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CANDIDATE INFORMATION PACK
CHIEF FINANCE OFFICER NORTHERN ADELAIDE LOCAL HEALTH NETWORK
CANDIDATE INFORMATION PACK CHIEF FINANCE OFFICER, NALHN
HardyGroup | IN CONFIDENCE 2
TABLE OF CONTENTS
Executive Summary 3
Northern Adelaide Local Health Network & SA Health
4
Chief Finance Officer
10
Employment Terms & Conditions
14
How to Apply
17
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EXECUTIVE SUMMARY
• Pivotal leadership role
• Lead financial sustainability
• Drive innovation through business improvement
The Northern Adelaide Local Health Network (NALHN) is part of SA Health which provides a range of acute
and sub-acute services for people of all ages living in the northern metropolitan Adelaide. Hospitals and
services within the NALHN include the Lyell McEwin Hospital, Modbury Hospital, a range of sub-acute and
primary health care services and a number of state-wide services. The northern area of Adelaide is currently
the highest population growth area in South Australia.
NALHN is now seeking a Chief Finance Officer (CFO) to provide comprehensive financial services in the
service and provide leadership in high level financial management advisory services across NALHN, an
organisation which employs over 5200 staff and has an annual budget in excess of $850m.
Reporting directly to the Chief Executive Officer you would be responsible for leading the effective and
efficient delivery of a finance service and providing:
• Effective strategies in managing financial performance, monitoring, reporting and analysis;
• Effective budget development, control and forecasting; and
• Expert financial operational advice to key clients including the CEO, the Board, the Department for
Health & Wellbeing and clinical leaders.
You will be joining NALHN at an exciting time with opportunity for growth through service reform. A good
understanding of health service financial leadership and management, and the Australian public health
funding system is essential.
Your proven track record of experience in providing strategic and operational leadership to a complex
organisation in a climate of continuing change, complements your capacity to deliver sustainable results in
budget management and financial outcomes. Your interpersonal skills enable you to communicate complex
financial matters to different stakeholders successfully and build organisational commitment to financial
reform.
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NORTHERN ADELAIDE LOCAL HEALTH NETWORK
Northern Adelaide Local Health Network (NALHN) was established in 2011 and provides health care for more
than 400,000 people living in the northern metropolitan area of Adelaide as well as providing a number of
state-wide services, and services to those in regional areas. The LHN includes some of the least affluent parts
of the state. As a whole, residents of NALHN rate lower on population health measures than residents of
other LHNs and are also more likely to have chronic disease or risk factors for chronic disease.
The northern area of Adelaide is currently the highest population growth area in SA. By 2026 it is anticipated
that a quarter of the state’s population will live in the northern metropolitan catchment area.
The recent implementation of the National Health Reform in 2011 saw the establishment of five Local Health
Networks across SA intended to promote, maintain and restore the health of the communities they serve.
The NALHN provides a range of acute and sub-acute health services for people of all ages and covers 16
Statistical Local Areas and four Local Government Areas (one of which crosses the Central Adelaide Local
Health Network) and includes the following:
• Lyell McEwin Hospital
• Modbury Hospital
• GP Plus Health Care Centres and Super Clinics
• Aboriginal Health Care Services
• Mental Health Services (including two state-wide services – Forensics and Older Persons)
NALHN offers a range of primary health care services across the northern metropolitan area of Adelaide,
with a focus on providing preventive and health promoting programs in the community, and transition and
hospital substitution and avoidance programs targeted at chronic disease and frail aged.
Clinical leadership of care systems is central to the current national and state-wide health reforms. NALHN
care delivery is configured within clinical divisions that are patient–focused, clinically led groupings of
services. Clinical Divisions are responsible for managing service delivery activities across NALHN campuses
and units, bringing together empowered experts to directly make relevant decisions.
NALHN Governing Board
The State Government reformed the governance of SA Health, including establishing 10 Local Health
Networks (LHNs), each with its own Governing Board taking place from 1 July 2019.
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NALHN Governing Board Chair and Members
The Governing Board members bring to NALHN a wealth of knowledge and experience across many areas.
