chief executive officer hutt valley & capital and … · hutt valley and capital & coast...

CANDIDATE INFORMATION PACK

CHIEF EXECUTIVE OFFICER

HUTT VALLEY & CAPITAL AND COAST DISTRICT HEALTH BOARDS

CANDIDATE INFORMATION PACK Chief Executive Officer, Hutt Valley & Capital and Coast District Health Boards

HardyGroup | IN CONFIDENCE 2

TABLE OF CONTENTS

Executive Summary 3

Hutt Valley & Capital and Coast District Health Boards

4

Chief Executive Officer 11

Employment Terms & Conditions 15

How to Apply 16



EXECUTIVE SUMMARY

• Strengthen executive leadership across the region

• Explore an optimal, integrated and leading health system design

• Evolve the system, driving improved population health outcomes

Serving a combined population of 452,000 with a team of 8700 staff and budget of over $1.5bn, Hutt

Valley District Health Board (HVDHB) and Capital and Coast District Health Board (CCDHB) have a long

history of working together given their proximity and the degree of mutual dependence for the provision

of services to their populations.

Following a Board initiated review to assist both organisations to better understand the “potential

benefits, risks and essential activities to strengthen Executive leadership in the region” it has been

decided that the appointment of a single Chief Executive across the two District Health Boards (DHBs)

further strengthens their commitment to a more integrated and sustainable health service for the region.

Enhancing equity and improving access to services are issues facing all health systems and the new Chief

Executives pressing priorities will be to:

• Work with the Board Chair and Boards to confirm the mission, purpose and strategic direction for

CCDHB and HVDHB

• Design a work programme which incorporates a comprehensive review of health service provision,

including what a high performing, integrated and leading healthcare system might look like for the

region

• Shift the focus of care into community and primary services while maintaining excellent hospital

based acute care

• Improve access to and equity of outcome for services with a focus on Māori and Pasifika

• Ensure the ongoing financial sustainability of both District Health Boards.

The successful candidate will possess substantial experience in a major leadership role and a track record

of success in managing large and complex organisations combined with sound knowledge of the New

Zealand public sector and health sector. Considering the unique nature of the role, they must also have

a demonstrated understanding of the complexities of sound corporate management and governance

with significant experience of reporting to a Board. Finally, and central to their career profile, will be

demonstrated success of working with diverse communities to deliver positive outcomes.



HUTT VALLEY & CAPITAL AND COAST DISTRICT HEALTH BOARDS Hutt Valley and Capital & Coast District Health Boards serve a population of approximately 452,000

people across a geographical region of 6852 square kilometres, in the lower North Island of New Zealand

including Hutt City, Upper Hutt, Petone, Wanuiomata and Eastbourne, with Capital & Coast covering

Wellington City and its suburbs to Porirua, and parts of Kāpiti Coast.

Key features of the region, the two District Health Boards (DHBs) and facilities and services are:

• A full spectrum of specialist tertiary services for approximately 900,000 people from the Upper

South Island and Lower North Island of New Zealand.

• Services are delivered by approximately 8700 clinical and non-clinical personnel with a joint

combined revenue of over $1.5 billion NZD.

• Wellington Hospital is a large tertiary referral teaching hospital located in Wellington city with a

500-bed capacity. A range of services are provided across the community including outpatient

clinics, maternity and mental health services at Kenepuru and Kāpiti campuses.

• Hutt Valley Hospital is a level 2 hospital with close to 270 beds providing specialist regional

services for plastics and maxillofacial surgery across the region.

• Primary Health Care services are delivered through four Primary Health Organisations (PHOs):

→ Hutt Valley DHB: Te Awakairangi Health Network.

→ Capital & Coast DHB: Compass Health – Capital & Coast and Ora Toa. In 2017, Compass

Health and Well Health Trust combined services and became Compass Health – Capital

& Coast.

→ The two DHBs also share a PHO, Cosine Primary Care Network Trust.

→ Both DHBs are also responsible for significant contract funding for the delivering of

services in the community including Aged Residential Care.



HUTT VALLEY DHB VISION:

Whānau Ora ki te Awakairangi Healthy People, Healthy Families, Health Communities.

