The Health Leader, Vol 3: No 1 Winter 2016

THE HEALTH LEADER Vol.3 No.1 Winter 2016

Plus…

PATIENT EXPERIENCE SYMPOSIUM

Staying focused on the patient through meaningful data, effective systems and service improvements

VOLUNTEERING AT THE WHO

Health from a global perspective

2016

CONGRESS Our winning partnership with ACHS in Melbourne renewed for Brisbane this year

THE CAP AUDIT – AN AUSTRALIAN PERSPECTIVE

How the British Thoracic Society (BTS) audits Community Acquired Pneumonia (CAP)

RURAL VS METRO

The disparity in oral health outcomes

LEADER OR MANAGER

How to transit from the latter to the former

AND OUR REGULARS

+ In my opinion + In the loop: Branch updates

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THE HEALTH LEADER Volume 3, issue 1 – Winter 2016 The Health Leader is published by: The Australasian College of Health Service Management (ACHSM) achsm.org.au ABN 41 008 390 734 • ISSN 2203-8760 Suite 3, Level 4, 230 Victoria Road, Gladesville NSW 2111 PO Box 671, Gladesville NSW 1675 T: +61 2 8753 5100 F: +61 2 9816 2255

General enquiries

Accounts: +61 2 8753 5140 Congress and Events: +61 2 8753 5130 Membership: +61 2 8753 5115 E: healthleader@achsm.org.au

Magazine sub-committee

Catherine Chaffey Kate Copeland (Chair) Adrienne Copley Robin Dosoruth Jessica Drysdale Paul Dyer Mike Knowles Wendy McEwan Karen Orsborn Mark Thomas Managing Editor: Robin Dosoruth Advertising enquiries T: +61 2 8753 5151 Consulting Editor: Mark Thomas All editorial enquiries should be directed to ACHSM Design and Artwork: Claudia Balderrama Administration: Robin Dosoruth Printed by: Dai Rubicon, 17 Capital Ct, Braeside Vic 3195 All material in this magazine is copyright and may not be reproduced, in part or in full, by any means, without the written permission of the publisher.

The ACHSM Team National Office Catherine Chaffey Chief Executive Officer E: catherine.chaffey@achsm.org.au Sylvia Chin/Rozena Ghany Accountants E: accountspayable@achsm.org.au T: +61 2 8753 5141 Robin Dosoruth Marketing & Communications Manager E: robin.dosoruth@achsm.org.au T: +61 2 8753 5151 Rex Matthews Finance & IT Manager E: rex.matthews@achsm.org.au T: + 61 2 8753 5140 Alison McCann Executive Assistant to CEO E: alison.mccann@achsm.org.au T: + 61 2 8753 5111 Melissa McLennan Congress and Events Manager E: melissa.mclennan@achsm.org.au T: +61 2 8753 5130 Lea Sugay Membership Administrative Officer E: membership@achsm.org.au T: +61 2 8753 5115

Australian Capital Territory Branch

Jan Properjohn Executive Officer E: act@achsm.org.au T: +61 2 6288 7292

New South Wales Branch

Sharlene Chadwick Executive Officer E: sharlene.chadwick@achsm.org.au T: +61 2 8753 5120 David Burt Librarian E: Library@achsm.org.au T: +61 2 8753 5122 Danielle Morgan NSW Events Officer T: +61 2 8753 5131 Kate Watson NSW Administration Officer E: hmip.nsw@achsm.org.au T: +61 2 8753 5121

Queensland Branch

Mike Knowles Executive Officer E: mike.knowles@achsm.org.au T: +61 7 3229 3170 Debra O’Brien Events Coordinator E: debra.obrien@achsm.org.au T: +61 7 3229 3171

South Australia Branch Adrienne Copley Executive Officer E: sa@achsm.org.au

Victoria Branch

Andrea Hutchinson Executive Officer E: andrea.hutchinson@achsm.org.au T: +61 3 9654 4122 Melissa Willcocks Events Coordinator E: melissa.willcocks@achsm.org.au T: +61 3 9654 4111

Western Australia Branch Sherryn Hind Program Support Office E: sherryn.hind@achsm.org.au T: +61 3 9654 4111 Sally Clark/Ashleigh Fong Executive Officers E: wa@achsm.org.au

New Zealand Branch (NZIHM)

Jayanthi Mohanakrishnan President E: president@nzihm.org.nz T: +64 9 445 0425

Hong Kong College of Health Service Executives Anders Yuen E: yuencm@ha.org.hk T: + 852 25898333

FEATURES 8 Joint ACHSM/ACHS congress: a winning partnership

The first joint ACHSM/ACHS congress in Melbourne in Oct 2015 was a great success, which is promising for the 2016 joint congress in Brisbane story also covers the outstanding commitment to the Fellowship program, including a record number of new Fellows from New Zealand.

12 Patient Experience Symposium 2015

The inaugural edition of this patient-centred gathering highlighted the need to stay focused on the patient through meaningful data, effective systems and a culture that fosters service improvements, writes Jessica Drysdale.

13 ACHSM member appointed

to top Australian Defence Force health position

In December 2015, Air Vice-Marshal Tracy Smart, who has since been made Honorary Fellow of the College, was appointed Chief of Joint Health and Surgeon General to the Australian Defence Force, its most senior health command (executive) position.

14 Volunteering at the WHO: health from a global perspective

NSW Management Intern Briege Eva recounts her experience during an internship with the World Health Organisation’s Western Pacific Regional Office (WPRO) in the Philippines.

16 The CAP audit – an Australian perspective

Jessica Drysdale reports on the opportunity she was given to complete a study tour to the UK, to learn from previous experience of the British Thoracic Society (BTS) in auditing Community Acquired Pneumonia (CAP).

17 In support of the Health Management Internship Program (HMIP)

Nick Bush, Chief Executive of Victoria’s East Grampians Health Service advocates for our HMIP and says that ACHSM management internship program in rural health services delivers excellent learning for participants and placement organisations alike.

CONTENTS

REGULARS 6 From the President 24 In My Opinion: Richard Lawrance 30 In the Loop: News and events from ACHSM Branches in Australia and our regional partners, NZIHM and HKCHSE.

47 Branch Councillors 48 ACHSM Directors 50 Upcoming events

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18 20

18 Rural vs metro: the disparity in oral health outcomes

Country kids face twice as many tooth fillings as city cousins, writes John Kirwan

16

20 Leader or Manager?

We know great leadership when we see it. But how does a good manager become a successful leader and can anyone do it?

Catherine Fox reports.

28 Tribute: Vale Russell Mills 29 HESTA: Fairer super for all

8

Australasian College of Health Service Management

5

From the President

Welcome to this winter edition of The Health Leader.

Again this year, the College has agreed to renew its partnership with the Australian Council on Healthcare Standards (ACHS) to jointly hold our annual congress.

Our peak event will be held from 26 to 28 October at the Sofitel Brisbane Central.

The success of last year’s event was a strong influencer in this decision. The 2015 congress was attended by around 430 delegates from across the Asia-Pacific region under the theme ‘Health leadership: odds-on favourite’. Credit is of course due to the very high calibre of speakers and presentations, but I also wanted to highlight the very important work accomplished by the ACHSM staff, Council and Board members in achieving this success.

Countless hours of work go into securing the best speakers, organising the venue and accommodation, promoting the event week in week out to members and non-members alike and ensuring it is all done in a financially responsible way to really add value to your ACHSM membership.

Our renewed partnership with the ACHS helps extends the reach of our promotional efforts for the congress even further, thanks to

6

Australasian College of Health Service Management

the ACHS’ access to its member organisations in Australia as well as overseas.

We have already confirmed a number of speakers, whose profiles have been published to our website achsm.org.au, as well as a few sponsors and exhibitors.

If your organisation stands to gain from taking a trade exhibition booth at the congress, please email congress@achsm.org.au as soon as you can By the time you read these lines, early bird registrations will have also opened and I urge you to take advantage of advantageous rates to secure your congress registration early. For instance, the saving in one full congress registration for an ACHSM member who purchases an early bird registration compared to a non-early bird one is $345!

I also encourage you to regularly visit our website to read the latest version of the program, which will be continuously updated as more speakers and sessions are confirmed. And I do hope to see you at the congress in October. *** Elsewhere in this edition of The Health Leader, Interns from our Health Management Internship Program update us on the various experiences that their

emerging health management career allows them to undertake.

It is always refreshing to read such accounts and see the perspective of newer entrants into our field.

John Kirwan writes about the disparity in oral care between city and country patients and we also offer an interesting insight into the differences between leaders and managers, as written

by Catherine Fox and reproduced with permission from the Qantas Magazine, which includes a profile of Diane Smith-Gander from Broadspectrum, who addressed our 2015 congress in Melbourne.

I hope you continue to enjoy reading The Health Leader and find the news, features and opinion pieces compelling and relevant to your profession.

As always, we welcome your feedback and content suggestions so please email healthleader@achsm.org.au, should you have any ideas for relevant stories.

ADJUNCT ASSOCIATE PROFESSOR JOHN RASA President Australasian College of Health Service Management

Above, Left: The ACHS team at congress. (L – R) Dr Christine Dennis, Myu Nathan, Camille Party, ACHS Board member Michael Roff, Ricky Meteoro and Mark Burgess. Middle: (L – R) Jess Drysdale, Chris Matthey, Ashleigh Kunze and Wil Hackworth from the NSW Health Management Internship Program (HMIP) catch up during welcome drinks on Wed 28 Oct. Right: NSW Management Intern Nina Klug networking during welcome drinks.

Above, Left: The congress welcome drinks are always a great networking opportunity for delegates. In 2015, they were held at the Sofitel Melbourne on Collins itself, within a short walk from the Grand Ballroom, where the plenary sessions were scheduled. Middle: (L – R) Dr Neale Fong (ACHSM WA Branch President), Prof Eric de Roodenbeke (International Hospital Federation), A/Prof Munjed Al Muderis, Prof Chris Ham (The King’s Fund) and Dr Christine Dennis (ACHS). Right: Dr Desmond Yen, Executive Director ACHSI International, with Dr Sahadalla, owner of the KIMS Group was awarded the ACHS International Medal 2015.

Above, left: Dr Brendan Murphy, CEO, Austin Health, was part of the panel during the opening plenary session on Wed 28 Oct. Above, middle left: Prof Chris Ham from The King’s Fund addressing delegates at the congress. Above, middle right: A/Prof Munjed Al Muderis shares his compelling and at times confronting personal journey of fleeing his homeland in extremely difficult conditions to eventually continue practising as a successful osseointegration surgeon in Australia. Above, right: Prof Eric de Roodenbeke, Director-General of the International Hospital Federation, highlighted the need to reinforce an agreed international competency framework for health service managers. Right: (L – R) Anders Yuen (HKCHSE), Melissa McLennan (ACHSM Congress Manager), John Turner (Immediate Past President ACHSM Victorian Branch) and Alison McCann (ACHSM Executive Assistant).

10 Australasian College of Health Service Management

RECORD NUMBER OF NEW FELLOWS IN 2015 ACHSM welcomed a record number of Fellows in 2015. No less than 42 Fellows were conferred at the Annual General Meeting in Melbourne in Tue 27 Oct. The breakdown of numbers was as follows.

Australia: 19 New Zealand: 7 Hong Kong: 15 India: 1 Fellowship is the highest membership category awarded in the College. It is a significant professional achievement and is awarded by the College to those individuals who have demonstrated to their peers that they have the knowledge, attitudes, conceptual and communication skills to be recognised as senior managers and leaders in the health and aged care industries. Fellowship within the ACHSM is recognised both nationally and internationally and it demonstrates an ongoing commitment to excellence in health service management.

Above: ACHSM welcomed a record number of 42 new Fellows in 2015. Below: New Fellows from the New Zealand Institute of Heath Management (NZIHM) pose with NZIHM President Jayanthi Mohanakrishnan (seated left) and Immediate Past President Wendy McEwan (seated, centre).

Above: (L – R) Christine Dennis (ACHS), Adj Prof Debra Thoms (Dept of Health), Dale Fisher (Peter MacCallum Cancer Centre), Diane Smith-Gander (Broadspectrum), Barbara Henry (Derbal Yerrigan Health Service) and Catherine Chaffey (ACHSM). Above, right: Diane Smith-Gander (Chair, Broadspectrum – formerly Transfield Services) addresses the fourth plenary session titled ‘Out of the barrier – courage, determination and the will to succeed’ on Thu 29 Oct. Right: Inspirational speaker Michael Crossland shared stories about overcoming adversity against all odds. Middle, right: Dale Fisher (CEO, Peter MacCallum Cancer Centre) addressing delegates at the morning plenary session on Thu 29 Oct. Far middle right: Pioneering plastic surgeon Prof Fiona Wood spoke of her experiences treating burns victims and underlined the importance of trust and teamwork. Bottom right: The audience was keen to participate during plenary sessions.

Bottom far right: ACHSM National President John Rasa (left) attending the launch of a new book titled ‘Leading and managing health services’ co-authored by Gary Day (centre) and Sandra Leggat (right).

Australasian College of Health Service Management

11

Joining forces with ACHS: a congress winning formula

Top, left: Dr Christine Dennis (CEO, ACHS) engages in feedback during the first plenary session led by Dr Norman Swan. Top, right: The opening plenary session, title ‘Healthcare – what’s our handicap?’, was led by veteran broadcaster Dr Norman Swan and featured live audience polling – which received very high levels of engagement. Above, left: Tea and meal breaks in the trade exhibition hall gave delegates an opportunity to catch their breath while mingling and getting to know exhibiting organisations better. Above, right: Live audience polling during the first plenary session highlighted dire concerns from health service managers about their chances of overcoming challenges within the current environment in which they operate.

A

winning partnership is not a given.

And that is why the joint effort by your professional association, the Australasian College of Health Service Management (ACHSM), and the Australian Council on Healthcare Standards (ACHS) to 8

Australasian College of Health Service Management

deliver an amazing Asia-Pacific Congress, successful beyond all our expectations, last October should be commended.

The line-up of speakers included high-profile thought-leaders both from within and outside healthcare and was

nothing short of impressive, with names such as Professor Chris Ham CBE (CEO King’s Fund), Prof Fiona Wood, worldleading plastic surgery pioneer, Dr Eric de Roodenbeke (Director General of the International Hospital Federation),

Top: The Fellows’ Dinner was held at Eureka 89 on Tue 27 Oct. Above, left: The team from HardyGroup International, a long-time supporter of ACHSM, was on hand to answer questions from delegates at their trade exhibition booth. Above, right: The Rt Hon Robert Doyle, Lord Mayor of Melbourne, opened the joint ACHSM/ACHS 2015 congress on Wed 28 Oct.

Assoc Prof Munjed Al Muderis (Sydney osseointegration surgeon and author of Walking Free), Mr Christopher Rex (CEO of one of Australia’s largest private healthcare companies, Ramsay Health) or Ms Diane Smith-Gander, Chairman of Transfield Services (now Broadspectrum) – to name but a few.

The chosen theme was ‘Health leadership: odds-on favourite’, to reflect the sore need for clear direction and bold decisions in health to allow healthcare managers and executives to lead and empower their teams in the face of resource constraints. Over three days, speakers and delegates spoke, listened,

reflected, debated and contributed to discussions and debate aiming at drawing a picture of our healthcare system, its challenges and, importantly, the sentiment among health service managers towards the challenges they face and the support they ought to receive to help deliver those critical services.

Tellingly, the opening plenary session led by long-time broadcaster Dr Norman Swan on Wed 28 Oct, which featured live polling of the audience in the packed Grand Ballroom of the Sofitel Melbourne on Collins, revealed that fragmentation, waste and lack of primary care rated high among health managers as a factor in the

problems that the healthcare system faces.

An astounding 71% of those polled agreed or strongly agreed with the statement that ‘the biggest problem we have is implementation of reform’. Conversely, 65% disagreed or strongly disagreed with the statement that ‘the current funding of health service in Australia is working well’.

