EXECUTIVE DIRECTOR, CLINICAL IMPROVEMENT & INNOVATION COMMISSION ON EXCELLENCE … · Commission on Excellence and Innovation in Health 4 SA Health 8 Executive Director, Clinical

CANDIDATE INFORMATION PACK

EXECUTIVE DIRECTOR, CLINICAL IMPROVEMENT & INNOVATION COMMISSION ON EXCELLENCE & INNOVATION IN HEALTH

CANDIDATE INFORMATION PACK Executive Director, Clinical Improvement & Innovation

HardyGroup | IN CONFIDENCE 2

TABLE OF CONTENTS

Executive Summary 3

Commission on Excellence and Innovation in Health 4

SA Health 8

Executive Director, Clinical Improvement and Innovation

10

Employment Terms & Conditions 13

How to Apply 16



EXECUTIVE SUMMARY

• Visionary and Inspirational Leadership

• Influential Collaborator

• Lead Improvement and Innovation

The State Government of South Australia is establishing a Commission on Excellence and Innovation in Health

(the Commission), to provide leadership and advice within SA Health and the Government on clinical

excellence and innovation. A key priority of the State Government is to rebalance the health system in South

Australia in a way that represents the values of the community, delivers the highest standards of safe and

quality care and is economically viable for the future.

The Commission will provide leadership and advice on clinical best practice with a focus on maximising health

outcomes for patients, improving care and safety, monitoring performance, championing evidence-based

practice and clinical innovation, and supporting clinical collaboration, by:

• bringing together expertise from clinicians, consumers, health partners and other relevant

stakeholders to maximise health outcomes for patients

• being recognised as a centre for excellence, a strong partner for clinical improvement and innovation

and will have recognised expertise which can influence design; and

• supporting the provision of safer, more innovative and efficient healthcare through empowering

clinicians and consumers.

An Executive Director Clinical Improvement and Innovation is now being sought to lead the Clinical

Improvement and Innovation branch of the Commission. The Executive Director will provide leadership,

direction, management and governance necessary to ensure the successful delivery of the CEIH’s strategic

goals relating to clinical, consumer and community partnerships.

The successful candidate will ideally be a leader and / or clinician in a complex health system which has

undergone major transformational change and possess:

• strong leadership skills in a multi-disciplinary organisation in a climate of continuing change

• the ability to be innovative and enterprising in relation to influencing and earning the trust and respect

of a wide range of audiences and stakeholders

• the ability to think and act strategically and to lead change and influence others in responding to

change

• experience in supporting the dissemination of innovation in large health organisations

• comprehensive understanding of and experience in clinical improvement and planning.



COMMISSION ON EXCELLENCE AND INNOVATION IN HEALTH What is the Commission on Excellence and Innovation in Health?

The Commission on Excellence and Innovation in Health (the Commission) will provide leadership and advice

on clinical best practice with a focus on maximising health outcomes for patients, improving care and safety,

monitoring performance, championing evidence-based practice and clinical innovation, and supporting

clinical collaboration.

The Commission will:

• bring together expertise from clinicians, consumers, health partners and other relevant stakeholders

to maximise health outcomes for patients

• be recognised as a centre for excellence, a strong partner for clinical improvement and innovation

and will have recognised expertise which can influence design

• support the provision of safer, more innovative and efficient healthcare through empowering

clinicians and consumers.

Why do we need a Commission on Excellence and Innovation in Health?

A key priority of the state government is to rebalance the health system in South Australia in a way that

represents value to our community, delivers the highest standards of safe and quality care, and is economically

viable for the future.

The South Australian health system faces ongoing and well described challenges, including changes to

population health needs with increases in chronic disease and multi-morbidity, changes to population profile

with an ageing population and people living longer, and technology changes, which challenge us to evolve our

systems of care.

The Commission will address these challenges and empower the South Australian health system to provide

the best value healthcare through excellence and innovation. Best value is defined as the best patient

outcomes and patient experience with the resources available.



How can the Commission address future challenges in the

health system? The Commission will support consumers and the community to achieve better health outcomes, improve

patient experience and increase input into care, strategic policy planning and evaluation of health services.