MISSION:

Working together for health and wellbeing

VALUES:

• Always caring- respectful, kind helpful

• Can do positive- learning and growing, appreciative

• In partnership- welcoming listens, communicates, involves

• Being our best- innovating, professional safe

STRATEGIC GOALS AND PRIORITY ACTION PLANS:

➢ Search for value and high performance to live within our means.

➢ Foster people powered care and services: strive for health equity (tangible reductions in health

inequalities and in key risk factors) and improve each patient’s experience.

➢ Fully integrate patient care by developing and using smart systems, “closer to home” service

design and fit for purpose facilities and processes.

➢ Act as one team to build a thriving culture of improvement and innovation underpinned by

strong system-minded clinical leadership.

For more in-depth information and publications for Hutt Valley DHB, please see below links:

http://www.huttvalleydhb.org.nz/about-us/reports-and-publications/

http://www.huttvalleydhb.org.nz/about-us/reports-and-publications/our-wellbeing-plan/



http://www.huttvalleydhb.org.nz/about-us/reports-and-publications/our-wellbeing-plan/



THE REGION DEMOGRAPHICS:

Hutt Valley population tends to be in line with

the national average for age range in New

Zealand. The region has a slightly higher

proportion of Māori and Pacific people living

there compared to the national average.

Including a relatively equal proportion of

people in each section of the population in

terms of affluence when compared to the

national average, with a slightly higher

proportion of people in the highest rating of

affluence.

MAP OF HUTT VALLEY DHB REGION



CAPITAL AND COAST DHB

VISION:

Better health and independence for people, families and communities.

MISSION:

Together, improve the health and independence of the people of the district.

VALUES:

As a health care provider, we work according to core values:

• Innovation.

• Action.

• A focus on people and patients.

• Living the Treaty.

• Professionalism through leadership, honesty, integrity and collaboration.

• Excellence through effectiveness and efficiency.

STRATEGIC GOALS AND PRIORITY ACTION PLANS:

➢ Focusing on people through integrated care

➢ Supporting and promoting healthy lifestyles

➢ Working with our communities

➢ Developing our workforce

➢ Updating our hospitals

➢ Managing our money

For more in-depth information and publications for Capital Coast DHB, please see below link:

https://www.ccdhb.org.nz/news-publications/publications-and-consultation-documents/




THE REGION DEMOGRAPHICS:

Capital and Coast’s population tends to be

younger than the national average with a

large proportion of people aged 20–49. It

has a lower proportion of Māori and a

slightly higher proportion of Pacific people

in comparison to the national average.

Capital & Coast has a high proportion of

people in the most affluent category

section of the population, and relatively

low proportions in the most deprived

sections when compared to the national

average.

Wellington a vibrant capital city with

many tertiary education options and

government centre may explain the demographics here.

Reference information from: https://www.health.govt.nz/

MAP OF CAPITAL AND COAST REGION

https://www.health.govt.nz/



ENVIRONMENTAL CONTEXT The New Zealand Government has established a review into the Health and Disability System and an

Inquiry into Mental Health and Addiction.

Health and Disability System Review

The Health and Disability System Review will identify opportunities to improve the performance,

structure, and sustainability of the system with a goal of achieving equity of outcomes, and

contributing to wellness for all, particularly Māori and Pacific peoples.

The Review will provide a report to the Government, including recommendations, on:

• A sustainable and forward-looking Health and Disability System that is well placed to respond

to future needs of all New Zealanders and which:

➢ Is designed to achieve better health and wellness outcomes for all New Zealanders

➢ Ensures improvements in health outcomes of Māori and other population groups

➢ Has reduced barriers to access to both health and disability services to achieve

equitable outcomes for all parts of the population

➢ Improves the quality, effectiveness and efficiency of the Health and Disability System,

including institutional, funding and governance arrangements.

➢ How the recommendations could be implemented.

In examining the points above, the Review will consider the future needs of the population and how

they may differ from the issues seen today (such as the impact of population change and growth, upon

service demand, workforce availability and risks that may need to be managed) and other areas such

as:

• The importance of primary health care as the foundation of a person-centred Health and

Disability system and the role of public health and prevention in supporting health and

wellness

• Contribution of and the interaction between health and other social sector agencies in

supporting health and wellness

• Distribution of services, including current investment practices and future infrastructure needs

• The role of data and evidence in informing policy development, investment decisions, and

provision of services

• Potential opportunities and risks associated with current and emerging technologies and the

implications for, including but not limited to, delivery of services, clinical tools and settings,

communication and transport

• The Government’s overall Fiscal Strategy.