From the pre-congress workshops early on Wed 28 Oct to the very last (but certainly not least attended) plenary on Fri 30, our successful congress featured no less than 21 sessions. Please enjoy over the next few pages, our selection of the best photos from the congress and its ancillary events. xyz Australasian College of Health Service Management

9

FEATURE

Patient Experience Symposium 2015 wrap The inaugural edition of this patient-centred gathering highlighted the need to stay focused on the patient through meaningful data, effective systems and a culture that fosters service improvements.

Jessica Drysdale Management Intern, Health Management Internship Program (NSW)

‘S

torytelling, listening and learning what matters to patients’ were the focus of the inaugural 2015 Patient Experience Symposium held in Sydney.

The symposium was the major event for Patient Experience Week with 440 consumers, carers, clinicians and managers attending. The symposium was co-hosted by the Agency for Clinical Innovation (ACI) and the Clinical Excellence Commission, with further collaboration across NSW Health organisations including: the Bureau of Health Information (BHI), Cancer Institute NSW, NSW Kids and Families, and the Nursing and Midwifery Office (NaMO).

The event was welcomed by Aunty Ann Weldon, an Aboriginal Elder and the sounds of a didgeridoo filled the Rydges World Square auditorium and set the tone for what would be an event to assist the improvement of patient-centered care.

The Hon Jillian Skinner opened the day and encouraged all to reflect on ways each person could enhance patient and staff interactions for improving care across NSW Health.

NSW has made significant investment in integrated care with the announcement of the NSW Health Integrated Care strategy, including an investment of $120 million over four years.

Local demonstrator and innovator sites have begun focusing on patient outcomes and experience within their work. This now 12 Australasian College of Health Service Management

needs to become a change in culture to achieve system-wide change. The Minister’s key message was to ensure our health system can provide the ‘right care at the right time in the right place for every patient’.

The program was headlined with two international keynote speakers: Dan Wellings and Patrick Charmel, and NSW consumers advocate Laila Hallam.

The speakers shared a unique perspective about patient experience and patient-reported outcome measures and innovations that highlighted the delivery of patient-centred care.

Patrick Charmel shared his lessons from Griffin Hospital in the USA for how they had used the patient experience to drive excellence. Key learnings were centred on engaging family members in patient care and using this as an opportunity for education and improving care. He gave insight into Planetree, a global organisation that has led this culture change. Planetree has developed a progressive model for addressing what matters most to patients and a structured pathway to achieve patient centred excellence that involves processes for personalising, humanising and demystifying care.

Breakout sessions allowed attendees to drill down further into specific components of patient-centred care including themes included: meaningful measurement of patient experience, system drivers for

improving patient experience and patient experience driving service improvement. The second round of breakout sessions themes included: examples of partnerships with patients to improve quality of care, engaging staff and building empathy and drawing on the diversity in experience of care.

Dan Wellings, Head of Insight and feedback, NHS, UK explored methods for collecting and using patient reported outcome measures and patient experience.

His key take-home messages included involving patients and staff in the design of data collection tools and providing timely feedback and to clarify the purpose before developing measures and tool.

Dan reinforced the importance of patient stories as a powerful means to gain insight and learnings into patient reported outcome measures. He encouraged attendees to consider how we could collect data in a timely way that could be used to effect change. In addition to this was the importance of the feedback loop and presenting the data in a meaningful way to patients.

‘Outcomes that matter to patients – this is the meaning of patient reported measures” At the conclusion of Dan Welling’s interactive talk, there was a panel discussion around how we could use patient experience to drive improvement.

The panel acknowledged that there were

many issues faced in continuing genuine improvements in healthcare but the rewards were significant and ongoing.

There is strong correlation for rating the quality of care between patient and staff.

These discussions have created a beginning for how we are to shape our next steps in patient experience and how we use it. There was a call for action and a care continuum of real experience.

It was fitting that Laila Hallam, a consumer, made the final presentation at t the Patient Experience Symposium. The story of Laila and her father demonstrated that the quality of care and cost of care are adversely affected when care providers fail to see the person in the patient and draw on the knowledge and skills of their carers. Laila emphasised that the greatest gift health consumers can give themselves is to be informed.

The day was, in my opinion, a huge success. Many thanks and congratulations should be given to the organiser. xyz

I thoroughly recommend exploring the webpage showcasing the plenary and breakout sessions http://www.blueshadowgroup.com.au/clients/CEC/patient/ You may also want to see the Twitter feeds of the day #patientexperience https://storify.com/anna_aci/2015-patient-experience-symposium#publicize It will give you an insight into the thoughts and ideas that were shared on the day and hopefully motivate and encourage everyone towards achieving better outcomes and better experiences for all patients and caregivers.

NEWS

Dr Tracy Smart appointed to top ADF health position, made Hon Fellow In December 2015, Air Vice-Marshal Tracy Smart, then an Associate Fellow of the College was appointed Chief of Joint Health and Surgeon General to the Australian Defence Force, its most senior health command (executive) position.

In April this year, she was recognised for her contribution with an Honorary Fellowship of ACHSM. Joined the RAAF as a medical undergraduate in 1985 and has served as a Medical Officer at numerous military bases both within Australia as well as serving her country on military operations in Rwanda, Timor Leste, the Middle East and Lebanon.

She has completed exchanges with the Royal Air Force (UK) and the United States Air Force. As Officer Commanding Health Services Wing she commanded all Air Force

health units and dispatched health teams in a number of operations and natural disasters over the period 2004 to 2007.

Throughout her career within both medicine and health service management, she has achieved a number of accolades and awards, as a result of her professionalism and dedication to military health. She was the first female instructor and later Commanding Officer at the Aviation Medicine Wing (AVMED), and was awarded a Chief of Air Force Commendation for her role in a fatal air accident investigation in Malaysia.

Air Vice-Marshal Smart is a member of the ACT Branch of ACHSM and is an advocate of the development of greater ties between Defence Health Service Managers and the ACHSM. xyz Australasian College of Health Service Management 13

MANAGEMENT INTERNS

Volunteering at the WHO: Health from a Global Perspective NSW Management Intern Briege Eva recounts her experience during an internship with the World Health Organisation’s Western Pacific Regional Office (WPRO) in the Philippines.

T

he modern, spacious and spotless grounds of the World Health Organisation (WHO) Western Pacific Regional Office (WPRO), with its pristine grass lawn, pond full of fish and beautifully furnished meeting rooms, is in sharp contrast to the reality of what lays outside the high, security-patrolled white walls.

Stepping outside the complex, you are hit by the traffic, the smell, and the tragic scenes of poverty in Malate, Manila.

The pavements are uneven and flood frequently, dotted with small barefoot, half-naked children, families huddled together asleep on the concrete surrounded by trash and vermin. Every time I left the WHO compound I was instantly reminded of the purpose of this great organisation, and the obligation we have as public health servants to the communities we serve. It is also a sharp reminder of the reality that there remains so much work to be done to improve the health and livelihood of vulnerable groups in our society.

I have just completed a three-month volunteer placement with the WHO, based in the Regional Office in Manila. The WHO is divided into six regions, with Australia grouped in the Western Pacific Region along with 36 other member states.

Our region roughly spans from Mongolia to New Zealand, with some countries such

14 Australasian College of Health Service Management

Briege Eva at the Western Pacific Regional Office

as Indonesia, North Korea and India falling under the South East Asia Region. Our region encompasses a diverse group of member states, each with vastly different economic profiles, histories, cultures, health resources and health systems.

Despite the differences between them, there are many common challenges facing

healthcare in our region including the ongoing battle with non-communicable diseases, access to affordable medication and growing threats such as climate change and increasing antibiotic resistance.

The Regional Office sits between the WHO Headquarters based in Geneva, and the Country Offices located in the member states, requiring the most direct assistance from WHO. The Western Pacific Region encompasses one quarter of the world’s population, yet has a much higher percentage of the world’s most pressing health issues and natural disasters.

For the duration of my internship, I was based in the Integrated Service Delivery Team, under the Division of Health Systems. This aligned perfectly with my Health Care Administration studies and my learnings on the ACHSM Health Management Internship Program (HMIP).

I am a nurse by background, and have slowly been broadening my view of healthcare from the frontline to the hospital management level. The opportunity at WPRO provided an opportunity to witness and experience global health first hand and to learn about the strategies, challenges and opportunities that face our region.

Whilst in Manila, I contributed to the unit’s growing body of work on Models of

Clockwise from top left: Briege’s immersive experience at the WHO’s Western Pacific Regional Office; Flags of the member state flying over the WHO grounds; Children living on the streets of Manila.

Care and trends in service delivery. This involves contributing to a regional scoping study identifying region-specific issues, needs and gaps, and reviewing existing models of integrated service delivery in selected high and middle-income countries of the Western Pacific Region, and their implications for meeting the health needs of the population. This is obviously a very broad topic and it has been interesting to witness the dynamics and discussions when trying to set the direction of work.

During my placement my division hosted an expert consultation on the ‘Agenda for Traditional Medicine Integration in the Western Pacific Region’. Traditional and complementary medicine is widely practised in the Western Pacific Region, including in Australia where the domestic

market stands at A$3.5 billion1. For many populations in the region, particularly in the Pacific, traditional medicine is the only form of accessible healthcare. The lack of data and information collected on the prevalence, practices and adverse events associated with traditional and complementary medicine use poses a challenge for the Region. Ensuring the regulation and education of traditional and complementary practitioners through integration with national health systems and regulatory bodies is essential for protecting the public from harm.

In early December, I helped organise and prepare presentations for a consultation entitled ‘Workforce Policy and Education in the Western Pacific Region’. This meeting brought together representatives

from governments, academic bodies and regulatory bodies including the Australian Health Practitioner Regulation Agency (AHPRA) to discuss the challenges and issues facing the health workforce in the region and to plan the direction of work for the WHO Regional Office over the coming years. Some challenges highlighted include: the lack of regulatory systems in many countries in the Region, increasing levels of workforce mobility, lack of data and shared information systems and inconsistent education and continuing professional development across the Region.

Following both these meetings I compiled the meeting reports – substantial documents that will be published. During this process I quickly learned the bureaucratic nature of the organisation; there are many processes, steps and clearances required in order to publish any WHO material.

Another fantastic learning opportunity was provided when I was invited to attend a ‘Workshop on National Health Planning and Universal Health Coverage’, which was delivered to the Philippines Country Office.

This three-day workshop covered topics such as healthcare financing for universal health coverage, stakeholder analysis, negotiation and decision making for health.

Perhaps the richest learning opportunity provided during this internship was gained through the interaction with the professional staff, local staff and other volunteers and interns that I met during my stay. The WHO truly is an international organisation, comprised of people from all over the world. It was incredible hearing the stories, perspectives and cultural views of my peers, all from a wide range of professional backgrounds and very dedicated to the cause of global health. I look forward to keeping in touch with my new global friends and perhaps reuniting one day back at WHO. During my time in Manila I also experienced two typhoons and one minor earthquake, became engaged to my very supportive partner and managed to explore many of the beautiful islands and regions of the Philippines. All part of the adventure. xyz 1 Complementary Medicines Australia (2015), Complementary Medicines Australia 2015/16 Federal Pre-Budget Submission.

Australasian College of Health Service Management 15

first-hand knowledge of the enablers, barriers and key areas of variation and consistencies across the UK may now assist the NSW project.

The ACI is currently in the initial phases to pilot the NSW adapted audit tool. The next steps for the project are a second phase of audits, in which we aim to establish processes that would allow all NSW hospitals to access the audit tool. Our aim would also be to support local teams to develop and implement service improvement strategies and share learnings across the systems, and indeed internationally.

The BTS, AQuA and the numerous clinicians who took the time to discuss with me their learnings were incredibly insightful and generous in their sharing of knowledge. My appreciation must also be passed onto the staff at the BTS for assisting with many aspects of the study tour, which was indeed eye-opening. I hope that I can learn from their experience and move towards improving care for these patients in NSW. To know more about the audit tool, email Cecily Barrack (Respiratory Network Manager, ACI, cecily.barrack@health.nsw.gov.au). xyz

The BTS summer meeting in Birmingham, UK

ADVOCACY

In support of the Health Management Internship Program (HMIP)

T

he ACHSM management internship program in rural health services delivers excellent learning for the participants and organisations that host them. I have seen rural health services gaining outstanding feedback from participants, and benefit greatly by having bright, young people keen to learn, and appreciative of the open and transparent approach rural staff take.

The Management Interns I have supervised, seven in all, have had a broad array of skills and expectations. The goal to achieve a better health system has been very strong in all.

The aspiration to be a Chief Executive is not as strong as I would have thought, but the commitment to making a difference stands out in all.

The exposure and experience for Management Interns in a rural health service vary widely and move very quickly, from a meeting with the Health Minister or attending a Board meeting, to being involved in complex operational problems that often occur in health

service management. These learnings in a rural health service give a very broad understanding of what delivering a health service involves.

The quickly changing expectations of the CEO and management team, can be confronting for the Management Intern.

The best learnings occur, the Interns have told me, when they are put under pressure, with support. Limited resources in rural health services result in staff expectations of the Management Interns being high.

The learning for the CEO, executive team and staff cannot be underestimated.

Having a highly intelligent and motivated Intern for 6 – 12 months brings a freshness and optimism, and this is infectious and helps Executive teams that have remained consistent for long periods. The new face gives motivation to try new things and seek innovation.

Some of the complex tasks I have asked Management Interns to undertake have included: - purchase and operate a private dental clinic

- draft up a Super Clinic proposal and implementation plan - develop an efficiency costing model for theatre services - develop a model of improved emergency response to improve the services for rural communities.

These projects were very complex and required a strong commitment from the Management Intern. All were very successful.

Management Interns have benefited rural communities by bringing fresh ideas and viewpoints to improve local health service.

I thank the ACHSM for its commitment to offering this program. xyz

Nick Bush Chief Executive East Grampians Health Service Victoria

Australasian College of Health Service Management

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FEATURE

The CAP audit – an Australian perspective Jessica Drysdale, NSW Management Intern

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hat do the UK-based British Thoracic Society (BTS) and The NSW Agency for Clinical Innovation (ACI) have in common?

In addition to exploring numerous clinical areas, both are currently looking at how to improve care processes for Community Acquired Pneumonia (CAP).

This is being done through the use of audits to examine the key process indicators of good care. The BTS is now in their fifth year of auditing, and are further investigating the use of care bundles as means to improve services and outcomes.

The ACI (which works with clinicians, consumers and managers to design and promote better healthcare for NSW, Australia) is currently piloting its own clinical audit. As part of this process, I was given the opportunity to complete a study tour to the UK, to learn from previous experience of the BTS in auditing CAP. As a health management trainee and graduate student, I was awarded the 2015 Clinical Excellence Commission Ian O’Rourke scholarship. This is a scholarship offered annually and designed to advanced skills in using research to improve quality and safety in health care. Recent reports from the Bureau of Health Information (BHI) demonstrated clinical variation in 30-day mortality and readmission for adults hospitalised for Community Acquired Pneumonia when examined at a hospital level. Examination of care across the state was necessary so as to identify areas of excellence in practice and areas for potential improvement in 16 Australasian College of Health Service Management

patient outcomes.

To avoid reinventing the wheel, and further promote opportunities for international benchmarking and relationship building between the two organisations, contact was made with the BTS audit team in London, UK. The NSW ACI Respiratory Network and its NSW clinical champions were then able to utilise the already existing BTS CAP Audit tool. This formed the basis for the development of a locally applicable and relevant service tool. Additional components were then added to capture data on Septic patients throughout the system.

Importantly, the study tour challenged me to explore all aspects of and logistics in carrying out a statewide audit.