The Commission will also increase clinician confidence and engagement and provide clinicians with better

access to evidence, data and tools to provide improved care, as well as support to innovate and translate

research into practice.

The Commission will also deliver benefits to the whole health system, such as better-quality care driving

efficiencies, addressing variation in care and outcomes by pursuing best practice, increased confidence in the

system by consumers and the community, and a reduction in adverse events.

Will consumers and the community be involved in the work of the Commission?

Yes. All work of the Commission will have improving outcomes for consumers and the community at its core.

Outcomes for consumers and the community will include:

• Better health outcomes

• Improved patient experience

• Increased confidence in the health system

• Increased input into care, strategic policy planning and evaluation of health services

The Commission recognises that consumer and community partnerships are essential in achieving these

outcomes. These partnerships will include, but are not limited to, consumer involvement in strategic

planning, policy work, development of models of care, clinical pathways and evaluation of programs and

services, as well as partnering in activities across other functions of the Commission.

To facilitate these partnerships, mechanisms and structures to support consumer and the community

collaboration in improving care will be developed. Consumers will also be represented on the Commission’s

advisory bodies such as the Clinical Advisory Council, and governance committees such as Clinical Network

Steering Committees.

When will the Commission be established?

The Commission will be formally established as an “attached office” to the Department for Health and

Wellbeing in 2019.



How will the Commission be established?

A Commission on Excellence and Innovation in Health Steering Committee was established in October 2018 to

lead the design of the Commission. The steering committee has been responsible for making

recommendations to SA Health on the design and governance for the Commission, developing the timeline

and process for its establishment, and developing a comprehensive transition plan to establish the

Commission. This committee reported to the Governance Reform Program Management Committee to

support the wider Governance Reforms for SA Health.

The role of the Commission has been largely informed by the South Australian Government’s election

commitments, the learnings from similar interstate and overseas organisations and governance reforms in the

Department for Health and Wellbeing. Feedback is also being sought from stakeholders about how the

Commission will undertake its role.

The new Department for Health and Wellbeing structure came into effect on 6 May 2019. This included the

announcement of Professor Paddy Phillips as the incoming Commissioner of the Commission on Excellence

and Innovation in Health. Under the new structure, the existing Clinical Partnerships team was assigned to

work on the establishment of the Commission and commence the early work of the Commission, such as

establishing the initial cohort of Clinical Networks. The Clinical Partnerships team will transition to the

Commission once it is formally established.

What will be the legal structure of the Commission?

It is proposed that the Commission will be established as an “attached office” of the Department for Health

and Wellbeing under section 27 of the Public Sector Act 2009. An attached office is an administrative unit,

and therefore a public sector unit in its own right.

As a separate office to the Department for Health and Wellbeing, the Commission will be able to work with

Local Health Networks, the Department, private providers, NGOs and other groups or individuals as an

independent partner whilst drawing on administrative resources of the Department, thereby reducing

duplication.

How will stakeholders be involved?

A workshop was held on 1 April 2019, where valuable input on the work of the Commission was provided by

senior clinicians and senior SA Health management. Feedback from the workshop has also been used to inform

the proposed internal governance of the Commission, the process for prioritisation of clinical networks, the

Commission’s early priorities for clinical improvement support and training, the Commission’s first 12 month

Key Performance Indicators and strategic plan, and prioritisation of data and analytics improvement

work/strategies.

Feedback is being sought from all SA Health staff and key stakeholders such as consumers on the proposed

vision, purpose and functions of the Commission prior to its establishment. Ongoing stakeholder engagement

will also take place prior to and following establishment of the Commission on how it will realise its vision and

purpose and undertake its functions. The incoming Commissioner will meet with key stakeholders and

potential partners during the establishment of the Commission.



What will be the focus of the Commission during the first 12 months?

Once the Commission is established, further work will be required in collaboration with stakeholders, to:

• establish initial partnerships with consumer groups, NGOs, private health care providers, research

and training organisations, and other relevant organisations.

