CANDIDATE INFORMATION PACK GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT

Transcription

1 CANDIDATE INFORMATION PACK GENERAL MANAGER - LIVERPOOL HOSPITAL SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT

2 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District TABLE OF CONTENTS Executive Summary 3 South Western Sydney Local Health District 4 General Manager Liverpool Hospital 7 Employment Terms & Conditions 10 How to Apply 12 HardyGroup IN CONFIDENCE 2

3 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District EXECUTIVE SUMMARY South Western Sydney Local Health District (SWSLHD) is one of the largest NSW metropolitan and rural health districts with a vibrant, rapidly growing multi-cultural population of 820,000. The LHD provides services from tertiary care to outreach in homes and communities with a diverse workforce of over 9,200 FTE. General Manager Liverpool Hospital: SWSLHD seeks to appoint an experienced health service manager to lead and direct clinical service delivery across Liverpool Hospital to facilitate service delivery excellence and optimise outcomes for the community, patients and their carers. They will have a strong focus on building effective teams and a string customer focused culture across the Hospital. The General Manager will play a key role in contributing to strategic and business planning processes within the LHD to ensure that plans are informed by high quality strategic advice and a focus on community health care needs. They will develop and implement strategies to enable the continuous review of operations to improve the quality of services within Liverpool Hospital and to the community. Reporting to the Executive Director Operations, the successful applicant for this position will need: Superior strategic and business planning and implementation skills High level proficiency in financial management and governance Extensive senior management experience a substantial and complex service delivery organisation Ability to proactively identify and analyse organisational problems and implement solutions Ability to lead a diverse range of staff and corporate functions to deliver high quality integrated health services Knowledge and expertise in health service delivery, across a diverse range of care sectors Flexibility in communication style and a track record of creating lasting relationships with internal and external stakeholders and clients Formal health / health management tertiary qualifications. HardyGroup IN CONFIDENCE 3

4 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District SOUTH WESTERN SYDNEY LOCAL HEALTH DISTRICT Leading care, healthier communities South Western Sydney Local Health District (SWSLHD) is the most ethnically diverse and populated Health District in NSW with 12% of the NSW population living within its borders. The District covers a geographical area of approximately 6,243 square kilometres. SWSLHD covers seven Local Government Areas from Bankstown to Wingecarribee and has a population of approximately 820,000 people. It is a vibrant and multi-cultural region with approximately 48% of the population speaking a language other than English at home. The population growth is almost 18,000 each year, has a high ageing population as part of its demographic and is predicted to have a population of over 1 million by There is a need to understand the unique membership of the population with lower than expected health status including Aboriginal and Torres Strait Islanders, as well as refugees and those members with mental health and chronic disease. SWSLHD Mission involves core elements such as collaboration and innovation, embedding multidisciplinary teamwork and partnerships with individuals, communities and agencies in healthcare practice. The vision and mission are underpinned by a focus on equity which will be at the forefront of service design and practice. HardyGroup IN CONFIDENCE 4

5 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District SWSLHD is also implementing a major cultural change process called Transforming Your Experience which will transform patient care; and the patient and staff experience. The strategy aims to provide the LHD with a clear direction for working within the LHD and across the district to deliver safe and quality health services and build the health of South Western Sydney communities now and into the future. Transforming Your Experience will focus SWSLHD over the next five years to ensure: Our patients and consumers will always receive care that is person centred, high quality and safe Our staff will work in a supportive environment that recognises excellence and encourages and develops responsibility and leadership Our communities will be empowered to be in charge of their own health and be active partners in shaping our organisation and services. Transforming Your Experience is underpinned by four key focus areas which are the current priorities for SWSLHD to improve how the LHD does business to address these areas collectively: 1. Consistent delivery, quality and safe care 2. Personalised, individual care 3. Respectful communication and genuine engagement 4. Effective leadership and empowered staff. The Transforming Your Experience - Leadership Strategy underpins the Transforming Your Experience strategy. The Leadership Strategy will support staff to be exceptional leaders in SWSLHD and transform culture to ensure that the LHD s CORE (Collaboration, Openness, Respect and Empowerment) values become a part of every interaction with patients, consumers, colleagues and community members. The Leadership Strategy provides the direction to do things better, and supports a whole of District approach to leadership, to strengthen learning culture and continuously nurture staff to be highly effective and capable leaders. HardyGroup IN CONFIDENCE 5

6 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District SWSLHD has 8 priority strategic directions that underpin service developments to enhance the way health care is delivered and organisations across the LHD partner for better health in local communities: Build capacity to effectively service growing demands for health care Redesign of services bringing them closer to people and their communities Integrated action with the South Western Sydney Medicare Local Partnering with external providers to deliver public health care Enhancing service networks and growing centres of excellence Shared access to unified information for all the health care team An integrated focus on primary prevention for patients and communities Embedding education and research within service delivery SWSLHD Facts SWSLHD contains areas with some of the highest fertility rates in NSW Children under 14 years account for 22% of the district population SWSLHD has the largest Aboriginal community in metropolitan Sydney 36% of residents were born overseas 49% of residents speak a language other than English at home 84,500 of its people are over 65 years of age, with that age group using 43% of acute hospital bed day VISIT HardyGroup IN CONFIDENCE 6

7 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District GENERAL MANAGER LIVERPOOL HOSPITAL POSITION PURPOSE The General Manager Liverpool Hospital has overall responsibility for directing and managing the operations of the Liverpool Hospital tertiary referral service of SWSLHD, including all physical, human and financial resources of the Hospital. They are responsible for ensuring the effective and efficient provision of high quality health care services across Liverpool Hospital. This General Manager Liverpool Hospital is the lead executive position in the LHD for the ongoing development of Liverpool Hospital including financial, workforce and clinical planning, and for negotiation of new developments and services and for their effective implementation. The General Manager also participates as a member of the SWSLHD executive team in the development of broader clinical strategy, policy and decision making for the LHD as a whole, and is senior leader and sponsor for agreed SWSLHD clinical networks. KEY DUTIES AND RESPONSIBILITIES The General Manager Liverpool Hospital is responsible and accountable for: Leading and directing clinical service delivery and determining operational priorities across Liverpool Hospital, and setting service delivery goals, standards and performance measures to ensure expectations are clear and that service delivery strategies are aligned with SWSLHD objectives Effectively and efficiently managing financial, human and physical resources to facilitate service delivery excellence and optimise outcomes for the community, patients and their carers Contributing to strategic and business planning processes within the LHD to ensure that plans are informed by high quality strategic advice and a focus on community health care needs Developing and implementing strategies to enable the continuous review of operations to improve the quality of services to the community Meeting NSW Health key performance indicators with regard to elective and emergency access HardyGroup IN CONFIDENCE 7

8 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District Facilitating, developing and delivering an organizational culture and broader human resources strategy which demonstrates commitment to involving, supporting and working closely with staff throughout the processes of change and skills development to enable the ongoing development of Liverpool Hospital Supporting Liverpool Hospital to achieve the aims of safety management systems and to establish and maintain a positive health and safety culture for patients, carers, staff and the community Providing consultation, performance feedback and collaboration with key stakeholders to enhance service quality, accessibility and responsiveness to meet the Liverpool Local Government Area (LGA) community and LHD needs. SELECTION CRITERIA 1. Extensive proven experience at a senior management level in a substantial and complex organisation engaged in clinical service delivery 2. Demonstrated application of knowledge 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 3. Demonstrated success in developing and implementing operational structures and processes to achieve organisational objectives 4. Advanced skills in financial management and strategic, operational and business planning 5. Demonstrated ability to identify and form strategic partnerships to improve organisational performance 6. Highly advanced commitment to customer service and demonstrated experience in in the development of customer focussed service delivery models 7. Demonstrated team building and people management skills, including a focus on staff support, development and performance management, and a strong commitment to improving workplace culture and addressing unacceptable workplace behaviour. QUALIFICATIONS The incumbent must have: Relevant postgraduate qualification in Management/ Health Management HardyGroup IN CONFIDENCE 8