While being based in London, I was able to visit other trusts who participate in the audit, namely Nottingham, Manchester and Liverpool. I also attended the BTS summer meeting in Birmingham, which held a specific segment on clinical variation in pneumonia and the progress of BTS Audits and care bundles. The Advancing Quality Alliance (AQuA) was also essential in developing my understanding of care bundles and the procedures required in their development and implementation.

Through travelling to these trusts, I was able to communicate and observe clinicians, leads, and researchers involved with the implementation of the CAP Audit tool and all of the aspects involved in undertaking an audit of this nature. This included data analysis,

The BTS Home Office

reporting and the development and piloting of the CAP Care Bundles, their implementation and evaluation.

I was therefore privy to information and insight into the user’s perspective of the audit, and the potential reporting challenges and benefits that come from collecting data. Although participant’s provided very positive feedback as to the information and processes involved behind the audit, I was able to develop an appreciation for the challenges and learnings that have come with five years of auditing experience.

What I have learnt from this study tour, and all of the incorporated conversations and observations, is that NSW can incorporate the lessons learnt through the BTS CAP audit journey from inception to analysis and ways forward. Gaining

FEATURE

Rural vs metro: the disparity in oral health outcomes Country kids face twice as many tooth fillings as city cousins, writes John Kirwan

N

o-one will be surprised there are more dentists in cities than in the bush. However a consequence is greater decay in mouths of country people, particularly children.

This decay is entirely preventable, and it’s making people sick.

Research shows oral disease, particularly when left untreated, is associated with certain cardiovascular diseases, respiratory illnesses, and other chronic diseases.

Other diseases that trigger emergency evacuation of patients by the Royal Flying Doctor Service (RFDS), including endocarditis, (inflammation of the lining of the heart) stroke, aspiration pneumonia, diabetes, kidney disease, and some adverse pregnancy outcomes, are also associated with poor oral health.

So what are the statistics for oral health for country Australians?

A research paper entitled Filling the

Gap: disparities in oral health access and outcomes between major cities and remote and rural Australia looks into this thoroughly. Its highlights include the following. • Childhood cavities are 55% higher for remote area children than children in major cities, and the number of filled teeth in remote area children is double. • A quarter (23%) of adults in major cities have untreated tooth decay, but this rises to one third (37%) of remote area residents.

18 Australasian College of Health Service Management

Childhood cavities are 55% higher for remote area children than children in major cities.

The disparity in oral health outcomes between city and country is directly related to disparities in dental care availability and access.

• More than half (57%) of Indigenous Australians have one or more teeth affected by decay.

• Six in ten (63%) major city adults visited a dentist in a year, compared to little more than four in ten (45%) visiting a dentist in remote areas.

• One in three (33%) remote area residents had a tooth extraction in a year compared to little more than one in ten (12%) people from major cities.

• Cities have three times as many working dentists than country areas, with 72 dentists for every 100,000 people in cities compared to only 22 for every 100,000 people in the country.

For obvious reasons, the disparity in oral health outcomes between city and country is directly related to disparities in dental care availability and access. On average, more than six in 10 (63%) major city adults visited a dentist in a year, compared to little more than four in 10 (45%) in remote areas.

This disparity is also influenced by a greater prevalence of oral health risk factors and barriers to access and availability in country Australia. Diet, tobacco use, harmful alcohol use, stress, dental hygiene, health literacy, access to fluoridated water, dental product cost, and fruit and vegetable access, are all contributing factors that present challenges in country Australia. For example, a basket of healthy food has been found to cost $24 more per fortnight in rural areas than in a major city.

The impact of social determinants of health is also felt more acutely in country areas.

The RFDS provided dental treatment to 9,845 country residents in the 2014-15 financial year. If extra charitable funding can be secured, the RFDS expects to provide dental treatment to around 15,000 people in the current financial year.

The Federal and State Governments have been working on the National Oral Health Plan 2015-2024 and RFDS research suggests remote and rural Australia should be the focus of that strategy, with dental outreach programs like those of the RFDS a solution to service gaps.

You can download a copy of the RFDS Research Paper Filling the Gap, at www.flyingdoctor.org.au/whatwedo/research xyz

In early 2015 a new Research and Policy Unit was established for the Royal Flying Doctor Service, coincident with the establishment of a new office in Canberra.

The Unit’s role is to gather evidence about, and recommend solutions to, overcoming barriers to poor health outcomes and limited health service access for patients and communities cared for by Royal Flying Doctor Service programs.

Filling the Gap is the first research paper produced by the RFDS.

Australasian College of Health Service Management 19

FEATURE

Leader or Manager?

We know great leadership when we see it.

But how does a good manager become a successful leader and can anyone do it? Catherine Fox reports.

(Reproduced with permission from The Qantas Magazine)

W

hen David Morrison entered his third year in the army he was starting to doubt whether he was cut out for life in the defence forces.

‘I made a mistake and it was to do with my lack of discipline in my approach in a group of leaders,’ he recalls. ‘I was taken into the office of my NCO [noncommissioned officer], who was junior in rank but senior to me in experience. And he said – and I will remember it to the day I die – ‘You are the legacy of everyone who has gone before you and their contribution and you need to ask yourself what your legacy will be.’ ’ That 30-second exchange changed his life. He got up the next day with a completely different outlook and ‘knew what the army demanded of me required more from me professionally’.

Morrison stayed in the army for 36 years, becoming one of the most successful people in his field and spending four years as Chief of Army before retiring in May. As leader, he faced myriad challenges, most notably sexual abuse within the defence force. In a searing video in 2013 he looked straight down the barrel of the camera and told sexist soldiers and officers to ‘get out’.

‘I will be ruthless in ridding the army of people who cannot live up to its values,’ he said in the video, which has been viewed on YouTube more than 1.5 million times.

‘I need every one of you to support me in 20 Australasian College of Health Service Management

achieving this. The standard you walk past is the standard you accept.’

As we all work harder and face enormous pressure to do more with less in volatile times, great leadership is at a premium.

While managing focuses on providing resources and processes for teams to get on with their work, a skilled leader inspires and motivates us, brings meaning to our jobs and can transform an organisation.

None of the world’s biggest problems – from climate change to domestic violence – will be affected by management, says Morrison. Leaders set a vision and decide which path an organisation will travel. And when it comes down to it, most of us want to be perceived as a leader, no matter what our job title.

The best way to understand the difference between leaders and managers

Transfield Services Chair Diane Smith-Gander, pictured here at the joint ACHSM/ACHS 2015 congress in Melbourne, showed her team that the leader isn’t going to be the best at everything.

‘Sometimes you learn your best leadership lessons from within the team,’ she says.

is to study leaders in action. Diane Smith-Gander, chair of Transfield Services and president of the Chief Executive Women network, had the opportunity to spend time with Peter Ritchie, the former chairman of McDonald’s Australia, when she worked for Westpac in the mid-1990s. She watched the way Ritchie behaved in McDonald’s stores. ‘He would go behind the counter and make something. It made me step back and think, ‘I’m seeing something in action here’.’ So she put it into practice.

Although Smith-Gander is terrified of heights, on an outdoor course with her Westpac team she deliberately scaled a tree ladder. Frozen with fear, she was reliant on instructions from her colleagues below.

When she finally completed the course, she was confronted by questions from her staff as to why she included such

an exercise in the program if she wasn’t comfortable with it. ‘Then the penny dropped. I showed the team that the leader isn’t going to be the best at everything,’ she says. ‘Sometimes you learn your best leadership lessons from within the team.’

Similarly, when Lance Hockridge, now the CEO of Australia’s largest rail-freight operator Aurizon (formerly QR National), moved from a human resources role to line management with BHP Transport in the 1990s, he learned that he had to leave his ego at the door. ‘It was self-evidently the case that all of the people who worked for me knew a hell of a lot more about ports than I would ever know,’ he says.

‘You simply have to be comfortable with that and understand that is part of being a leader.’

No-one is perfect and coping with mistakes is core to leading, too, says David Morrison. ‘And you don’t lead machines, you lead people. Unless you understand human nature, I don’t think you can lead.’

Unfortunately, there are plenty of examples of the opposite when it comes to business leaders. The well-publicised ousting of Orica CEO Ian Smith in March Australasian College of Health Service Management 21

FEATURE

A focus on leadership shouldn’t ignore the importance of first becoming a great manager.

This is a non-negotiable part of the climb. followed an acknowledgement from him that his aggressive and confrontational management style was a key factor in his departure.

That episode is a reminder that a job title may confer authority but it doesn’t necessarily deliver a great leader. There are many sources of power or potential to influence, says Melbourne Business School Professor Robert Wood, director of the Centre for Ethical Leadership at Ormond College. All depend on the engagement and responsiveness of employees, who either follow the direction of the leader or not. And leadership isn’t all about personal effort, says Wood. ‘I would be very sceptical of a leader who did not recognise their responsibility for the design and maintenance of systems and processes that were consistent with their espoused values,’ he says.

BORN OR MADE? The good news about leadership is that there’s now much less appetite for the notion that you either have the leadership gene or you don’t. That said, it’s clear to many organisational leaders that not everyone has the resilience, opportunity or the motivation to move into the role.

‘I don’t think great leaders are born,’ says David Morrison.

Leaders, he adds, are made through the school of hard knocks. He believes there are three core elements needed for the role: to make mistakes safely; develop the practice of leadership; and be empathetic to others.

‘We’ve all experienced the circumstance,’ says Lance Hockridge, ‘where someone in a leadership role is smart as all get-out in terms of intelligence but they couldn’t manage their way out of a paper bag – no 22 Australasian College of Health Service Management

emotional intelligence. Being authentic and able to inspire people, that’s the stuff that has to be learnt.’

But for ambitious executives, a focus on leadership as the Holy Grail shouldn’t ignore the importance of first becoming a great manager. This is a non-negotiable part of the climb for all these leaders.

‘During my career I’ve alternated between being a leader and a manager,’ says Morrison. ‘And I think good leaders grow out of having a great understanding of how you manage. But a great manager doesn’t necessarily turn into a great leader, who has a quality that’s more about inspiration and aspiration than the focus on the detail to achieve.’

The differences between a manager and a leader are sometimes artificially inflated, according to Robert Wood. The thinking about this topic since the 1970s has led to the idea of leadership as something inspirational, interpersonal and about change. The popularity of this definition was probably because it came at a time when management was seeking to escape the label of bureaucracy.

That process, however, left us with an incomplete view of what leaders do. And along the way, says Wood, it downplays the important role of systems and processes – the stuff managers are supposed to look after. ‘Many of the ethical and commercial failures of CEOs are due to poor systems and processes,’ he explains. ‘And many of those leaders were transformational, charismatic types.’

His view is that leaders are those who engage and influence people and they do it through four mechanisms: what they do (role modelling); what they say (communications and narratives); systems and processes (compensation, employee selection and budgeting systems); and the resulting culture. ‘Most leadership focuses on the first two mechanisms, which are personal. But most stuff-ups are due to

There’s now much less appetite for the notion that you either have the leadership gene or you don’t.

Leaders engage and influence people through four mechanisms: what they do, what they say, systems and processes, and the resulting culture.

failures in the latter two, which are more impersonal and only partially a result of a leader’s personal efforts.’

Several decades ago the great management thinker Peter Drucker said: ‘The only purpose of business is to create a customer.’ That’s why, says Wood, companies exist and why leaders have their jobs.

THE LIKEABILITY TRADE-OFF Moving from managing to leading a few years ago made Rachelle Towart, the CEO

of the Australian Indigenous Leadership Centre (AILC), think about her own reactions to ‘the boss’. ‘When you walk into a room, people shut up when you say you are a CEO. There are so many stereotypes with the position. When I worked in the office of Ros Kelly [former minister in the Keating Government] I got so nervous when the Prime Minister rang up, I cut him off accidentally. Twice.’

Eventually Paul Keating came around to see her and explained he was a person, not just a title. These days Towart is at pains to ensure her staff understands she is approachable but may not have all the answers. She’s also had to adjust her need to have her staff like her – a trap that many leaders fall into. She became acutely aware of this after a major revamp

of the AILC a couple of years ago, which involved job losses and brought some very tough decisions. Realising she couldn’t be everything to everybody, Towart understood that people simply don’t love you during a tough restructuring process and you can’t take it personally. ‘It’s one of the most difficult things I had to do and I went home and said, ‘This is not about me.’ It took me a good 12 months to recover from that.’

Having once worked with an excellent leader who was not a particularly likeable person helped Diane Smith-Gander understand that being nice isn’t a necessary trait for the role. ‘Generally great leaders are reasonably personable but it’s not quite charisma – more about being approachable.’ You may not be liked by all but leaders have to be the peacemakers,

says Towart – something that not a lot of people acknowledge. Emotional intelligence is an essential ingredient for adjudicating during disagreements or discussions, she says, along with listening skills ‘and respect for the views of those around you’. xyz

This article is reproduced with permission from the Qantas Magazine.

Download the Qantas Magazine app before your next flight.

Australasian College of Health Service Management 23

OPINION

To transact or transform – that is the question The least ‘attractive’ of the major leadership styles, transactional leadership seems to remain the preferred option of the Australian Skills Quality Authority.

The Health Information Management Association of Australia fears this counterintuitive approach can only lead to poor outcomes.

Richard Lawrance, Chief Executive Officer, HIMAA

O

f the three major ‘Big L’ leadership styles, most motivational business speak seminars and conferences hinge on just one: charismatic leadership.

Occasionally the more valuable leadership style, not just in business but, at management and governance levels throughout the health industry, transformational leadership gets a bit of a guernsey.

The third style, transactional leadership1, never gets a mention. And for good reason: it’s pretty dull, really. You do this for me because I do that for you, but I happen to be the leader. Seems simple.

Nevertheless, in the Vocational Education and Training (VET) sector in Australia, it is the dominating approach to leadership exercised by the Quasi-autonomous nongovernmental organisation (QANGO) authorised by the National Vocational Education & Training Regulation Act 2011 to provide governance, the Australian Skills Quality Authority (ASQA).

24 Australasian College of Health Service Management

VET SECTOR TRANSACTIONAL LEADERSHIP The Health Information Management Association of Australia (HIMAA) has been a Registered Training Organisation (RTO) since 2010, with ASQA since it formed in 2011. Our direct experience of its transactional leadership at a governance level has been distant.

Certainly ASQA’s approach to RTO regulation is standards driven, and to an educator these standards might comprehensively reflect education and training methodology. In implementation, however, they are applied for compliance purposes only.

The transaction is: comply with the standards or risk deregistration.

When ASQA audits an RTO, auditors survey against the standards and report on non-compliance. Audits are overwhelmingly prompted by a registration application of some sort, and noncompliance is reported in around 20% of audit cases. RTOs have a limited period to become compliant, and most do, with an audit-based cancellation or suspension of registration rate of between 8%-15%2. This

amounts to between 0.3% and 0.7% of all applications.

No attempt is made at any stage of ASQA’s engagement with RTOs to enter into a quality improvement discourse with the RTO about its primary object as a company: quality education and training. Regular micro-changes to the interpretation of standards and periodic revision (such as the recent move from NVR to RTO Standards) are driven by bureaucratic imperative rather than relationship with the primary provider – the RTO – or their clients, the students.

The relationship is purely transactional.

In our experience at HIMAA, particularly in communication with other RTOs, the regulatory impact of ASQA’s leadership is demoralising, fear-driven, an impenetrably unproductive and wasteful sunk cost, and a pervasive ethos of old-fashioned ‘bad apples’ quality control that reminds us why the quality improvement movement has been so preferable over the 65 years since Edwards Deming and Juran popped it onto industry’s change agenda.

We find it ironic that one of ASQA’s requirements is that we engage in quality

When reviewing its competency standards, HIMAA consults as much with the universities as with the profession, so that our standards can be responsive to changes in industry as well as in academic evidence.

improvement, but all they are interested in is the documentation of that activity as ‘evidence’.

