suicide prevention australia chief executive officer

Suicide Prevention Australia Chief Executive Officer

Suicide Prevention Australia (SPA) is the national peak body for the suicide prevention sector, providing policy advice to governments, generating community awareness and public education and research fund management. It is a Member-based organisation that works to prevent suicide by supporting its membership to build a stronger suicide prevention sector; developing collaborative partnerships and advocating for a better policy and funding environment.

We are looking for an ambitious, innovative, strategic leader to join our team as Chief Executive Officer. The CEO is responsible for the development of the organisation, strengthening membership and having oversight of governance, contractual, business, fundraising, policy and networking functions. The CEO oversees and is responsible for:

Strategic development and outcomes

Leadership and management

Financial, contractual and business performance

Policy development and the management of government relations

Profile and positioning

SPA is recognised for its contribution to thought leadership and for amplifying the voice for professionals and those with personal experience of suicide. This is an exciting opportunity for an outstanding leader who has operated at the executive level within the broad health or related sectors, ideally but not necessarily with experience of Member based organisations.

People with personal experience of suicide or suicidal behavior, disability, Aboriginal and Torres Strait Islander persons, people who identify as LGBTIQ and people from other diverse backgrounds and priority populations are encouraged to apply.

How to Apply

For a confidential discussion, please contact our executive search adviser, Rob Macmillan, on 02 9091 3266, or email him on [email protected] . To review the position description or to apply, please refer to our website: derwentexecutive.com.au and search for reference 23251.

Closing date: Wednesday 28th February 2018.

mailto:[email protected]

Suicide Prevention Australia Chief Executive Officer February 2018

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Chief Executive Officer Information Pack


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Position Description

J O B D E T A I L S : Position Title: C H I E F E X E C U T I V E O F F I C E R (C EO )

Position reports to: Board of Directors

Location: Sydney

Version History Position Description (February 2018)

Location Sydney, NSW, however SPA will consider candidates who wish to be based in other locations.

J O B P U R P O S E :

Suicide Prevention Australia’s Chief Executive is appointed by, and accountable to, Suicide Prevention Australia Board of Directors to oversee and lead the organisation.

The CEO is responsible for the development of the organisation, taking into account the organisation’s governance, contractual, internal operations, business, fundraising, policy and networking functions. We are looking for a person who can demonstrate the following skills and experiences:

Strategic development and outcome focused

Purpose and business performance

Leadership and management

Contractual deliverables

Financial objectives

Profile and positioning

The CEO is responsible to the Board for the overall leadership and management of the organisation. This includes an external focus on relationships with governments, Members and other key stakeholder groups, positioning and marketing, strategic partnerships, advocacy and financing. The role will also have oversight of the development of the Research Fund. In addition to working directly with the Board, the CEO oversees the internal functions of the organisation, such as operations, administration, finance and program management predominantly through delegation and management of staff and volunteers. The CEO will also ensure alignment between vision and purpose, strategy, external relations and internal business operations.

The CEO is delegated the authority from the Board of Directors to manage the day to day business and implement the strategy of the organisation.

Note: the broad allocation of time set out in this Position Description may vary based on the demand of program and project timing and scheduling.


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K E Y R E S P O N S I B I L I T Y A R E A S

Key Position Accountabilities Name the key areas for which the position is accountable

% of Total Role

Major Standards

What are the key activities or tasks to be carried out?

Outputs:

What are the expected end results?

Measures: How are these results measured?

1. Governance and Board Liaison & Reporting

15% 1. Liaison with Suicide Prevention Australia Board, Audit, Governance Policy & other committees to support the effective execution of organisational governance practices, processes and review.

2. Effective liaison and coordination of the Board and subcommittees through attendance at Board and Committee meetings.

3. Development, oversight, management, updating and reporting to the Board on the organisation’s strategic operational and financial plans.

4. Ensuring timely compliance of SPA's statutory obligations including the areas of insurance, funding, taxation, corporate governance, ACNC and other regulations.

5. Ensure adequate and effective management reporting systems support accurate and timely Board reporting.

1. Provision of relevant information to the Board and Board Committees on SPA strategic and operational progress.

2. Compliance with statutory obligations.

3. Notification to the Board Chair or Board of any issues that may require intervention, review or decision.

1. Comprehensive reporting provided to Board Members to meet their oversight obligations.

2. Regular analysis of Board performance in partnership with the Chairperson and recruitment of Board Members under criteria developed by the Board.