Inquiry into Mental Health and Addiction

The Terms of Reference, issued by the Government, set out the purpose of the Inquiry, which includes:

• hearing the voices of the community, people with lived experience of mental health and

addiction challenges, people affected by suicide, and people involved in preventing and

responding to mental health and addiction challenges, on New Zealand’s current approach to

mental health and addiction, and what needs to change;

• reporting on how New Zealand is preventing mental health and addiction challenges and

responding to the needs of people with those challenges; and

• recommending specific changes to improve New Zealand’s approach to mental health, with a

particular focus on equity of access, community confidence in the mental health system and

better outcomes, particularly for Māori and other groups with disproportionally poorer

outcomes.

The Inquiry has now reported back to Government and they are considering their response to the

Inquiries report. The Government’s response is due in March of this year.

Please see further in-depth information on below sites:

New Zealand Health and Disability System Review: https://systemreview.health.govt.nz/

New Zealand Government Inquiry into Mental Health and Addiction:

https://mentalhealth.inquiry.govt.nz/

https://systemreview.health.govt.nz/

https://mentalhealth.inquiry.govt.nz/



CHIEF EXECUTIVE OFFICER

POSITION PURPOSE

The Chief Executive Officer will drive the Vision, Direction and Strategy for the Region.

KEY DUTIES AND RESPONSIBILITIES

1. VISION, DIRECTION AND STRATEGY FOR THE REGION

• Work with the Chairperson and Boards to confirm the mission, purpose and strategic direction

for Capital and Coast DHB and Hutt Valley DHB reflecting the work programme both Boards are

seeking in order to improve health outcomes for the regions’ population.

• Provide confidence to the Chairperson and the Boards and on the ground leadership to ensure

regional priorities also reflect the concerns and voice of communities and whānau regardless of

their locality.

• Develop KPIs and performance metrics, processes and systems aligned with the mission, purpose

and strategy of both DHBs that enable the successful realisation of these drivers to be achieved

for and measured.

• Work with the staff especially clinical leadership of both DHBs to ensure strategy, purpose, vision

and mission are understood, shared and committed to and that their individual and collective

contributions are reflected and acknowledged in achieving that kaupapa.

• Promote and clearly articulate the work programme, vision, strategy and purpose to gain the

buy-in, trust and support of all key external stakeholders, notably clinical leaders, Ministers, the

Ministry of Health, other DHBs and the media, so as to build confidence in the Boards’ reputation

locally, nationally and internationally.

2. DESIGN AND IMPLEMENTATION OF THE REGIONAL WORK PROGRAMME WITH TIME-BOUND PERFORMANCE MEASURES TO BE AGREED WITH BOTH BOARDS.

Both Boards require a work programme to be designed and then implemented which incorporates:

• A comprehensive review of health service provision including understanding issues of equity and

service access across the region and its population as a whole – work should also highlight

current service performance and encapsulate a clear view of future population shifts and

demographic changes.

• Design work to identify opportunities for strengthened service integration, current and future

options for service delivery networks, new and emerging models of care incorporating leading



technology solutions and consideration of new contracting/performance arrangements and

funding mechanisms.

• A data-driven analytical assessment of the optimal design of the health system and how

improved service integration along with model of care changes can be implemented throughout

the region.

• An assessment of short- and medium-term improvement opportunities including the processes

and mechanisms by which senior clinical, corporate, operational and facilities leadership is

organised; with particular priority placed on a sensible leadership team configuration recognizing

the characteristics, performance and focus on both Boards.

• Robust and timely implementation plan to deliver on the outputs achieved above.

3. IMPROVE ACCESS TO AND EQUITY OF OUTCOME FOR SERVICES WITH A FOCUS ON MĀORI AND PASIFIKA.

• Assess access rates and health outcomes using relevant metrics (standardized discharge ratios

or where relevant ASH rates) to identify variances around access and outcome.

• Ensure Māori and Pacific health targets are set and met, and access to health services are

equitable for all consumers.