The outcome is that ASQA’s ‘bad apples’ attempt to maintain a regime of quality control just supports an ‘apples’ approach by business to the VET sector: how many enrolments can be achieved by ‘smart and skilled’ business operators that maximise availability of government funding and fee for service/product within the bureaucratised terms of regulation.

The student and their learning becomes a bystander in the equation.

And we’re all familiar with the news: RTOs enrolling students for VET-FEE-HELP income and delivering not a sausage. In 2014, ASQA learnt of the worst excesses of the Evocca College from an ABC TV report.

It told the ABC it had been investigating ‘a number of complaints’ against the recipient of $290,000 million in VET-FEE-HELP, leading to only 2,058 graduates of 38,213 enrolments.

ASQA’s Chief Commissioner, Chris Robinson, told the ABC on 4 March 20143 that the broadcast had ‘raised new allegations the regulator was not aware of’, but about which they were ‘certainly concerned’.

The number of RTOs ASQA actually deregisters is statistically insignificant.

The QANGO is unproductive on its own terms, and plays no productive role in using standards to improve the quality of education and training or quality of the learning experience for students in any way, shape or form whatsoever.

Its transactional leadership is counterintuitive in impact and a total failure in outcome.

TERTIARY SECTOR TRANSFORMATIONAL LEADERSHIP HIMAA’s experience in the tertiary sector, in which we offer professional accreditation for HIM degree courses alongside the academic accreditation of the regulatory QANGO at this level, the Tertiary Education Quality Standards Authority (TEQSA), is very different.

Professional accreditation is traditionally undertaken by NFP organisations that are responsible for the maintenance of standards of professional practice, including the competency standards that produce

1 Forgive me if I’m omitting Situational and Adaptive Leadership here, but these are more methodological approaches incorporating style than styles themselves.

2 All data cited here is drawn from the ASQA Annual Report 2013-14.

3 http://www.abc.net.au/news/2015-03-03/evocca-college-under-investigation-by-asqa/6277894

Australasian College of Health Service Management 25

ADVERTORIAL the required quality of professional practice, such as ACHSM and HIMAA in the health sector.

HIMAA has been accrediting university degree and graduate entry masters courses in health information management (HIM) since 1992. We currently have three accredited HIM courses in Australia, two in the wings awaiting accreditation, and one overseas in the UAE. HIMAA’s accreditation is based not on the mandating of a curriculum for education providers but, rather, matching their curriculum to standards of professional competence expected by industry of a graduate entering industry as a Health Information Manager.

We take a quality improvement approach to standards as a means of establishing a partnership between accreditor and institution, to benchmark and improve education and training for a professional occupation.

Exclusion of the non-compliant is not our aim but accreditation with QI advice.

Our project is mutual: the production of human capital in the profession for which we share governance responsibility – the university academic, HIMAA the profession.

On re-accreditation, HIMAA will seek advice from the university on measures undertaken to implement recommended improvements, and factors influencing success or variation. When reviewing its competency standards, HIMAA consults as much with the universities as with the profession, so that our standards can be responsive to changes in industry as well as in academic evidence.

In leadership terms, this governance role is transformational. HIMAA’s agency is to set the strategic direction for the profession based on an agreed vision, which the Association then supports the profession in pursuing.

The result is the successful generation of Health Information Managers entering a profession in which professional respect is an expectation, industry change accepted as inevitable, and support for the professional in adapting to and, better still, leading change is a capability.

26 Australasian College of Health Service Management

Transactional leadership is pretty dull yet is the dominating approach to leadership exercised by the Australian Skills Quality Authority (ASQA).

When it comes, change in this standards landscape will be as much as possible a consensus developed by the profession in its many roles – employer, policy maker, practising professional, service provider and consumer, academic, supervisor, educator and trainer, and student – rather than the result of a transaction between governance leadership and the regulated that fails on its own terms of exclusion from the transaction.

THE FUTURE OF THE PROFESSIONS Are we biased? Perhaps, but HIMAA is one of a number of NFP professional associations that are members of Professions Australia. We have recently been involved in the development with Universities Australia of a Joint Statement of Principles of Professional Accreditation.

These principles are designed to underpin the role of accreditation of tertiary courses for the finessing of entry into a profession – alongside the TEQSA role of academic accreditation of curriculum. They will act as voluntary standards for the selfregulation of professional associations engaging in professional accreditation.

Acceptance by TEQSA and the universities of professional accreditation as the norm, and as an industry-focused complement to academic accreditation, has the potential to transform entry to professions. In a world in which professional registration is becoming a

decreasing pool increasingly regulated by government, the expansion of occupations into specialisations and diversifications by the likes of digital disruption is inevitable.

Professions themselves need to adapt to professional entry as one that cathects professional identity, supports diversity, and fosters change.

A professional accreditation culture governed by transformational leadership may provide an adaptive future for the professions, where the transactional leadership in the VET sector is heading for an ideological train wreck in which education and training themselves will have little quarter.

WHICH ONE WOULD YOU PREFER TO BE ASSOCIATED WITH? Unfortunately the VET sector is currently the main option for specialist Clinical Coder qualifications, so as the major provider of Clinical Coder education and training in Australia HIMAA has no choice but to find ways of surviving ASQA’s transactional regime at the same time as maintaining professional standards. And we haven’t even begun to discuss here the qualifications governance factor in the VET sector, the Skills Councils. They place a further level of bureaucratic stranglehold on the sector that currently undermines HIMAA standards.

But Skills Councils are for another issue; and they are changing anyway… xyz

Tim Smyth Consulting is different. Tim brings the combined experience and expertise of senior executive management, corporate and commercial law partnership, hands-on clinical experience and diverse board directorships.

The difference is bringing this diverse experience, a focus on practical and pragmatic advice and easy to read and understand reports. Tim’s value lies in being able to quickly focus on the issues and work required, saving clients time and money.

Contact Tim on 0412 868 174 to match this difference with your needs. “Tim’s approach is refreshingly different to the one-size-fits-all solution encountered with many consultants. His understanding of health matters generally and experience in the public sector allows Tim to quickly identify underlying issues and possible solutions.�

Established in 2012, Tim Smyth Consulting undertakes work across a broad spectrum, bringing a wide operational and strategic experience to strategy, program and policy reviews, workshop facilitation, negotiations and problem resolution.

Dr Tim Smyth 0412 868 174 tj.smyth@optusnet.com.au www.timsmythconsulting.com.au PO BOX 264 – ENMORE NSW 2042

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Please pass it on to someone you know considering Change! Or send your staff alongRTO to improve HVK WKHLU VNLOOV $OO RXU FRXUVHV DUH GHOLYHUHG YLD GLVWDQFH DQG DUH RQOLQH VR WKH\ FDQ FRPSOHWH WKHP DW VK WKHLU VNLOOV $OO RXU FRXUVHV DUH GHOLYHUHG YLD GLVWDQFH DQG DUH RQOLQH VR WKH\ FDQ FRPSOHWH WKHP DW RU UHIUHVK WKHLU VNLOOV $OO RXU FRXUVHV DUH GHOLYHUHG YLD GLVWDQFH DQG DUH RQOLQH VR WKH\ FDQ FRPSOHWH WKHP DW Please check website forbe entry requirements “Câ€? www.himaa2.org.au/education ID: 91660or Q WKHLU RZQ WLPH 2XU (GXFDWLRQ 2IILFHUV RIIHU D SHUVRQDOLVHG VHUYLFH WKURXJKRXW WKH FRXUVH SURYLGLQJ DGYLFH Q WKHLU RZQ WLPH 2XU (GXFDWLRQ 2IILFHUV RIIHU D SHUVRQDOLVHG VHUYLFH WKURXJKRXW WKH FRXUVH SURYLGLQJ DGYLFH KRPH LQ WKHLU RZQ WLPH 2XU (GXFDWLRQ 2IILFHUV RIIHU D SHUVRQDOLVHG VHUYLFH WKURXJKRXW WKH FRXUVH SURYLGLQJ DGYLFH refresh their skills. All our courses are delivered online so students can complete them at their own pace. Our Education GDQFH DV DQG ZKHQ WKH\ QHHG LW ď€ GDQFH DV DQG ZKHQ WKH\ QHHG LW ď€ DQG JXLGDQFH DV DQG ZKHQ WKH\ QHHG LW ď€ Our Education Officers offer a personalised service throughout the course, providing advice and guidance needed.

Officers offer a personalised service throughout the course, providing advice and guidance as and when when it is needed.

Web: www.himaa2.org.au/conference Email: himaa@himaa.org.au Phone: 02 9887 5001

VH YLVLW RXU ZHEVLWH ZZZ KLPDD RUJ DX XQGHU WKH HGXFDWLRQ WDE WR UHDG PRUH DERXW WKH &OLQLFDO H YLVLW RXU ZHEVLWH ZZZ KLPDD RUJ DX XQGHU WKH HGXFDWLRQ WDE WR UHDG PRUH DERXW WKH &OLQLFDO 3OHDVH YLVLW RXU ZHEVLWH ZZZ KLPDD RUJ DX XQGHU WKH HGXFDWLRQ WDE WR UHDG PRUH DERXW WKH &OLQLFDO Please visit our website www.himaa2.org.au under the education tab to read more about the Clinical Coder &RGHU SDWKZD\ RU YLVLW ZZZ KLPDD RUJ DX HGXFDWLRQ IRU FRXUVHV GHWDLOV ď€ ď€ &RGHU SDWKZD\ RU YLVLW ZZZ KLPDD RUJ DX HGXFDWLRQ IRU FRXUVHV GHWDLOV ď€ ď€ &RGHU SDWKZD\ RU YLVLW ZZZ KLPDD RUJ DX HGXFDWLRQ IRU FRXUVHV GHWDLOV ď€ ď€ pathway or visit www.himaa2.org.au/education for courses details. &DOO RXU (GXFDWLRQ 6HUYLFHVď€ RQď€ RU HPDLO HGXFDWLRQ#KLPDD RUJ DXď€ &DOO RXU (GXFDWLRQ 6HUYLFHVď€ RQď€ RU HPDLO HGXFDWLRQ#KLPDD RUJ DXď€ &DOO RXU (GXFDWLRQ 6HUYLFHVď€ RQď€ RU HPDLO HGXFDWLRQ#KLPDD RUJ DXď€ Call our Education Services on 02 9887 5898 or email education@himaa.org.au 273475 A2 194 x 135.indd 1

5/08/14 11:35 AM

TRIBUTE

In recognition of the late Russell Mills FCHSM 8 Feb 1951 – 9 Feb 2015 Warren Westcott

R

ussell Mills was an enthusiastic and hardworking member of the College for 36 years until his untimely death on 9 February 2015. He was a Fellow of the College and received the NSW President’s award in 2001.

Russell had a long career in health management at a senior level from Concord Hospital through to Westmead Hospital where he was Corporate Secretary, then on the Senior Executive of Western Sydney Area Health Service from the late 1990s to the mid-2000s.

Russell was more than just a health service manager; he was a character and a great man. Those people who were fortunate enough to work with Russell remember vividly his joyful approach to every person he met and his positive attitude even in challenging circumstances.

His distinctive laugh could often be heard ringing along the administration corridors of a hospital.

Russell was a wonderful role model and demonstrated great compassion to all. He always wanted to help other people and to get the most out of life. As a result, he then made an amazing change in his career and left health management and took on nursing in his mid-50s. Many thought he wouldn’t stick it out but he succeeded with flying colours. He indicated that it was the best thing he did in his life.

Even though he left health management in the mid-2000s, Russell maintained his membership of the College and was always interested in what was going on.

He had a passion for public policy and was often a contributor to the Letters to the Editor in the Sydney Morning Herald on any topic, but especially on public policy.

Russell was equally passionate about the Management Training Program at the College and he took personal interest in the

28 Australasian College of Health Service Management

Photograph: David Errington. Drawing: Alexandra Mills.

careers of the trainees and younger health service managers.

His contribution to the College occurred mainly in the late 1980s to early 2000s.

He was a member of the Policy Initiatives Committee for six years up to 1993 and then Chaired the Policy Development Committee for five years until 1998. In the late 1980s, the College had no written health policies. Russell was out to change this. He loved putting forward policies for consideration, some of which were too much for the Branch Council but at least he had fire in his belly. Upcoming State and Federal elections were always great opportunities for Russell to demonstrate his policy passion. Under his leadership the College reviewed the health policy positions of each Party and made this available for our members. This invariably brought a great focus to our policy debates.

His passion for public policy went almost to his death bed. Russell appeared in late 2014 on the ABC TV’s 7.30 Report during a series on the incidence of mesothelioma and asbestosis on staff working in hospitals.

Russell had mesothelioma and succeeded

in persuading the Government of Australia to accept his claim in relation to his time working in Concord Hospital. He was his usually passionate self when he appeared on TV even though he was very ill.

While he contributed to almost every State Branch committee during the seven years he was on Council, his abiding interest was health policy and the College benefited greatly from his enthusiasm and determination. His commitment to the College will be long remembered.

Most importantly, Russell’s legacy as a humanitarian and ethical leader, and his ability to face adversity, will always be remembered fondly by those who had the privilege of knowing him. The Russell Mills Foundation is a legacy bequest established

by Russell in 2014 to encourage the arts and social justice in Australia. Each year the Foundation awards financial gifts for projects that extend the reach and relevance of the arts in Australian society, and realise the principle of ‘a fair go for all’ in everyday working, community and personal activities. Visit trmf.org.au to know more. xyz

ADVERTORIAL

Fairer super for all

H

ESTA is at the forefront of the current political debate, examining why women retire with less than men.

We are strongly advocating on behalf of our members at the Senate inquiry into the economic security of women in retirement.

This inquiry is examining why women retire with significantly less super than men and what changes could be made to improve the system.

HESTA’s submission stresses that the wage gap between men and women remains the biggest factor in women retiring with less than men.

“The gap in super savings that women experience is not due to the choices they make – the main causes are the gender pay gap that sees women earning less than their male counterparts and unpaid time out of the workforce” says HESTA CEO, Debby Blakey.

The vast majority of HESTA’s more than 800,000 members are women working in health and community services, where the gender pay gap is 27.7%, according to figures from the Workplace Gender Equality Agency.

“Super is there for every Australian and the conversation needs to start including low-income earners and women”, adds Debby.

Closing the pay gap is clearly vital and must be tackled through structural and societal changes. In the meantime, the super system can also evolve.

Here are three important recommendations that underpin HESTA’s Senate inquiry submission:

1. R emove the $450 monthly super threshold The successful introduction of SuperStream, which simplifies and removes the admin burden on

businesses, means employers can now make contributions more easily.

That barrier is removed, so all employees should be eligible for guaranteed super contributions, including those who earn less than $450 a month.

This is particularly vital for nurses or other people in care-giving professions, who may work shift work across multiple employers.

2. Retain the low income super contribution We are continuing our campaign of pressuring the government to abolish plans to discontinue the low income superannuation contribution (LISC) in 2017. If it’s removed, 3.6 million Australians, including more than 2.1 million women, will pay the same or, in some cases, a higher tax rate on their super contributions than they pay on their wages.

HESTA believes the LISC must remain in

place in its current form. Since 2014, HESTA has been a leader in the campaign to retain the LISC, in cooperation with the wider super industry.

3. Value unpaid caring roles We think Australia can learn from the many overseas examples where unpaid caring roles are recognised and remunerated. Many European and South American countries have systems that ensure women receive a pension voucher or benefit for time taken off work to raise children or care for the elderly.

HESTA’s submission to the inquiry points to the success of Chile and we believe a similar system could be adopted here in Australia. These recommendations would help ensure all Australians can afford a dignified retirement.

Want to learn more?

To read more visit hesta.com.au

xyz

Issued by H.E.S.T Australia Ltd ABN 66 006 818 695 AFSL No. 235249, the Trustee of Health Employees Superannuation Trust Australia (HESTA) ABN 64 971 749 321.