9 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District CHALLENGES Major challenges currently associated with the role include: Determining optimal models of service delivery and implementing service reforms and improvements in the context of diverse internal and external stakeholder expectations, and to address the growth in population and demand across SWSLHD Ensuring capacity and capability of Liverpool Hospital, as the district s tertiary referral centre, to meet the access needs of other hospitals and health services across the district for complex treatment Meeting NSW Health key performance indicators with regard to elective and emergency access Managing critical incidents and collaborating with diverse stakeholder groups to resolve the issues swiftly with minimum impact to normal operations Balancing the delivery of day to day operational services with the longer term strategic objectives of SWSLHD Participating in the development of Liverpool Hospital Stage 2 capital works and ensuring efficient operations of existing services while new services come on line Maintaining optimal staffing levels through recruitment and retention, in the context of an aging workforce. REPORTING & KEY RELATIONSHIPS The General Manager Liverpool Hospital reports directly to the Executive Director, Operations, SWSLHD. Direct reports to the General Manager Liverpool Hospital include: General Manager s Unit Director Medical Services Director Nursing & Midwifery Services Director Allied health Director Human Resources Director Financial Services Director Corporate Services KEY DATA STAFFING 3,470 ANNUAL BUDGET/EXPENDITURE $611M SERVICE LOCATION Liverpool Hospital, South West Sydney HardyGroup IN CONFIDENCE 9

10 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District EMPLOYMENT TERMS & CONDITIONS EMPLOYMENT STATUS Full time, Permanent CLASSIFICATION HES Band 2 REMUNERATION LOCATION RELOCATION $262,022 - $294,936 pa. Liverpool Hospital South Western Sydney Local Health District is able to offer you support with your relocation. Relocation assistance will be subject to the terms of your employment and assessed on a caseby-case basis. USEFUL LINKS South Western Sydney Local Health District SWSLHD - Publications SWSLHD Vision and Strategy Liverpool Hospital - Governance Workplace Culture Surveys HardyGroup IN CONFIDENCE 10

11 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District 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.) What happens if you have criminal history? Criminal history is not necessarily a barrier to working in NSW Health You are not required to disclose criminal history at interview Any criminal history information is managed confidentially and only by NSW Health delegated risk assessors who have experience in this area The risk assessor identifies if the criminal history information is relevant to the position for which you have applied If it is not relevant, the appointment will proceed If it is relevant, a risk assessment will be undertaken and you will be contacted and may be asked to provide additional information to support your application If you have criminal history, you are encouraged to have a look at NSW Health's Policy Directive, Employment Checks - Criminal Record Checks and Working with Children Checks which provides detailed information on how NSW Health deals with criminal history information and the type of information that you may be asked to provide. If you have any questions about how your criminal history may affect your job application, you can contact NSW Health's Employment Screening and Review Unit on (02) for a confidential discussion. Please visit the following link for the full NSW Probity Checks policy: HardyGroup IN CONFIDENCE 11

12 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District HOW TO APPLY The closing date for applications is Thursday 14 December 2017 The reference number to include in your application is H17_2683 For a confidential discussion, please contact Principal Consultant, Pete Carter M: +61 (0) E: pcarter@hardygroupintl.com Please submit application documentation to Search Coordinator, Name: Claire To omata T: +61 (0) E: ctoomatasearch@hardygroupintl.com Your application must include: 1. Completed HGI Application Form 2. Cover letter addressed to the search consultant; 3. A written response addressing the key selection criteria, found on page 8; and 4. An up to date copy of your Curriculum Vitae HardyGroup IN CONFIDENCE 12

13 CANDIDATE INFORMATION PACK General Manager Liverpool Hospital, South Western Sydney Local Health District 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 HardyGroup IN CONFIDENCE 13

14 Our strategy to transform South Western Sydney Local Health District

15 This Strategy includes 1. Why we are transforming An overview of why transforming is essential pg.4 2. Where we want to be The vision, goal and outcomes for Transforming Your Experience pg.8 3. How we will get there What we will collectively do to achieve the change pg.10

16 Together we are We are pleased to present Transforming Your Experience, our five-year road map to positively transform how our patients, consumers, staff and communities experience our organisation and services. This Strategy provides us with a clear direction for working together to deliver safe and high quality health services and build the health of our communities now and into the future. Transforming Your Experience has been developed together with our patients, consumers, staff and broader community. This is a significant and ambitious Strategy that will require us to examine how we do business in South Western Sydney Local Health District (SWSLHD) and how we can continuously improve what we do. We are one of the most rapidly growing and culturally diverse districts in New South Wales (NSW). We work to provide a health care service that is person-centred, consistently safe, equitable and responsive to the rapidly developing needs of our communities. We also value and strive to support the highly skilled, passionate and committed people who work to provide exceptional care to our patients and consumers every day. Over the last several years, we have made significant improvements to the care we provide and in patient safety and quality. However, patients, consumers and staff have told us that there are opportunities for us to do even better. Professor Phil Harris Chairman, SWSLHD Board Amanda Larkin Chief Executive, SWSLHD We care about and are committed to providing an exceptional experience for everyone who interacts with our organisation. Transforming Your Experience will focus SWSLHD over the next five years to ensure: Our patients and consumers will always receive care that is person-centred, high quality and safe Our staff will work in a supportive environment that recognises excellence and encourages and develops responsibility and leadership Our communities will be empowered to be in charge of their own health and be active partners in shaping our organisation and services Transforming Your Experience is our opportunity to positively shape our organisation and culture. To achieve this it is vital that everyone involved in our organisation understands and is involved in this initiative. This Strategy provides direction to help guide the improvements you want to make, whether they are big or small. This is our opportunity for us all to shape the future direction of our organisation together. We encourage everyone to be involved in helping us to provide an exceptional experience in SWSLHD. Sharon Smith Chairperson, SWSLHD Consumer and Community Council 1

17 SWSLHD at a glance Our community: Fast growing population of over 1 million people A young population: one in five (21%) residents aged under 14 years A diverse population, where... 36% of residents were born overseas The largest Aboriginal community in metropolitan Sydney 49% of residents speak a language other than English at home Our workforce: Over 12,000 people working for SWSLHD - the largest employer in South Western Sydney Over 70% of our workforce is involved in direct patient care 2

18 Consultation This Strategy was developed based on a comprehensive evidence base and extensive stakeholder consultation. We would like to acknowledge the significant contributions of over 1,200 of our staff, patients, consumer representatives and community members who shared their insights. Of the 1,000+ SWSLHD staff we heard from...there was a diverse mix of professions and disciplines 19% 17% 9% 10% 37% 7% Allied Health Corporate and Clinical Support Health Management Medical Nursing and Midwifery Other health, scientific and technical...and staff members from across our organisation and district Tahmoor and surrounds 2% Camden 4% Bowral and District 6% Fairfield 9% Bankstown 14% Campbelltown 20% Liverpool 45% Executive Managers 2% Senior Managers 6% Middle Managers 12% Frontline Managers 29% Non-Managers 51% % % As well as hearing from staff, we drew on interviews with over 400 patients and carers from across our services, sought input from the Community and Consumer Council and spoke with diverse community groups. We would also like to acknowledge the contributions of members of the following groups who provided valuable advice and guidance for this work: Transforming Your Experience Steering Committee Transforming Your Experience Working Group Transforming Your Experience Leadership Working Group A list of members in provided in Appendix 1. 3