3. Effective coordination of Board Committees.

4. No penalties or other sanctions due to late or incomplete statutory returns.

5. Reported satisfaction by Board Members with CEO performance.

2. Strategic Planning and Direction

15% 1. Effective development of the organisation’s strategic plan in liaison with Board, staff and other key stakeholders.

2. Progress towards the realisation of strategic goals and refinement as required.

3. Achievement of Suicide Prevention Australia strategic plan objectives over time, including the Research Development Fund.

1. Development and monitoring of strategic plan, formally updated and progress reviewed periodically

2. Implementation of personnel, programs and activities to work towards the achievement of the strategic plan

3. Business and budget planning to support implementation of the strategic plan

1. A documented and agreed strategic plan supported by an annual operating plan

2. Effective progress towards the achievement of strategic plan goals

3. Annual progress towards achievement of operating plan targets


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Key Position

Accountabilities

Name the key areas

for which the position

is accountable

% of

Total

Role

Major Standards


Outputs:


Measures:

How are these results measured?

3. Organisational

External Affairs

20% 1. Development and maintenance of strong

relationships and networks across the suicide

prevention, mental health and Not for Profit sectors,

delivering leadership to the sector. Key relationships

are with organisational Members

2. Close relationships with key and emerging funders in

the Government, Corporate and Philanthropic

sectors.

3. Oversight of suicide prevention research, policy and

communications agendas.

4. Strategic profile-raising activities including

committee representation and media exposure.

5. Establishment of adequate and effective

administration and management information

systems that support stakeholder identification and

engagement.

1. A range of well researched high level

positive organisational relationships

across nominated networks with funding

bodies and individuals across the three

funding sectors.

2. Recognised leadership in suicide

prevention sector. Effective management

of SPA led initiatives such as Lived

Experience Network; policy Special

Interest Groups

3. Establishment of a portfolio of suicide

prevention policies that support SPA

Membership needs.

4. Strong brand recognition of Suicide

Prevention Australia both within

professional sectors and the community.

5. Effective and relevant media coverage of

Suicide Prevention Australia

1. Government contracts secured and

maintained

2. External Affairs activities

implemented to advance strategic

objectives regarding funding, profile

and positioning

3. Evidence of strategic external

professional relationships.

4. Number of key organisations in the

sector active as Members of SPA

5. Number and range of professional

contacts developed by the CEO.

6. Media articles and profiling of SPA

7. Annual Conference, workshops and

member fora are delivered as

planned and SPA has a national

presence.


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Key Position

Accountabilities

Name the key areas

for which the position

is accountable

% of

Total

Role

Major Standards


Outputs:


Measures:

How are these results measured?

4. Funding and

Fundraising

10% 1. Development and oversight of Suicide Prevention

Australia financing strategy.

2. Identifying and securing key funding partnerships for

SPA operations and managing cross fertilisation with

the Suicide Prevention Research Fund

3. Reporting on the fundraising strategy and its

implementation to the Board, including review and

adjustment of targets and processes as required.

1. Key funding commitments and

relationships established

2. Key pro bono support established

such as volunteer committee

members, accounting support,

program support, media support etc.

3. Funding targets in budget set,

progress reviewed and outcomes

achieved for the organisation

1. Budget income projections are met by

year’s end.

2. Funds generated from three key sectors –

public, private & philanthropic

3. New funding sources and opportunities

developed

4. Effective funding and fundraising team

structures and personnel implemented

5. Number of organisational Members

5. Financial and Risk

Planning,

Management &

Analysis

15% 1. Development and management of the overall

organisational budget, including managing cash-flow

and investments under delegation from the Board.

2. Reporting to Suicide Prevention Australia Board on

progress toward, and barriers to, financial targets.

3. Oversight of financial delegations and purchasing,

income and expenditure compliance processes and

guidelines and effective financial management

systems and controls in place.

4. Implementation of financial delegations and budget

planning processes with SPA staff.

5. Management of and responsibility for organisations

Risk Register

1. Annual organisational budget is

prepared and approved by the Board

2. SPA investments are managed in a

timely manner and deliver an

effective return to the organisation.

3. Early notification to the Board of any

issues that may impact on the

organisations financial viability or

the approved budget

4. Financial reports are well structured

and accessible to the Board

5. Quarterly review and updating of

the Risk Register

1. Effective financial management of the

organisation’s budget

2. Financial reports are sufficiently detailed

but also allow for ease of interpretation

by Board members.

