People and Culture. Workforce Tier 1 Total Labour Effort Variance to Budget # of actual Standard, Additional and Agency FTE compared to budgeted FTE <=0 variance to budgeted FTE Tier 1 Expenditure for Workplace Injury Claims $ gross value of expenditure <previous year Tier 1 New Workplace Injury Claims Rate # of new workers injury claims reported per 1,000 FTE <previous year Tier 2 Completion of Performance Reviews % of staff with completed performance reviews in last 6 months >=80% Tier 2 ATSI Employee Participation Rate % of employees who identified as being of Aboriginal or Xxxxxx Xxxxxx Islander origin >=4% Tier 2 Employees with Excess Annual Leave % of employee with annual leave balance greater than or equal to 2 years entitlement 0% Tier 2 Completion of the Aboriginal Cultural Competence Program % of employees who have completed Aboriginal cultural competence training 100% Tier 2 Participation of Women in the Executive Workforce % of women in SAES 1 and SAES 2 and equivalent roles >=50% KEY PERFORMANCE INDICATORS IN DEVELOPMENT Indicator Measure Target SA Medical Imagining / Local Health Network – Request to Arrive % meeting turnaround times by modality for ED and Inpatient TBA Mental Health – Rates of follow-up after suicide attempt/self-harm % of presentations to hospital for which there was a follow-up in the community within an appropriate period TBA SCHEDULE 5: SA HEALTH PERFORMANCE FRAMEWORK The SA Health Performance Framework sets out the systems and processes that DHW will employ to fulfil its responsibility as the overall manager of public health system performance. These processes include, but are not limited to, assessing and rating LHN performance, monitoring LHN performance, and as required, intervening to manage identified performance issues. The SA Health Performance Framework also recognises high performance. The SA Health Performance Framework defines the in-year service agreement management rules for financial adjustments and is integral to measuring and monitoring performance and accountability. The KPIs, against which WCHN’s performance will be measured, are detailed in Performance Indicators and Targets (Schedule 4) of this agreement. This SLA focuses on the key agreed priorities. It is not intended that all performance expectations of the LHN are identified in the SLA. Project plans and milestones, clinical measures aligned to models of care, safety and quality indicators and a range of performance indicators and benchmarks will be monitored throug...
People and Culture. Practice in accordance with Calvary and relevant Government Health policies and procedures, the position description, Code of Conduct and industrial agreements. Work in accordance with the mission and vision of Calvary and actively participate in developing a culture that promotes Calvary’s values of healing, hospitality, stewardship and respect. Participate in and support the Hospital’s Quality Improvement and Accreditation programmes. Demonstrated an understanding of risk management processes and systems. Privacy principles are upheld in all work related matters with clinical coders having access to detailed personal and health related information which must never be divulged unless in the course of confidential and appropriate work related discussion. Patient confidentiality must be protected at all times. Assists the Coding Manager and Coding Team in a helpful and positive way to assist in providing an efficient and effective Clinical Coding service for the hospital.
People and Culture. The Employee I acknowledge that my duties and responsibilities are as outlined in this position description. I further acknowledge that my duties may be varied from time to time. Name Signature
People and Culture. Create and develop a positive working relationship with team and colleagues. • Act in accordance with the ‘Code of Conduct’ and ‘Workplace Behaviour’ Policies. • Actively participate in relevant professional development. SELECTION CRITERIA ESSENTIAL CRITERIA • MBBS or equivalent • AHPRA registration as a Medical Practitioner • Relevant experience as a Medical Practitioner - minimum of 2 years postgraduate training • Have joined or otherwise eligible to join the AFRM training program • Completion of Clover Clinical systems training at commencement of employment • Ability to work as an effective member of an interdisciplinary team • Sound clinical knowledge, skills and experience in contemporary medical and evidence based practice DESIRABLE CRITERIA • Demonstrated commitment to teaching PERSONAL ATTRIBUTES • Client Focus – Committed to delivering high quality outcomes for clients • Teamwork – Cooperates and works well with others in the pursuit of team goals • Developing Others – Actively seeks to improve other’s skills and talents by providing constructive feedback, coaching and training opportunities • Integrity – Operates in a manner that is consistent with the organisation’s code of conduct • Resilience - Remains calm and in control under pressure • Relationship Building – Establishes and maintains relationships with people at all levels PERFORMANCE APPRAISAL/REVIEW
People and Culture. Develop and maintain a culture and practice of community and customer focus. Model, promote and support leadership, strategic thinking, problem solving and decision making at library network level through performance planning, coaching and development of staff. Ensure all staff under supervision prepare and implement annual work plans, meet high standards and support organisational objectives. Identify and implement strategies to acquire skills and enabling resources for GRLC staff. Provide line management and supervision to staff under the position’s direct supervision and to other staff where required. Build and effectively lead a pro-active, co-operative and high performing team and teams within a matrix organisation environment to deliver library and customer experience excellence. Champion the provision of a safe, supportive, fair, diverse and harassment free workplace in line with legislative and regulatory frameworks. Supervise contractors and contract staff as required.