19 . Why we are transforming An overview We care about providing safe and high quality health services and an exceptional experience for everyone who interacts with our organisation our patients, consumers, staff and communities. Over the years, SWSLHD has made significant improvements to the care we provide, our health services, and to safety and quality. But we know we can do better. To further understand what is most important to our patients, consumers and staff, we reviewed the evidence and undertook extensive consultation with over 1,200 staff, patients and consumer representatives. We did this using interviews, online surveys, focus groups and workshops (as shown below). Reviewing evidence, listening and hearing about Transforming Your Experience Hearing from patients Insight from a diverse range of patients and community members Hearing from staff Interviews, workshops and surveys with staff across the district Reviewing the evidence Understanding what works in transforming health care organisations What s working well Exploring what is working well in SWSLHD Understanding where we are and where we want to be We use the terms patient and consumer throughout this Strategy to refer to all people who use our health services, as well as their family and carers. This includes people who have used our service in the past or may use our services in the future. We acknowledge that the term client is also used in some of our health services. 4

20 Our Vision Leading care, healthier communities Our Values Collaboration Openness Respect Empowerment 5

21 efficient The case for change From reviewing the evidence and listening to our staff and community about Transforming Your Experience, we know To be safe, reliable, integrated and responsive to patients, our services must be A positive patient experience considers all the needs of a patient Compassionate, effective and personalised treatment equitable safe Transparent and respectful communication Involvement of patients and consumers in decisions Clean, safe and comfortable physical environments person-centred effective Coordinated and seamless care timely Source: Doyle C, Lennox L, Bell D. A systematic review of evidence on the links between patient experience and clinical safety and effectiveness. BMJ Open Source: Institute of Medicine. Crossing the Quality Chasm: A New Health System for the 21st Century report brief March For patients, it s the little things. For staff, technical skills are important, but patients expect that at a minimum. - Interview respondent, SWSLHD A positive patient experience is linked to improved patient safety, clinical effectiveness and improved health outcomes Balik B, Conway J, Zipperer L, Watson J. Achieving an Exceptional Patient and Family Experience of Inpatient Hospital Care. IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare Improvement;

22 51% of patients rate their care as very good. 2 Our patients and consumers have told us the most important areas for improvement are: Easily accessible information about the health service Clear, respectful and regular communication including to those with language barriers Access to high quality treatment at the right time Well-coordinated transfer of care and referrals Involvement of patients, families and carers in all aspects of care 2. Bureau of Health Information (BHI) patient surveys, 2014 SWSLHD can do better in supporting staff to achieve their full potential. What we re doing well Communicating organisation s vision Emphasising the importance of patientcentred care Providing staff with training opportunities Promoting collaboration with our partners What we can do better Effective two-way communication between management and frontline staff Supporting staff to lead and make decisions Structured professional development Planning for our future workforce needs 7

23 . Vision for Transforming Your Experience Where we want to be Our care is always safe, high quality and personalised and all our staff are supported and empowered to achieve their full potential. Successfully Transforming Your Experience will mean: Our patients and consumers will always receive care that is person-centred, high quality and safe Our staff will work in a supportive environment that recognises excellence and encourages and develops responsibility and leadership Our communities will be empowered to lead their own health and be active partners in shaping our organisation and services Shared purpose and commitment is critical for us to achieve these outcomes. The Transforming Your Experience Strategy is our road map for how we will work on this together over the next five years. This is about our values what s important to us and the type of organisation we want to be part of. We all have ideas about how we can improve our work, both big and small. Therefore, everyone in our organisation has a role in shaping this change. The Transforming Your Experience Strategy can be used to align the whole of SWSLHD to a set of shared priorities needed to achieve positive change. We expect this to build on and strengthen the great work already undertaken across our organisation. It will be important for all of us to consider how our work best aligns with Transforming Your Experience. This includes the priorities outlined in: SWSLHD Strategic and Healthcare Services Plan Outlines our service development priorities to 2021, in order to achieve our organisational vision and mission. SWSLHD Corporate Plan Links the SWSLHD goals in prevention and health care delivery to corporate actions. SWSLHD Workforce Strategic Plan Provides the strategies to develop a sustainable and capable workforce to deliver continuously safe and high quality care. SWSLHD Consumer and Community Participation Framework Provides commitments and guidance for community and consumer participation in SWSLHD. See Appendix 2 for how this all fits together. 8

24 Patients are at the centre of everything we do it s why we are here. - Interview respondent, SWSLHD 9

25 . Achieving the change How we will get there We care about providing safe and high quality health services and an exceptional experience for everyone who interacts with our organisation our patients, consumers, staff and communities. Transforming Your Experience is underpinned by four key focus areas (see page 11) which are the current priorities for SWSLHD. Each of these areas affect how people experience our organisation and health services every day. Our efforts to improve how we do business in SWSLHD will address these areas collectively. Activities to deliver change and address each focus area are outlined in the Transforming Your Experience implementation plan (see Appendix 4). We acknowledge that achieving change in these four areas will require strong governance and leadership, support for infrastructure and financial and other resourcing. These are critical enablers which are primarily addressed in the SWSLHD Strategic and Healthcare Services Plan and the SWSLHD Corporate Plan. As staff we need to see ourselves as champions for the patient experience. - Interview respondent, SWSLHD 10

26 Four focus areas of Transforming Your Experience 1. Consistent delivery, quality and safe care Our culture and systems will ensure our care is always safe and of the highest quality 2. Personalised, individual care We will provide consistent, high quality, person-centred care 3. Respectful communication and genuine engagement 4. Effective leadership and empowered staff We will engage patients, staff and communities by listening, respecting and responding We will develop, empower and enable all staff and support shared leadership 11

27 1. Consistent delivery, quality and safe care Our culture, systems and processes will ensure our care is always safe and of the highest quality. 1.1 We have a culture of continuous quality and safety improvement Quality and safety will be at the core of our organisation. All our staff will understand our quality and safety goals, accountabilities and measures 1.2 We have the organisational capability to deliver safe and quality care We will invest in the capability of our people to deliver consistently safe and quality care. We will train and develop our staff to continuously improve quality and safety 1.3 Our quality and safety processes and systems are reliable and implemented consistently Our quality and safety processes and systems will be standardised and reliable. We will embed these processes into consistent practice as part of our day-to-day work 1.4 Our data systems allow us to collect, share and integrate meaningful quality and safety data into consistent and standardised care We will develop a comprehensive data strategy as the basis for quality and safety improvements across all parts of our organisation. Data will be available to support continuous improvement, review of clinical care variations and monitoring of consistency of care 1.5 Evidence, research and innovation are embedded in our work Evidence underpins our work. Asking questions and including research in our clinical practice will drive a learning and research culture. We will support staff to integrate and translate knowledge into everyday care and work practice WHAT SUCCESS LOOKS LIKE Quality and safety are integrated into the day-to-day business of the organisation Everyone in our organisation has the skills and understanding to provide quality and safe care Patients and consumers experience care that is high quality and consistently safe Safety and quality practices are consistent and of the highest standard Research and improvement are embedded into the care we deliver 12

28 We need to engage all our staff in providing high quality and safe care. This involves working with our clinicians, our managers and all staff to ensure our quality and safety processes are reliable and our staff are properly trained in safe care delivery. - Interview respondent, SWSLHD 13

29 2. Personalised, individual care We will provide high quality and person-centred care. 2.1 Each interaction considers all the needs of the individual Every interaction and episode of care will account for the holistic needs of the person. Our responsibility will be to understand what matters most to each of our patients 2.2 Our services are tailored to meet diverse individual needs We will tailor and personalise our care to each person. Our services will recognise patients and consumers as individuals and be responsive to their specific needs, preferences, and values 2.3 Care is collaborative and multidisciplinary All staff will work together effectively to deliver the best results for our patients and consumers. Multidisciplinary care will include all staff involved in shaping and delivering care 2.4 Care and services are accessible to our communities Our services will be accessible to patients and our diverse communities. Care will be delivered in a timely manner and in the most appropriate settings 2.5 There is effective coordination and continuity in the care we provide The continuum of care for our patients and consumers will be coordinated effectively across all SWSLHD services. We will strengthen our transfer of care processes and embed clear accountabilities and responsibilities WHAT SUCCESS LOOKS LIKE All our patients and consumers feel valued and are treated as individuals The diverse needs of our patients and consumers are consistently met Appropriate care is always delivered through effective multidisciplinary approaches Our patients and consumers access the right care, at the right time, at the right place A coordinated patient journey is experienced by all our patients and consumers 14