NALHN’s Board:
▪ Ray Blight (Chair)
▪ Michael Forwood (Deputy Chair)
▪ Anne Burgess
▪ Frank Lampard OAM
▪ Robin Moore
▪ Mary Patetsos
▪ Dr Carolyn Roesler
▪ Linda South
We are confident that with the support of our highly qualified Governing Board, NALHN will be well placed
to achieve better health service decisions tailored to local needs and deliver a safe, high quality and
financially sustainable LHN into the future.
Lyell McEwin Hospital
The Lyell McEwin Hospital is a major tertiary hospital located in Adelaide, South Australia that provides
medical, surgical, diagnostic, emergency and support services to a population of more than 300,000 people
living primarily in Adelaide's north and north eastern suburbs.
Opening as a small country hospital in 1959, LMH is today recognised as a leading teaching institution for
health care professionals. It works closely with the Muna Paiendi Aboriginal Community Health Centre,
located on site.
In 2016, a comprehensive 24-hour, seven-day orthopaedic trauma surgery service was expanded at Lyell
McEwin Hospital which provides faster access to orthopaedic surgery for resident in the north and north
eastern suburbs.
Modbury Hospital
Modbury Hospital, in conjunction with the Lyell McEwin Hospital (LMH), forms the NALHN acute and
community services and has consistently built a strong reputation for providing well-rounded training in a
community hospital.
Modbury Hospital is a 174-bed, acute care teaching hospital that provides inpatient, outpatient and
emergency services to a population living primarily in Adelaide’s north-eastern suburbs.
In 2021, the completed redevelopment of the Modbury Hospital will bring an exciting new healthcare
experience to the people in Adelaide’s north and north eastern suburbs. The facility's rejuvenation and
expanded services will also give those of us who work here a fresh and functional environment.
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This will give the opportunity to further improve on the high quality, patient-centred care NALHN already
delivers with innovation and new ideas. Construction has been carefully planned and will be completed in
stages to allow NALHN to continue provide safe care throughout the project's three-year lifespan.
Major highlights include
• Expansion of the surgical floor to allow for more surgeries
• Eight additional beds created in an Extended Emergency Care Unit
• Co-locating the EECU with an upgraded 26 bed Short Stay General Medical Unit
• A new purpose-built 20-bed Palliative Care Unit to ensure patients are cared for in a suitable
environment
• Relocating the Outpatients Department to allow more streamlined access in a more efficient
location
• Development of a four-bed High Dependency Unit
• Updating the façade to modern standards.
The redevelopment includes the re-establishment of a High Dependency Unit (HDU) at Modbury Hospital.
NALHN Mental Health Services
NALHN has a comprehensive range of public mental health services for youth, adults and older people in northern Adelaide and a Statewide forensic mental health service.
Services are provided through community health centres and hospitals, and to consumers in their own homes.
Specialty Services
Other specialty services to continue to be provided by NALHN include GP Plus Health Care Centres and a
Super Clinic, four dedicated Aboriginal healthcare sites, and a satellite dialysis centre.
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NALHN Objectives
Acute service changes within NALHN will result in the provision of more complex services to residents in the
north, including the refocus of the Lyell McEwan Hospital to become one of the three major adult tertiary
hospitals in South Australia.
The realignment of acute services and activity between the Central Adelaide Local Health Network (CALHN)
and NALHN will increase the self-sufficiency of NALHN to at least 80% and provide better access to care for
residents in the north. Reference: NALHN Annual Report: 2018-2019
Main Objectives:
• To expand services to provide an increased level of health and wellbeing for residents in the north
and north east.
• Continued development of NALHN’s highly skilled and valued workforce.
• A continued commitment to patient safety and quality improvement activity across NALHN.
• A strong commitment to high quality research acknowledging the valuable contribution to improving
patient care and attracting leaders in the field to NALHN.
NALHN Strategic Plan 2020-2025
NALHN has released the draft Strategic Plan 2020-25 to staff and the wider community for consultation.