• determine governance and processes

• develop clear criteria for resourcing system improvement work

• develop KPIs, frameworks and strategies.

In addition to this, the State-wide Clinical Network Framework will be finalised and will be used to establish

State-wide Clinical Networks, to support clinicians across the South Australian health system. The first cohort

of clinical networks including Palliative Care/End of Life, Cardiology, and Urgent Care are currently being

established.



SA HEALTH

Mission:

To lead and deliver a comprehensive and sustainable health

system that aims to ensure healthier, longer and better lives

for all South Australians. We will achieve our objectives by

strengthening primary health care, enhancing hospital care,

reforming mental health care and improving the health of

Aboriginal people.

SA Health is committed to a health system that produces positive health outcomes by focusing on health

promotion, illness prevention and early intervention. We will work with other government agencies and the

community to address the environmental, socio economic, biological and behavioural determinants of health,

and to achieve equitable health outcomes for all South Australians

SA Health Values

The values of SA Health are used to indicate the type of conduct required by our employees and the conduct

that our customers can expect from our health service:

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

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

health outcomes.

• We demonstrate our values in our interactions with others in SA Health, the community, and those

for whom we care.

Code of Ethics The Code of Ethics for the South Australian Public Sector provides an ethical framework for the public sector

and applies to all public service employees:

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

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

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

• Accountability- Holding ourselves accountable for everything we do.

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

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

profession.



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

Health and Wellbeing.

The legal entities include but are not limited to Department for Health and Wellbeing, Central Adelaide Local

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

and Children’s Health Network, Country Health SA Local Health Network (soon to be 6 separate country Local

Health Networks) and SA Ambulance Service.

SA Health Challenges:

The health system is facing the challenges of an ageing population, increased incidence of chronic disease,

workforce shortages, and ageing infrastructure. The SA Health Care Plan has been developed to meet these

challenges and ensure South Australian’s have access to the best available health care in hospitals, health care

centres and through GPs and other providers.



EXECUTIVE DIRECTOR, CLINICAL IMPROVEMENT AND INNOVATION

POSITION PURPOSE

The Executive Director will lead the Clinical Improvement and Innovation branch of the Commission on

Excellence and Innovation in Health (CEIH). The ED will provide the leadership, direction, management and

governance necessary to ensure successful delivery of the CEIH’s strategic goals relating to clinical

improvement and innovation. The ED will work with the CEIH’s partners to:

• Develop best practice principles, methods and tools to support clinical improvement in the health

system

• Develop clinical improvement capacity across the system

• Promote and support best practice in clinical improvement projects

• Identify and disseminate innovative practice across the health system.

KEY RESULT AREAS AND RESPONSIBILITIES

The key result areas and responsibilities of the Executive Director are summarised below:

• Development of the Clinical Improvement and Innovation branch in the CEIH, working with the

Commissioner, CEIH staff and key partners and overseeing the establishment of the branch.

• Leading the core functions of the Clinical Improvement and Innovation branch, including:

o Develop and maintain capability for system and service improvement

o Empower health professional to provide safe and high-quality care

o Enable clinical professional leads to provide input into innovation and improvement projects

o Build system capability for innovation and deliver programs to support innovative practice

o Work in collaboration with strategic partners to support clinical research and its translation

into practice.

• Provide strategy and operational advice about increasing clinical improvement and innovation

capability within the South Australian health system and develop and sustain strong proactive and

effective stakeholder engagement and consultative relationships.

• Lead and promote corporate compliance with all SA Health workplace policies and procedures,

public sector policy and applicable legislation.



• Ensure effective financial, physical and human resource management by deploying resources in a

manner that complies with Government and SA Health policy and legislative requirements.

View the full descriptors of major responsibilities in the Role Description.

SELECTION CRITERIA

The Executive Director will demonstrate skills, experience and knowledge in the following criteria:

1. Strong leadership skills and an ability to motivate and inspire others to work together as a team to

achieve objectives.

2. Ability to think and act strategically and to lead change and influence others in responding to change.

3. Ability to effectively liaise, collaborate and communicate with a wide range of audiences including the

general community, and relevant organisations at a state and national level.