30 Each patient should be treated individually because every patient is different A positive patient experience is what the patient deems it to be, not what we as health workers think it should be. - Interview respondent, SWSLHD 15

31 3. Respectful communication and genuine engagement We will engage patients, staff and communities by listening, respecting and responding. 3.1 Patients are actively part of their care and treatment We will deliver care in true partnership with our patients and consumers. Real-time patient and consumer feedback will inform how care is delivered 3.2 We communicate respectfully and openly with everyone Our communication will be respectful, compassionate and understanding of the diverse needs of people who use our services. We will ensure every patient can communicate openly with their care team 3.3 We empower our communities Communities will be empowered to participate in their care through strengthened education and engagement. Community education and information will enable effective navigation of the health system, and consumers and communities will have greater involvement in shaping our health service 3.4 Staff communication is open and involves timely feedback Open and timely communication will be facilitated across and at all levels of the organisation. Robust feedback between management and all staff will be in place 3.5 Our partnerships are purposeful and respectful We will expand and develop partnerships with community, health, research and academic groups to embed improvements in best practice care. Our profile and reputation in the community will be strengthened WHAT SUCCESS LOOKS LIKE Shared decision making engages our patients, consumers, families and carers Interactions are respectful, open and accessible with everyone receiving care Empowered communities take control of their health and shape our services Open and transparent communication exists between staff and senior and executive management Strong and meaningful partnerships improve individuals care and experiences 16

32 Every morning my colleague walks into the ward and says good morning to every inpatient and asks how they are feeling today. - Survey respondent, SWSLHD 17

33 4. Effective leadership and empowered staff We will develop and empower all staff and enable shared and respectful leadership. 4.1 We develop and support our workforce Our culture will value continuous learning and mentoring. We will enable our leaders, and develop the capabilities of all our staff to fulfill their potential. Our workplaces will support the safety, health and wellbeing of our staff 4.2 The right people are recruited at the right time We will recruit and retain the best people with the skills and behaviours that contribute to safe, high quality and person-centred care and a positive workplace. Our recruitment processes will be transparent and efficient 4.3 Effective decision making is enabled Our managers and clinicians will be empowered and enabled to make effective decisions. Meaningful input from staff, consumers and the community will inform the decisions we make 4.4 High performance and excellence is celebrated Achievements of individuals, teams and services across the organisation will be acknowledged and celebrated. Day-to-day recognition of staff performance will be embedded in how we work 4.5 We foster openness and accountability Our executive and senior management will communicate respectfully, openly and often with frontline staff. We will promote responsibility and accountability for all staff WHAT SUCCESS LOOKS LIKE Our staff, at all levels, have the opportunity to develop their skills and achieve their full potential We are an employer of choice and attract the best and brightest talent Our recruitment processes are timely, transparent and effective Staff are empowered and supported to make decisions and lead change Staff are responsible for their performance and are regularly acknowledged for achievements Effective leadership at all levels of our organisation is integral to Transforming Your Experience. To strengthen our approach to shared leadership we have developed the SWSLHD Leadership Strategy A Shared Approach to Leadership Within this strategy is a Leadership Model that presents six qualities of leadership for all staff to demonstrate (see Appendix 3). 18

34 My manager has so much respect for our team. No matter who they are she always supports us and includes us in new ideas and making decisions. Because of this our team is willing to go the extra mile in our roles. - Survey respondent, SWSLHD 19

35 Implementing and monitoring progress of How will we implement Transforming Your Experience? A District-wide implementation plan has been developed for Transforming Your Experience, to deliver change and address each focus area outlined in this Strategy. Activities are phased over five years with a number of short-, medium- and longerterm priorities. We will review and update this Strategy and the implementation plan as progress is made. How will we know we have been successful? We will only know we have achieved these outcomes when our patients, consumers, staff and communities tell us that we consistently demonstrate these qualities. Measuring this change is important. A plan has also been developed to evaluate Transforming Your Experience and track our progress over time against measures of quality and safety, patient and staff experiences and effective communication (see Appendix 4). Transforming Your Experience is about continuous improvement. It is a long-term strategy to improve how we work. It is important we balance this long-term commitment with the need to pursue better ways of working in the short term and in our day-to-day work. If you would like to know more about Transforming Your Experience, please SWSLHD.Transformingyourexperience@sswahs.nsw.gov.au 20

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37 Appendix 1: Membership of working groups Transforming Your Experience Steering Committee Member Ms Amanda Larkin (Co-Chair) Prof Les Bokey (Co-Chair) A/Prof Friedbert Kohler Mr Mark Zacka Ms Glenda Dingwall Ms Sonia Marshall Ms Jacqui Cross Mr Graeme Loy Mr Chris Leahy Ms Natalie Wilson Position Chief Executive, SWSLHD Clinical Director, Gastroenterology, Gastrointestinal Surgery, Liver, Urology, Head & Neck, ENT and Ophthalmology Services, SWSLHD Director, Aged Care and Rehabilitation, SWSLHD Director, Clinical Governance, SWSLHD (previous) Director, Workforce and Development, SWSLHD Director, Nursing & Midwifery Services, SWSLHD Director, Nursing & Midwifery Services, SWSLHD (previous) Director, Operations, SWSLHD (previous) Director, Operations, SWSLHD (previous) A/Coordinator, Transforming Your Experience Transforming Your Experience Working Group Member Prof Brad Frankum (Co-Chair) Mr Mark Zacka (Co-Chair) Dr Marc Logarta Ms Sonia Marshall Ms Sharon Smith Ms Christine Stephens Mr Matthew Jennings Ms Kylie Wright Dr Paul Lambrakis Dr Christian Mussap Ms Kelly Walker Position SWSLHD Board Member; Consultant Immunologist, Campbelltown Hospital Director, Clinical Governance, SWSLHD (previous) VMO, Anaesthetics, Campbelltown Hospital Director, Nursing & Midwifery Services, SWSLHD Community and Consumer Representative, SWSLHD Director, Nursing & Midwifery Services, Liverpool Hospital Director, Allied Health, Liverpool Hospital Quality & Accreditation Manager, Liverpool Hospital Consultant, Acute Surgical Unit, Liverpool Hospital Staff Specialist, Cardiology, Liverpool Hospital A/General Manager, Drug Health Services, SWSLHD Transforming Your Experience Leadership Working Group Member Prof David Simmons (Co-Chair) Ms Glenda Dingwall (Co-Chair) Dr Ardalan Ebrahimi Mr Daryn Mitford A/Prof Ravi Srinivas Ms Robynne Cooke Ms Joady McManus Ms Rebecca Tyson Dr Matthew Smith Ms Megan Brooks Ms Rebecca Leon Mr Nathan Jones Position Professor of Medicine, Campbelltown Hospital Director, Workforce & Development, SWSLHD VMO, Head & Neck Surgery, Liverpool Hospital Nurse Manager, Emergency Departments, Campbelltown and Camden Hospitals Director, Oral Health Services, SWSLHD General Manager, Liverpool Hospital Community & Consumer Representative, SWSLHD Director, Corporate Services, Camden and Campbelltown Hospitals Director, Emergency Department, Bankstown-Lidcombe Hospital Manager, HIV & Related Programs (HARP), Population Health Manager, Centre for Education & Workforce Development, SWSLHD Director, Aboriginal Health, SWSLHD 22