4. SERVICE DELIVERY

• Ensure both District Health Boards deliver on all health service and attendant KPI’s agreed in the

annual plan, to the agreed quality standards, resulting in agreed levels of consumer satisfaction

and staff engagement.

• Ensure both District Health Boards are reflecting the priorities of Government and their

communities, whānau and families within the range, remit and availability and access to services.

• Reflecting the priority work programme above ensure the optimal integration of care services

and safely accelerate continuous improvements in the models of care employed in the primary,

secondary and tertiary health services so as to raise the health status of the region population.

5. BOARD GOVERNANCE SUPPORT

• Work with the Board Chair and Boards to ensure efficient and effective governance

arrangements that reflect the priorities of the region and local communities.

• Provide consistently transparent, reliable, appropriate and timely advice and support for the

Boards, to enable the Boards to fulfil its governance functions and overall responsibility for the

health and wellbeing of the regions’ population.

• Work with the Board Chairperson to facilitate the optimum performance by the boards, its

committees, and individual Board members.



6. SUSTAINABILITY & COMPLIANCE

• Legal Compliance - Ensure that both DHBs comply with all statutory, legal and contractual

obligations.

• Financial Sustainability – Ensure the ongoing financial sustainability of both DHB’s

7. CHIEF EXECUTIVE OPERATIONAL KEY RESULT AREAS AND KPIS:

• Key Performance Indicators will be negotiated with the successful CEO.

View the required core competencies skills, experience and knowledge in the Position Description.

SELECTION CRITERIA

1. Substantial experience in a major leadership role and a track record of success in managing

large and complex organisations.

2. Sound knowledge of the NZ public sector, the NZ health sector, and the statutory framework

for the governance and management of Crown agencies, notably DHBs.

3. Experience of the application of the principles of the Treaty of Waitangi in the management of

an organisation and/or the delivery or development of services and policy.

4. Advanced financial experience including significant budget and asset responsibility for

management of large capital works programmes.

5. Proven track record of managing organisational information and system capability and creating

an environment dedicated to continuous improvement.

6. Demonstrated understanding of the complexities of sound corporate management and

governance with significant experience of reporting to a Board.

7. Demonstrated experience in situations requiring an empathetic response to people of different

cultures, especially the people of New Zealand/Aotearoa inclusive of Māori and Pasifika.

8. Successful experience of working with diverse communities to deliver positive outcomes.

QUALIFICATIONS

The incumbent must have:

Tertiary qualification to post graduate level from a reputable tertiary institution.



REPORTING & KEY RELATIONSHIPS

The Chief Executive Officer reports directly to the Governing Boards of Hutt Valley and Capital and Coast District Health Boards.

KEY DATA

Staffing

Annual Budget

Service Location

Useful Links

8700 clinical and non-clinical personnel

$1.57 billion NZD

Wellington Region

Position Description

Hutt Valley DHB website

Capital and Coast DHB Website

Organisational Chart -Capital and Coast DHB

Organisational Chart-Hutt Valley DHB

http://www.msn.com/en-au?pc=h1jb&OCID=HPCDHP&cobrand=hp13.msn.com&AR=6http://www.huttvalleydhb.org.nz/


http://www.huttvalleydhb.org.nz/



EMPLOYMENT TERMS & CONDITIONS

REMUNERATION To be discussed with the consultant

CLASSIFICATION To be discussed with the consultant

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.



HOW TO APPLY

The closing date for applications is Friday the 1st of February 2019

The reference number to include in your application is: H18_2973

For a confidential discussion, please contact Principal Consultants, Paul Ingle and Pete Carter:

Paul Ingle Pete Carter

M: +61 (0)402 796 125 M: +61 (0)448 729 077

E: [email protected] E: [email protected]

Please submit application documentation to Search Coordinator, Jane Mather:

T: +61 (0)2 990 00113

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 13;

Please be concise (2 pages) and

4. An up to date copy of your Curriculum Vitae

mailto:[email protected]



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 position. 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.



LIVING IN WELLINGTON NEW ZEALAND

The information provided is for overseas candidates relocating to Wellington region New Zealand.