The strategic plan marks the beginning of the next phase of NALHN’s journey in supporting the community
and sets our vision and direction for the delivery of our health services to the communities of the north and
north-east Adelaide region.
NALHN’s vision is that our community has the best possible health and wellbeing throughout their life.
In delivering on the vision, NALHN has identified six strategic imperatives for NALHN to focus on over the
next five years:
1. Inclusive Culture
2. Service Design
3. Digitally Smart
4. Sustainability
5. Exceptional People
6. Partnering.
The strategic plan, summary document, discussion board and survey can be accessed through the SA
Government YourSAy website. Consultation on the strategic plan is open until Friday, 24 January 2020.
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Further Detail on Key strategies and their relationship to SA Government objectives can be found in the
• NALHN Annual Report 2018-2019
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.
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• 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 Ageing and the Minister for Mental Health and Substance Abuse.
The legal entities include:
• Central Adelaide Local Health Network
• Northern Adelaide Local Health Network
• Southern Adelaide Local Health Network
• Women’s and Children’s Health Network
• Barossa Hills Fleurieu Local Health Network
• Eyre and Far North Local Health Network
• Flinders and Upper North Local Health Network
• Riverland Mallee Coorong Local Health Network
• South East Local Health Network
• Yorke and Northern Local Health Network
• 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.
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CHIEF FINANCE OFFICER
POSITION PURPOSE
The Chief Finance Officer (CFO) is the senior financial executive in the service, with responsibility for the
provision of comprehensive financial services in the service. In this context, the CFO will contribute to the
leadership, performance and strategic direction setting for the service and is accountable for the financial
services components of the service strategy development and implementation within the overall SA Health
financial strategy plan, participating in its development and implementation at the service level.
The CFO will also provide the leadership in high level financial management advisory services to the health
units across the service, including leading change in key SA Health financial strategies.
As the senior finance professional, the CFO is responsible for effective and efficient delivery of a finance
service and providing the development of effective strategies in managing financial performance, effective
budget development, control and forecasting, expert financial operational advice and leadership, and
effective management of staff reporting to the position.
KEY ACCOUNTABILITIES
The position is accountable for the following key result areas:
• SA Health Financial Management Leadership: Significantly contribute to the development of
activities which support the SA Health Care Plan, the priorities and imperatives of Health Services,
and the development and maintenance of high quality financial services across SA Health.
• Financial Leadership in The Health Service: delivered through leadership in the development and
implementation of best practice systems, processes and policy in the areas of:
❖ Financial policy and compliance: developing and implementing financial policies and
procedures.
❖ Operational budgeting and forecasting: improving financial reporting and budgetary
management, managing the health service budget processes and identifying factors likely to
impact on the financial performance of the health service.
❖ Performance management: identifying opportunities to drive reform and evaluate the
provision of financial services and implement a performance measurement and evaluation
system to ensure the health service has an understanding of the financial issues.
❖ Planning and analysis: providing high level direction, recommendations and advice in
relation to budget planning, forecasting, compliance strategies and complex and critical
financial operational matters. Includes overseeing the provision of financial modelling and
analysis support.
❖ Ongoing leadership and decision making: leading the LHN’s financial services reform and
improvement projects.
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• Unit Resource Management: ensure the appropriate management of human, financial and physical
assets.
• Advice, Consultation and Relationship Management: Ensuring effective consultation, participation
mechanisms and partnerships are developed and maintained.
• Continuous Improvement/Quality and Risk Management: ensure the quality of services through
the Finance service are continually evaluated and improved, development of risk awareness
processes, promoting a culture of integration within finance and across the portfolio.
For the complete list of key result areas and responsibilities and key performance measures associated with
the position please refer to the Position Description.
SELECTION CRITERIA The Chief Finance Officer will demonstrate experience, skill and knowledge in the following areas:
• Leadership skills, self-motivation, interpersonal and communication skills
• High levels of professional service and the ability to plan, lead, implement, evaluate and manage
multiple complex financial objectives
• Demonstrated capacity to understanding financial operations at a senior financial level preferably in
a complex health related organisation
• Positive leadership in a senior financial management role in a large complex organisation in a climate
of reform and continuing change
• Strategic management of financial resources
• Complex organisational budget and forecasting
• Identification of business requirements and development of appropriate remedial strategies
• Provision of quality services to customers
• An understanding of the health sector reform agenda.