38 Appendix 2: Transforming Your Experience in SWSLHD how it all fits together The Transforming Your Experience Strategy aligns with the overall vision and direction of SWSLHD. This is illustrated below with some of the key SWSLHD strategies and plans. NSW Health Strategic Plan: Towards 2021 Key SWSLHD plans Strategic & Healthcare Services Plan to 2021 Corporate Plan Consumer and Community Participation Framework This document Strategy Leadership Strategy Supported by other SWSLHD guidance documents: Clinical Governance Framework Multicultural Refugee Health Implementation Plan Information and Communications Technology Strategy Workforce Strategic Plan Education and Training Strategic Plan Research Strategy 23

39 Appendix 3: The SWSLHD Leadership Model The Leadership Model helps all staff to understand what outstanding leadership looks like within our organisation, and how all staff can demonstrate leadership in their day-to-day work. Detail is provided in the SWSLHD Leadership Strategy A Shared Approach to Leadership Setting direction 06 Innovating & leading change Capable & empowered leaders 02 Developing self Communicating with influence 04 Partnering & building relationships Developing & enabling others 24

40 Appendix 4: Supporting the Transforming Your Experience Strategy A number of resources and tools to support Transforming Your Experience have been developed and are described below. Strategic direction and priorities Leadership Strategy High-level vision and priorities for transforming the experience of our patients and staff and the care we provide Defines SWSLHD commitment to strengthen leadership and provides model for staff leadership Implementation and evaluation Evaluation plan Overall blueprint for evaluating Transforming Your Experience Implementation plan Guides implementation of the Transforming Your Experience and Leadership strategies Maturity model Understanding progress towards Transforming Your Experience 25

41 This document has been prepared by ZEST Health Strategies for South Western Sydney Local Health District. Wide distribution of this document is encouraged. It may be reproduced in whole or part for study or training purposes subject to acknowledgment. It may not be reproduced for commercial usage or sale. Copies may be made without permission. Quotes contained in this document have been edited for clarity and readability. ISBN First edition published January 2017

42 Our Leadership Strategy A shared approach to leadership

43 Our Vision Leading care, healthier communities Acknowledgements This Leadership Strategy was developed as part of Transforming Your Experience and is based on a comprehensive evidence base and extensive stakeholder consultation through interviews, online surveys, focus groups and workshops. We would like to acknowledge the significant contributions of over 1,200 of our staff, patients, consumer representatives and community members who shared their insights on how we can better support shared leadership and improve the way everyone experiences our organisation and services. Our Values This Leadership Strategy, as with all activities of the District, is underpinned by our CORE values. Collaboration Working as one team with patients, carers, the community, and other service partners Openness Services are transparent and open and explain the reason for decisions Respect Everyone involved in patient care or a health project can contribute and their views will be heard, valued and respected Empowerment Staff, patients, carers and the community can make choices and influence outcomes. Systems and processes will enable participation, supply necessary information, support delegation and ensure accountability 3

44 Together we are developing our leaders South Western Sydney Local Health District (SWSLHD) works to provide a health care service that is person-centred, consistently safe, equitable and responsive to the developing needs of our communities. The SWSLHD Leadership Strategy has been developed as part of Transforming Your Experience, which will deliver safe and high quality health services and an exceptional experience for everyone who interacts with our organisation our patients, consumers, staff and communities. A critical component of Transforming Your Experience is the development of shared leadership that is collaborative and transparent at all levels of our organisation. Developing a culture of strong, effective, shared leadership will transform us into an organisation that is continuously improving as we strive towards our vision of Leading care, healthier communities. The Leadership Strategy provides us with the direction to do things better. It will support a whole-of-district approach to leadership, to strengthen our learning culture and continuously nurture our staff to be highly effective and capable leaders. It will mean that all staff frontline and managers alike embrace shared leadership as a part of our day-to-day work. The SWSLHD Board, Chief Executive and senior clinicians of our organisation are committed to shaping a shared leadership culture that is collaborative, accountable and strives for excellence. We encourage all staff to use this Strategy and play an active role in leading the transformation of SWSLHD now and into the future. The Leadership Strategy will support all staff to be exceptional leaders in SWSLHD and will transform our culture to ensure that our CORE values Collaboration, Openness, Respect and Empowerment become a part of every interaction with our patients, consumers, colleagues and community members. Professor Phil Harris Amanda Larkin Chairman, SWSLHD Board Chief Executive, SWSLHD 1

45 This Leadership Strategy includes 1. A shared leadership approach Why shared leadership matters and how this Leadership Strategy will help us get there pg.4 2. Our support for shared leadership Goals and focus areas for our organisational support of shared leadership pg.6 3. QUOTE TO GO HERE? - Staff How member all staff can demonstrate leadership The SWSLHD Leadership Model pg.14 2

46 The purpose of this Leadership Strategy is to present a shared vision for leadership and outline our District s commitment and support to enable effective leadership at all levels across SWSLHD. How the Leadership Strategy will contribute to shared leadership 1. Shared understanding and direction for leadership in SWSLHD 2. Strong organisational support for shared leadership and leadership development Shared and empowered leadership in SWSLHD 3. Everyone consistently demonstrates leadership qualities The Strategy aligns with the SWSLHD Workforce Strategic Plan and other key strategies and frameworks in the District. See Appendix 1 for details. 3

47 . A shared leadership approach Why shared leadership matters and how this Leadership Strategy will help us get there Empowering and supporting staff through a shared leadership culture is critical to providing safe, effective, responsive and person-centred care. NSW Health recognises that leadership can be demonstrated by anyone, regardless of whether or not they are in formal management positions. Leadership is also essential in a clinical setting to improve patient safety, quality of care and services. Demonstrating leadership is not only for staff in management positions. Leadership development often focuses on building individual leadership capabilities. While this remains an important focus, transforming our District to better respond to the needs of our communities requires working together as well as individually. Hence, both shared and individual leadership are needed. 1 What is shared leadership? Shared leadership involves empowering individuals at all levels of our organisation to demonstrate leadership qualities and behaviours. Shared leadership is also about distributing leadership responsibilities to where appropriate capabilities, expertise and motivation exist. The role of shared leadership in Transforming Your Experience Transforming Your Experience ( ) is our five-year road map to positively transform how our patients, consumers, staff and communities experience our organisation and services. Transforming Your Experience will focus on four key priorities: Consistent delivery, quality and safe care Personalised, individual care Respectful communication and genuine engagement Effective leadership and empowered staff Our work in Transforming Your Experience must be led through a transformational and shared approach to leadership with a clear vision, strong leadership, staff commitment, and the involvement of patients and consumers. 2 Specific activities to support implementation of the Leadership Strategy are described in the Transforming Your Experience Implementation Plan. 1 HETI. NSW Health Leadership Framework. Sydney : NSW Health Education and Training Institute (HETI), Swensen S, Pugh M, McMullan C, Kabcenell A. High-Impact Leadership: Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper. Cambridge, Massachusetts : Institute for Healthcare Improvement,

48 Our leadership today After hearing from over 1,200 of our staff, patients and communities across SWSLHD, we know Outstanding leadership is seen across our District every day Staff provided inspiring examples of strong leadership from their managers and colleagues, including: Setting a vision and shaping a positive culture by putting patients first Going the extra mile to support each other and provide high quality care Leading teams collaboratively and openly Communicating respectfully My manager has so much respect for our team. No matter who they are she always supports us and includes us in new ideas and making decisions. Because of this, our team is willing to go the extra mile in our roles. - Survey respondent, Corporate Support As a District, we can do better to harness outstanding leadership and support and empower all staff to be leaders Key areas for improvement: Building a positive, safe, healthy and supportive workplace culture Empowering staff to lead and to make decisions Providing more structured opportunities for leadership development Celebrating high performance and excellence Fostering open communication and stronger accountability It s important that we rethink how the District can best interact with facilities to support local leadership potential. - Survey respondent, Medical Our managers are committed to high quality and safe care for our patients and consumers but more can be done to support staff Staff told us that, in general, their managers are focused on providing safe and high quality care for our patients and consumers. However, managers can be less focused on supporting their staff and they can do more to promote collaborative leadership approaches, two-way communication with their teams and more structured coaching and mentoring. 5