Australasian College of Health Service Management 29

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

NSW EVENTS Following on from our successful 2015 Symposium we conducted a regional event in Port Macquarie in June which attracted over 65 participants from the local area. The topic was on Managing for Performance with three key speakers from private, public and aged care health services. The evening was hosted by Stewart Dowrick, Chief Executive, Mid North Coast Local Health District who also provided funding for the majority of his middle and senior staff to attend. Dr Lee Krahe, also from Mid North Coast Local Health District, coordinated the event and liaised with participants and venue staff.

We are investigating further regional events in 2016.

Martin Bowles, PSM presented to over 60 participants providing a Commonwealth view of the future of the health system. Martin was appointed as Secretary of the Department of Health (Federal) as of October 2014. Previously he was the Secretary of the Department of Immigration and Border Protection overseeing the management of migration, humanitarian, citizenship and visa policy programs. His presentation was positively received and participants were appreciative of his insights.

Thank you to NAB Health for sponsoring the event.

In July 2015, to coincide with the handing down of the NSW State Budget, John Roach, Chief Financial Officer, NSW Health presented an informative session unpacking the key issues impacting on services and patient care.

His breakdown on specific budget allocations to various parts of NSW Health was well received.

Also in July, Susan Dunn, ABF Taskforce and Gerry Marr, Chief Executive, South Eastern Sydney Local Health District spoke about improving patient care through Activity Based Management (ABM). The key messages were how do we improve on patient care by optimising resource allocation; meeting 30 Australasian College of Health Service Management

Above left: Monique Youness and Paul Preobrajensky. Above right: Matthew Tadorian and Paul Preobrajensky

Above left: Martin Bowles and Tim Smyth.

Above right: Clare Daley and Paul Preobrajensky.

performance targets; identifying areas for improvement and making decisions based on evidence.

Jean-Frederic Levesque, CEO, Bureau of Health Information presented in August on ‘Levers for change in healthcare’. His presentation was based on a paper he gave at an international conference in Canada however focused on the NSW system and how performance reporting aligns with a number of other structures and strategies.

The annual Health Law seminar was conducted in September in partnership

with Holman Webb and AHHA. The speakers included Alison Verhoeven (AHHA), Tim Smyth (Holman Webb), Dr Greg Stewart, SESLHD; Zara Officer, Holman Webb; Rachael Sutton, Homan Webb and focused on the topic of ‘Dealing with death in the health and aged care industry – coronial inquests and euthanasia’.

This seminar was extremely thought provoking and insightful.

We are always interested in suggestions for topics or if your Organisation would like to host an event, please let us know.

Above left: 2015 graduating cohort. Above right: Dominic Dawson and David Sweeney.

Development Days, and performed well in his placement at Western Sydney Local Health District. Matthew held a key role in in Trainee Marketing Working Group developing Trainees profiles for the webpage. Matthew is currently employed a Project Officer for Western Sydney Local Health District.

Above, L – R: Alison Choy Flannigan, Emily Janov and Dr Christine Dennis at the 2015 General Meeting.

EMERGING HEALTH LEADER EVENT – JULY 2015 Emerging Health Leaders welcomed Matt Hanrahan, Chief Executive of Central Coast Local Health District as the key note presenter at the July EHL event, where he spoke to around 50 emerging health leaders about the key influences on his career path – the people the opportunities and the challenges. Over 40 emerging health leaders attendedand found the presentation provided great insight and Matt was only too willing to answer a range of questions.

In addition, the opportunity to network with others was invaluable.

Thank you to Ernst and Young for sponsoring this event.

GRADUATE HEALTH MANAGEMENT TRAINEES GRADUATION – MAY 2015 The following Awards were presented at the Graduation Ceremony.

Stan Williams Young Leader Awards – 1st Year Trainee in 2014: Monique Youness Monique Youness was a high achiever in all areas of the Program as a 1st Year Trainee during 2014. Monique has achieved exceptional grades in the first year of the Masters of Health Administration and received positive feedback from her placement organisation, Western Sydney Local Health District, and made strong contributions to the GHMP Professional Development Days and the Trainee Rural Study Tour Working Groups.

Stan Williams Young Leader Awards – 2nd Year Trainee 2014: Matthew Tadorian Matthew Tadorian has been an outstanding Trainee. Matthew has achieved sound results for her Masters, contributed significantly to the GHMP Professional

Dean’s Merit List – Trainee Academic Excellence Awards In 2014, the University of Western Sydney recognised Clare Daley for her outstanding academic achievement.

Placement Organisation of the Year: Agency for Clinical Innovation The criteria for Placement Organisation of the Year is based on how the placement provided for wide, varied and interesting experiences to extend the Trainees’ understanding and knowledge In addition, the level of commitment and support provided to the Trainees by Senior Executive though opportunities and mentoring at the highest level. The Placement Organisation of the Year has also demonstrated a long-term commitment to the NSW Health Graduate Health Management Program by involvement in the recruitment process for intake and accepting Trainees for several years.

The 2014 placement organisation is the Agency for Clinical Innovation (ACI) which has consistently supported the Program at the senior executive level. The ACI works Australasian College of Health Service Management 31

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

Clockwise from above left: Scott McLaughlin, CE, Western NWSLHD; regional event at Port Macquarie; Matt Hanrahan, CE, CCLHD

with clinicians, consumers and managers to design and promote better healthcare for NSW. Dr Nigel Lyons, Chief Executive was present to receive the Award.

David Sweeney, Director of Leadership, Health Education and Training Institute provided the Opening Address. He also received a ACHSM Acknowlegement Award, on behalf of HETI, for their continued funding of the GHMP and commitment to developing health managers of the future.

Clare Daley provided the Graduands response and Scott McLachlan, Chief Executive, Western NSW Local Health District provided the Kevin Dodd Oration.

GENERAL MEETING The NSW Branch conducted its General Meeting at the end of September and welcomed Terry Clout and Dr Christine Dennis as the newly elected councillors.

The meeting included a panel discussion themed ‘When experience meets enthusiasm: talking about the generations’.

The speakers included Assoc Prof Grace McCarthy, University of Wollongong; 32 Australasian College of Health Service Management

Caitlin Francis, Partner, EY; Walter Kmet, CEO, Western Sydney Primary Health Network and Stewart Dowrick, CEO, MNCLHD and moderator by Jocelyn Hickson, Manager SESLHD. This was also an opportunity for the recently appointed CEOs of the Primary Health Networks to meet with branch members and network. It was a pleasure to welcome them to the event.

Thank you to University of Wollongong, Sydney Business School for providing the venue and to HESTA for sponsorship the event. The Branch President, Dominic Dawson, also presented awards in recognition of outstanding contribution to the Branch. The recipients in 2015 were Alison Choy Flannigan, Holman Webb and Emily Janov, former Branch Councillor.

HEALTH MANAGEMENT INTERNSHIP PROGRAM (HMIP) 2016 RECRUITMENT We received a significant number of applicants and the task of short-listing was a challenging one due to the high calibre of candidates. Short-listing and skills assessment took place in August, with interviews for placements in early September. The new intake will commence the Program in late January 2016.

Congratulations to the following 1st Year HMIP Interns Eliza Dunn – SESLHD Jessica Harris – JH&FMHN Justin Lyons – NSW Pathology Zach Martin-Dennis – Western NSWLHD

Angus McDowell – WSLHD Gideon Meyerowitz-Katz – WSLHD Melissa Neal – Murrumbidgee PHN Rebecca Pinheiro – SESLHD Alicia Spence – WSLHD Joshua Tatham – ACI Michaela Ward – ACI We also welcome our new Organisations to the HMIP in 2016 – NSW Pathology, Bureau of Health Information, Health Infrastructure and Murrumbidgee PHN. We thank all the Organisations that will be involved in placements in 2016 for both our 1st and 2nd years, and welcome any other Organisations who are interested in appointing an existing employee to contact us.

A number of Organisations are appointing an existing employee into the Program particularly from the regional areas. This pathway is a great way to “build your own” future managers with a comprehensive health management development program that does not lean heavily on already stretched internal resources for monitoring and management. Interns are employed as Project Officer or Manager roles and is an avenue those high potential employees to remain engaged, loyal and retained with your Organisation.

We thank all the Organisations who will be involved in placements in 2016 and welcome any other Organisations who are interested in appointing an existing employee to contact us.

Above: (L – R) Alison Choy Flannigan (Holman Webb), Gareth Craddock (PwC), Paul Ingle (HardyGroup International), Tim Burt (NSW Ministry of Health), Trish Bradd (SESLHD), James Wood (JH&FMHN) and Cheryl Mcnaught (HESTA) at the NSW Emerging Health Leaders’ symposium in Apr 2016

leadership building the case for change; communicating the need; identifying barriers; developing individual and team skills; developing a communication strategy. Thank you to UNE for sponsoring this event.

PILLARS OF HEALTH SERIES – 4 EVENING EVENTS

Above: (L – R) NSW HMIP Management Interns Jessica Drysdale, Briege Eva and Chris Matthey with James Wood of JH&FMHN at the NSW symposium in Apr 2016

EMERGING HEALTH LEADERS SYMPOSIUM – APRIL 2016 This whole day Symposium was conducted on 8 April at the Kirribilli Club and intended to meet the professional development and networking needs of emerging health managers and students.

A panel discussion brought attendees to focus on their future success how to land the dream role and fact versus fiction – demystifying health and everything you need to know but were afraid to ask.

An interactive session included ‘speed

networking’. Thank you to HESTA for sponsoring this event.

/2 DAY SEMINAR – IMPORTANCE OF LEADERSHIP AND CHANGE READINESS – MARCH 2016 1

A ½ day seminar was conducted in March.

Our keynote speakers are Dr David Schmidtchen, Executive Director, EY and Commodore Elizabeth Rushbrook, Director General Navy Health. They discussed and workshop the following topics relating to change

This year we have started a series of evenings with the Chief Executives of key pillars. These evenings will be more of an informal discussion and conversation with the opportunity to ask a range of questions and be provided with updates from each of the Pillars. In 2016 we will plan to feature the Chief Executives of BHI in March, ACI in May, CEC in September and HETI in November.

NSW BRANCH EXECUTIVE 2016 In November we elected our new branch executive members for 2016.

We congratulate: – Paul Preobrajenksy FACHSM – President – Terry Clout FACHSM – Vice-President – Dr Christine Dennis FACHSM – Treasurer We extend our thanks to our outgoing President, Dominic Dawson and Treasurer, Matthew Noone for their contributions during their tenure. xyz Australasian College of Health Service Management 33

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

Victoria BREAKFAST FORUMS The Victorian Branch continued to hold a number of successful breakfast forums last year, following the well patronised April and June events.

We were delighted to welcome Jennifer Williams, then Chief Executive of the Australian Red Cross Blood Service in July. Jennifer, who commenced work at Australian Red Cross Blood Service in April 2009, shared her thoughts and Jennifer Williams, lessons learned on Chief Executive of how she has taken the Australian Red the organisation Cross Blood Service through its performance improvement journey. This forum was held for the first time at NAB Health – 700 Bourke St, which will be an ongoing arrangement for our breakfast forums. We thank Melissa Timbs, former Senior Policy Advisor, NAB Health for assisting us with this arrangement.

In August, the Branch welcomed Associate Professor Chris Carter who discussed how the new Primary Health Networks will work with health service providers such as hospitals and community

Associate Professor Chris Carter, CEO North Western Melbourne Primary Health Network

34 Australasian College of Health Service Management

development plays in modifying models of care and whether this is still relevant given the recent changes in technology.

There was no breakfast forum held in Victoria in October, due to the Asia-Pacific Congress being held in Melbourne that month.

The Branch would like to thank Workplace Legal, the Victorian Healthcare Association and HESTA for their support of our 2015 breakfast forum events, as well as NAB Health for the provision of the venue at NAB – 700 Bourke St.

EMERGING HEALTH MANAGERS (EHM) COMMITTEE

health centres, to help create better coordinated healthcare outcomes for patients living with chronic conditions.

The key question for consideration was ‘what will be the expectations around commissioning of services and how will service providers be held to account for service delivery’?

Leanne Chappell, the Director of Capital Works at the Royal Melbourne Hospital, was the Victorian Branch’s guest speaker at the September breakfast forum. Leanne’s presentation was entitled ‘Evidence from Experience – How important is the model of Care in achieving Best Practice Design’.

Leanne’s extensive experience in the capital development area enabled her to provide a unique insight into the role re-

The EHM Committee oversees a program that is designed for emerging health managers from across the health sector.

The aim of the group is to assist emerging managers, by creating opportunities for them to meet, obtain peer support and grow professionally within the health sector. The group, under the guidance of Fiona Sherwin, continues to attract highcalibre speakers, with the events always well patronised.

In July 2015, Belinda Scott, Program Director (Emergency Services) at Northern Health presented to the group, with Belinda Scott, her topic being Program Director ‘Managing (Emergency Services) Expectations: at Northern Health Managing Up and Down – the challenges faced during an Emergency Department Redesign’. Belinda’s presentation discussed the challenges of managing the expectations of staff and the Chief Executive Officer during the process redesign of the Emergency Department at Northern Health.

In August the EHM Committee was successful in securing Dr Stephen Duckett as a presenter. Dr Duckett is Director of the Health Program at the Melbourne-

Dr Stephen Duckett, Director, Health Program, Grattan Institute

(L to R) Jane Halton AO PMS, Secretary, Australian Department of Finance, Michaela Healey Group Executive – Governance & Reputation, National Australia Bank Limited and Dr Rachel David, Director, Government Affairs & Policy, Johnson & Johnson Family of Companies ANZ.

Fiona Sherwin (EHM Committee) delivering the welcome and introductions at the inaugural Health Finance Workshop, supported by KPMG

based think tank, the Grattan Institute, and presented on Health Policy and Funding Reform.

In October the EHM Group conducted the inaugural Health Finance Workshop, which was extremely popular with registrants coming from all parts of Victoria. Supported

by KPMG, the inaugural workshop was aimed at creating an interactive discussion forum on project finance for emerging health managers. Moderators provided an overview on funding models for healthcare in Australia and guided the participants through a discussion on writing a project budget and business case.

CEO LUNCHEONS The Victorian Branch continues to work with our sponsors to bring about a series of

Chief Executive Officer (CEO) Luncheons.

In October, the Victorian Branch conducted a luncheon for Acute Sector CEOs and we were extremely fortunate to have Jane Halton AO PSM, Secretary, Department of Finance as our keynote speaker. Jane’s spoke on ‘The challenges of an ageing population: the outlook and implications for health funding, the acute care sector and patient care’. The presentation was extremely informative and provided the CEO group with a unique opportunity to engage in conversation with Jane in a relaxed and intimate setting. Additional CEO Luncheons are planned in 2016.

The Victorian State Branch would like to thank NAB Health, Janssen and HESTA for their support of the this event.

organisations, as well as workplace preceptors/supervisors and a mentor from the College membership for the duration of their program. We would like to both thank and acknowledge the organisations that have supported the program this year by taking Interns into their workplaces and those that will also do this in 2016. xyz

HEALTH MANAGEMENT INTERNSHIP PROGRAM (HMIP) – VICTORIA Recruitment for the Victorian 2016 HMIP was conducted in early October with the Victorian Office receiving a number of strong candidates which ensured we were able to selected a highly quality group to commence the program in January 2016.

Interns have been assigned their placement Australasian College of Health Service Management 35

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

Queensland

I

n August, we were fortunate to have the recently appointed Director General for Queensland Health, Mr Michael Walsh, present under the heading of ‘Leading Sustainable Healthcare in Queensland Health 2015-16 and beyond’. We were pleased to see over 400 persons attending to hear the DG’s first presentation to the College.

Mr Walsh indicated that Queensland Health had undergone a significant transformation in recent years. Earlier reforms focused on addressing the structure and functions of the state’s 16 Hospital and Health Services.

More recently, attention turned to the Department of Health and its role as a system manager following the Hunter Review.