People and Culture. Create and develop a positive working relationship with team and colleagues. • Act in accordance with the ‘Code of Conduct’ and ‘Workplace Behaviour’ Policies. • Actively participate in relevant professional development. SELECTION CRITERIA ESSENTIAL CRITERIA • Commitment to Peninsula Health Values • Excellent interpersonal and communication skills • Demonstrated knowledge of Social Work theories and their application to clinical practice • Demonstrated ability to work collaboratively • Clinical skills in comprehensive assessment, risk identification, discharge planning and counselling • Understanding of community resources and legislation relevant to children and families • Commitment to continued professional development • Established computer literacy skills • Member or eligibility of the AASW • Social Work (or fieldwork) experience in a hospital or closely related setting, as well as good working knowledge of community support services • Ability to manage a case load and effectively prioritise tasks • Sound documentation skills • Computer literacy DESIRABLE CRITERIA • Current drivers license PERSONAL ATTRIBUTES Relationship Building – Establishes and maintains relationships with people at all levels Honesty, Integrity & Reliability – Operates in a manner that is consistent with the organisations code of conduct Excellent communication skills – Clearly explains information and listens to feedback Teamwork – Cooperates and works well with others in the pursuit of teams goals PERFORMANCE APPRAISAL/REVIEW
People and Culture. Workforce Tier 1 Lost Time Injury Frequency Rates (LTIFR) % reduction (XXXX Database) 5% reduction compared to last year Tier 1 Total Labour Effort Variance to Budget # Established FTE compared to actual FTE 0 Tier 2 Achieve Favourable Passion/Engagement in Next Staff Survey (Annual) % of surveys which achieved favourable passion/engagement (Your Voice Project) >75% Indicator Measure Target PEOPLE AND CULTURE (continued) Workforce Tier 2 Completion of Performance Reviews in Line with the Commissioner’s Determination % staff with completed performance reviews in last 6 months (XXXXX reporting) Minimum 80% Tier 2 ATSI Employee participation rate % of current employees who identified as being of Aboriginal or Xxxxxx Xxxxxx Islander origin Minimum 2% Tier 2 Excess Annual Leave Balance > 2 Years # of staff with annual leave balance greater than 2 years 0 Tier 2 Achieve Gender Equity in the Executive Workforce The number of women in SAES 1 and SAES 2 (and equivalent) roles within the Public Sector 50% Service Measures Indicator Measure Target
People and Culture. Workforce Monitoring of Tier 2 indicators will occur in year as per the KPI definition document, including the inclusion of a Fatigue and Wellbeing Annual Report Requirement
People and Culture. Workforce Tier 1 Total Labour Effort Variance to Budget # of actual Standard, Additional and Agency FTE compared to budgeted FTE <=0 variance to budgeted FTE Tier 1 Expenditure for Workplace Injury Claims $ gross value of expenditure <previous year Tier 1 New Workplace Injury Claims Rate # of new workers injury claims reported per 1,000 FTE <previous year Tier 2 Completion of Performance Reviews % of staff with completed performance reviews in last 6 months >=80%
People and Culture and the appropriate Management Officer must be notified by the employee of any change of address and/or status. This is required for the personnel file and records. The Director of People and Culture or designate will notify the Payroll Office of any changes required for payroll related purposes.