49 . Our support for shared leadership This section outlines what SWSLHD will do to support shared leadership across the organisation Goal of the Leadership Strategy To achieve consistently safe, high quality and person-centred care through developing, empowering and enabling all staff to demonstrate leadership. Focus areas SWSLHD will support a shared leadership culture through the five focus areas depicted here: 1. We develop and support our workforce Capable and motivated staff will be supported to fulfil their potential and lead our organisation 2. The right people are recruited at the right time We will recruit and retain people with the skills and behaviours to contribute to safe and high quality care 5. We foster openness and accountability Our culture will support open communication, accessible management and accountability for performance 4. High performance and excellence are celebrated We will acknowledge and celebrate the achievements of individuals, teams and services 3. Effective decision-making is enabled Our staff will be empowered to make effective decisions To see what all individuals can do to demonstrate leadership in SWSLHD, see Section 3. 6

50 Being supported at work is important. You can be dealing with a mountain of work but if someone gives you a positive word and recognises your efforts, it makes a world of difference. - Workshop participant, Bankstown Hospital 7

51 Focus area 1: We develop and support our workforce Safe, high quality and person-centred care relies on effective leadership and a capable and well-supported workforce. Key actions What success looks like Ensure managers, new recruits and all other staff have access to training and education activities aligned with the priorities of Transforming Your Experience Build on-the-job staff capabilities through structured coaching and mentoring and the development of a District-wide talent pool Staff are supported through structured professional development Staff have opportunities to develop skills through both formal training and on-the-job coaching and mentoring Staff health and wellbeing are nurtured Embed structured professional development and leadership pathways for all staff Better support the health and wellbeing of our staff Case study: A structured approach to succession planning in Drug Health Services Succession planning is an important process that provides staff with opportunities and support for professional advancement and also contributes to the continuity of our health services. Drug Health Services (DHS) have faced a number of challenges in undertaking succession planning due to the small size of the service, stigma associated with drug health issues and a general lack of clarity from staff about leadership pathways and the process for succession planning. In response to these challenges, DHS is piloting a number of strategies, which aim to strengthen the ability of the service to undertake successful succession planning. These include: Reviewing current position descriptions with assistance from District Human Resources Supporting staff to undertake education learning pathways and career planning Establishing an internal Expression of Interest (EOI) internship program Developing a staff coaching and mentoring program Implementing a communication campaign to promote DHS among SWSLHD staff By having a structured set of strategies in place, DHS aims to provide clearer pathways for staff learning development and to positively promote DHS across the District. 8

52 Focus area 2: The right people are recruited at the right time The people we recruit and retain will reflect the behaviours, skills and values that contribute to a positive workplace culture and an exceptional patient, consumer and staff experience. Key actions Attract people with behaviours that contribute to high quality, person-centred care Ensure we can attract new talent in a responsive and timely way What success looks like Staff recruitment processes are efficient and trusted The workforce has the right mix of skills and behaviours Embed standardised and transparent practices for all recruitment We have such a talented workforce. But we shouldn t just be recruiting people who can recite the phonebook we need people who can look someone in the eye, smile, and ask, how are you doing?. - Workshop participant, Liverpool Hospital 9

53 Focus area 3: Effective decision-making is enabled Devolved management authority and greater autonomy will enable staff to demonstrate leadership through greater involvement in decisions and increased responsiveness, including in the delivery of person-centred care. Nurturing innovation will ensure SWSLHD is forward-thinking and continuously improving. Key actions What success looks like Collaboratively review and, where appropriate, revise delegations of authority to support devolved decision-making responsibility Streamline decision-making processes to reduce procedural barriers to effective and timely decision-making Embed staff, consumer and community input in decision-making Staff report greater levels of autonomy and increased authority to make decisions, with reduced procedural barriers to decision-making Staff, consumer and community input will feed directly into decision-making Innovation is embedded and enabled through organisational culture Nurture innovation and continuous improvement throughout the organisation Case study: How decentralised decision-making can foster improvements in quality and safety Clinical governance underpins quality and safe care and requires an understanding of how our patient care is being delivered. The current clinical audit approval process can be slow and complicated, with approval often taking several months. This reduces health services abilities to act quickly to improve the quality and safety of care. Prof. David Simmons and the Research Committee at Campbelltown Hospital are exploring options to decentralise the audit process from the District Research Office to facility safety offices. This model aims to reduce the administrative burden and streamline the audit approval process to ensure audits are conducted in a timely way to support ongoing quality and safety improvements. Opportunities to pilot this decentralised model are being considered for

54 Focus area 4: High performance and excellence are celebrated Recognition of achievement and excellence will reinforce a culture of shared leadership and engage leaders in the success of the organisation. Key actions What success looks like Implement organisation-wide processes to celebrate staff achievements and role model outstanding behaviour, e.g. through formal recognition, rewards and showcasing of performance Acknowledge, communicate and celebrate achievements across the organisation, including those of individuals, teams and services Staff are formally acknowledged both within and outside of the District for their performance Staff feel valued and acknowledged for achievements Structured processes are in place to recognise staff for achievements Embed informal recognition of achievements in staff management approaches It s so important that employees are seen and acknowledged as valued members of the organisation. - Survey respondent, Medical 11

55 Focus area 5: We foster openness and accountability Open communication and transparent management practices will improve staff trust in and engagement with organisational leadership. Ensuring staff accountability for performance promotes responsibility for outcomes, transparency and learning. Key actions Ensure organisational communication practices enable timely and effective communication and feedback of management decisions to all staff Facilitate regular formal and informal engagement between executive teams and frontline staff Ensure staff accountability and strengthen the capabilities of our managers to effectively manage performance What success looks like Management decisions are transparent and communicated widely Members of the management team are accessible and visible in patient and staff rounding Performance management processes are in place to increase staff accountability Case study: Facilitating two-way communication in Bowral Hospital Open and two-way communication between management and staff is critical to a transparent and empowered culture. At Bowral and District Hospital, staff are encouraged to lead with their heart. The executive team hold regular open town hall meetings, featuring a get to know your executive segment where members of the executive team present on their personal and professional backgrounds. It s surprising how much we don t know about our team members. Town hall meetings help us all better connect with each other. We have a Mythbusters segment where staff can discuss rumours and myths in the facility which provides us with an opportunity to respond and discuss collectively. - General Manager, Bowral and District Hospital Bowral and District Hospital undertakes daily executive rounding with ED, Maternity, Paediatrics and Allied Health. There are also daily BIFFO (Bowral Intense Focus on Flow and Operations) catch-ups with executive and key managers, providing opportunities for staff to connect. What went well boards are a simple tool used on each ward for staff to provide positive feedback to each other, and local thank you cards are distributed to staff as a way of recognising achievement. These initiatives promote an open and empowered culture, which increases staff trust in hospital management and ensures the executive leadership team is accessible and values staff contributions. 12

56 Implementing and monitoring progress of the Leadership Strategy How will we implement the Leadership Strategy? The Leadership Strategy is being implemented as part of Transforming Your Experience. A District-wide implementation plan has been developed to deliver change and address each focus area outlined in this Leadership Strategy. Activities are phased over five years with a number of priorities. We will review and update this Leadership Strategy and the implementation plan as progress is made. How will we know we have been successful? We will only know we have achieved these outcomes when our patients, consumers, staff and communities tell us that we consistently demonstrate these qualities. Measuring this change is important. A plan has also been developed as part of Transforming Your Experience to evaluate the Leadership Strategy and track our progress over time. Supporting the Leadership Strategy As part of Transforming Your Experience, a number of resources and tools to support the Leadership Strategy have been developed and are described below. Strategic direction and priorities Leadership Strategy High-level vision and priorities for transforming the experience of our patients and staff and the care we provide Defines SWSLHD commitment to strengthen leadership and provides model for staff leadership Implementation and evaluation Evaluation plan Overall blueprint for evaluating Transforming Your Experience Implementation plan Guides implementation of the Transforming Your Experience and Leadership strategies Maturity model Understanding progress towards Transforming Your Experience 13

