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Briefing Document
Organisation:
The Victorian Healthcare Association Limited (VHA)
Position:
Chief Executive Officer
Location:
Melbourne
Date:
March 2015
Briefing Document - Chief Executive Officer
rosemary hardham
& associates
delivering solutions in recruitment
the organisation
Overview
The Victorian Healthcare Association (VHA) is an independent, not-for-profit peak body
working to improve population health outcomes through the advancement of health
service delivery across Victoria. Members include public hospitals, rural and regional health
services, aged care facilities, community health services and Medicare Locals. Established
in 1938, the VHA follows the strategic direction of its Board and aims to promote and
influence debate on public health policy for the benefit of all Victorians by:
•
influencing public policy to further the vital role that healthcare providers play in
improving health outcomes
•
developing and promoting evidence-based policies to meet the health needs of the
Victorian community
•
engaging with stakeholders to inform and influence improvements in public policy and
health service delivery
•
supporting healthcare providers (in particular, public and not-for-profit providers) in the
exchange of ideas through its forums and online publications
•
advocating Victoria’s devolved model of healthcare governance
Statement of Purpose
The VHA is the industry body representing self-governing, public and not-for-profit
healthcare providers. Its role is to:
•
represent the broad interests of its member agencies
•
be a recognised and influential thought leader on health policy
•
further the vital role that healthcare providers play in improving the health and
wellbeing of the population through:
‣
engaging with stakeholders to inform and influence improvements in public policy
‣
supporting its members in the delivery of appropriate, effective and high quality
health services
•
advocate for Victoria’s devolved model of healthcare governance
•
lead by example through contemporary governance practice
Strategic Plan
The current strategic plan (2013 – 2016) sets VHA’s goals and objectives for the next three
years. The first two goals relate to the organisation’s role and functions, while the third
relates to its efficient and effective governance.
Briefing Document - Chief Executive Officer
rosemary hardham
& associates
delivering solutions in recruitment
The Chief Executive is accountable to the board for delivery of each strategic objective.
Internal leads are listed where appropriate.
Goal one - industry leadership
“The VHA is the pre-eminent voice and thought-leader on devolved governance,
integrated healthcare and health services’ role in improving community wellbeing”
Objectives:
•
Expand the influence and credibility of the VHA as the voice of the healthcare industry
•
Promote the devolved model of healthcare governance
Goal two - member services
“Membership of the VHA is highly valued”
Objectives:
•
Provide high quality VHA events and services which meet the needs of current and
prospective members
•
Expand the range of products and services provided by the Australian Centre for
Healthcare Governance (ACHG) to meet the current and emerging needs of members
and prospective members
Goal three - robust, well-functioning organisation
“The VHA has increased capacity to deliver its strategic goals”
Objectives:
•
Corporate governance is contemporary and fit for purpose
•
Flexible and effective organisational structure and processes
•
Effective recruitment, development and retention of staff
•
Increase revenue to expand the VHA’s capacity
Briefing Document - Chief Executive Officer
rosemary hardham
& associates
delivering solutions in recruitment
the position
Position:
Chief Executive Officer
Reports to:
VHA Board through the Chair
Position description:
Under the guidance of the VHA Board and direction of the CEO the organisation has
experienced a period of rejuvenation, stability and growth over the past eight years. The
Board has set a strategic direction which has seen the organisation achieve further growth
through an increase in membership (encompassing – metropolitan hospital and health
services, rural hospital and community health services and Medicare Locals in Victoria),
through non-membership revenue generating activities including governance, policy and
research consulting as new sources of funding.
This growth trajectory will be continued through organic growth, investment in new business
opportunities, primarily in the areas of events, professional development and consulting
activities.
These may include strategic partnerships|alliances, joint ventures and the
development of new revenue streams via innovation and diversification of core products
and service offerings. While the organisation is committed to a growth strategy its core
business remains focused on maintaining and extending the highest possible standards and
value around service to its membership.
As the health sector in Victoria and nationally becomes more dynamic and complex, the
manner in which VHA develops its internal capacity, manages its interface with the external
environment and its relationships with its membership and key stakeholders, will be critical to
the longer term viability of the organisation. Due to a number of significant environmental
factors, most notably rationalisation of structures and resources across the health sector at a
state and federal level, the next few years provides both opportunities and risks for the
organisation. The VHA will need to ensure its strategy and business model is appropriate to
ensure continuation and extension of outstanding delivery of its core services to existing
members and new clients and to develop the agility and capacity to pursue growth
opportunities and new revenue streams to meet its growth aspirations.
Primary objectives
The CEO will provide leadership to senior management and staff of the VHA in the
development of the organisation’s strategic planning and operational achievement of the
strategy. The CEO will be required to navigate the organisation through a development
process, achieving the right balance between maintaining current business streams,
growth, core product delivery to members and maintaining a focus on the organisation’s
values.
In doing so, the CEO will face specific challenges around building the necessary internal
organisational capacity and capability (comprising both new recruits, existing staff and
experienced consultants|subcontractors) to deliver on its vision and live the organisation’s
values. These challenges will include creating a team that is energised, optimistic,
courageous, commercially and politically savvy, with its members being capable of
delivering on the organisation’s commitment to its current membership, supporting the CEO
to fully engage with key external stakeholders in developing strategic alliances,
opportunities for growth and delivering a return on investment in new business|strategic
initiatives.
