Information for Applicants Position Title: Chief Executive Officer, Daru General Hospital Application Closing Date: 11 May 2015 Position Location: Contract Duration: Daru, Western Province, Papua New Guinea 3 years Estimated Mobilisation Date: August 2015 Overview Thank you for your interest in the position of Chief Executive Officer of the Daru General Hospital. HHISP is conducting the pre-screening process on behalf of the Board. Applications are invited from qualified and experienced persons who are able to satisfy the minimum person specifications detailed below. This document includes information on the following: Application process; Terms of Reference; and Selection Criteria. Please read this document carefully as applications that vary from the specified requirements may not be accepted. Preparing Your Application Please read the following information carefully as incomplete applications may not be accepted. Before submitting your application it is recommended that you have the following documentation prepared:: 1. Written references and/or details of at least three (3) professional referees (preferably your current supervisor and two (2) previous supervisors). 2. Your resume or CV complete with personal particulars, contact details, employment history for at least 15 years. 3. Copies of relevant post-graduate academic qualifications from tertiary institutions and vocational or management qualifications relevant to this position. Post-graduate qualifications in Hospital Management, Planning, Business Administration and or Public Administration will be most preferred. Version 1.1_13/11/14 Page 1
4. A statement of claims for this job and why you should be selected for the advertised position. Other Points to Consider: 1. If you are successful in being short-listed or are selected for this position you may be required to undertake a police check, psychometric test, further selection written exercises and/or a medical examination. Employment Conditions and Entitlements A generous salary package is available commensurate with background and experience of the successful applicant. Details of the package will be shared with shortlisted candidates. Lodging Your Application: All applications should be lodged online or by email. Should you experience any difficulties with the submission process, or have any questions about this role then please contact: Contact name: Stephen Kennedy Phone: + 61 7 3114 4631 Email: stephen.kennedy@abtjta.com.au Closing Date: 11 May 2015 Version 1.1_13/11/14 Page 2
ANNEX ONE DEPARTMENT OF PERSONNEL MANAGEMENT JOB DESCRIPTION AGENCY: Daru General Hospital SYST. POSN. NO.: REF. NO.: OFFICE: Chief Executive Officer DESIGNATION/CLASSIFICATION: Chief Executive Officer DIVISION: HIGHEST SUBORDINATE: POS. NO. BRANCH: IMMEDIATE SUPERVISOR: Chairman, Daru Hospital Board of Management SECTION: LOCATION: Daru HISTORY OF POSITION DPM FILE NO. DATE OF VARIATION DETAILS 1. PURPOSE Provide strategic leadership and manage day-to-day operations of the Daru General Hospital (DGH). 2. ACCOUNTABILITY AND WORKING RELATIONSHIPS The CEO (Daru General Hospital) will report to and be responsible to the Chairman of the Board of DGH, whom in turn is responsible to the Minister for Health and HIV (an organization chart is at Annex 1). The CEO will work in close consultation with the Secretary for Health on the activities of the hospital and on progress against expected outcomes. The CEO will also report to the Chief Secretary on the hospital s performance. The CEO will be based at DGH in Daru, Western Province. The CEO will mentor a national counter\part to prepare them for a future leadership role with the hospital. The CEO will work closely with other key counterparts and stakeholders and will coordinate activities closely with Health and HIV Implementation Services Provider, the Version 1.1_13/11/14 Page 3
Burnet Institute and World Vision staff working within the province, the sector and other partners as required. 3. BACKGROUND Daru General Hospital is the major public health facility in Western Province. The hospital is designated by the National Department of Health (NDoH) as a Level 5 Provincial Hospital in accordance with the National Health Service Standards; however, it currently operates as a Level 4 district hospital, with the catchment being mainly the South Fly District. The hospital currently has 126 beds with 104 in operation. Daru Hospital has not been operating as a Provincial Hospital due to significant staffing vacancies (especially doctors) and major transport problems. The hospital has a very low utilisation rate in comparison to hospitals of a similar size. For example, the utilisation rate for Daru Hospital (2008) was 7 persons per 1,000 population compared to 26 for Popondetta General Hospital and 20 for Kavieng Hospital. Contributing to this, the hospital has only two full-time medical officers, a TB Specialist and a junior (generalist) doctor. Efforts to increase the number of medical officers are ongoing, but the difficulty of recruiting doctors and other health professionals means that there will likely continue to be vacancies in key positions. One additional medical officer is scheduled to be deployed in early 2015. Based on the Level 5 Provincial Hospital classification, Daru Hospital is required to offer the following services: General Medicine, Rehabilitation and Sexual Health Services Emergency Medicine, including High Dependency Care General and minor Orthopaedic Surgical Services Obstetrics and Gynaecology Services Paediatric Services, including Special Care for neonates Mental Health Services Oral Health Services Diagnostic pathology, medical imaging and allied health services. At present, the hospital has limited capacity to offer all of these services due to the lack of clinical specialists. The hospital s main area of support is in providing clinical services for infectious diseases, primarily TB. Western Province is experiencing a serious public health crisis with rates of TB arguably among the highest in the world. There are plans to redevelop Daru Hospital to expand the number of beds and modernise the facilities. A master plan was submitted in 2013. The CEO (Daru General Hospital) will be expected to support the hospital redevelopment process and to lead the modernisation and strengthening of the existing hospital. 4. MAJOR DUTIES The responsibilities of the CEO are to provide: Leadership and strategic direction Facilitate a strong and effective governance and management team. Create a strong service culture, ensuring good corporate and clinical governance. Version 1.1_13/11/14 Page 4