Relocating to a new country or even within New Zealand is a significant step. Given that you are

contemplating applying for a role in Wellington, you may well have already started your research

process. There are a lot of things to consider before moving, particularly if you are relocating with a

family. Within this document, we hope to provide you with as much information as possible and links to

websites which will assist you with your decision to move to Wellington.

Visit Wellington website: https://www.wellingtonnz.com/work/top-reasons-to-work-in-wellington/

VISA REQUIREMENTS & IMMIGRATION

To work in New Zealand, you need to either be an Australian or New Zealand citizen, Australian

Permanent Resident or have a valid visa that has full work rights for New Zealand such as a family

sponsored visa. If none of these categories apply to you then you will require to be sponsored on a Skilled

Migrant Visa

Further detail on Immigrating to New Zealand can be found with Immigration New Zealand

https://www.immigration.govt.nz/new-zealand-visas

https://www.wellingtonnz.com/work/top-reasons-to-work-in-wellington/

https://www.immigration.govt.nz/new-zealand-visas



LIVING IN WELLINGTON

New Zealand’s capital city built on dramatic hills surrounding one of the southern hemisphere’s largest

deep-water ports. Deutsche Bank named Wellington the city with the best quality of life in 2018, beating

50 global cities to the top spot. Pollution, traffic and commute, property price to income ratios and

purchasing power were considered to determine the rankings.

Wellington is a cosmopolitan city, average salaries and education levels are high, supporting a thriving

artistic and cultural community with many galleries, museums, theatres and festivals. The city is known

for fine restaurants and its café culture – it has more cafés per head than New York.

Wellington region’s hills and town belt offer great walking and mountain biking. Hutt River is popular with

kayakers while in summer swimmers can choose peaceful inner harbour beaches or more exciting coastal

surf. Windsurfing and sailing are also popular and there’s excellent fishing and diving.



New Zealanders are very passionate about their sport, The Westpac Stadium in the heart of Wellington is a

popular venue for festivals and sporting matches such as the local Hurricanes Rugby Team and Wellington

Phoenix Football team.

About 496,000 people live in the Wellington region, which is 10.6% of New Zealand’s population.

The Wellington region is home to many diverse cultures, with Statistics New Zealand estimating

around 25% of the people in Wellington are born overseas. Its rich cultural scene makes it as exciting for

singles as it is welcoming for families.

Wellington region takes up the southern end of the North Island. Most people here live in the four cities at

the south western corner - Wellington, Lower Hutt, Upper Hutt and Porirua. The Wellington region consists

of the Kapiti and Wairarapa regions.



The brief overview above hopefully captures your interest in researching more into a move to Wellington region. This information came from:

https://www.newzealandnow.govt.nz/regions-nz/wellington

Further information and helpful sites include:

https://www.wellingtonnz.com/life-in-wellington/

https://www.newzealand.com/

https://www.workhere.co.nz/region/wellington/live-here

https://www.newzealandnow.govt.nz/regions-nz/wellington

https://www.wellingtonnz.com/life-in-wellington/

https://www.newzealand.com/

https://www.workhere.co.nz/region/wellington/live-here

Hutt Valley & Capital and Coast District Health Boards

Position Description –

Chief Executive Officer

October 2018

Chief Executive Officer Job Description

OverviewHutt Valley District Health Board (HVDHB) and Capital and Coast District Health Board (CCDHB) have agreed to the appointment of a single Chief Executive Officer. The CEO will be accountable to both Boards and responsible for meeting and improving the health outcomes of the constituent populations of both DHBs.

This decision has been driven by a desire from both Boards to strengthen executive leadership in the region and drive better population health outcomes for families, whānau and 1

communities.

Both Boards are looking for a single Chief Executive to prepare them to deliver for the future of their health systems and their communities today.

Both Boards are committed to the support of the single Chief Executive and have been and are planning more active collaboration. Both Boards have already commenced a programme to look at how, from a governance perspective, they can work more closely together and govern jointly in domains of common interest.

The shifts in health outcomes sought through the appointment of a single CEO are underpinned by:

► An acknowledgement that we need to prepare for the future now by shifting the focus ofcare into community and primary services while maintaining excellent hospital basedacute care.

► A recognised need to invest more in population health and prevention strategies and toachieve the system shifts that allow for the allocation of resources in this direction.

► A focus on the continuing emergence of more planned and arranged care including caredelivered in community and primary settings.