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

relevant parties who possess a diverse range of values.

5. Executive experience in the provision of strategic planning, services and advice as it relates to

implementing complex change.

6. Experience in leading clinical improvement activities and planning.

7. Experience in supporting the dissemination of innovation in large health organisations.

8. Experience in providing leadership to a multi-disciplinary organisation in a climate of continuing

change, including the effective management of risk, human , financial and material resources.

9. Experience in the preparation, implementation and evaluation of strategic plans, policies, strategies

and innovative program development dealing with sensitive, complex issues.

10. Comprehensive understanding of clinical improvement principles, methods and evidence, clinical

practice and complex healthcare delivery systems, including health policy trends within the Australian

and South Australian health systems.

Desirable characteristics of the Executive Director include:

1. Experience working as a leader and/or clinician in an environment which has undergone major

transformational change would be an asset; and

2. Understanding of emerging directions within the health industry in South Australia, nationally and

internationally.

View a comprehensive list of knowledge, skills and experience in the Role Description.



QUALIFICATIONS

The incumbent will ideally have relevant clinical qualifications or equivalent in a health-related discipline or field.

CHALLENGES

Major challenges currently associated with the role include:

• Complex systems issues and varying priorities to be considered. This will be a consideration for allleaders in the CEIH particularly in the implementation stage initially but then as a factor of sustainmentof impetus into the future.

• Implementing sustainable systems to ensure engagement with a broad range of stakeholders withvarying interests.

• Leading the development of a culture of improvement and innovation across the health system andchampioning engagement of clinicians and other key stakeholders.

REPORTING & KEY RELATIONSHIPS

The Executive Director reports directly to the Commissioner.

The structure within the unit and direct reports to the Executive Director are yet to be determined and will be an important part of the role upon commencement in conjunction with the Commissioner.

KEY DATA

Service Location Adelaide

Useful Links Role Description

Commission on Excellence and Innovation in Health

Organisation Chart

https://www.sahealth.sa.gov.au/wps/wcm/connect/public+content/sa+health+internet/about+us/governance+reforms/commission+on+excellence+and+innovation+in+health



EMPLOYMENT TERMS & CONDITIONS

REMUNERATION $163,960 - $252,246

Total Remuneration Package, dependent on experience

CLASSIFICATION SAES 1

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.)

SA HEALTH

• It is mandatory that no person, whether or not currently working in SA Health, will be eligible forappointment to a position in SA Health unless they have obtained a satisfactory Criminal and RelevantHistory Screening.

• Prescribed Positions under the Children’s Protection Act (1993) must obtain a satisfactory Criminaland Relevant History ‘child-related’ employment screening through the Screening and Licensing Unit,Department for Communities and Social Inclusion.

• Criminal and Relevant History Screening must be renewed every 3 years thereafter from date of issuefor ‘Prescribed Positions’ under the Children’s Protection Act 1993 or ‘Approved Aged Care ProviderPositions’ as defined under the Accountability Principles 2014 pursuant to the Aged Care Act 2007(Cth).



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

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

HANDLING OF OFFICIAL INFORMATION

By virtue of their duties, SA Health employees frequently access, otherwise deal with, and/or are aware of,

information that needs to be treated as confidential.

SA Health employees will not access or attempt to access official information, including confidential patient

information other than in connection with the performance by them of their duties and/or as authorised.

SA Health employees will not misuse information gained in their official capacity.

SA Health employees will maintain the integrity and security of official or confidential information for which

they are responsible. Employees will also ensure that the privacy of individuals is maintained and will only

release or disclose information in accordance with relevant legislation, industrial instruments, policy, or lawful

and reasonable direction

SA HEALTH WHITE RIBBON

SA Health has a position of zero tolerance towards men’s violence against women in the workplace and the

broader community. In accordance with this, the incumbent must at all times act in a manner that is non-

threatening, courteous, and respectful and will comply with any instructions, policies, procedures or

guidelines issued by SA Health regarding acceptable workplace behaviour.

