hospitals
General Manager,
Westmead &
Auburn hospitals
General Manager,
Integrated Care &
Community HealthYou can also read