Of equal importance the new CEO will be in a position to bring to life the priorities the Government has articulated for the health system with a focus on Improving Equity, Child Health and Wellbeing, Primary Care and Mental Health.

This is a unique opportunity for a CEO to design and implement a work programme providing leadership across two District Health Boards with a focus on:

► Considering what a first class health system design looks like with an enhanced focus onpublic health and a high performing primary care service.

► Better understanding the variation in performance and outcomes and in equity of accessto services across the region’s population.

► Understanding where inefficiency and duplication may exist and how this may beremoved in order to shift investment to higher priority areas.

We have deliberately used the term region to encompass the populations of Capital and Coast DHB and Hutt Valley 1

DHBs.

BackgroundHutt Valley and Capital & Coast District Health Boards serve a population of approximately 452,000 people across a geographical region of 6852 square kilometers, including Hutt City, Upper Hutt, Petone, Wanuiomata and Eastbourne, with Capital & Coast covering Wellington City and its suburbs to Porirua, and parts of Kāpiti Coast.

Key features of the region, the two DHBs and facilities and services are:

► A full spectrum of specialist tertiary services for approximately 900,000 people from theUpper South Island and Lower North Island.

► Services are delivered by approximately 8700 clinical and non-clinical personnel with ajoint combined revenue of over $1.5 billion .2

► Hutt Valley Hospital is a level 2 hospital with close to 270 beds providing specialistregional services for plastics and maxillofacial surgery across the region.

► Wellington hospital is a large tertiary referral teaching hospital located in Wellington citywith a 500 bed capacity. A range of services are provided across the community includingoutpatient clinics, maternity and mental health services at Kenepuru and Kāpiticampuses.

► Primary Health Care services are delivered through four Primary Health Organisations(PHOs):

► Hutt Valley DHB: Te Awakairangi Health Network.

► Capital & Coast DHB: Compass Health – Capital & Coast and Ora Toa. In 2017,Compass Health and Well Health Trust combined services and became CompassHealth – Capital & Coast.

► The two DHBs also share a PHO, Cosine Primary Care Network Trust.

► Both DHBs are also responsible for significant contract funding for the delivering ofservices in the community including Aged Residential Care.

Including combined Ministry of Health contract funding of almost $1.2 billion and significant Inter District Flow 2

funding.

Key Priorities and Key Result AreasNote: Indicative Key Performance Indicators are also set out below. However these would be negotiated with the successful CEO. KPIs will also need to reflect key strategic issues including deficit management, health system performance, community outcomes and the Government’s priorities for health.

1. Vision, Direction and Strategy for the Region

► Work with the Chairperson and Boards to confirm the mission, purpose and strategicdirection for Capital and Coast DHB and Hutt Valley DHB reflecting the work programmeboth Boards are seeking in order to improve health outcomes for the regions’ population.

► Provide confidence to the Chairperson and the Boards and on the ground leadership toensure regional priorities also reflect the concerns and voice of communities and whānauregardless of their locality.

► Develop KPIs and performance metrics, processes and systems aligned with the mission,purpose and strategy of both DHBs that enable the successful realisation of these driversto be achieved for and measured.

► Work with the staff especially clinical leadership of both DHBs to ensure strategy,purpose, vision and mission are understood, shared and committed to and that theirindividual and collective contributions are reflected and acknowledged in achieving thatkaupapa.

► Promote and clearly articulate the work programme, vision, strategy and purpose to gainthe buy-in, trust and support of all key external stakeholders, notably clinical leaders,Ministers, the Ministry of Health, other DHBs and the media, so as to build confidence inthe Boards’ reputation locally, nationally and internationally.

Indicative KPIs

► Performance framework and relevant KPIs to be agreed prior to commencement ofemployment.

► % achievement of agreed goals and objectives, actual vs target.

2. Design and implementation of the regional work programme with time-bound performancemeasures to be agreed with both Boards

Both Boards require a work programme to be designed and then implemented which incorporates:

► A comprehensive review of health service provision including understanding issues ofequity and service access across the region and its population as a whole – work should

also highlight current service performance and encapsulate a clear view of future population shifts and demographic changes.