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



SA HEALTH PUBLIC SECTOR CODE OF ETHICS

View the Code of Ethics for South Australian Public Sector, Policies and Procedures and legislative

requirements that must be complied with by the incumbent.

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

profession.

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

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

key result areas associated with their position and a requirement to demonstrate appropriate behaviours

which reflect a commitment to SA Health values and strategic directions.

https://publicsector.sa.gov.au/wp-content/uploads/20180411-Code-of-Ethics-for-the-South-Australian-Public-Sector.pdf



HOW TO APPLY The closing date for applications is Friday 19th July, 2019

The reference number to include in your application is H19_3101

For a confidential discussion, please contact Principal Consultant, Paul Ingle:

M: +61 (0)402 796 125

E: [email protected]

Please submit application documentation to Executive Search Coordinator, Jane Mather

T: +61 (0) 9900 0113

E: [email protected]

It Is standard practice for HardyGroup to acknowledge receipt of your application no later than the next

business day. We request that if you do not receive the acknowledgement, you contact the search coordinator

listed above as soon as possible after the 24-hour business period and arrange to resend your application if

necessary.

Your application must include:

1. Completed HG Application Form

2. Cover letter addressed to the search consultant;

3. A written response addressing the key selection criteria, found on page 11; and

4. An up to date copy of your Curriculum Vitae

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



REFEREES

You will need to provide details of three (3) professional referees. To do so, complete the relevant fields in

the Candidate Profile. You should carefully consider who you select to approach to provide reference advice.

Your current manager must be included. It is customary for referee reports to be requested after interview

and if you are the preferred candidate, your permission will be requested prior to contacting your referees.

PERSONAL INFORMATION

HG complies with the Privacy Act 1988 (Cth), all applications are treated by HG in strict confidence, however

in submitting an application you are extending permission to share your application with the Selection Panel.

Personal Information will be used to assess your suitability for appointment to this Positions Health Services.

As part of the selection process, personal information will be dealt with in accordance with HG’s Privacy Policy

and the Information Privacy Act 2009.



THE LOCATION

Adelaide, South Australia

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

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

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

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

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

lying Mount Lofty Ranges which surround the city.

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

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

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

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

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

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

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

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

bars tucked away in lanes.

Helpful Sites for more Information on Adelaide:

https://southaustralia.com/

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

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

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

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

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

https://southaustralia.com/



ROLE DESCRIPTION

Role Title: Executive Director, Clinical Improvement and Innovation

Classification Code:

LHN/ HN/ SAAS/ DHW: Commission on Excellence and Innovation in Health (CEIH)

Hospital/ Service/ Cluster:

Division: Clinical Improvement and Innovation

Department/Section / Unit/ Ward:

Role reports to: Commissioner, CEIH

Role Created/ Reviewed Date:

Criminal History Clearance Requirements:

Aged (NPC) Child- Prescribed (DCSI) Vulnerable (NPC)

General Probity (NPC)

Immunisation Risk Category Requirements:

Category A (direct contact with blood or body substances) Category B (indirect contact with blood or body substances) Category C (minimal patient contact)

ROLE CONTEXT

Primary Objective(s) of role:

The Executive Director (ED) will lead the Clinical Improvement and Innovation branch of the CEIH. The ED will provide the leadership, direction, management and governance necessary to ensure successful delivery of the CEIH’s strategic goals relating to clinical improvement and innovation. The ED will work with the CEIH’s partners to:

develop best practice principles, methods and tools to support clinical improvement in the health system

develop clinical improvement capacity across the system

promote and support best practice in clinical improvement projects

identify and disseminate innovative practice across the health system

Direct Reports:

The ED, Clinical Improvement and Innovation is responsible for the oversight and management of the staff within the Clinical Improvement and Innovation branch.

Key Relationships/ Interactions:

Internal The ED, Clinical Improvement and Innovation will report to the Commissioner, CEIH and maintain close and effective working relationships with staff employed within the Commission, as well as clinicians and other stakeholders who may form part of advisory/governance committees for the Commission and Statewide Clinical Network Executive Groups.