3. Provision of detailed financial reports to

the Treasurer, auditors or other’s

requiring financial oversight material in a

timely and accurate manner.

4. Provision of detailed risk reports and

mitigating actions to the Board in a timely

and accurate manner.


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K E Y R E S P O N S I B I L I T Y A R E A S (In order of importance)

Key Position Accountabilities Name the key areas for which the position is accountable

% of Total Role

Major Standards


Outputs:


Measures: How are these results measured?

6. Operations 10% 1. Oversight of operations providing leadership on

program directions to meet strategic goals and

employment of such staff as is required to

implement.

2. Review and maintain effective administration and

management information systems that support

accurate and timely planning, analysis and reporting.

3. Identify and negotiate support for required programs

in line with SPA strategy.

1. Qualified staff are employed or

contracted in a timely manner and

managed effectively.

2. Staff have autonomy to deliver

programs within approved strategy

and budgets

3. Staff have regular management

meetings and support provided as

needed.

4. Data required for reporting to

funders is collected and documented

for ease of reporting.

1. SPA has the management and

information systems in place to allow

timely reporting to funders and internal

stakeholders.

2. Staff programs are delivered on time and

within budget

3. Staff retention is maximised at 90% or

better

7. Program and

Project

Management

10% 1. Identification, planning and delivery of approved

Commonwealth workplan in line with the SPA

Strategic Plan

2. Oversight of membership, operations and program

and project management.

1. Approved Government workplan

delivered and funding instalments

received

2. Member recruitment and retention

plans in place

1. Timely and accurate reporting to

Government against workplan

2. Increase in number of new Members

3. Proportion of Members retained annually

8. Other Duties 5% 3. Attend internal and external meetings as required by

the role or as a representative of SPA.

4. Other duties may be assigned to the CEO based on

the needs of the organisation as determined by the

SPA Board and the employee’s available time.

1. Competent management of

additional assigned duties.

4. As required


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K E Y R E S P O N S I B I L I T Y A R E A S – G E N E R A L

Areas Detail

Communication Works with staff in line with SPA communication strategy to:

regularly communicate with SPA team regarding overall project directions, strategy and management as well as key activities and opportunities

build and maintain external relationships with Members, potential funders, stakeholders, supporters and others as appropriate to the CEO role

Represent SPA externally and positively in range of formal and informal fora

Oversee and manage reporting to SPA Board meetings and other required meetings on a regular basis to give updates of strategic, planning and development activities

Reporting The CEO is responsible for reporting to the SPA Board by:

maintaining appropriate records in accordance with SPA quality assurance policies and procedures and as directed by the Board and required by statutory authorities

reporting regularly and in a timely, agreed manner on progress with implementation of the operating plan and material concerns, developments and initiatives

identification of any issues arising for which decisions are required

Adherence to Policy and Procedures

Suicide Prevention Australia internal operations are guided by a comprehensive Policy and Procedures manual that sits alongside and complements employment agreements for all staff.

It is the expectation of all SPA staff and a condition of their employment that they adhere strictly to these internal policy documents.

Administration The CEO is responsible for:

Day to day oversight of operational management of the organisation


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S K I L L S , K N O W L E D G E & E X P E R I E N C E :

Qualifications: what minimum educational, technical or professional qualifications are required to competently perform the role?

Degree qualified.

Post Graduate degree qualifications desirable.

Governance and business management qualifications preferred.

Experience & skills: Significant and demonstrated knowledge of and experience with the community sector

Experience in maintaining networks and developing partnerships

Experience in managing staff in a dynamic and ever evolving environment

An ability to undertake and analyse research

Proven experience in working with Boards and a good understanding of not for profit governance process, procedures and best practice

Experience in working across a range of organisations and sectors

Financial management skills

Ability to communicate with a diverse range of senior stakeholders, including government relationships

Negotiation, facilitation and networking skills

Strong administrative management skills

Ability to work independently to tight deadlines and strong time management skills

Personal Attributes, Capabilities & Skills:

Attribute or Capability Level or depth required Why is it required?