► Design work to identify opportunities for strengthened service integration, current andfuture options for service delivery networks, new and emerging models of careincorporating leading technology solutions and consideration of new contracting/performance arrangements and funding mechanisms.

► A data-driven analytical assessment of the optimal design of the health system and howimproved service integration along with model of care changes can be implementedthroughout the region.

► An assessment of short and medium term improvement opportunities including theprocesses and mechanisms by which senior clinical, corporate, operational and facilitiesleadership is organised; with particular priority placed on a sensible leadership teamconfiguration recognizing the characteristics, performance and focus on both Boards.

► Robust and timely implementation plan to deliver on the outputs achieved above.

Indicative KPIs

► Delivery of the work programme plan within 90 days of commencement of role.

► Delivery of the implementation plan within 120 days of commencement of role.

► % achievement of agreed goals and objectives, actual vs target.

3. Improve access to and equity of outcome for services with a focus on Māori and Pasifika.

► Assess access rates and health outcomes using relevant metrics (standardized dischargeratios or where relevant ASH rates) to identify variances around access and outcome.

► Ensure Māori and Pacific health targets are set and met, and access to health services areequitable for all consumers.

Indicative KPIs

► % Māori Health and Pasifika targets met, actual vs target.

► Access rates for priority groups in relevant care setting including primary care; actual vstarget with relevant KPIs and metrics to be designed in agreement with the Boards.

4. Service Delivery

► Ensure both District Health Boards deliver on all health service and attendant KPI’sagreed in the annual plan, to the agreed quality standards, resulting in agreed levels ofconsumer satisfaction and staff engagement.

► Ensure both District Health Boards are reflecting the priorities of Government and theircommunities, whānau and families within the range, remit and availability and access toservices.

► Reflecting the priority work programme above ensure the optimal integration of careservices and safely accelerate continuous improvements in the models of care employedin the primary, secondary and tertiary health services so as to raise the health status ofthe region population.

Indicative KPIs

► % service delivery targets / KPI met, actual vs. target.

► % consumer satisfaction, actual vs. target.

► Staff engagement, ratings, actual vs target (see below already included).

5. Board Governance Support

► Work with the Board Chair and Boards to ensure efficient and effective governancearrangements that reflect the priorities of the region and local communities.

► Provide consistently transparent, reliable, appropriate and timely advice and support forthe Boards, to enable the Boards to fulfil its governance functions and overallresponsibility for the health and wellbeing of the regions’ population.

► Work with the Board Chairperson to facilitate the optimum performance by the boards, itscommittees, and individual Board members.

Indicative KPI

► Annual performance rating for CE by the Boards, actual vs. target.

6. Chief Executive operational Key Result Areas and KPIs:

Legal Compliance

► Ensure that both DHBs comply with all statutory, legal and contractual obligations.

Indicative KPI

► % compliance obligations met, actual vs target.

Financial Sustainability

► Ensure the ongoing financial sustainability of both District Health Boards.

► Ensure both DHBs operate within agreed financial parameters .

► Ensure financial investment and disinvestment within the District Health Board supportsthe overall vision, direction and goals.

Indicative KPIs

► % adherence with agreed budgets actual vs target.

► 3 year rating financial projections actual vs target.

Staff engagement

Indicative KPIs

► Staff engagement ratings, actual vs target.

► % staff objectives / targets achieved, actual vs target.

KEY COMPETENCIES3

1. Qualification:

► Tertiary qualification to post graduate level from a reputable tertiary institution.

2. Experience:

► Substantial experience in a major leadership role and a track record of success inmanaging large and complex organisations.

► Sound knowledge of the NZ public sector, the NZ health sector, and the statutoryframework for the governance and management of Crown agencies, notably DHBs.

► Experience of the application of the principles of the Treaty of Waitangi in themanagement of an organization and/or the delivery or development of services and policy.

► Advanced financial experience including significant budget and asset responsibility formanagement of large capital works programmes.

► Proven track record of managing organisational information and system capability andcreating an environment dedicated to continuous improvement.

► Demonstrated understanding of the complexities of sound corporate management andgovernance with significant experience of reporting to a Board.

The SSC Leadership Success Profile will also be used as part of developing competencies and attributes required 3

for this role

► Demonstrated experience in situations requiring an empathetic response to people ofdifferent cultures, especially the people of New Zealand/Aotearoa inclusive of Māori andPasifika.