External Clinicians, staff and leadership across SA Health

Clinicians and staff of non-government/private healthcare agencies

Consumer and Community groups

Other health oriented agencies including education and research institutions at the State and Commonwealth level.

Page 2 of 9

Challenges associated with Role:

Major challenges currently associated with the role include:

Complex systems issues and varying priorities to be considered

Broad range of stakeholders with varying interests

Delegations:

To be advised once the Commission on Excellence and Innovation in Health is fully established.

Key Result Area and Responsibilities

Key Result Areas Major Responsibilities

Development of the Clinical Improvement and Innovation branch in the CEIH

Work with the Commissioner, CEIH staff and key partners to establish the Clinical Improvement and Innovation branch

Oversight the establishment of the Clinical Improvement and Innovation branch including facilities, staffing structure, equipment etc.

Ensure timely advice to the Commissioner regarding the establishment of the branch.

Leading the core functions of the Clinical Improvement and Innovation branch

Develop and maintain capability for system and service improvement through best practice in clinical practice improvement, continuous quality improvement, change, project, risk and stakeholder management.

Empower health professionals to provide safe and high quality care through:

o development of clinical metrics to support safety and quality improvement.

o monitoring KPIs associated with quality improvement initiatives.

o monitoring trends/analysis of data /development of insights on variation, system issues which may require clinician engagement and resourcing for clinical improvement projects.

Clinical professional leads provide input into innovation and improvement projects.

Planning, implementation and evaluation of organisational clinician development initiatives.

Builds system capability for innovation and delivers programs to support innovative practice.

Coordinates a program for health system innovation and its dissemination.

Work in collaboration with strategic partners to support clinical research and its translation into practice.

Monitor trends in innovation and develops innovation plans/ priorities and provides clinical advice to prioritise data and digital solutions.

Strategy and Operational Advice /Stakeholder engagement

Provide Strategic and Operational advice about increasing clinical improvement and innovation capability within the South Australian health system

Develop and sustain strong, proactive and effective stakeholder consultative relationships and networks with professional colleges and academic bodies, governments and consumers and with key participants within the State, national and international health industries

Ensure that service provision and the activities of the Clinical

Page 3 of 9

Improvement and Innovation branch are customer focussed and professionally and effectively conducted by contributing to the development of an integrated team approach and culture which is highly responsive to the needs of business partners and external clients.

Corporate compliance Lead and promote compliance in the following corporate areas of responsibility:

ensure compliance with all SA Health workplace policies and procedures.

ensure compliance with and promote the Code of Ethics for the SA public sector

Ensure official records compliance according to relevant legislation, policies and procedures.

Promote the identification and reporting all health and safety risks, accidents, incidents, injuries property damage and near misses in the workplace.

Promote awareness and compliance with Equal Employment Opportunity principles.

Participate in, conducts and promotes personal development reviews.

Ensure cultural sensitivity is maintained by attending and contributing to learning in diversity of cultural awareness and cross cultural training, with a frequency determined as appropriate by the organisation.

Contribute to the well-being of people in South Australia through participation in Counter Disaster activities including attendance, as required, at training programs and exercises to develop the necessary skills required to participate in responses in the event of a disaster and/or major incident.

Effective financial, physical, and human resource management

Deploy resources in a manner that complies with Government and SA Health policy and legislative requirements by:

leading, developing and fostering a positive work culture which is based on the Commission’s values (to be agreed)

promoting customer service, learning and development, safety and welfare of employees, and encouraging creativity and innovation.

providing a sound performance management framework for staff including development of their potential.

appropriate planning and allocation of resources to achieve agreed business and strategic plans

effective budget preparation, monitoring and reporting and adherence to resource allocations.

SAES Core Competencies The South Australian Executive Service (SAES) competency framework forms the DNA of leadership within the public sector. The framework provides the mechanism by which the SAES links the attraction, recruitment, development, performance assessment and retention of executives to a consistent and robust set of competencies that articulate the specific behaviours required to achieve optimum performance levels. The use of the competency framework enables executives to measure performance and manage succession, building executive strength and talent in public sector positions. The core competencies of the SAES framework require executives to be able to:

1. Shape Strategic Thinking and Change

2. Achieve Results

3. Drive Business Excellence

4. Forge Relationships and Engages Others

5. Exemplify Personal Drive and Professionalism.

Page 4 of 9

Knowledge, Skills and Experience

ESSENTIAL MINIMUM REQUIREMENTS

Educational/Vocational Qualifications

N/A

Personal Abilities/Aptitudes/Skills:

Demonstrated strong leadership skills and an ability to motivate and inspire others to work together as a team to achieve objectives.