57 . How all staff can demonstrate leadership This section presents the SWSLHD Leadership Model, which shows six qualities of leadership that all staff can demonstrate The Leadership Model is based on an evidence review of leadership in high performing health organisations. It aligns with key NSW, Australian and international frameworks for leadership in healthcare and government settings 3-7 and was tested extensively with staff for relevance to SWSLHD. How we will use the Leadership Model The model will be implemented across the District in recruitment and workforce development activities as part of Transforming Your Experience, for example through including behaviours in position descriptions, recruitment practices and professional development plans. It will help all staff across SWSLHD understand what outstanding leadership looks like within our organisation, and how staff should demonstrate leadership in their day-to-day work. 3 APS Commission. Integrated Leadership System (ILS). Canberra : Australian Public Service Commission, HETI. NSW Health Leadership Framework. Sydney : NSW Health Education and Training Institute (HETI), NSW Public Service Commission. The NSW Public Sector Capability Framework. Sydney : NSW Public Service Commission, IHI. A Framework for Leadership. Cambridge MA : Institute for Healthcare Improvement, NHS Leadership Academy. Healthcare Leadership Model: The nine dimensions of leadership behaviour. Leeds, UK : NHS Leadership Academy,

58 The SWSLHD Leadership Model 01 Setting direction 06 Innovating & leading change Capable & empowered leaders 02 Developing self Communicating with influence 04 Partnering & building relationships Developing & enabling others 15

59 Leadership is for everyone We acknowledge that staff across our District have different levels of responsibility and influence (see table below). This section describes practical ways that staff at each of these levels can demonstrate leadership behaviours. Levels of management responsibility LEVEL USUAL LEVEL OF INFLUENCE EXAMPLES OF ROLES All staff Individuals Patients, carers, colleagues Frontline staff, health professionals, clinical support staff, corporate support staff Supervisors and managers Teams Units Clinical Supervisors, Corporate Services Managers, Clinical Education Managers Senior managers and executives Departments Facilities/services, organisation Stream Directors, Directors of Department, hospital General Managers, District Executives 16

60 Leadership quality 01 Setting direction By setting direction, staff will embed SWSLHD s vision across the District and ensure that our services are centred on patients and the wider community. LEVEL EXPECTED BEHAVIOURS Applying SWSLHD CORE values in everyday work (Collaboration, Openness, Respect, Empowerment) All staff Respecting patients in all interactions Involving patients and carers in decision-making Advocating for patients best interests Contributing to a collaborative and supportive workplace culture Supervisors, managers and above Embedding and role-modelling SWSLHD CORE values throughout team and service Including patients on improvement teams and using patient feedback in improvement processes Using leadership rounds to engage staff, patients and carers Aligning work of team with SWSLHD vision and goals Being collaborative in decision-making Senior managers and executives Embedding systems and processes that place patients at the centre and ensure consistently safe and quality care Being forward-thinking and visible in role Integrating patients and community in organisational planning Shaping a culture that values innovation and is respectful of all staff Regularly participating in patient and staff rounds Setting clear direction is so important in our work. One time, a manager took charge during a stressful situation. They were calm but assertive and everyone just followed their lead because they took the situation under control. There was no yelling or talking down of anyone everyone recognised the manager as a leader because of their composure and attitude at a stressful time. - Survey respondent, Maintenance and Trades 17

61 Leadership quality 02 Developing self Staff will be supported to be self-reflective and be part of a culture that is open to feedback and continuously working to learn and improve. LEVEL All staff EXPECTED BEHAVIOURS Displaying openness and self-awareness Actively seeking opportunities for personal growth and development Examining and reflecting on own performance Seeking feedback from colleagues and team to improve work practice Actively taking part in own professional development Supervisors, managers and above Modelling the value of self-improvement to team Ensuring self-reflection is part of professional development and performance management Being accessible, transparent and accountable for performance Embedding strong performance management practice to ensure accountability Senior managers and executives Promoting and modelling the value of self-improvement Nurturing a culture that is accessible, transparent and accountable for performance To me, developing oneself is about accountability. I ve seen senior managers identify when they could have made a better decision. Having a senior manager acknowledge this and take responsibility in front of those involved is a great way to shape and lead an accountable culture. It also fosters an environment where mistakes can be actively learnt from. - Survey respondent, Health Management 18

62 Leadership quality 03 Developing & enabling others Staff will be supported to be leaders through professional development, training and development opportunities, and a workplace culture that values diversity and celebrates achievements. LEVEL All staff EXPECTED BEHAVIOURS Encouraging others to show initiative and take the lead Giving professional support and regular constructive feedback to others Recognising performance issues in team and seeking advice Providing training and mentoring to colleagues and juniors Supervisors, managers and above Acknowledging and celebrating achievements of team members Actively addressing team and individual performance issues, including under-performance Seeking input from team on how to improve performance Actively supporting staff to participate in professional development Providing respectful, constructive feedback on performance Senior managers and executives Ensuring District-wide professional development processes are in place to manage staff performance, drive professional development and facilitate succession planning Integrating workplace diversity principles across the District Developing and championing processes to celebrate staff achievements and showcase excellence My manager is always approachable. They actively listen and provide me with positive and negative feedback. I feel that they are invested in me growing both professionally and personally. - Survey respondent, Health Management 19

63 Leadership quality 04 Partnering & building relationships Staff will work with patients, families and carers to ensure they understand care options and can actively participate in their care. The District and our services will actively collaborate with other organisations and the community to improve patient care and experience. LEVEL EXPECTED BEHAVIOURS Providing easily accessible and understood information and resources to patients and carers All staff Seeking opportunities to profile the District and engage with community Being respectful, open and collaborative when interacting with colleagues, patients, carers and the community Engaging community to inform work Supervisors, managers and above Including non-clinical staff in multidisciplinary processes Ensuring Patient Liaison Officers are engaged in organisational planning and decision-making processes Creating relationships across disciplines to share knowledge and understanding Improving coordination and communication at key patient transition points and during transfer of care Senior managers and executives Providing open communication forums, for instance monthly feedback meeting between Executive and staff Building the reputation of SWSLHD services through community engagement and partnering with other organisations Case study: Community engagement at Fairfield Hospital Community engagement plays a vital role in ensuring our health services are responsive to our communities diverse needs. Fairfield Hospital is undertaking an extensive program of community engagement designed to raise the profile of the hospital and increase the health literacy of the local community. Fairfield Hospital staff organise community forums and hospital open days and present in a range of community settings. The hospital is now regularly invited to speak in schools, career fairs and to community groups. Many community groups also now fundraise to purchase equipment for the hospital. Community engagement brings huge rewards. It means we can be responsive to its needs and deliver care that is designed with rather than simply provided to our community. We can reinforce the message that hospitals are not the only avenue of care available, which keeps people that don t need to come to hospital, out of the hospital. - General Manager, Fairfield Hospital 20