Health is the single largest area of expenditure in the 2015 State Budget and has increased by 4.1 per cent to reach $14.2 Billion in 2015–16. This record investment in health will help to deliver on the government’s election commitments, improve hospital services and patient care, and boost preventive health.

While the state government continues to increase its investment in health, the Commonwealth has signalled that it will significantly reduce its commitment to sustainable growth. With these and other significant challenges ahead, Michael Walsh outlined his priorities for Queensland Health and future of health care in Queensland.

I doing so, Mr Walsh made further reference to the Hunter Report which was a review of the Structure and Governance of Queensland Health and will be covered in more detail by the author of the report, Rachel Hunter in next month’s breakfast forum.

The September breakfast presentation, The Hunter Report, was complementary to the one given by the Director General the previous month and was the work of Rachel Hunter who was commissioned by Queensland Health to carry out the review.

Ms Hunter outlined the areas of focus of the review which were: 36 Australasian College of Health Service Management

Michael Walsh

• Organisational capability assessment of Department • Organisational structure and governance specific to the Department rather than Queensland Health more broadly • A ssessment of Future State Alignment Project recommendations • Clinical Quality and Safety Following widespread consultation, Ms Hunter put forward 19 recommendations for Queensland Health to consider – identifying a number of strategic capability gaps. These gaps included System Thinking and Leadership, Strategic Development and System Governance and Risk.

Perhaps one of the most significant findings to come out of the report relates to leadership behaviours – in both the department and the Hospital and Health Services which were commonly identified as issues throughout the consultation process.

Our October breakfast featured Dr John O’Donnell who was Chief Executive Officer of Mater Health Services Brisbane from 2001 to 2015, during which time he led the organisation through a period of rapid redevelopment and expansion of services.

John’s presentation was entitled ‘Six health policies we must change – now’.

The presentation offered six propositions for health system change which were ‘simple’, practical, already proven, cost-

Rachel Hunter

Dr John O’Donnell

effective and of immediate benefit to patients. Nearly 200 people joined in what was a lively, entertaining and provocative presentation that spanned the gamut of the Australian health care system from national health policy to local service delivery, and all points in between.

In November, courtesy of EY, we welcomed former Google executive Richard Suhr. Richard leads EY’s Digital practice in the Asia-Pacific. The Digital practice helps large enterprise customers to plan and execute their digital strategy, offering

Richard Suhr

advice for strategy, planning, conversion and support across the customer lifecycle.

Richard began his presentation by helping to demystify the expression Digital Disruption which he explained refers to changes enabled by digital technologies that occur at a pace and magnitude that disrupt established ways of value creation, social interactions, doing business and more generally our thinking. Richard maintained that Digital Disruption can be seen as both a threat and an opportunity in that ICT-induced change happens at a pace and scale that impacts on existing business practice in disruptive ways, threatening and invalidating existing business models. Digital technologies offer new opportunities for the creation of innovative business models for entrepreneurs to compete with established business practices in a wide range of industries.

With his experience at Google and running the Google Maps business in the Asia-Pacific, Richard brought some unique insights into Digital Disruption and what it will mean to the Health sector.

L – R: Queensland’s HMIP cohort Sinead Taylor (Wide Bay), Amie Raymond (Townsville), Coralie Scott (Townsville), Billy Bragg (Townsville), Megan Lochrin (Wide Bay), Kerry Allwood (Presenter), Chantal Casey (West Moreton), Craig Kennedy (West Moreton) and Carmen Francis (West Moreton).

Health is the single largest area of expenditure in the 2015 State Budget and has increased by 4.1 percent to reach $14.2bn in 2015–16

HEALTH MANAGEMENT INTERNSHIP PROGRAM (HMIP) The first year of the ACHSM Queensland Health Management Internship Program saw eight interns work their way through two practical experience rotations within their health jurisdictions and the first two semesters of a Master of Health Management degree. Despite varying levels

of workplace responsibility, all interns have managed the workload exceptionally well.

With three interns based in Townsville and Bundaberg, over 1,400km and over 360km from Brisbane respectively and two in Wide Bay, the local supervisors and in some cases College mentors have worked very well in helping the interns to stay on track. West Moreton (Ipswich) interns are much closer and within driving distance from Brisbane. This has made it easier for them to attend monthly programs offered in Brisbane that distant interns may access by webcast.

Four CPD sessions have been held in Brisbane for the interns so far. All interns attended the Annual Congress in Melbourne and spent time socialising with interns from New South Wales and Victoria. This was a very good experience and an opportunity to hear international and leading Australian speakers present on a variety of health and leadership topics.

We will provide an update the 2016 cohort on the next page of this Branch report. xyz Australasian College of Health Service Management 37

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

The December 2015 breakfast featured the return of the Queensland Health Ombudsman, Mr Leon AtkinsonMacEwen, 18 months on from commencing in this position.

In October 2015, the office of the Health Ombudsman (OHO) dealt with 258 complaints by health practitioners, 109 from Health Service organisations and 225 from Health Consumers.

‘These figures show many people are taking the quality of health service provision very seriously and contacting the OHO when they are dissatisfied with the level of patient-care received,’ said Mr Atkinson-MacEwen.

February 2016 saw the commencement of the second cohort of Qld health management interns with four being based in the Brisbane North Metropolitan HHS and three more from the Townsville HHS. The Zika virus caused concern across the globe and in February we interviewed Queensland’s Chief Health Officer, Dr Jeannette Young, and asked her a series of questions about how Queensland Health was managing the situation.

The February 2016 Breakfast Forum once again featured Queensland Minister for Health and Ambulance Services, the Hon Cameron Dick MP. The Minister stated how pleased he was to support the Queensland Branch of ACHSM, being the first organisation to ask him to speak after his commencement in office last year.

The Minister’s presentation was well received and his response to questions comprehensive. The Minister was interviewed after the presentation and his responses published as a podcast. xyz

Qld’s 2016 HMIP cohort: L to R – Simon Bugden, Brisbane Metro North; Jessica Toleman, Brisbane Metro North; Samuel Coleman, Townsvile HHS; James Hodge, Townsville HHS; Mary Watt, Brisbane Metro North HHS; Emily Coad, Townsville HHS; Jodie Gordon, Brisbane Metro North HHS.

We interviewed Qld CHO Dr Jeannette Young about how Queensland Health was managing the Zika virus threat.

38 Australasian College of Health Service Management

Leon Atkinson-McEwen

Cameron Dick

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

Tasmania EVENTS The past few months since this our last update have been busy for the Tasmanian Branch. In addition to the National Congress in Melbourne, a number of locally hosted events were on offer.

The Tasmanian Branch has capitalised on opportunities with partner organisations in 2015. This has been a positive boost for College members and allows greater access to a diverse range of events. It also allows the ACHSM to showcase its own strengths.

The Tasmanian Branch Council will again explore partnership opportunities in 2016 with a view to offering a variety of high quality events.

Following are some of the recent highlights from the ACHSM Tasmanian events calendar.

TASMANIAN ECONOMICS FORUM In October, the Branch hosted a forum in collaboration with the Tasmanian division of the Economics Society of Australia (ESA) titled ‘Tasmania’s health system – healthy or headache?’ We were fortunate to have Dr Stephen Duckett from the Grattan Institute as keynote speaker to explore this topic.

Other speakers were Dr Amanda Neil, University of Tasmania and Dr Roscoe Taylor, former Tasmanian Director of Public Health. A panel discussion completed the day with speakers John Kirwan (CEO of Royal Flying Doctor Service Tasmania), Martyn Goddard( independent health policy analyst), Dr Rob Grenfell (National Medical Director of Australia and New Zealand for BUPA), and Prof Haydn Walters (University of Tasmania).

The forum attracted over 40 attendees from various sectors. This mix of professional backgrounds made for an interesting and robust discussion.

TASMANIAN HEALTH CONFERENCE The Tasmanian Health Conference was held in October. For the first time, the ACHSM joined the organising committee which

Aged Care and Private Health Forum: John Kirwan (president), Suzanne Greenwood (Catholic Health Australia) and Richard Sadek (Southern Cross Care Tas)

consisted of 18 of peak bodies, sponsors and interest groups. The event attracted over 100 registrations. Michael Henderson, a New Zealand Corporate Anthropologist, provided the keynote presentation and shared an interesting take on culture and teamwork.

AGED CARE AND PRIVATE HEALTH SECTOR FORUM Suzanne Greenwood, CEO of Catholic Health Australia provided an insightful presentation to College members on her recent visit to Tasmania. A group of around 15 gathered to learn about a range of topics impacting on the aged care and private health sectors. Special thanks go

to Southern Cross Care (Tas) for hosting this event at their new Fairway Rise facility in Hobart.

BOARD REPRESENTATIVE At the College Annual General Meeting in October, Julie Tate FCHSM was endorsed as the board representative for the Tasmanian Branch. Congratulations to Julie on this appointment.

Thanks also to Anne-Marie Stranger FCHSM as the outgoing Tasmanian board representative. Anne-Marie has provided significant service to the College and Board over a number of years, including through the period of major change for the College. xyz Australasian College of Health Service Management 39

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

South Australia

T

he 53rd annual meeting of members of the SA Branch was held in July 2015 where the key achievements for the previous 12 months were highlighted and elections held for two vacant positions.

Roslyn Chataway was re-elected for a further three-year term and Liana Niutta joined Council as a new councillor.

Adjunct Associate Professor Stuart Schneider was elected as the SA Branch President at the first Council meeting following the general meeting. The Branch is indebted to Kae Martin who has held the role of president for the past five years and there have been some major achievements under Kae’s leadership. Council wishes her every success in the new challenges and work roles she is pursuing.

The professional development program for 2016 will see the introduction of informal networking events for our younger and emerging managers.

HIGHLIGHTS FROM THE 2015 BRANCH CONFERENCE Our 2015 Branch conference theme was ‘Governance and leadership for the future: Are we working for the future or still working in the past?’ An excellent group of keynote speakers discussed real life experience and insight into the leadership requirements to facilitate successful transformation of organisations and the importance of having robust governance structures. Ms Kelly Vincent, MLC, Dignity for Disability Party’s representative in SA Parliament officially opened the 2015 conference.

A summary of Kelly’s presentation and three keynote presentations are highlighted in this report.

HON. KELLY VINCENT MLC. DIGNITY FOR DISABILITY PARTY’S REPRESENTATIVE IN THE SA PARLIAMENT Kelly says she has been advocating since birth! She opened her presentation by telling how she tried to access a new wheelchair in 2008 and finally got to sit in it in October 2009. Kelly felt 40 Australasian College of Health Service Management

disempowered in the process so she put her concerns on Facebook. The story was picked by the 891 radio team and she got a weekly spot on the radio to tell how the journey was going. Dr Paul Collier (a candidate for the Legislative Council in the 2006 and 2010 state elections) asked her to stand for the 2010 election representing the Dignity for Disability Party where she was successful. Kelly remains the youngest woman in Parliament and first to use a wheelchair, which she says is ‘part of her ID’.

Kelly is passionate about life experiences, who we are as people and what we can achieve, and collaboration and sharing knowledge. During her presentation, she advocated for improving our organisations and embracing diversity as well as reducing physical barriers so more people with a disability can gain useful employment.

The Hon Kelly Vincent MLC, Dignity for Disability Party’s representative in the SA Parliament, remains the youngest woman in Parliament and first to use a wheelchair, which she says is ‘part of her ID’.

Her achievements in the SA parliament include finalising the SA disability justice plan and establishing a committee with local councils to assist students with a disability get the right education.

Another success is the passing of the Statutes Amendment (Vulnerable Witnesses) Bill 2015 to improve the position of children and people with a cognitive impairment within the criminal justice system, both in and out of court.

It will enable trials to be conducted

The Hon Kelly Vincent MLC

quicker as disability affects memory and perpetrators are more likely to get away with sexual abuse as people with disability are less likely to be believed.

Leaders have a responsibility to and need to be followers. They should step back and let others shine – hear other voices – as anyone can be a leader and not follow someone else’s vision. Find out how people want to be treated and do that. Hone communication skills, the art of listening and respond respectfully. Kelly’s view is that the health and community sectors are not responsive to people with a disability.

People with a disability need a ‘person policy’, a fair go, innovation and new ways to make such a policy work along with respect and tolerance.

DR NIKI VINCENT, CHIEF EXECUTIVE, LEADERS INSTITUTE OF SOUTH AUSTRALIA Niki introduced her presentation explaining that the expectations on us and our minds [in modern life] demand something more than acquiring specific skills or mastering particular knowledge. This poses the question, ‘How can we develop the complexities of mind that will enable us to more effectively tackle the adaptive challenges we face in our organisations, communities and globally?’ She posed several concepts to explain this thinking.

Dr Niki Vincent, Chief Executive, Leaders Institute of South Australia, explained the qualities of an adaptive organisation includes naming the elephants in the room and sharing responsibility for the future of the organisation. Independent judgment is expected, leadership capacity is developed and reflection and continuous learning are institutionalised.

Key concept – technical vs adaptive problems: Technical problems (even difficult ones) can be resolved through the application of authoritative expertise and through an organisation’s current structures, procedures and ways of doing things. Also, through changes in people’s priorities, beliefs, habits and loyalties. She explained that the most common cause of failure in leadership is produced by treating adaptive challenges as if they were technical problems.

People are resistance to change but love change when they know it’s good.

People resist loss not change.

Adaptive leadership puts you in the business of understanding the losses at stake (jobs, self-esteem, status, relevance, loyalty, identity, competence etc) and helps people move through these to a new place.

Key concept – the illusion of the broken system: Any social system is the way it is because the people with power or leverage want it that way (or prefer the status quo to the unpredictability of change). In this way it is working fine for some – even though it may appear dysfunctional to others. People who try to change what they see as dysfunction will face resistance from those who like things the way they are.

Niki explained the qualities of an adaptive organisation includes naming the elephants in the room and sharing responsibility for the future of the organisation. Independent judgment is expected, leadership capacity is

developed and reflection and continuous learning are institutionalised.

The capacity to approach adaptive problems in adaptive ways is related to the complexity of our consciousness where each stage shift transforms perceptions of reality, offering a more integrated perspective. Increasing consciousness development is associated with greaterself and interpersonal awareness, decreasing defensiveness, increasing flexibility, reflection, tolerance for difference, coping with ambiguity, cognitive complexity and responsibility and personal autonomy.

A growing body of research focusing on management and leadership performance has found strong associations between consciousness development and better leadership performance and outcomes in organisations.

PAUL WATERSON, GROUP GENERAL MANAGER, SPOTLESS Paul opened his presentation explaining that Spotless provides facility management, catering and food, cleaning, laundry and linen services. In the 2013 financial year, Spotless served food to 76 million customers, catered to approximately 11 million sports fans at stadia and major events and maintained over 80,000 homes in public housing estates. The company laundered 36 million sheets and 22 million industrial garments, served 13.5 million meals across 16 remote mining operations, delivered 3.5 million hours of service to over 200 healthcare providers.

He outlined the 68-year history of the company that started in Melbourne

in 1946 as a family dry cleaning and laundry business. Stores expanded rapidly throughout Victoria and NSW and the business grew through numerous acquisitions into catering, property and security. It was listed on the stock exchange in 1961. Competition increased, there was a $50m growth in divisional and corporate overheads, and the company was internally focused and suffered from the lack of resourcing to its contract base.

The impact was a decline in the share price with no dividends paid between 2006 to 2008.

A group of people saw an opportunity!

They met in a pub in South Melbourne, came up with strategic turnaround initiatives and took the company private in 2012. Head office FTE was reduced, property consolidated and non-core divisions divested. Productivity was improved through technology-based labour management tools and internal benchmarking. Suppliers of materials, food, general consumables, telco and utilities, and contract labour were revised. The sub-contractor panel was rationalised resulting in a reduction of 3,000 suppliers. The result today is a company with strong growth.