Demonstrated ability to think and act strategically and to lead change and influence others in responding to change.

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

Demonstrated ability to effectively liaise, collaborate and communicate (both verbally and in writing) with a wide range of audiences including the general community, and relevant organisations at a state and national level.

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

An ability to manage to the spirit and principles of the premier’s safety Commitment and the legislative requirements of the Work Health and Safety Act, utilising AS/NZS 4360 Risk Management, or to an equivalent set of standards.

Experience

Demonstrated executive experience in the provision of strategic planning, services and advice as it relates to implementing complex change.

Experience in leading clinical improvement activities and planning.

Experience in supporting the dissemination of innovation in large health organisations.

Experience in providing leadership to a multi-disciplinary organisation in a climate of continuing change, including the effective management of risk, human, financial and material resources.

Experience in the preparation, implementation and evaluation of strategic plans, policies, strategies and innovative program development dealing with sensitive, complex issues.

Knowledge

Comprehensive understanding of clinical improvement principles, methods and evidence, clinical practice and complex healthcare delivery systems, including health policy trends within the Australian and South Australian health systems.

Understanding and knowledge of change management.

Knowledge of the Public Sector management aims, personnel management standards and employee conduct standards, in particular Equal Employment and Occupational Health, Safety and Welfare.

Page 5 of 9

DESIRABLE CHARACTERISTICS

Educational/Vocational Qualifications:

Relevant clinical qualifications or equivalent in a health-related discipline or field.

Experience:

Experience working as a leader and/or clinician in an environment which has undergone major transformational change would be an asset

Knowledge:

Understanding of emerging directions within the health industry in South Australia, nationally and internationally.

For Official Use Only – I1-A1 Page 6 of 9

Special Conditions:

It is mandatory that no person, whether or not currently working in SA Health, will be eligible for appointment to a position in SA Health unless they have obtained a satisfactory Criminal and Relevant History Screening.

Prescribed Positions under the Children’s Protection Act (1993) must obtain a satisfactory Criminal and Relevant History ‘child-related’ employment screening through the Screening and Licensing Unit, Department for Communities and Social Inclusion.

Criminal and Relevant History Screening must be renewed every 3 years thereafter from date of issue for ‘Prescribed Positions’ under the Children’s Protection Act 1993 or ‘Approved Aged Care Provider Positions’ as defined under the Accountability Principles 2014 pursuant to the Aged Care Act 2007 (Cth).

Appointment is subject to immunisation risk category requirements. There may be ongoing immunisation requirements that must be met.

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

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

General Requirements:

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

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

Return to Work Act 2014 (SA), facilitating the recovery, maintenance or early return to work of employees with work related injury / illness.

Meet immunisation requirements as outlined by the Immunisation for Health Care Workers in South Australia Policy Directive.

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

Children’s Protection Act 1993 (Cth) – ‘Notification of Abuse or Neglect’.

Disability Discrimination.

Independent Commissioner Against Corruption Act 2012 (SA).

Information Privacy Principles Instruction.

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

Relevant Australian Standards.

Duty to maintain confidentiality.

Smoke Free Workplace.

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

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

The SA Health workforce contributes to the safety and quality of patient care by adhering to the South Australian Charter of Health Care Rights, understanding the intent of the National Safety and Quality Health Service Standards and participating in quality improvement activities as necessary.


Performance Development:

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

Handling of Official Information:

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

White Ribbon:

SA Health has a position of zero tolerance towards men’s violence against women in the workplace and the broader community. In accordance with this, the incumbent must at all times act in a manner that is non-threatening, courteous, and respectful and will comply with any instructions, policies, procedures or guidelines issued by SA Health regarding acceptable workplace behaviour.