64 Leadership quality 05 Communicating with influence By communicating with influence, staff will communicate effectively with all patients, consumers, carers and staff. SWSLHD as a whole will promote the organisation s position with authority and credibility to external stakeholders and the wider community. LEVEL EXPECTED BEHAVIOURS Explaining concepts clearly and simply to all people, especially to patients, carers and those with different needs All staff Actively listening and encouraging others to provide input Respecting and empathising with patients backgrounds and unique needs Using effective tools to support communication Supervisors, managers and above Communicating persuasively and respectfully in a range of styles and formats Showing sensitivity and understanding in resolving conflicts Influencing others with evidence, a considered approach and sound arguments Senior managers and executives Establishing structures and processes to support effective communication within the organisation Promoting the organisation s position with authority and credibility to other government and non-government entities and to the community Case study: The role of communication in outstanding care Across our services every day we see examples of staff effectively advocating for patients best interests, resolving conflict, and actively involving patients and carers through effective and respectful communication. At Liverpool Hospital, a medical staff member described how communication played a critical role in improving care for a patient: Ward staff had become concerned by the patient s challenging behaviour. A staff specialist balanced these valid concerns with advocating for the patient s continued admission, which was the best available medical option. This was achieved through a series of team meetings, which allowed all staff to air their concerns. The experience was also used as an opportunity to identify process improvements and strategies to manage difficult behaviour. This approach diffused the issue and united the team in a situation, which otherwise could have resulted in a hostile working environment and poorer outcomes for the patient. - Staff member, Medical, Liverpool Hospital 21

65 Leadership quality 06 Innovating & leading change Innovation and bold leadership are critical to achieving organisational change. Staff will lead innovation to improve our services and ensure we are driven by evidence, patient outcomes and continuous improvement. LEVEL EXPECTED BEHAVIOURS All staff Seeking insights from staff, patients and carers Being open to new ideas and approaches Sharing ideas about ways to improve processes and solve problems Being collaborative in interactions Supervisors, managers and above Working across disciplines to facilitate sharing, continuous learning and foster innovation Encouraging others to take initiative and innovate Initiating and leading innovative ideas Implementing processes and systems to support change Using the input of staff and consumers to support change Senior managers and executives Establishing and promoting a culture that encourages innovation and emphasises continuous improvement Engaging early career staff members to generate ideas and innovation Decentralising decision-making and allowing greater autonomy to empower managers to innovate Ensuring models of care and quality measures are developed with full engagement and involvement of units Reducing procedural barriers to decision-making 22

66 Case study: Fostering innovation in Camden and Campbelltown Effective and practical solutions to improve the quality, safety and experience of our patient care often come from those closest to the problems. At Camden and Campbelltown Hospitals, surveys of Allied Health and Corporate Services staff indicated that continuous improvement projects were unengaging and often developed at senior levels. To nurture ideas at the grassroots level, innovation tournaments were developed. What are innovation tournaments? Innovation tournaments are structured ideas competitions. Groups from Allied Health and Corporate Services submit ideas and those with the most promising ideas receive structured training and coaching on project management and developing a pitch. The groups then present their ideas to the hospital executive teams, with the top three ideas progressing to implementation through departmental quality action plans. Prizes are issued to all staff who participate. Leading change is about being bold taking a risk to better a system or process. Innovation forums will invigorate the way we improve our processes and allow staff to showcase their ideas and be instigators of change. - Director, Corporate Services, Camden and Campbelltown Hospitals 23

67 Transforming SWSLHD through shared leadership The goal of Transforming Your Experience is that our care is always safe, high quality and personalised and all our staff are supported and empowered to achieve their full potential. This transformation will require changes at all levels of our organisation. It will result in important improvements to our leadership systems and structures and shifts in individual behaviours. Transformation will occur when we have created a shared leadership culture that allows our people to grow and which expands our capacities as leaders, as staff and as people. Everyone in our organisation has an important role in supporting these changes by supporting implementation of the key actions and demonstrating the leadership qualities in this Leadership Strategy. Ultimately it is our collective ability to commit to shared leadership which will determine our success in achieving the goal of Transforming Your Experience. 24

68 Appendix 1: Strategic context for leadership in SWSLHD This Leadership Strategy is informed by NSW and SWSLHD strategic, leadership and capability frameworks. It also aligns with and underpins the SWSLHD Transforming Your Experience Framework. A range of documents and tools will support implementation of the Leadership Strategy. NSW Health Strategic Plan: Towards 2021 Key SWSLHD plans Strategic & Healthcare Services Plan to 2021 Corporate Plan Consumer and Community Participation Framework This document Strategy Leadership Strategy Supported by other SWSLHD guidance documents: Clinical Governance Framework Multicultural Refugee Health Implementation Plan Information and Communications Technology Strategy Workforce Strategic Plan Education and Training Strategic Plan Research Strategy 25

69 The Leadership Strategy has been prepared by ZEST Health Strategies for South Western Sydney Local Health District. Wide distribution of this document is encouraged. It may be reproduced in whole or part for study or training purposes subject to acknowledgement. It may not be reproduced for commercial usage or sale. Copies may be made without permission. Quotes contained in this document have been edited for clarity and readability. ISBN First edition published January

70 Liverpool Hospital Organisational Structure Medical Staff Council South Western Sydney Local Health District Clinical Council Executive Clinical Director General Manager General Manager s Unit Marketing Fundraising & Events Media & Communications Library & Knowledge Management Medico-Legal Patient Safety & Quality Manager Emergency Management Coordinator Professor of Surgery Professor of Medicine Director Medical Services Director Nursing & Midwifery Services Director Allied Health Director Human Resources Director Financial Services Director, Corporate Services Medical Services Operational Manager Directors of Clinical Training Medical Workforce Management VMO s Medical Heads of Department Senior Medical Staff Junior Medical Officers Pharmacy Patient Safety Operational Nurse Managers Nurse Manager Women & Children s Nursing Executive Officer Nursing Workforce Management Nursing Clinical Services Nursing Staff and Resources Demand Management Unit Clinical Resources After-Hours Managers Physiotherapy Podiatry Speech Pathology Occupational Therapy Social Work Dietetics Psychology Human Resource Services Chaplaincy & Pastoral Care Injury Management & Rehabilitation Staff Health Volunteers & Auxiliary WHS Financial Services Cashier Billing Services Travel & TESL Claims VMO Claims Gym Revenue Services Out patient services Trust Fund Revenue General Services Food Services Conference Facilities IT Support & Communications Security Biomedical Engineering Patient Services & Information Sterile Services Clinical Information Ward Orderlies Child Care Centre Print Room Mail Room Parking Imaging Nuclear Medicine Accommodation Purchasing Retail July 2017

71 Role Description General Manager Liverpool Hospital SWSLHD Cluster Agency Division/Branch/Unit Location NSW Health South Western Sydney Local Health District South Western Sydney Local Health District Liverpool Classification/Grade/Band Band 2 Senior Executive Work Level Standards Role Number ANZSCO Code PCAT Code Date of Approval November 2017 Agency Website Work Contribution Stream: Service/Operational Delivery Agency Overview For more information go to Primary purpose of the role The General Manager Liverpool Hospital leads, directs, plans and manages the physical, human and financial resources of Liverpool Hospital tertiary referral service for SWSLHD. Ensure the effective and efficient provision of high quality health care services, in line with the organisational objectives, corporate and business plans of the South Western Sydney Local Health District (SWSLHD) and with the policy directions of NSW Ministry of Health. This position is the lead executive position in the LHD for the ongoing development of Liverpool Hospital. These responsibilities include financial, workforce, clinical planning and negotiation for new developments/services and implementation whilst maintaining the efficient operations of the existing services. The position participates as a member of the SWSLHD executive team in the development of broader clinical strategy, policy and decision making. The position has a senior leadership and sponsorship role for agreed SWSLHD clinical networks. Key accountabilities Leads and directs clinical service delivery, determining operational priorities and setting service delivery goals, standards and performance measures to ensure expectations are clear and that service delivery strategies are aligned with SWSLHD objectives. Manage financial, human, and physical resources in an operationally effective and efficient manner to facilitate service delivery excellence and optimise outcomes for the community, patients and their carers. 1