Improve strategic planning and resource mobilisation. Strengthen service delivery through the development of policies, guidelines and systems. Mentor a national counterpart to prepare them for a future leadership role with the hospital. Operations management Manage day-to-day operations of the hospital. Oversee the provision of safe and appropriate hospital services. Provide efficient use of financial, human and other resources. Oversee effective logistics and warehousing of medical supplies and drugs. Oversee good occupational health and safety standards and practices. Oversee facilities and transport management, including repairs and upgrades as needed. Financial management Oversee budgeting and expenditure of the hospital, ensuring that revenues and expenditure are in line with DGH Board expectations, financial commitments and in accordance with all relevant Acts, Legislation and Regulations. Ensure financial reporting requirements are met and are accurate. Ensure audit and compliance activities are undertaken as required and as needed. Human resource management Oversee the effective recruitment and retention of health and support staff. Institute mechanisms to enable training and development opportunities to continually improve staff skills and performance. Conduct ongoing workforce planning to meet current and future needs of the hospital. Clinical governance Oversee the implementation of clinical governance and compliance with the National Health Service Standards within DGH. Oversee the preparation and response to regulatory surveys and other missions or adviser inputs to strengthen service delivery. Stakeholder management Lead engagement and develop and maintain good relations with NDoH, Western Provincial Health Office (WPHO), Provincial Administrator, Governor and Ministers for Parliament, CSOs/NGOs, donors, and the community. Monitoring, evaluation, accountability and learning Oversee the monitoring and evaluation of the performance of the Hospital in line with the National Health Service Standards and other national and global standards. Ensure all Hospital functions comply with the relevant legislation governing the delivery of health care services within a hospital setting. Implement systems to ensure accountability and learnings from hospital activities. Version 1.1_13/11/14 Page 5
Emergency response, planning and preparedness Institute emergency planning and preparedness policies and procedures and ensure staff are familiar with these and know how to respond. This includes epidemics, fires or flooding in the hospital (including evacuation procedures for staff and patients), and mass casualty incidents (such as a natural disaster or human conflict). Lead emergency drills and responses to emergencies. Hospital redevelopment Support the planning, management and implementation of the master planning and redevelopment of DGH in close coordination with the DGH Board, NDoH, WPHO and other stakeholders. 5. KEY RESULT AREAS The expected outcomes are: 1. Provided leadership and strategic direction of the Daru General Hospital, as demonstrated by: a. An established and functioning governance system in the hospital, including a full functioning Hospital Board of Management. b. A functioning senior executive management (SEM) team is employed. c. A strong service culture is developed through: i. Development of a Corporate Plan approved by the Board and submitted to the Minister for Health and HIV. ii. Development of Annual Activity Plans approved by the Board and submitted to the Minister for Health and HIV. d. Activities and associated documentation to improve strategic planning and resource mobilisation. e. Policies, guidelines and systems developed or improved. 2. Led day-to-day operations at the Hospital, as demonstrated by the effective and efficient running of the hospital. 3. Supervised responsible and compliant financial management of Hospital funds, as demonstrated by: a. Budgets developed and approved. b. Financial guidelines and reporting requirements adhered to. c. Audits and associated follow up actions completed. d. Budgeting and expenditure in line with NDoH s expectations. e. Financial controls and delegations are in place and regularly monitored and audited. 4. Supervised responsible and compliant human resource management approach for the Hospital, as demonstrated by: a. A full or improved workforce capacity of DGH, including the employment of Version 1.1_13/11/14 Page 6
essential health workers that complies with legislation, NHSS, and relevant regulations and policies. b. An effective training plan that is meeting the needs of DGH based on the NHSS and relevant policies. 5. Undertaken activities to ensure effective clinical governance and to make the Hospital compliant with National Health Service Standards, as demonstrated by: a. Clinical governance integrated in the governance structure. b. Policies, guidelines and standards in patient care developed or improved. c. Timely submission of quarterly and annual clinical audit reports to the Minister for Health and HIV. d. Performance reports of the hospital against the NHSS based on internal and external assessments. 6. Led effective monitoring and evaluation of the performance of the Hospital in line with the National Health Service Standards, as demonstrated by the submission of accurate and complete reports on Hospital activities; and the implementation of systems to promote accountability and learnings from hospital activities. 7. Instituted emergency planning and preparedness policies and procedures, as demonstrated by plans and policies in place and staff trained in their implementation and the effective response to emergencies when they occur. 8. Supported the planning, management and implementation of the masterplanning and redevelopment of Daru General Hospital in close coordination and consultation with NDoH and other stakeholders, as demonstrated by support provided. 9. Maintained strong and productive relationships with the DGH Board, WPHO, CSOs/NGOs, donors, the community, and staff of the Hospital and surrounding health facilities based on feedback on performance and engagement. 10. Submitted reports on time and to a professional standard as required by the Hospital Board and the NDoH Key Selection Criteria Required Experience Required Skills and Qualifications KSC 1. At least 5 to 10 years experience at an executive management level in hospital management. KSC 2. Postgraduate qualifications in hospital management, health planning and business administration. KSC 3. High level skills in administration and people management. KSC 4. Skills in policy formulation, budget management and workforce planning. Cultural/Language Requirements KSC 5. Experience living and working in cross-cultural environments, especially in Melanesian and/or Pacific Version 1.1_13/11/14 Page 7
environments. Personal Attributes KSC 6. Exceptional communication skills in building relationships with partners and clients and a proven ability to work independently and as part of a team. Version 1.1_13/11/14 Page 8