For the complete list of key result areas and responsibilities and key performance measures associated with
the position please refer to the Position Description.
QUALIFICATIONS The incumbent must hold a tertiary qualification in accounting, economics or related financial / business
management field.
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CHALLENGES
Major challenges currently associated with the role include:
• Leading the enhancement of the local health network’s financial governance framework and budget
management capabilities
• Leading the development of financial remediation strategies aimed at benefits realisation arising
from reform initiatives and efficiency measures across the LHN.
• Having a good understanding of health funding systems, including activity based funding, and being
able to communicate related strategy on budget and funding to executive and clinicians across the
health service.
• The use of health informatics and financial information to inform improvement priorities is
developing and requires leadership focus to connect the available information with improvement
identification and performance monitoring.
REPORTING & KEY RELATIONSHIPS The position reports directly to the Chief Executive Officer, NALHN. Direct reports into the position is the Finance Business Manager. View the Key Relationships/Interactions in the Position Description.
NALHN ORGANISATION STRUCTURE
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KEY DATA Staffing NALHN 3857 FTE / 5240 Headcount
Finance Division 56 FTE
Annual Budget NALHN $850M
Finance Division $5.2M
Service Location Northern Adelaide area, including Lyell McEwin and
Modbury Hospitals
Useful Links Role Description
NALHN Website
2020-25 Strategic Plan
2018-19 Annual Report
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EMPLOYMENT TERMS & CONDITIONS
REMUNERATION TRP $167,239 to $257,291 per annum
Executive Contract of up to 3 years
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.)
Appointment is subject to immunisation risk category requirements (see Role Description). There may be ongoing immunisation requirements that must be met.
The incumbent will be required to enter into a performance agreement for the achievement of specific outcomes.
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. The incumbent is required to be available after hours for emergent issues that arise and to be part of the On-
Call Executive Roster for NALHN
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SA HEALTH
• 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).
• 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-
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threatening, courteous, and respectful and will comply with any instructions, policies, procedures or
guidelines issued by SA Health regarding acceptable workplace behaviour.
CULTURAL COMMITMENT
NALHN welcomes and respects Aboriginal and Torres Strait Islander people and values the expertise, cultural knowledge and life experiences they bring to the workplace. In acknowledgement of this, NALHN is committed to increasing the Aboriginal and Torres Strait Islander Workforce.
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
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HOW TO APPLY
The closing date for applications is Friday 21 February 2020
The reference number to include in your application is H20_3256
For a confidential discussion, please contact Principal Consultant, Liz Hlipala:
M: +61 (0)401 122 301
Please submit application documentation to Executive Search Coordinator, Anna Brownjohn:
T: +61 (0)409 977 847
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.
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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.
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THE LOCATION
Adelaide, South Australia
Sophisticated, cultured, neat-casual -is the self-image Adelaide projects.
Adelaide is the capital city of the state of South Australia, and the fifth-most populous city of Australia. In
June 2017, Adelaide had an estimated resident population of 1,333,927. Adelaide is home to more than 75
percent of the South Australian population, making it the most centralised population of any state in
Australia.
Adelaide is north of the Fleurieu Peninsula, on the Adelaide Plains between the Gulf St Vincent and the low-
lying Mount Lofty Ranges which surround the city.
Adelaide’s compact size and unique history appeal to anyone looking for something a little bit different.
The city’s proximity to three great wine regions: The Barossa, The Clare and McLaren Vale and wilderness
destinations, such as Kangaroo Island are a draw card to the area.
Once known as the City of Churches, Adelaide is now carving out a niche as a global party town, hosting
major events such as the Adelaide Fringe, Womadelaide, Tour Down Under and Clipsal 500 motor event.
The stylish refurbishment of the Adelaide Oval consolidates its role as a major sporting destination.