In the 2013 financial year, Spotless served food to 76 million customers, catered to approximately 11 million sports fans at stadia and major events and maintained over 80,000 homes in public housing estates.

DR KRISTIN ALFORD, FUTURIST & FOUNDING DIRECTOR OF BRIDGE8 Kristin presentation centred around ‘five futures’ – from the past, the distributed present, as a projection, as envisioned and as it emerges. Some key points: Australasian College of Health Service Management 41

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE from the research identified that there is likely to be more people, more infrastructure and roads, urbanisation, taller and higher density and more pollution. This might mean more rules, even more pollution and recession.

A transformed Australia would be fundamentally different with a knowledgebased economy instead of a resource-based economy, free public transport, local not global, de-centralised command-control (top down). We have the ability to control what we do so think deliberately about what we can do and make clever decisions.

Future as it emerges – She explained there is likely to be profound innovation from purpose and self-knowledge. It is important to make “space for things that don’t make sense” and “be ok with chaos”. Changes are important but use the five ‘future’ scenarios when moving to the future.

2015 ‘CELEBRATING HEALTH SERVICE MANAGEMENT’ AWARDS

Anne Price receiving her award from Geoff Tattersall, CEO RSL Care SA

Coming from the past – Kristin explained how past patterns, habits and beliefs shape our future, how they shape consumer behaviour, cognitive biases and why time to think properly is important. The future we create – through action or inaction – results from three main factors: • the PUSH (present) that includes the process of change including technology, demographics, economic, social, environmental, cultural • the PULL (future) competing images of the future • and the WEIGHT – history, inertia, barriers to change, belief systems, world views and resistances. It is important to make incremental change but keep 30 per cent of the past.

Distributed present – Kristin advised those present to ‘fill the tank, stop and breathe and scan the horizon’. In explaining her thinking she used a range of slides to describe the impact of climate 42 Australasian College of Health Service Management

change including, a project for developing a major city in India and the impact in Brazil. She showed a number of slides about how open space has been used across the world in other countries and how we should ‘borrow’ these ideas. This included the use of the former Tempelhof airport in Berlin as a public park.

Future as a projection – Her extremely interesting projections included the projection that fish will become a high quality luxury item and we won’t need fish forks! Coffee, steak, honey and chocolates will be scarce and unaffordable.

Future as envisioned – Kristin outlined a project in which she was involved looking at the future of Australia in 2050. The research included getting everyone to think hard about what a future Australia would look like given different future thinking scenarios (growth, restraint, catastrophe or transformation). Results

The inaugural winners of the new SA Branch award were announced at the annual dinner. Trudy Sutton from the ACH Group (nominated by Jeff Fiebig) was the winner of the executive/senior manager award and Anne Price from the South Coast District Hospital (nominated

by Katie McCusker) was the winner of the emerging leader award. We were pleased to have Anne and a group from the Barossa Hills Fleurieu Rural Region at the dinner when Anne received her award. Trudy’s award was accepted by Debbie Masters as Trudy was in Japan. xyz

Dr Kristin Alford, Futurist and Founding Director of Bridge8 projects that fish will become a high-quality luxury item and that coffee, steak, honey and chocolate will be scarce and unaffordable!

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

ACT PROFESSIONAL DEVELOPMENT ACTIVITIES Last year our Branch welcomed Glenn Keys, the co-founder and Executive Director of Aspen Medical, one of the world’s leading providers of outsourced healthcare solutions. Glenn has a most distinguished list of achievements during his career, but most recently was awarded the 2015 ACT Australian of the Year, representing the ACT at the National Australia Day Awards in January 2015.

During his address, Glenn spoke about Aspen Medical’s work in combating the Ebola outbreak in West Africa, the scale of which is unimaginable to most people.

Glenn spoke about the nature of the disease, of the challenges and logistics involved in mounting such an effort, in managing the response that included standing up a project office, deploying an advance party and in-country management, recruiting and training the team, setting up its operations in West Africa, developing appropriate treatment protocols, and then beginning the huge task of treating patients affected by this disease. All of that was achieved within a month of the Prime Minister’s announcement!

Glenn spoke of the many lessons Aspen learnt from this project, including lessons in the management and control of Ebola; how to rapidly raise, train and deploy a humanitarian assistance mission to a remote and difficult environment; how to take measured risks in an uncertain environment; and how to mount a unique operation typically undertaken by the not for profit and public sectors.

At a subsequent professional development breakfast, Martin Bowles, PSM, shared his vision and the Commonwealth view of the future health system. Martin was appointed as Secretary of the Department of Health (Commonwealth) in October 2014.

His presentation focused on how, as Secretary, he prioritises guiding the Department on how it can evolve to address Australia’s emerging health challenges. He highlighted that the

development of Health’s Strategic Intent 2015-19, which defines its vision, purpose and strategic priorities, will enhance its ability to deliver outcomes. He stressed the importance of consultation with stakeholders on how best to partner with them to shape the vision for the future of the Department and the health system.

A later breakfast forum attracted, for the ACT, a record number of participants from all health sectors. Ms Nicole Feely, recently appointed Director General of ACT Health, related the elements of management to anecdotes from her varied experiences that have spanned governance, strategy, operations, inter-governmental relations, budget, program development and implementation, risk management, quality and change management. Her presentation was informative, entertaining and thought provoking.

Nicole is passionate about the delivery of public healthcare to the ACT and surrounding NSW community. Nicole is committed to ensuring that services delivered through ACT Health are of high quality, efficient, robust and at the cutting edge of technology and research. She endeavours to create an environment of trust and respect within an informed and learning culture. She highlighted that her key areas of focus are: • Strategic review of health reform policies: -major programs and investment strategies - hospital operations including budgets, workforce, project management, health service governance, procurement and the delivery of cost effective but efficient clinical services • Research funding, programs and deliverables to encourage productive, translational focused outcomes • Management and governance of risk • Management quality performance • Health service industrial parameters including clinical and non-clinical award conditions • Delivery and governance of mental health and Aboriginal and Torres Strait

Glenn Keys of Aspen medical

Islander health services in hospital and community settings • Governance and deliverables of local health networks, including executive level consultation and major stakeholder facilitation.

CHANGES TO BRANCH COUNCIL Following his retirement from the Australian Defence Force, the ACT’s representative on the ACHSM Board, Director Kerry Clifford, has tendered his resignation. Kerry has been a long time member of ACHSM in the ACT, providing a valuable contribution to its activities, leading the Branch through challenging times and helping it to maintain its unique identity in a small jurisdiction. As well as his role as a Board Director, Kerry has most recently assisted Fellowship candidates through preparation for admission to this important career progression. The ACT Branch Council and members join together to wish Kerry and his family well in his pursuit of a more casual lifestyle.

We were also disappointed to receive the resignation of another Council member in December: Tracy Muddle. We thank Tracy for her three years of service on the Council and wish her every success in the future.

PLANNED ACTIVITIES In November our Branch Council undertook a strategic planning exercise to map out our proposed activities for 2016 – a most worthwhile activity that generated a wealth of ideas, and will result in a varied and interesting professional development calendar this year. We encourage all members and non-members interested in the College to come along to these activities and support the Branch in its endeavours to provide interesting and meaningful topics for everyone. xyz Australasian College of Health Service Management 43

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

WA HEALTH PUBLIC POLICY FORUM MARTIN BOWLES With support from sponsor EY, the WA Branch was fortunate to host a Public Policy Forum with Martin Bowles PSM, the Secretary of the Department of Health and Ageing in 2015. The forum was well attended, with many coming to hear about the long-term reform the Commonwealth is trying to implement for Australia’s healthcare system, and the necessary leadership required.

Martin described himself as a steward of the Australian healthcare system, which resonated with the forum’s audience, and described his challenge of building a 21st Century health capacity, which embraces new technologies, medicines and treatments in an economically sustainable way.

John Hodinott, Martin Bowles, Dianne Bianchini, Peter Mott He also spoke about the need to be surrounded by a capable team so that urgent day-to-day issues do not interfere 2015 BRANCH AWARDS with essential long-term planning. He President’s Award: Philip Aylward described his leadership style as very Philip received this award due to his person-oriented, stating that the best outstanding career in health and hospital source of information is often your management, specifically in his role own employees and that it can be as easy as Chief Executive of the Child and as a quick chat in an elevator. We thank Adolescent Health Service and in the Silver Chain for assisting in setting up overseeing of the interface between the event. the new Perth Children’s and Princess Margaret hospitals. He has spent over 25 years in different senior management ANNUAL GENERAL MEETING positions in the WA Health system. Philip In a change of scenery, the 2015 AGM has strongly contributed to the WA State was held at and sponsored by Hollywood Branch Council for nine years and served Private Hospital. The 2014-15 financial as Vice President and National Board year has been an incredible success for representative during this time.

WA, with the introduction of the inaugural State Conference. WA’s unaudited financial position was a profit of $27,440. This Innovation and Excellence Award: was celebrated among State Branch A/Prof Suzanne Robinson Council members, Board of Reference, Life Suzanne is the Director of Health Policy Members, members and Annual Award and Management at Curtin University and recipients. The outgoing acting Director has worked hard to expand the Health General Bryant Stokes was farewelled Systems programs at Curtin. Recently at the event and congratulated on his Suzanne worked closely with WA Primary contribution to WA Health.

Health Alliance (WAPHA) colleagues to 44 Australasian College of Health Service Management

support them in securing the primary health networks (PHNs) in WA. Suzanne and her team provided information on WA population health needs and expertise in commissioning and health planning. Suzanne is leading this work for the WAPHA and whilst it is early days for the PHNs Suzanne has been active in working with PHN colleagues to undertake research activity which links state health, primary care policy makers and practitioners alongside academics from Curtin and UWA, setting the foundations for collaborative working and system reform.

Health Management Prize: Abby Mosedale Abby was the highest course weighted average student in 2014 at Curtin University where she is also a Teaching Academic. She is a standout amongst post-graduate students, always putting maximum effort into her learning and understanding of health management, leadership and policy issues.

Health breakfast briefing with Kevin Cass-ryall The Health Breakfast Briefing bimonthly events continue to be popular and well attended. The most recent presenter was Kevin Cass-Ryall, Ramsay Health Care Operations Executive Manager – WA & SA Hospitals, who attracted over 60 registrants. After a brief introduction to himself and his leadership principles, Kevin provided in depth background information about Ramsay Health Care.

Kevin presented the five key leadership issues currently facing his organisation: health fund contracting, private patients in public hospitals, high cost of construction in WA, high cost of new technology and workforce demands. The presentation concluded with some interesting questions from the audience. The Branch is grateful for RHCs strong support of ACHSM. xyz

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

New Zealand RECORD NUMBER OF FELLOWS FOR NEW ZEALAND In October 2015 seven New Zealanders became Fellows of the College. Seven new Fellows is a fantastic achievement and we extend our best wishes and congratulations to each Fellow. Special thanks go to Jagpal Benipal and Jenni Coles who supported the group through their preparations with regular learning sessions. We encourage members to consider putting themselves forward for Fellowship.

NEW PRESIDENT AND NATIONAL EXECUTIVE There has also been a change in President and we congratulate Jayanthi Mohanakrishnan on her appointment.

Jayanthi’s priorities for her term as President are increasing the membership base in New Zealand by offering value for members, developing emerging managers while holding the interest of senior managers.

We also thank outgoing President Wendy McEwan for her energy and passion for professional development, and contribution during her time as President. Jackie Cumming and Karen Orsborn have joined Jayanthi Mohanakrishnan, Wendy McEwan, Jagpal Benipal and Ngaroma Grant on the national executive.

REFRESHED NEW ZEALAND HEALTH STRATEGY The New Zealand Health Strategy is being refreshed with a new vision for the health sector: All New Zealanders live well, stay well get well. There are also five strategic themes proposed: people powered, closer to home, value and high performance, one team and smart system.

The consultation process has completed and, when finalised, the new strategy will signal a clear direction for the health sector. An important element of the plan is a commitment to strengthening workforce development and the President and immediate Past-President met with the Ministry of Health to discuss alignment

New Fellows from the New Zealand Institute of Heath Management (NZIHM) pose with current President Jayanthi Mohanakrishnan (seated left) and Immediate Past President Wendy McEwan (seated, centre).

The first networking meeting for 2016 featured Chai Chuah, Director-General of Health.

and opportunities for greater working with the Institute.

NETWORKING MEETING The first networking meeting for 2016 featured Chai Chuah, Director-General of Health who spoke on the global challenges for all health systems and what this means for us in New Zealand in our day-to-day work: Meeting Today’s Reality alongside Tomorrow’s Challenges.

A new approach is being trialled with Chai in Auckland and using technology to connect people from different parts of New Zealand.

The second networking meeting is IT in the Health Sector: An introduction for Health Professionals in line with the New Zealand

Chai spoke on the global challenges for all health systems and what this means for NZ.

Government Health Strategy 2015. NZIHM is partnering with Health Informatics New Zealand (HINZ) in this session.

We’re always looking for suggestions of events so that we are providing networking and discussion that is relevant to the sector, so please get in touch to let us know. Visit www.nzihm.org.nz xyz Australasian College of Health Service Management 45

IN THE LOOP – ACHSM BRANCHES, NZIHM & HKCHSE

Hong Kong

T

he Hong Kong College of Health Service Executives (HKCHSE) celebrated its 10th anniversary this year. So the 2015 Annual Conference, held at the Langham Place Hotel in Kowloon, carried special meaning for the College.

Just like in 2014, our aim was to broaden the perspective of the conference to include distinguished speakers from Australia and Thailand. Together with iconic figures in the local healthcare field, we have chosen ‘Sustainability Through Innovation’ as the conference theme.

There were more than 100 delegates, both local and overseas, attended the Annual conference. We are sure that the objective of cross-fertilization and learning from each other among conference participants from various countries and localities has been achieved.

Following the conference, there was the conferment ceremony for our 15 new Fellows. Over the past 10 years, the College has trained and admitted around 100 local healthcare executives and managers as College Fellows. Many of them are now

46 Australasian College of Health Service Management

Above: The 2015 Annual Conference Guest Speakers and the HK College Council Members.

Below: All the 2015 newly conferred HK College Fellows and the College Council.

occupying leadership positions in both public and private healthcare sectors in HK, making significant contributions to the smooth running of the healthcare system and the good health results of Hong Kong people.

The College will continue with its commitment to train and develop local healthcare managers who are well equipped with leadership competences as well as possessing high ethical and moral standard.

xyz

ACHSM Councils The list of Branch Councillors published hereunder was accurate as at the end of March 2016.