Resilience:

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


Organisational Context

Organisational Overview:

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

SA Health is the brand name for the health portfolio of services and agencies responsible to the Minister for Health and Wellbeing. The Department for Health and Wellbeing is an administrative unit under the Public Sector Act 2009. The legal entities include but are not limited to the Central Adelaide Local Health Network Inc., Northern Adelaide Local Health Network Inc., Southern Adelaide Local Health Network Inc., Women’s and Children’s Health Network Inc., Country Health SA Local Health Network Inc. and SA Ambulance Service Inc. SA Health Challenges:

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

The Commission on Excellence and Innovation in Health will provide leadership and advice on clinical best practice with a focus on maximising health outcomes for patients, improving care and safety, monitoring performance, championing evidence-based practice and clinical innovation, and supporting clinical collaboration. The Commission will bring together expertise from clinicians, consumers, health partners and other relevant stakeholders to maximise health outcomes for patients


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

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

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

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

Code of Ethics The Code of Ethics for the South Australian Public Sector provides an ethical framework for the public sector and applies to all public service employees:

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

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

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

Accountability- Holding ourselves accountable for everything we do.

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

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

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

Name: Role Title:

Signature: Date:

Role Acceptance Incumbent Acceptance

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

Health Protection & Licensing Services

Communicable Disease Control

Emergency Management

Blood, Organ & Tissue Programs

CE Dr Chris McGowan

Health Strategy &Intergovernment Relations

Health Economics & Analytics

System Design & Planning

Clinical Collaborative

Office for Ageing Well

Aboriginal Health

DCE System Leadership

& Design

Media &Communications

Risk & Assurance Services

Finance

HR & Workforce Services

Corporate Affairs

Procurement & Supply Chain Management

Infrastructure

DCE Corporate & System

Support Services

Clinical Partnerships

Clinical Improvement & Innovation

Clinical Informatics

CEOSA Ambulance

Service

Portfolio & Strategy

Customer Services

Sunrise EMR

Technology & Infrastructure

Digital Health Economy

Enablement Unit

Chief Digital Health Officer

Digital Health SA

Community Services System

Improvement

Prevention & Population Health

Home Hospital

CEOWellbeing SA

Office of the CE

Office of the ChiefPsychiatrist /

Mental Health

Provider Commissioning & Performance

Health Services Programs & Funding

Safety & Quality Unit

Implementation Science Unit

DCE Commissioning &

Performance

Chief Public Health Officer

Health Regulation & Protection

FIS: 18066.8 May 2019

Department for Health and Wellbeing Organisational structure 6 May 2019

CommissionerCommission on Excellence and Innovation in Health

Core Department Divisions

Operating Entities within the Department

Attached Agency

SAAS will continue to report to the CE with no other changes proposed

Future branches, under construction

A/ED Dr Chris Lease

Dir Dr Louise Flood

A/Dir Paul McGowen

Sue Ireland

ED Skye Jacobi

ED Shelley Horne

Dir Jeanette Walters

Dir Tanya McGregor

ED Michele McKinnon

A/ED Shelley Horne

Dir TBC

Dir TBC

ED Jon Logie

GD Coenraad Robberts

ED Jamin Woolcock

A/D Melisa Kaharevic

Dir Prue Reid

ED Andrea Andrews

ED Brendan Hewitt

Don FraterProf Paddy Phillips Lynne Cowan Julienne TePohe

Virginia Wilkinson

Dr John BrayleyLyn Dean

Bill Le Blanc Prof Paddy Phillips

David PlaceA/Chief Medical Officer

Nicola Spurrier

Chief Nurse and Midwifery Officer Jenny Hurley

Chief Allied and Scientific Health Officer

Catherine Turnbull

Chief Pharmacist Naomi Burgess

Documents

EXECUTIVE DIRECTOR, CLINICAL IMPROVEMENT & INNOVATION COMMISSION ON EXCELLENCE … · Commission on Excellence and Innovation in Health 4 SA Health 8 Executive Director, Clinical