Multicultural flavours infuse Adelaide's restaurants; there's a pumping arts and live-music scene. There are
still plenty of church spires here, but they are hopelessly outnumbered by pubs and a growing number of
hip bars tucked away in lanes.
Helpful Sites for more Information on Adelaide:
https://southaustralia.com/
https://www.lonelyplanet.com/australia/south-australia/adelaide
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ROLE DESCRIPTION Role Title: CHIEF FINANCE OFFICER Classification Code: SAES 1 LHN/ HN/ SAAS/ DHA: NORTHERN ADELAIDE LOCAL HEALTH NETWORK Hospital/ Service/ Cluster Division: FINANCE Department/Section / Unit/ Ward: Role reports to: CEO NORTHERN ADELAIDE LOCAL HEALTH NETWORK Role Created/ Reviewed Date: 10/04/2015 ROLE CONTEXT Primary Objective(s) of role:
> The Chief Finance Officer (CFO) is the senior financial executive in the service, with responsibility for the provision of comprehensive financial services in the service. In this context, the CFO will contribute to the leadership, performance and strategic direction setting for the service and is:
• accountable for the financial services components of the service strategy development and implementation within the overall SA Health financial strategy plan, participating in its development and implementation at the service level.
• required to provide the leadership in high level financial management advisory services to the health units across the service, including leading change in key SA Health financial strategies.
> As the senior finance professional, the CFO is responsible for effective and efficient delivery of a finance services and providing:
• the development of effective strategies in managing financial performance, monitoring, reporting and analysis;
• effective budget development, control and forecasting;
• expert financial operational advice and leadership; and
• effective management of staff reporting to the position.
Direct Reports:
> Finance Business Manager
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Key Relationships/ Interactions:
Internal
> The Chief Finance Officer reports directly to the Chief Executive Officer, Northern Adelaide Local Health Network for the provision of financial services.
> The executive is a member of the local health network Executive leadership team.
> Significant working relationship with the health service Chief Operating Officer and Executive leadership team.
> Strong working relationship with the health service senior management team, clinicians and other key stakeholders.
> Strong working relationship with other Local Health Network CFOs/Finance Directors and SA Health Financial Accounting and Corporate Finance Services.
> Will relate closely with other SA Health Divisions and Shared Service SA on issues relevant to the health service.
> The Chief Finance Officer will have line management responsibility for the Finance staff located in the local health network.
External
> Effective working relationship with other Government Agencies as required
Challenges associated with Role:
Major challenges currently associated with the role include:
> continuing to enhance the local health network’s financial governance framework and budget management capabilities
> providing financial leadership in the realignment of services in accordance with the Transforming Health reform agenda
Delegations:
TBA
Resilience:
SA Health employees persevere to achieve goals, stay calm under pressure and are open to feedback.
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Performance Development
The incumbent will be required to participate in the organisation’s Performance Review & Development Program which will include a regular review of the incumbent’s performance against the responsibilities and key result areas associated with their position and a requirement to demonstrate appropriate behaviours which reflect a commitment to SA Health values and strategic directions. General Requirements:
Managers and staff are required to work in accordance with the Code of Ethics for South Australian Public Sector, Policies and Procedures and legislative requirements including but not limited too:
> Work Health and Safety (WHS).
> Equal Employment Opportunities (including prevention of bullying, harassment and intimidation).
> Keeping Them Safe Legislation (inclusive of Mandatory Notifier).
> Disability Discrimination.
> Code of Fair Information Practice.
> Relevant Awards, Enterprise Agreements, Public Sector Act 2009, Health Care Act 2008, and the SA Health (Health Care Act) Human Resources Manual.
> Relevant Australian Standards.
> Duty to maintain confidentiality.
> Smoke Free Workplace.
> To value and respect the needs and contributions of SA Health Aboriginal staff and clients, and commit to the development of Aboriginal cultural competence across all SA Health practice and service delivery.
> Applying the principles of the South Australian Government’s Risk Management Policy to work as appropriate.
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.