► Successful experience of working with diverse communities to deliver positive outcomes.

3. Core competencies:

Leadership

► Inspires others with vision for the organisation, able to take them with her/him to achieveaspirational and other major outcomes.

► Sensitive to inherent complexities and risks in a large and complex organisation, able tomake appropriate and justifiable decisions in the face of pressure and to give othersconfidence in a changing environment.

► Personally exemplifies the values of the organisation and consistently upholds highperformance standards.

► Builds and empowers effective teams, delegating clearly and encouraging independentaccountability.

► Demonstrates a high level of self-motivation including enthusiasm and optimism.

Strategic thinking and intellectual capability

► Applies intellectual rigor and energy to understand and work with colleagues to addressand solve complex and ambiguous problems.

► Identifies the regulatory, social, environmental and economic frameworks for all strategicand other policy choices and decisions.

► Takes a long range, creative and broad approach to problem-solving and decision-makingthrough objective analysis, thinking ahead, focus on achievement, and activeconsideration of feedback from systematic evaluation of previous decisions and choices.

► Able to develop appropriate risk management framework and policies that maximisecertainty and minimise the likelihood of unanticipated harm to staff, assets or populationsfor which both DHBs are responsible.

► Recognises and understands the importance of improving equity of access to andoutcomes of health services; the barriers to improving equity; and can developappropriate constructs to drive and improve performance in these areas.

Understanding of the Treaty of Waitangi

► Demonstrates knowledge of the principles of the Treaty of Waitangi

► Familiar with and able to evidence how the Treaty is significant and relevant to themanagement of the two DHBs and the delivery of services to New Zealanders especiallyMāori, hapū and iwi.

► Can articulate the ‘how’ of the practical implementation of the Treaty and its principles in acomplex health organization and health system; this includes acknowledge of equityissues (partnership, protection, participation)

Relationship management

► Open and approachable; able to develop networks and spheres of influence, interactingwith ease with diverse groups of individuals.

► A proven track record of managing complex relationships successfully over a number ofyears as a senior leader.

► Excellent listening skills; able to facilitate groups and individuals through gainingcommitment, handling conflict and mediating positive outcomes.

► Excellent communication skills, especially when reporting to the Boards, the staff and thenews media.

► Able to convey complex information accurately and succinctly in all media and in a waythat meets the needs of the audience.

► Understands and is sensitive to the broader political environment and constructs DHBswork in.

EXECUTIVE LEADERSHIP TEAMCAPITAL AND COAST DISTRICT HEALTH BOARD

NOVEMBER 2018

Interim Chief Executive

Executive Assistant to the Chief Executive and Board Chair

Executive Director Operations MCC

General ManagerCorporate Services Chief Medical

Officer

Interim General Manager People and

Capability

Executive Director Strategy, Innovation

& Performance

General Manager Mental Health,

Addictions & Intellectual

Disability Services 3DHB

Acting Executive Director

Allied Health, Scientific & Technical

Executive Director Maori Health

Executive Director Nursing & Midwifery

Executive Director Pacific Peoples

Health

Chief Financial Officer

Chief Legal Officer Chief Information

Officer 3DHB

Executive Assistant

Executive Assistant Executive

Assistant Personal Assistant

Executive Assistant

Executive Assistant

Executive Assistant

Communications Manager

(fixed term)

Executive Director Operations SWC

Personal Assistant

Programe

Coordinator

VACANTGeneral Manager,

Quality Improvement & Patient Safety

Executive

Assistant

Robyn FitzgeraldBoard Secretary

Director of Nursing

Director Maori Health

VacantDirector Allied

Health, Scientific & Technical

Chief Operating Officer

Chief Medical Officer

Chief Executive

General Manager Finance

& Corporate Services

General Manager Strategy, Planning

& Outcomes

Director Pacific People’s Health

General Manager

MHAIDS 3DHB

VacantGeneral Manager Quality, Service

Improvement& Innovation

Chief Information

Officer 3DHB

General Manager HR

& OD

Professional and population leadership Service delivery Corporate supportSystem and strategy

Hutt Valley DHB Organisation Chart

chief executive officer hutt valley & capital and … · hutt valley and capital & coast...

Documents