Briefing Document - Chief Executive Officer
rosemary hardham
& associates
delivering solutions in recruitment
The CEO will be required to maintain a strong external focus and ensure that the
momentum is developed and maintained around growth and excellence in servicing
member organisations while developing the necessary capacity and capability internally to
consistently deliver on promise and support business growth.
Position specific responsibilities
Strategy setting|deployment
•
Work with the Board to review the organisation’s current operational and strategic
position
•
Work with the Board to set the organisation’s strategic direction and objectives for the
next 3 – 5 years in alignment with Vision, Mission and Values and the strategic outcomes
set by the Board
•
Develop with the Board, implement and monitor a 3 – 5 year strategic plan and annual
operational plan that will achieve the VHA’s strategic objectives
•
Monitor progress and take action when necessary to ensure objectives are being met
•
Assign responsibilities clearly to senior management and oversee the establishment of
effective risk management and control systems (policy and procedure)
Leadership
•
Develop and extend the VHA senior management team into a group with the capacity,
talent and resources to deliver on current membership expectations and execute the
strategic plan
•
Communicate throughout the VHA the strategic objectives and values agreed with the
Board, and ensuring that these are achieved in practice
•
Where required recruit and integrate new senior managers and work to build an
effective team, with a clear purpose, strong enterprise orientation, strategic focus and
commitment to excellence in servicing the membership and delivery on the strategy
•
Engender an organisational culture that is adaptive and nimble, seeks continuous
improvement in operational processes and promotes an environment that encourages
initiative, collaboration, trust and engagement
•
Create opportunities for all staff to learn and perform at the maximum level of their
ability
Business growth and diversification
•
Develop with the Board, a three-year strategic plan, annual operational plan and
forecast budget that identifies and costs new business activities, in line with the Board’s
strategic direction for growth, diversification and national presence
•
Provide leadership and support to execution of the strategic and annual operational
plans
•
Lead the senior management team in identifying and developing JVs, strategic
alliances and partnerships, and diversification initiatives to deliver on growth goals
Briefing Document - Chief Executive Officer
rosemary hardham
& associates
delivering solutions in recruitment
Membership services
•
Protect and guide the growth of VHA core products and services in line with current
operational and strategic intent including the VHA’s 3 – 5 year strategic plan.
•
Guide and direct the development and implementation of a member focused ethos
and an effective advisory and support framework that optimises application of
resources for quality membership engagement
External relations
•
Manage key external relationships and be the public face of the VHA
•
As the leadership face of the VHA, build on the brand of VHA as ‘the’ peak body in
health in Victoria
•
Share with the Chair and with other members of the VHA’s senior management the
responsibility for communicating the VHA's messages externally with a particular
emphasis on advocacy for and development of its members
•
Work to position the organisation in a positive manner in relation to:
‣
extending the reach, influence and networks of the VHA inter and intra state to
advance the organisation’s strategic goals
‣
fostering existing key relationships with state(s) and federal government clients,
funds, health industry bodies, media and peak bodies
‣
developing new relationships with stakeholder groups which emerge as part of the
growth and diversification agenda (target|partnership organisations etc.)
‣
representing the VHA on key strategic, ministerial, industry, statewide and, where
determined appropriate, national advisory bodies groups
Governance
•
Report regularly to the Board with appropriate, timely and quality information so the
Board can discharge it’s responsibilities effectively
•
Informing and consulting the Chair on all matters of significance to the Board so that the
Chair and Board can properly discharge their responsibilities
•
Recommend to the Board significant operational changes and major capital
expenditures where these are beyond the CEO’s delegated authority
•
Provide timely advice and support to Directors and to the Board of VHA as required
•
Ensure appropriate resources and processes are in place for compliance with all
relevant legislation, statutory requirements, regulations and standards to ensure risk is
appropriately managed across the VHA particularly in relation to operations, strategic
investments and business alliances
Business management
•
Lead the creation and maintenance of effective business, financial and information
management policies, practices and processes to support both the operations and
service delivery of the organisation and the activities associated with execution of the
strategy, growth, new ventures and new revenue streams
•
Ensure the business is operating in an ethical and financially viable context
Briefing Document - Chief Executive Officer
rosemary hardham
& associates
delivering solutions in recruitment
the person
Selection Criteria
•
Tertiary qualifications in a business and|or health related field
•
Senior management|executive level experience preferably in industry peaks but
certainly with a deep knowledge of the Victorian Health system
•
Experience in business and operational management
•
Direct experience in the management of growth and change in a substantial
organisation (can bring wisdom and judgement based on experience)
•
National exposure to health system reform and policy development (i.e. understanding
of jurisdictions outside Victoria)
•
Strategic thinking: continuously focusing on the 2015 - 2025 agenda
•
Conceptual thinking: able to identify patterns, conceptualise issues and themes and
respond accordingly
•
Executive maturity; judgement and balance:
able to achieve the right balance
between working to meet growth targets and maintaining focus on core business and
values. Able to make sound judgement calls on growth initiatives
•
Leadership and coaching:
members
•
Networking and stakeholder relations: able to seek out, nurture and develop the right
relationships to assist the organisation in its mission and growth agenda
•
Confidence: self-confident in dealing with all internal and external parties (particularly
ministerial, departmental and executive level). Presents a confident image for the
organisation
•
Commitment to personal growth and seeking opportunities to develop
Briefing Document - Chief Executive Officer
build the team; create an effective team; coach team