Special Conditions:
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> Appointment is subject to a satisfactory Background Screening and National Criminal History Check
obtained through the Screening and Licensing Unit, Department for Communities and Social Inclusion to be renewed every 3 years thereafter from date of issue.
> 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 Executive contract and the SA Health (Health Care Act) Human Resources Manual as appropriate.
> 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.
Key Result Area and Responsibilities
Key Result Areas Major Responsibilities SA Health Financial Management Leadership
Significantly contribute to the development of activities which support the SA Health Care Plan, the priorities and imperatives of Health Services, and the development and maintenance of high quality financial services across SA Health, through:
> Participating in the collective development of SA Health Finance Division strategies supporting SA Health portfolio and the health services;
> Developing, implementing and evaluating SA Health financial policies, procedures and guidelines;
> Identifying key performance indicators and best practice benchmarks which will support improvements in efficiency and effectiveness of Finance Division performance across SA Health;
> Contributing to the financial services reform and improvements across SA Health.
Financial leadership in the health service
Policy and Compliance
> Providing leadership in the development and implementation of financial policies and procedures that support SA Health and the health services financial practices.
> Participating in the health services governance arrangements and providing advice to inform strategy, standards and directions.
Operational Budgeting and Forecasting
> Ensuring the development and implementation of improved financial reporting and budgetary management across the health service, covering the strategic application of resources in line with the stated objectives of SA Health and the health service.
> Managing the health service budget processes ensuring deadlines are achieved that support negotiations to secure appropriate funding.
> Providing expert advice on negotiations for agreed Performance Agreements between SA Health and the health service.
> Implementing the SA Health forecasting framework for the service to facilitate improved forecasting of financial performance for the service.
> Identifying factors likely to impact on the financial performance of the health service in future years.
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Performance management
> Maintaining effective relationships with the health service Chief Executive Officer, Chief Operating Officer and Executive to strategically identify opportunities to drive reform and evaluate the provision of financial services in fulfilling operational requirements.
> Identifying, developing and implementing performance indicators reporting that ensure the health service has an understanding of the financial issues.
> Providing monthly analysis and interpretation of health service’s performance against agreed key performance objectives, identifying variances in financial results and providing advice on immediate and long term corrective strategies.
> Monitoring and provide feedback on the delivery of financial services to ensure services are effectively delivered to meet health services needs and requirements.
> Establishing and implementing strategies for the monitoring and reporting of results and forecasting for the health service.
> Facilitating the installation of a proactive approach and culture of continuously reviewing and improving planning, policies, services and programs across the health service.
> Identifying operational issues / improvement opportunities and recommend actions and priorities in response to the financial performance.
> Providing advice to the health service on strategies to ensure effective and efficient use of resources.
> Monitoring the financial performance of the health service’s capital program through liaison with the Department of Health and Ageing.
> Monitoring and supporting the financial activities of the health service and provide necessary guidance and training.
> Developing and implementing strategies and processes to ensure the provision of a high quality and efficient Finance Service to the health service.
Planning and Analysis
> Participating in strategic decision making and achieving strategic objectives of the health service.
> Providing high level direction, recommendations and advice to the Chief Executive Officer, Chief Operating Officer and the Executive Leadership Team in relation to budget planning, forecasting, compliance strategies and complex and critical financial operational matters.
> Oversee the provision of financial modelling and analysis support including:
o development of funding models that support new initiatives and cost effective service provision;
o development of scenario based financial options related to a range of strategies and initiatives;
o the assessment of financial impact of capital investment strategies;
> Leading the review of the health service annual budget including
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making recommendations to the Chief Executive Officer on budget strategy options.
> Contributing to the development of and provide the financial advice for complex business cases, business plans and processes that seek to deliver improved services and better value for money.
> Monitoring forecasts and forward year financial estimates assessing potential impacts for health services.
Ongoing leadership and decision making
> Leading the establishing and evaluating of strategic directions of the health service are consistent with the SA Health reform agenda.
> Leading local health networks financial services reform and improvements.
> Providing financial leadership in the health service financial governance committees and leadership meetings.