Personal Attributes

Innovative Finds ways to work better and smarter Generates options and ideas

In an often busy work environment implement improvements, processes and options to create more effective program and project delivery

Determined Researches options and sets a clear path Deals with obstacles and impediments Has clear goals

To meet agreed targets, research, options and clear goals are essential

Analytical Reviews arguments and opinions before making judgment Presents clear and logical arguments Takes a systematic approach when building toward improvements

CEO often has a significant amount of information to deal with and must apply analysis and good judgement in determining the right course of action

Ethical Has integrity and principles CEO is a role model in acceptable organisational culture and behaviour


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Is transparent and honest Exercises good judgement

Self-Disciplined Manages own time to achieve key outcomes. Manages competing demands

Set tasks and areas of responsibility require good time management and application skills

Flexible Adapts to changing circumstances in the workplace. Prioritizes work and addresses what is most important. Takes advantage of new and emerging opportunities

Priorities change within the fast paced and busy SPA office

Collaborative Works with others to achieve common goals. Engenders a spirit of teamwork Inspires trust

Will require the support external stakeholders to be successful in the role

Resilient Recovers from setbacks Overcomes obstacles and impediments Learns from experience and identifies areas for self-development

Program, project and processes quality improvement are essential to the role

Supportive Encourages others to attain goals and achieve Listens actively and inspires confidence Demonstrates empathy when confronted with adversity

CEO is a role model in acceptable organisational culture and behaviour

Capabilities

People working at this level take a leadership role; they may supervise the work of others and/or provide leadership through their technical or specialist skills.

Area Description

Leadership & Teamwork Vision Champions vision and mission and maintains focus on the organisations strategy

Stategic Focus Develops team goals linked to strategic plan

People and Culture Actively engages staff across the organisation to develop a positive and effective workplace that encourages success

Provides leadership and direction

Motivates and guides team members, and conducts regular reviews

Celebrates success

Recognises importance of and implements cultural competencies


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Capabilities


Area Description

Governance and Compliance Strategy Establishes and reviews systems to support strategic plan and achieve organisational goals

Legislation & Compliance Manages work practices to comply with relevant legislation and licensing requirements

Risk Management Manages risk and encourages staff to manage opportunities

Professionalism Time Management Prioritises work; delegates appropriately demonstrating an understanding of organisational, team and individual priorities and capacities and ensures that key requirements are met

Taking Responsibility Accountable for outcomes and delegates to achieve outcomes

Problem Solving Takes analytical approach, defines options, makes recommendations and implements systems to address adverse events and improve efficiency and outcomes

Resources, Assets & Sustainability Financial Management Prepares program and project budgets and reviews financial performance

Sustainability Identifies and manages financial risks and plans for future

Community and external relations Community Advances organisational objectives and champions important issues with key stakeholders

Networks, Stakeholders

Partnerships & Collaboration

Creates and sustains networks

Builds partnerships and opportunities, strong relationships with Members

Knowledge of Community Maintains awareness and advocates for sector and current issues

Program management and Policy development Achieving Results Clarifies roles and responsibilities of staff and project teams and achieves necessary support for outcomes

Contract Management Monitors contracts and checks that contractual obligations of both parties are met


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Capabilities


Area Description

Communication Verbal Provides informed, meaningful and relevant messages when communicating with various stakeholders

Advocacy Articulates clear and confident messages about key issues when advocating or negotiating for organisational issues

Written Instigates and settles quality submissions and documents for funders, Members, Board and other stakeholders

Public Speaking Makes convincing presentations, using a range of media, to communicate key issues

Change and Responsiveness

Technology Promotes the use of new technologies to strengthen the organisation and improve business practice

Change Management Keeps informed of changing political, economic and social context and responds to changing needs

Multi-skilling Designs jobs and teams with an emphasis on multi-skilling and opportunities for shared learning

Technical Skills

Microsoft Office & other publishing applications High level of skills required, including particularly use of MS Excel and other publication software

Not for Profit Governance High level understanding of the Not for Profit governance processes and structures

Financial Management Software Knowledge of MYOB or similar financial management software

A good understanding of accounting, audit and compliance requirements in a NFP organisation

Financial management is essential to the role as is oversight of the range of compliance tasks


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K E Y W O R K I N G R E L A T I O N S H I P S : Who is this role is expected to interact with on a regular basis?

Internal Who is this role expected to interact with on a regular basis within SPA?