ACT Lesley Dickens AFCHSM President Kieran Gleeson AFCHSM Treasurer Jennie Gordon AFCHSM Professional Development Coordinator Angela Magarry FCHSM Professional Development Coordinator

/Board Director Paul Dyer AFCHSM Communications,

Member Relations

and Branch Promotion

Branch Councillors Meg Milne Kay Richards

AFCHSM AFCHSM

NEW SOUTH WALES Paul Preobrajensky FCHSM President Terry Clout FCHSM Vice President Christine Dennis FCHSM Treasurer Adj A/Prof Dominic Dawson FCHSM Immediate

Past President

Branch Councillors

Maj Wayne David Bullock

WESTERN AUSTRALIA

AFCHSM

SOUTH AUSTRALIA Stuart Schneider FCHSM Mark Diamond FCHSM

Linda South FCHSM

Branch Councillors

President Vice President/ Board Director Treasurer

Gary Day FCHSM Kae Martin FCHSM Madhan Balasubramanian AFCHSM Heather Baron AFCHSM Roslyn Chataway AFCHSM Liana Niutta AFCHSM Amanda Shields AFCHSM Heidi Silverston AFCHSM Kerry Leaver MCHSM

TASMANIA John Kirwan Amanda Quealy Richard Sadek Julie Tate Jonathan Bugg

AFCHSM President AFCHSM Vice President AFCHSM Treasurer FCHSM Board Director AFCHSM Registrar

A/Prof Godfrey Isouard FCHSM Lynette Bruce FCHSM Matthew Noone AFCHSM Nancye Piercy AFCHSM Mary Potter Forbes AFCHSM Dr Anuj Saraogi AFCHSM Crystal Burgess HMIP Representative Wil Hackworth HMIP Representative

Branch Councillors

QUEENSLAND

Wendy Davis FCHSM President Richard Ainley FCHSM Vice President John Turner FCHSM Treasurer/

Immediate Past President

/Board Director Karen Minne FCHSM Registrar

Graham Hyde (Hon) FCHSM President Frances Cunningham FCHSM Senior

Vice President Glynda Summers FCHSM Junior

Vice President Mick Davis FCHSM Treasurer Jeff Parker FCHSM Secretary Duncan McConnell AFCHSM Assistant Secretary/ Membership Registrar

Branch Councillors Mark Avery Dr Dennis Campbell Kate Copeland Gwenda Freeman

FCHSM FCHSM FCHSM FCHSM

Assoc Prof Leonard Crocombe FCHSM Anne-Marie Stranger FCHSM Julie Crowe AFCHSM Phil Edmondson AFCHSM Pip Leedham AFCHSM David Nicholson AFCHSM

VICTORIA

Branch Councillors Greg Allen Mark Garwood Athina Georgiou Veronica Jamison Alastair Mah A/Assoc Prof John Rasa Margaret Way Alice Miller

FCHSM FCHSM FCHSM FCHSM FCHSM FCHSM Board Director FCHSM AFCHSM

Neale Fong (Hon) FCHSM President/

Board Director Peter Mott FCHSM Vice President David Simmelmann AFCHSM Treasurer

Branch Councillors

Dianne Bianchini FCHSM Learne Durrington FCHSM Trenton Greive FCHSM Elizabeth Rohwedder FCHSM Karen Bradley AFCHSM Frank Daly AFCHSM Chris Hanna AFCHSM Daniel Mahony AFCHSM Caroline Yates AFCHSM

NZIHM Jayanthi Mohanakrishnan FCHSM President Keith Wright FCHSM Vice-President

Southern Branch Wendy McEwan FCHSM Immediate Past President/Acting Treasurer

till Mar 2016

Branch Councillors

Jagpal Benipal FCHSM Prof Jackie Cummings FCHSM Karen Osborn FCHSM Mala Grant AFCHSM Mark Watson AFCHSM

HKCHSE Dr MA Hok Cheung FCHSM President/Board Invitee Ms CHIANG Sau Chu FCHSM Vice President Mr. Anders YUEN FCHSM Honorary Secretary Dr LIU Shao Haei FCHSM Honorary Treasurer Dr Fowie NG FCHSM Academic Convenor Dr Steve CHAN FCHSM Publication Convenor

Council Members Ms Joyce AU Ms Pearl CHAN Ms Liza CHEUNG Ms Cindy LAM Mr. Stephen LEUNG Dr Arthur SHAM Ms Tammy SO Ms Ivy TANG Ms Macky TUNG

FCHSM FCHSM FCHSM FCHSM FCHSM FCHSM FCHSM FCHSM FCHSM

Australasian College of Health Service Management 47

DIRECTORS Adjunct Associate Professor John Rasa President FCHSM CHE BA MHP FAIM MAICD FAHRI Appointed to the Board: 2009. John is Chief Executive Officer of Networking Health Victoria (NHV) and was involved in the development of Medicare Locals and subsequently the PHNs in Victoria. John is still Executive Director of the Australian Centre for Leadership Development and continues to be involved in health management leadership programs. John has been National President of ACHSM for the past four years and is also the Chair of the Victorian Chronic Disease Prevention Alliance. He has served as President of the Victorian Branch of the College and as Chief Examiner for the College’s Fellowship program.

John is also currently on the Board of the Latrobe Regional Hospital.

Associate Professor Godfrey Isouard Vice President FCHSM CHE BSc MHA PhD AFAIM Appointed to the Board in 2009. Godfrey Isouard is Associate Professor of Health Management at the University of New England. He has a medical science and public health background, and before moving to academia held senior clinical and health service executive positions. He is currently chair of the National ACHSM Education Committee, Foundation Member of the Editorial Advisory Board for the Asia Pacific Journal of Health Management, and Past President of the ACHSM NSW Branch and the Society for Health Administration Programs in Education. His research interests focus on leadership, evaluation and review of organisational performance, the health management workforce, and quality and safety improvement.

Graham Hyde Treasurer FCHSM (Hon),CHM, FIPA, FAIM, FRSH, AFAAQHC, PHF, MASQ Graham is currently Queensland Branch President. He joined ACHSM 48 Australasian College of Health Service Management

in 1974 and has represented the NSW Branch College on the NSW Health Department Fire Advisory Committee the Education and Seminar Committee. He was elected to Queensland Branch Council in 1991. He served as Registrar, President and Immediate Past President and retired from QBC in 2001. He was re-elected to QBC in May 2013 and was elected President again.

Graham was appointed Executive Officer Gosford District Hospital (Woy Woy) Medical/ Rehabilitation Unit in 1974. In 1979 he was appointed Chief Executive Officer Brunswick Byron Area Health Service. In 1991 he was appointed as District Manager of Bayside Health Service District, one of the Districts in the former Brisbane South.

Graham retired from public health services in 2001 and established a Consultancy business specialising in Quality Management Systems, Health Service Management, Strategic Planning, Organisation Development and Financial Accounting services.

In the last 15 years he has reviewed Queensland Government and Non - Government services who receive Home and Community Care (HACC) funding, Queensland Department of Communities Child Safety and Disability Services funding, and organisations who are ISO AS/NZ 9001:2000 and AS/NZ 9001:2008 certified. Graham is also a Coordinator/Surveyor for the Australian Council on Healthcare Standards and surveys public and private health services across Australia.

Directors Kate Copeland Director FCHSM CHE BPhty BBus (HealthAdmin) GradCertHealthEcon Appointed to the Board in 2001. Kate is currently Senior Director, Clinical Infrastructure, Health Infrastructure Branch, Queensland Department of Health and her role includes supporting Hospital and Health Services in identifying clinical solutions to service needs, clinical design standards and guidelines, building performance evaluation and health technology replacement.

Mr Mark Diamond Director FCHSM, CHE, BA (BCAE – Latrobe University) BSW (University of Melbourne) Appointed to the Board in 2009. Mark has more than 25 years’ management experience in the health and community services industry in three Australian states. He has worked in both metropolitan and rural environments and has been involved in the implementation of significant reforms in the mental health sector in South Australia. He now provides management consulting services to the health and community service industry and is sought after for his expertise in providing strategic and operational support to government, nongovernment and private sector organisations. Mark first joined the College in 1997, is currently the Vice President SA Branch (since 2010) and was appointed to the former Junior Vice President position of the Board in 2012.

Dr Neale Fong Director FCHSM (Hon) MBBS DipCS MTS MBA FAICD Appointed to the Board in 2011. Dr Fong has more than 25 years’ experience in medical, health care and aged care delivery and leadership roles. He is currently Chairman of Bethesda Hospital and Professor of Healthcare Leadership at Curtin University. He was Director General of the WA Department of Health and Chief Executive Officer of St John of God Health Care Subiaco.

He currently consults through Australis Health Advisory to a number of key health clients in Australia. He holds Bachelor Degrees in Medicine and Surgery, a Masters in Theological Studies and a Masters in Business Administration.

Ms Angela Magarry Director FCHSM BHA MPS Angela Magarry is an experienced healthcare CEO who has extensive experience in both government and nongovernment sectors mainly in strategic policy and government relations roles, nationally and

internationally. She is currently CEO of the Committee of Presidents of Medical Colleges.

In 2011 Angela received an Australia Award for excellence in higher education reform. Angela holds a BHA, MPS and is a Fellow of the ACHSM. Angela is on the ACT Branch.

Ms Jayanthi Mohanakrishnan Director Business Development Manager at Auckland District Health Board responsible for the ACC Portfolio Jayanthi has a wealth of private and public healthcare experience gained during 25 years in a number of senior management roles in India and New Zealand. Jayanthi’s expertise lies in having a vision and getting everybody on board, set clear expectations and work efficiently towards a common goal. Jayanthi has built a reputation as someone with high integrity, strong professionalism, and passion, who is committed to high quality outcomes in all her endeavours.

Her strong technical abilities, focus and drive play an important role in supporting the DHB. Jayanthi is on a number of Regional and National Committee’s as the Health Board representative on health service design.

Dr Tim Smyth Director MB BS LLB MBA Tim joined the Board in August 2014 as a Board appointed independent director. He is well known in the health sector having had a range of senior executive roles across hospitals, health services and the NSW Ministry of Health. Tim is a Special Counsel in corporate and commercial law with Holman Webb lawyers, Chair of the Western NSW Primary Health Network and a management consultant.

Mrs Glynda Summers Director FCHSM CHE MHA BA DIPAD(N) Glynda is currently Executive Director of Nursing, Cairns and Hinterland Health Service District. Prior to moving to Cairns in February

2003, she was the Executive Director of Nursing Redcliffe Caboolture Health Service District (since August 1999). Since May 2010 she has been working within the eHealth space as DEDON – Informatics and Senior Clinical Advisor for implementation of clinical systems, specifically the Integrated Electronic Medical Record (ieMR) in Queensland. Glynda has worked for QH for the last 29 years in a variety of roles including remote, rural, regional, metro and tertiary facilities as well as Executive Officer Policy and Planning and Executive Manager Director Generals Office. She has been in senior executive roles for past 15 years. She is Adj. Snr Lecturer at the School of Health Sciences, James Cook University, and coordinates a subject externally on Policy and Leadership for Flinders University.

Ms Julie Tate Director FCHSM, CHE, FIR, MBus, GradDipHSM, GradDipEd, DipDiagRad, MAICD Appointed to the Board: 2015 Julie has recently commenced in the position of Operations Manager Medical Imaging Services for the Tasmanian Health Service Southern Region following five years with the Department of Health and Human Services Tasmania as Manager Clinical Support and Cancer Services Development. Julie has extensive health management experience gained during 27 years in a number of senior management roles in Victoria and Tasmania. Some of her special interests include process redesign, workforce planning and community participation in health. Julie has been a member of the College since 1995 and has served on State Branch Council in both Victoria and Tasmania. She has previous Board experience as a Board Director for the Cooperative Research Centre for Biomedical Imaging Development and she is a current Board Director for MS Tasmania.

Mr John Turner Director FCHSM JP CHE Grad Dip H Sc (Admin) Cert Bus John retired in January 2015 after 19 years as Chief Executive of Bentleigh Bayside Community Health which is based in metropolitan Melbourne’s southern suburbs for the past seventeen years.

The service provides a wide range of services across two municipalities. He has worked in healthcare administration in both South Australia and Victoria for fifty years in city and rural hospitals, community health services and specialist medical institutions. His involvement in community health dates back to 1974 when the Federal Government commenced funding community health. A member of the College since 1969 and Immediate Past President of the Victorian State Branch, John has also been convenor of the Community Health CEO Special Interest Group for eleven years and a member of the Education & Seminar Committee. John was awarded Life Membership of the College in 2015.

Invitees Dr Hok Cheung Ma President – Hong Kong College of Health Service Executives FCHSM CHE MA MBBS (HK) MHA DCH (Lond) MRCP (UK) FRCP (Edin) FRCP (Lond) FHKCP FHKCCM HKAM (Med) FHKAM Dr Hok-Cheung MA is President of the Hong Kong College of Health Service Executives. He is the Hospital Chief Executive of Caritas Medical Centre and also serves as the Service Director (Human Resources) and Cluster Clinical Stream Coordinator (Medical) of the Kowloon West Cluster, Hong Kong Hospital Authority. Besides his official capacity, Dr MA also serves as Program Director of the Dual Fellowship Program of the Hong Kong College of Health Service Executives.

Mr Daniel Mahony Chairman, Future Health Leaders B.Physio G.DipHSM AFCHSM APAM MAICD Daniel is currently Chairman of Future Health Leaders, ACHSM WA Branch Councillor and Chair of the Australian Physiotherapy Association (APA) National Rural Group. Daniel has a passion for rural and remote health and is a past Board Member of Services for Australian Rural and Remote Allied Health (SARRAH). As a Senior Physiotherapist in rural Western Australia, Daniel aims to promote and support the next generation of health leaders and managers into the future. xyz Australasian College of Health Service Management 49

UPCOMING EVENTS Below is a list of upcoming events being held by ACHSM Branches. Note that event details may sometimes change at short notice. Please visit the event calendar at achsm.org.au/events for the latest details.

June 2016

Venue: Perth Convention & Exhibition Centre

Wed 20 (Qld)

Cuppa with the Chief Speaker: Frank Daly, Chief Executive, South Metro Health Service

July 2016

August 2016

Fri 17 (Vic)

Wed 6 – Fri 8 (Vic)

Fri 5 (Vic)

SHAPE Symposium Venue: La Trobe Melbourne City Campus, Level 20, 360 Collins Street, Melbourne

Breakfast forum Guest speaker: Sue Matthews, The Royal Women’s. Venue: NAB Health – 700 Bourke St Melbourne

Wed 15 (WA)

Breakfast forum Venue: NAB Health – 700 Bourke St Melbourne

Wed 22 (Qld)

Wed 13 (NSW)

Breakfast forum

Budget breakfast Presenter: John Roach, NSW Health.

Venue: Christie Conferences, North Sydney

Thu 16 (Qld)

Breakfast forum With the DG of Qld Health

Thu 23 (Vic)

Thu 14 (NSW)

EHM health service planning and financing series

EHL evening forum

Breakfast forum – Private-public partnership projects (panel) Venue: Christie Conferences, North Sydney

Tue 28 (WA)

Breakfast forum Venue: NAB Health – 700 Bourke St Melbourne

2016 State Leader Conference Theme: Leading well.

Fri 15 (Vic)

Breakfast forum

Thu 18 (NSW)

Thu 25 (NSW) Evening forum Technology in healthcare

The Brisbane skyline at dusk. Brisbane will be the city welcoming our joint ACHSM/ACHS congress this year. To know more, visit achsm.org.au/congress.

50 Australasian College of Health Service Management

Health Management Internship Program (HMIP) A head start for the future leaders of our health system Employment in a healthcare organisation with skills and knowledge acquired through supervised, structured workplace experience An industry-recognised postgraduate academic qualification in health administration First-hand access to support and mentoring opportunities as well as professional development and networking.

ACHSM’s HMIP offers committed, high-potential Interns the opportunity to develop the skills, competencies and knowledge required to start a career in managing the challenges and complexities of health service delivery.

Over two years, Management Interns are exposed to a variety of different workplace and educational opportunities.

The program is administered independently by ACHSM Branches in states where it operates (currently New South Wales, Queensland and Victoria).

‘I developed a multitude of transferable skills in a short 4 month period and had the opportunity to network with industry leaders.’ – Angeline Kuek

‘Allowed me to accelerate my learning and growth in a short, two-year timeframe.’

– James Wood

Structured balance of academic and practical experience; a unique opportunity to consolidate an understanding of the health system.’ – Crystal Burgess

‘I would recommend this program to anyone whose goal is to work in top-level management.’ – Jith Perera

‘HMIP provides the host organisation with the opportunity to nurture the industry’s next leaders and expand organisational project capability through the engagement of dedicated program participants. As such NSW Ambulance is a proud supporter of the HMIP and encourage other organisations to actively pursue the same opportunity.’ – Naomi Konza, Learning & Development Program Specialist, People & Culture ‘The Interns are allocated to work within teams, which allows them to fully participate in project work by adding their own input and being responsible for specific pieces of work. They support the Network Managers and add value to the outcome of project work.’

– Lisa Cox, Director Corporate Services, Agency for Clinical Innovation

Visit achsm.org.au regularly to know the program opens in NSW, Qld and Vic this year.