> Providing advice and direction that supports decision making in line with health service objectives and seek to ensure priority needs are balanced against available resources and opportunities.
> Initiating or leading major financial reviews, including reviewing and advising on the impact of submissions.
> Representing the health service in relevant forums, advocating on behalf of the interests of the health service’s objectives.
> Contributing to the development of policies and procedures that support the health service’s strategic directions;
> Providing sound policy, advice and information in responding to Ministerial and other enquiries.
Unit Resource Management
Ensure the appropriate management of human, financial and physical assets of the Finance Service through:
> Leading, developing and fostering a positive work culture which is based on SA Health’s values and promotes customer service, learning and development, safety and welfare of employees, acknowledges differences, and encourages 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.
> Budget preparation, monitoring and reporting and adherence to resource allocations.
> Providing leadership in ensuring that service planning methods are established that support the effective development and delivery of services.
Advice, Consultation and
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Relationship Management
Responsible for:
> Providing high level, timely, accurate and informative advice to a range of parties including, but not limited to, the health services Chief Executive Officer, Chief Operating Officer, Executive and other service senior management.
> Ensuring effective consultation, participation mechanisms and partnerships are developed and maintained to deliver and implement the SA Health Finance agenda across the SA Health portfolio.
> Developing and maintaining strong working relationships and alliances within and outside of SA Health to achieve Government objectives and expectations.
Continuous Improvement/Quality and Risk Management
Ensure the quality of services through the Finance Service are continually evaluated and improved through:
> Developing a culture of risk awareness and responsiveness in relation to addressing risks.
> Significantly contributing and providing leadership around related aspects of the accreditation processes.
> Monitoring, evaluating, reporting and continuous improvement of services.
Enable the Finance Service to develop and enhance a culture that supports process improvement by:
> Ensuring quality management processes are imbedded in routine management practice.
> Identifying and leading change management project.
> Promoting a culture of integration within Finance and across the Portfolio in order that information is shared for the benefit of the Portfolio Strategic intent.
> Contributing to strategic planning processes within Finance.
Key Performance Measures
Key performance measures for the Finance Service are:
Process:
o Quality of explanation, analysis and interpretation of drivers and trends of financials
o Quality of suggestions of next actions to achieve or exceed financial targets
o Quality of consultancy service and solutions provided to the health service
o Understanding of finance sensitivities in the health service
o Awareness of finance policies and regulations
People:
o High motivation and retention of Finance Service team
Customer:
o Interaction with the health service and key stakeholders
o Influencing effectiveness on the health service and finance functions
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Knowledge, Skills and Experience ESSENTIAL MINIMUM REQUIREMENTS
Educational/Vocational Qualifications > Tertiary qualification in accounting, economics or related financial / business management field.
Personal Abilities/Aptitudes/Skills: > Strong leadership skills and abilities to motivate and inspire others to work together as a team to achieve
objectives in a climate of significant change, with a commitment to a team orientated philosophy.
> Self motivated, organised, demonstrated initiative and an ability to operate independently while remaining focussed on agreed objectives that may have competing priorities.
> Strong interpersonal and communication skills which demonstrate a capacity to build and maintain relationships with diverse stakeholders on a range of sensitive and complex issues to achieve positive outcomes for the health service. Will be able to manage conflict and encourage win/win outcomes where possible.
> Ability to provide high levels of professional service which includes ‘conventional sight’ (efficiency orientated, operational realities and quality focussed) and ‘innovative sight’ (strategic, tactical orientated, growth opportunities and quality focussed).
> Ability to plan, lead, implement, evaluate and manage multiple complex financial objectives within the framework of the corporate SA Health objectives and in consideration of operational, political, financial and strategic issues.
> Demonstrated capacity to:
o undertake complex and high level financial research and analysis;
o identify and resolve strategic and operational issues with practical and effective solutions;
o exercise lateral, creative and strategic thinking, independent judgement and significant delegated authority.
o drive and implement change and significantly contribute to change processes applying sound analytical skills and strategic thinking ability.