Role the position interacts with Frequency Purpose/Nature of contact

SPA Chair, Board & Board committees Fortnightly - monthly Close work with the Chairperson is required as the CEO employer and to maintain a strong governance structure. Contact with other Board Members may vary from regularly to monthly, depending on the strategic needs of the organisation and sub-committee meetings

Deputy CEO & Head of Communications Fortnightly – weekly – daily Staff member delegated with responsibility for organisational profile and media relations

General Manager Fortnightly – weekly - daily Staff member delegated with responsibility for oversight and smooth running of operational and program activities

Research Fund Director Fortnightly – weekly - daily Staff member delegated with responsibility for Suicide Prevention Research Fund and Hub

All staff As required Internal liaison and direction provided as required. Mentoring and monitoring, with regular reviews

CEO leads the SPA staff meeting and also takes part selectively in the internal cross functional Working Groups including Conference Program Committee; Policy Committee; Research Advisory Committee

D E C I S I O N M A K I N G A N D A D V I C E :

Decisions this role makes alone What types of decisions does this role decide without seeking approval?

The CEO is the peak operational decision making role in the organisation. Decisions should generally be taken on the basis of recommendations from staff in areas where they have direct operational responsibility and with direction from the Board as relevant. The CEO will exercise good judgement and decision-making within this context.

Advice/ recommendations What types of advice or recommendations does this role provide to other roles to enable those other roles to make decisions?

This role provides advice and recommendations to the Board of Directors on strategic and financial structures and targets.

The CEO makes recommendations to the Board on expenditure outside of approved budget parameters.

Delegation of Authority The CEO has delegated authority from the Board of Directors to manage the day to day operations of the organisation, including the employment of staff and approval of salaries and other organisational costs within the approved budget parameters, the autonomy to pursue initiatives and programs to achieve the strategic objectives and to introduce new management and administrative systems to enhance the performance of the organisation.


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S C O P E :

Financial accountability: Does this role have accountability for or influence on budget/revenue/assets

Direct accountability The CEO has overall responsibility for all organisational income and expenditure within the annual budget approved by the Board

People responsibility: Does this role have any direct reports or indirect reports (through direct reports)

No. of direct reports Deputy CEO & Head Communications

General Manager

Research Fund Director

Indirect reports Head Corporate and Community Relations

Manager Knowledge Exchange

Head, Policy & Member Engagement

Manager, Lived Experience Program

Manager, Operations


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Current Organisation Chart

Manager, Lived

Experience Program

Head of Policy & Member

Engagement

Dep CEO Head of Comms

Manager, Operations

Accounts Officer

General Manager

Knowledge Sharing

Specialist

Corporate Relations Executive

Research Fund

Director

Community Relations

Officer

CEO


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• Develop 10 year road map for the SP sector

• Advocate with all governments for right policy settings & investment in suicide prevention

• Build commitment of influencers

Advocate for a systemic

approach to reducing suicide

• Enhance skills & knowledge via education & information sharing

• Promote wisdom and expertise of people with lived experience

• Develop quality improvement program

• Manage Suicide Prevention Research Fund

Champion excellence in

suicide prevention

• Provide opportunities to collaborate for change & impact

• Facilitate collaboration between researchers, service providers & lived experience

• Enhance engagement with Members &PHNs

Fostercollaborative

strategic partnerships

• Grow breadth & depth of membership

• Develop diverse sources of funding

• Utilise technology & infrastructure to respond to Member needs

• Build capability of Board and staff

Build a sustainable and

capable organisation

•The collective voice of professionals & people with lived experience informs suicide prevention policies

THOUGHT LEADERSHIP

Life Framework action 3

•Accelerated transfer of research knowledge delivers quality suicide prevention programs

KNOWLEDGE TRANSFER

Life Framework action 1 & 6

•Greater alignment between government, business & communities working in suicide prevention

STAKEHOLDER ENGAGEMENT

Life Framework action 4

•A well resourced organisation able to advocate for prevention of suicide

STRENGTHEN CAPACITY

Life Framework

action 6

Strategic Pillars Strategic Goals Initiatives Measures of Success

Vision

A world without suicide Purpose

Delivering national leadership for the meaningful reduction of suicides in Australia

Outcome Suicide prevention is high quality,

focussed & collaborative

Principles Integrity; Inclusivity; Respect;

Collaboration; Innovation

% increase in sector funding Member satisfaction with

representation & advocacy

# attending events Conference satisfaction Breadth of participation Orgs using QIP components Research grants distributed

# & breadth of members participating

Member satisfaction with collaborative projects

% PHN attending SPA events

Membership satisfaction % increase in membership % increase in revenue from

non-government sources

suicide prevention australia chief executive officer

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