> An ability to manage to the spirit and principles of the Premier’s Safety Commitment and the legislative requirements of the Occupational Health Safety and Welfare Act 1986, utilising AS/NZS ISO 31000 Risk Management – Principles and Guidelines, or to an equivalent set of standards.
Experience
> Experience in providing positive leadership in a senior financial management role in a large complex organisation in a climate of reform and continuing change, with demonstrated success in increasing the effectiveness and accountability of the organisation.
> Demonstrated substantial experience in the strategic management of financial resources, undertaking financial business analysis, developing financial strategies to improve financial performance and providing concise written executive financial reports.
> Experience in the ability to lead, manage and develop staff to work collaboratively in a team environment, contributing to and encouraging a culture of team work and service delivery and take a shared responsibility for achieving results.
> Experience in the effective development, implementation and management of a large complex organisational budget and forecasting.
> Successful record of identifying business requirements and developing appropriate remedial strategies and change specifications to reengineer business processes and systems.
> Successful record of providing quality services to customers, particularly in a consultative environment.
Knowledge
> An understanding of the health sector reform agenda and emerging directions within the broader health sector.
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DESIRABLE CHARACTERISTICS
Educational/Vocational Qualifications N/A
Personal Abilities/Aptitudes/Skills: N/A
Experience
> Demonstrate relevant experience in a public or private health sector.
> Experience in government accounting and administration framework
Knowledge N/A
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Organisational Context
Organisational Overview:
Our mission at SA Health is to lead and deliver a comprehensive and sustainable health system that aims to ensure healthier, longer and better lives for all South Australians. We will achieve our objectives by strengthening primary health care, enhancing hospital care, reforming mental health care and improving the health of Aboriginal people. SA Health is committed to a health system that produces positive health outcomes by focusing on health promotion, illness prevention and early intervention. We will work with other government agencies and the community to address the environmental, socioeconomic, biological and behavioural determinants of health, and to achieve equitable health outcomes for all South Australians Our Legal Entities:
SA Health is the brand name for the health portfolio of services and agencies responsible to the Minister for Health and Ageing and the Minister for Mental Health and Substance Abuse. The legal entities include but are not limited to Department for Health and Ageing, Central Adelaide Local Health Network, Northern Adelaide Local Health Network, Southern Adelaide Local Health Network, Women’s and Children’s Health Network, Country Health SA Local Health Network and SA Ambulance Service. SA Health Challenges:
The health system is facing the challenges of an ageing population, increased incidence of chronic disease, workforce shortages, and ageing infrastructure. The SA Health Care Plan has been developed to meet these challenges and ensure South Australian’s have access to the best available health care in hospitals, health care centres and through GPs and other providers. Department for Health and Ageing:
The Department for Health and Ageing assists the Minister for Health and Ageing and Minister for Mental Health and Substance Abuse to set the policy framework and strategic directions for SA Health. The Department supports the delivery of public health services, formulates health policy, facilitates public and consumer consultation on health issues, and monitors the performance of South Australia’s health system by providing timely advice, research and administrative support.
Northern Adelaide Local Health Network:
NALHN was formed in July, 2011. The current model for service delivery across the organisation is a ‘single service – multiple sites’ which brings together a range of services across the Northern region of metropolitan Adelaide, including:
• The Lyell McEwin Hospital – a major tertiary facility • Modbury Hospital – a general hospital with rehabilitation services • Primary Health Care (including GP Plus Health Care Centres and Super Clinics) • Mental Health Services • Aboriginal Health Services
NALHN provides care for around 341,000 people living in the northern metropolitan area of Adelaide as well as providing a number of state-wide services, and services to those in regional areas. There are more than 3,800 skilled staff employed in the LHN, providing high quality patient care, education, research and health promotion services. Clinical leadership of care systems is central to the current national and state wide health reforms. NALHN care delivery is configured within clinical divisions that are patient–focused, clinically led groupings of services. Clinical Divisions are responsible for managing service delivery activities across NALHN campuses and units, bringing together empowered experts to directly make relevant decisions.
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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 understand the responsibilities associated with role, the role and organisational context and the values of SA Health as described within this document. Name: Signature: Date:
