Gold Coast Health: Background Information, Key Selection Criteria and Leadership Dimensions

This article provides information about Gold Coast Health, including its background, organizational structure, strategic plan, and mission, vision and values. It also covers the key selection criteria for the Executive Director in Allied Health Services and the leadership dimensions for healthcare leaders. The article is relevant for those interested in healthcare leadership and management.

Assessment coversheet

Leadership in Health Management
Table of Contents
Part 1.........................................................................................................................3
1(A): Background information about Gold Coast Health...................................3
1(B): Key selection criteria.....................................................................................6
1(C): Response to selection criteria......................................................................11
1(D): Developing skills, knowledge and experience............................................13
Part 2.......................................................................................................................14
Reference…………………………………………………………………………16
APPENDICES
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PART 1:Description
1 (A):Background information about Gold Coast Health
Gold Coast health is a public service provider in Australia that provides sustainable healthcare to
community through a wide range of broad secondary and tertiary health services. It fulfils
healthcare needs of community across two hospitals, wide network of health precincts and
community health centers. The health care services of Gold Coast health consists of primary
adult specialties along with pediatric services. They also provide allied health services to
support, recognize and revive quality of life for people in community through range of services
that includes occupational therapy, physiotherapy, speech pathology, nutrition, social work and
psychology (Gold Coast Health 2018).
The Gold Coast Health has different facilities like:
 Gold Coast University hospital:
This is situated in Southport and is amongst Queensland’s biggest teaching and research units
that provides specialized health services in areas of cancer, mental health, and emergency to
fulfill patient needs as well as meets learning needs of prospective clinicians (Hardygroup 2018)
 Robina hospital:
This is situated in Robina CBD and is 6th biggest hospital in Queensland which provides primary
services for emergency, trauma, medical and surgical, women and children and mental health. It
is part of health hub that consists of Robina Health Precinct and Campus Alphs Health services
(Hardygroup 2018)
 Robina Health Precinct:
This provides broad community health services to respond in an effective manner to community
demand and support acute care needs specifically multi-disciplinary health services that involves
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aged and palliative care, community child heath, maternity health, community rehabilitation and
chronic disease care (Hardygroup 2018)
 Southport health precinct:
According to Hardygroup (2018) it offers range of community based health services at central
Southport that supports current private health services at Southport, offers support network for
Gold Coast Health’s acute facilities and also offers small/large group education programs.
According to Hardygroup (2018), Gold Coast Health’s Allied service under GCAHS is an
integrated system that consists of hospitals, community arrangements for adult and children. A
new leadership role of Executive Director in Allied health services has been created that will
support vital strategic leadership aspects of workforce to manage delivery of safe and quality
health care services to the community that is supported with coordination. The role ensures that
health care services are developed and administered in collaboration with other service delivery
providers, community and employees in combined manner to ensure high performance outcomes
that is consistent with strategic goals of GCHHS. The role of Executive Director (Allied Health
Services) will be a single point accountability position that will demonstrate attaining expected
results of services to make sure that GCHHS contributes to attain its vision (Hardygroup 2018),
The Executive Director will be core member of Executive management team and will work in
collaboration with other Executive Directors, Clinical Directors to provide safe, efficacious and
sustainable care within GCHHS along with working towards transforming clinical practices,
strategic advices to the Board. The role of Executive Director (Allied Health Services) is to
support high level, expert advice to Health service Chief Executive, Chief Operations Officer
and members of Executive Management team that will support augmentation of strategic vision
of GCHHS. The role has dual reporting which includes reporting operationally to COO about
divisional betterment elements and professionally reporting to Health service Chief Executive
about executive performances. The Executive Director will also be responsible to create and
regularly monitor systems that give feedback on standards of performance so as to ensure
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information is well circulated in channels to instantly address areas of risk or opportunities to
attain best practices performances (Job Description)
Strategic Plan 2016-2020
The strategies which are adopted by Gold Cost Health are as follows:
(Queensland Government 2018)
 Monitoring real time information, health trends and environmental conditions in order to
determine consumer demand.
 Building a culture of success where staffs are inspired to do the best work.
 Encouraging health literacy by providing information which is accessible, clear and easy
to understand.
 Engaging with all the members of the community.
 Patients with chronic diseases and mental illness are suitably supported in the community
to ensure the quality of life.
 Actively supporting professional development, training and research and translation of
knowledge into practice.
 Plan and prepare for potentially large scale incidents and service disruptions (Queensland
Government 2018)
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Gold Cost Health Organizational structure
Figure 1: Gold Coast Health Organizational Chart
Source taken from: Hardygroupintl.com (2018)
Mission, vision and values of Gold Coast Health
 Vision:
The vision of Gold Coast Health is to be identified as a center of excellence for best in class
health care services (Gold Coast Health 2018).
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 Mission:
Gold Coast Health’s mission is to establish itself as a center that works for well-being of patients
and community health needs through delivering of changing needs across community health,
hospital care and specialized services to make sure the best quality of care. Its mission is to
support community with active promotion of good health, improve patient outcomes with
research and practice and ensure better service through technology, innovation and maximizing
use of resources. Another significant mission is to be a center that supports inclusive and diverse
workforce and ensures their safety and well-being so that staffs by using their skills and
capabilities helps to provide Gold Coast health’s purpose of high quality health care for
community (Gold Coast Health 2018).
 Values:
The values of Gold Coast Health surround around six pillars i.e. integrity, community first,
respect, excellence, compassion and empowerment. Gold Coast Health aims to be open and
responsible to the people they serve for care needs, values patients and communities best interest
first, gives respect, listens and values and acknowledges one another, drives towards exceptional
performance and results, treats people with compassion and sensitivity and empower one another
to achieve more (Gold Coast Health 2018).
1 (B): Key selection criteria
The key selection criteria states that the candidates who will apply for the post of Executive
Director in Allied Health Services should be able to offer viable direction and administration of
Allied Health Services in order to ensure that a whole of Health and Human Services focus
underlines the decision making and practice. The key selection criteria also states that the
candidates who are willing to apply for the post of Executive Director in Allied Health Services
should be able to drive the improvement of a culture which supports association, information
based decision making and attitude coherent with the beliefs and preferences of Queensland of
Health and Gold Coast Hospital and Health Services. One of the selection criteria for the
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candidates willing to apply for Executive Director in Allied Health Services should be able to
deal with the improvement and execution of the five year result based approach of the
assimilation of Gold Coast Hospital and Health Services through clinical partnerships. Another
criteria state that the candidate who wishes to apply for the post of Executive Director in Allied
health Services should be able to drive the progress, performance and analysis of the new
services in order to ensure that those services confirm to the service and budget requirements
(Job Description)
As opined by Malila, Lunkka & Suhonen (2018), the theory of health care leadership focuses on
different variables which are correlated to the clinical and service care environment and that
might assist in determining best particular style of self behavior which is most suited for a
particular circumstance. According to the theory of leadership there is no particular leadership
behaviour which is suitable for all types of situations. According to Özer, Ugurluoglu,
Kahraman, & Avci (2017), multiple researchers also pointed out that truly effective leadership
style is not just based on the quality of the leader but is concerned with maintaining the ideal
balance between the behavior, needs and context of any situation. According to Mohan (2015),
the theory of leadership suggests that good leaders are successfully able to access the needs of
their subordinates, take note of the situation and accordingly adjust and modify their behaviors.
As stated by Weiszbrod (2013), the success of a particular situation depends on a number of
variables which includes the leadership style adopted by the leader, the qualities of the
subordinates and the aspects of the situation. Therefore in context of the selection criteria
regarding Executive Director in Allied Health Services it can be stated that in order to fulfil the
selection criteria in Allied Health Services it is very important to adopt a leadership style which
complies with the contingency leadership theory in order to fulfil the selection criteria.
Moreover according to Healthcare Leadership model there is no formal leadership responsibility
in service care setting and hence leaders do things in a systematic manner so that it assists
everyone to develop themselves as a leader and is applicable equally to all roles and care
environment that exists in care organizations. Basically it is based on nine core dimensions that
help to manage people in care leadership roles to be a central part of being an efficacious leader
by realizing personal attributes like self-awareness, confidence, control, knowledge, personal
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reflection, resilience and commitment as foundation for behaviors. These have direct impact on
behavior of others and way people interact so awareness of behavior is vital in key leadership
roles that impacts colleagues, teams, culture and climate in healthcare organization and even
influences care experiences offered to patients or service users (NHS Leadership Academy
2018).
The leadership dimensions that are identified in Healthcare
leadership model are:
 Inspiring shared purpose:
In this dimension the leader should be enthusiastic to add value to care services and further
improve these by building upon principles and values. As such leaders should build a shared
sense of purpose among different people in diverse work areas within care organization to
motivate their beliefs on shared values that supports delivering quality care services to users,
families and community. So it is vital for leaders in care settings to stay true to care principles
and values and remain committed to contribution towards patients care and also in a behavior
that inspires others to believe in shared purposes and fulfilments. These values should be held
even under pressure and promoted actively and consistently to lead by examples so that
responsibility is taken for benefit of care services (NHS Leadership Academy 2018).
 Leading with care:
This dimension illustrates vital personal attributes in leaders for healthcare that gives them
ability to interpret needs of teams, give care, secure safe environment to enable everyone do their
job efficaciously. As such leaders should be able to interpret emotions that can impact others and
manage them specifically to deal with unsettled feelings of others so that their energy is focused
in right direction of delivering care services that are exceptional (NHS Leadership Academy
2018).
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 Evaluating information:
Leaders should look for vital information to create ideas that drives efficacious improvement or
change and these decisions should be based on evidence and various perspectives that meet
needs of care. As such it is vital for leaders to be alert and open to information and evaluate so
that they can make better developed improvement plans (NHS Leadership Academy 2018).
 Connecting to care services:
Leaders should even be able to determine service fit for different needs of people and should be
able to interact and connect with them together by interpreting the manner responsibilities and
services are delivered, identifying impacts on goals, values and cultures and understanding
shared risks and collaborations (NHS Leadership Academy 2018).
 Sharing vision:
Leaders should be able to communicate vision of healthcare organisation to others that should be
attainable and realistic so as to inspire others to achieve the vision together. The leaders should
convey this vision to compel and make others clear by demonstrating honesty, hope and help for
service uses (NHS Leadership Academy 2018).
 Engaging the team:
Leaders should be capable to bring people together and make them collectively contribute to
deliver desirable results and continued improvements of care services, as such leaders should be
able to facilitate teamwork and create a sense of pride in working together for a purpose with
efficacious team engagement that stimulates respect, compassion, care and attention to detail to
improve services for patients (NHS Leadership Academy 2018).
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 Holding accountability:
Leaders should be clear on performance goals and indicators and should assist others to
understand these clearly to make them own responsibility and should also share balanced
feedback for betterment. Leaders should clearly communicate expectations and should provide
freedom to others to manage their own job roles (NHS Leadership Academy 2018).
 Developing capability:
Leaders should motivate others for improvement in learning and building of expertise to meet
future demand and challenges and should act as role model by demonstrating a positive
behaviour. This capability demonstration inspires others to develop their own potentials (NHS
Leadership Academy 2018).
 Influencing outcomes:
Leaders should make decisions that drive positive influences on others, build bonding and
collaborations by understanding their needs and then arranging for priorities, allocation of
resources and approaches to improve care service delivery (NHS Leadership Academy 2018).
The key selection criteria in Gold Coast Health Services state that the interested candidates
should be able to recognise and deal with possible behaviours in order to improve service
fulfilment and attainment of performance. The criteria in Gold Coast Health Services also states
that the interested candidates should be able to promote leadership and decision making to insure
the commitment regarding resource acquisition and resource delegation to improve care
experiences. The criteria in Gold Coast Health Services further states that the interested
candidates should be able to direct the improvement and execution of multiple contemporary
human resource management activities and behaviours of care givers to insure the improvement
of a more effective, skilled, lucid and highly inspired human resources for the organization. The
criteria also states that the interested candidates should be able to ensure that financial risks are
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recognised and controlled with necessary and required moderation and emergency approaches
should be designed and implemented accordingly. Hence the selection criteria for role of
Executive Director is in alignment to Healthcare Leadership model that is based on dimensions
of shared purpose, leading with care, evaluation of information, connecting to care services
offered, engaging the team, holding the accountability, developing capability and influencing the
outcomes (NHS Leadership Academy 2018).
As opined by Kvas, Seljak & Stare (2014), the various elements of the health leadership
framework consists of achieving the outcomes, converting the system, coordinating and
conspiring beyond bounds, involving people and creating bonding and developing and leading
self. As opined by West, Lyubovnikova, Eckert & Jean-Louis (2014), the various sub elements
of the health leadership framework are namely building a common vision for future health
outcomes, being accountable for performance and results, focusing on the factors which make a
difference, demonstrating self-awareness, constantly seeking personal growth, modelling desired
behaviours and values, taking responsibility of own performances, facilitating effective team
performances, exploiting talent and diversity, developing and implementing effective team
processes, creating a workplace culture environment wherein the human resources can
contribute, mobilizing human resources to take collaborative actions, encouraging creative
insights from variety of sources, creating cross-sectional connections in order to deliver service
agreements, demonstrating critical and systematic thinking and shaping a preferred future for
health service deliver. All the above elements comply with the selection criteria which have been
discussed above and therefore in order to fulfil the selection criteria at Allied Health, candidates
must comply with formal health leadership framework (NHS Leadership Academy 2018).
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Fig: Nine dimensions of Healthcare Leadership Framework
Source: (NHS Leadership Academy 2018).
The key selection criteria in Gold Coast Health Services state that the interested candidates
should be able to offer strategic direction in the administration of a vital portfolio by making sure
that a whole of GCHHS focus underlines on decision making and proceedings. The key selection
criteria in Gold Coast Health Services also state that the interested candidates should be able to
cascade strategic plan through service fulfilment and assure the connections with the operational
plans and also be able to provide leaderships to the direct reporting of the post in order to ensure
the alignment of the organizational goals with the business plan and with the annual
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organizational plan health priorities. The key selection criteria in Gold Coast Health Services
also state that the interested candidates should be able to build strategic partnerships which
would support the GCHHS to attain its critical goals. The criteria in Gold Coast Health Services
further states that the interested candidates should be able to command execution of risk
mitigation procedure in order to make sure that the risks associated with business are recognised,
evaluated and mitigated in a timely way (Job Description)
As opined by Morrow, Glenn & Maben (2014), strategic management is described as continued
planning, controlling, evaluation and reasoning of each element which are very important for
healthcare to reach its purposes and objectives. As opined by Sebastian, Fulop, Dadich,
Fitzgerald, Kippist & Smyth (2014), strategic management also includes designing and execution
of prime objectives and programs which are taken by people in key leadership roles based on
context of resources and assessment of internal and external. Therefore it can be stated that the
selection criteria which are laid down by Allied health regarding Executive Director complies
with the basics of strategic management.
1 (C):Response to selection criteria
As opined by Yankah (2016), the successful candidate who will be selected to the post of
Executive Director in Allied Health Services is required to demonstrate capability to utilize
financial, human, physical resource management and efficient control skills to make sure that
effective alignment of the Allied Health Services workforces with the patient demand. As the
health care sector is a very sensitive sector which caters to the patient demands by providing
different types of health services to the patients need to effectively carry out financial resource
management in order to ensure that there are no financial constraints involved in providing
quality health care services to the patients of the healthcare services. Effective financial resource
management is also vital in order to forecast and develop effective budget which will help in
meeting the financial targets of the health care services which will help in its survival.
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It is also very important for the successful candidates to demonstrate effective human resource
management in order to ensure that that there is a constant flow of workforce in the Allied
Health Services. As the health care sector is facing tough challenges regarding the attraction and
retention of human resources, therefore it is vital for successful candidates selected for the role of
Executive Director of Allied Health Services to develop and implement strategies which will
help in attracting and retaining qualified candidates in the Allied Health Services. It is also very
important for the successful candidates selected for the role of Executive Director of Allied
Health Services, to demonstrate effective human resource management in order to motivate the
workforces of the Allied Health Services which will help them in accomplishing the aims and
objectives of the Allied Health Services. Demonstrating abilities of effective human resource
management by the successful candidates will also help in enhancing employee performance and
will also help in improving the productivity of the health care staffs (Job Description)
According to Tennent (2015), it is also important for the successful candidates selected for the
role of Executive Director in Allied Health to demonstrate effective physical resource
management in order to ensure that the physical resources of the organization remains fully
capable of fulfilling the demands of the organization. In terms of health care sector the physical
resources can be identified as buildings, fire-fighting equipment, medical equipment,
communication equipment, fixtures, waste disposal equipment, vehicles and health facility
furniture and therefore it is very important for the Executive director to demonstrate ability of
physical resource management in terms of their purchase, maintenance, valuation and disposal.
The successful candidates need to demonstrate effective physical resource management as the
physical resources of the health care sector are open to misuse, abuse, theft and fraud, need to be
retained in good working conditions, needs replacement and are of higher values and therefore
there is a high requirement for physical resource management for the successful candidates.
According to Stander, de Beer, & Stander (2015), effective governance skills is a very important
criteria for successful candidates to be selected for the role of Executive Director in Allied
Health as effective governance skills will help in the effective alignment of the workforce of
Allied Health with the demands of the patients of the hospital. As opined by Shaw et al. (2013),
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effective governance skills among the successful candidates will help in the development,
implementation and monitoring of effective strategies which will help in accomplishing the
vision and components of the strategic plan of the organization. Effective governance skills
among the successful candidates will also help in ensuring that the effective alignment between
clinical governance and corporate governance. The effective governance skills among the
successful candidates will also help in managing the boundaries between clinical governance and
corporate governance.
According to Pihlainen, Kivinen & Lammintakanen (2016), it is also important for the successful
candidates to be aware about the importance of vision and effective strategies for leadership in
managing teams as vision is a very effective element of leadership in health care sector as the
vision guides a leader of the health care organizations to lead his team. It is also very important
for successful candidates to be aware about the vision as the vision of leadership permeates the
workplace and is manifested in the actions, values, beliefs and goals of the leaders of the
organization. The vision helps in attracting and affecting every employee of the organization and
therefore it is very important in terms of managing teams in the organization.
According to Jeyaraman et al. (2018), it is also very important for the successful candidates to be
aware about the effective strategies for leadership in managing teams as effective strategies of
leadership helps in effective management of the human resources of the organization. Effective
strategies help in ensuring that employees of the organization are always motivated in nature and
there are no conflicts among the workers of the organization. The knowledge of effective
strategies in managing teams among successful candidates is also very important as effective
strategies of leadership helps in enhancing the productiveness of employees and also assists in
increasing retention of the human resources in the organization.
1 (D):Developing skills, knowledge and experience
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As opined by Mishak Beckman (2013), in order to develop the experience, knowledge and skills
which are required in order to fulfil the role of Executive Director in Allied Health Services the
preliminary task that a candidate requires to undertake is to gain complete knowledge of the roles
and responsibilities which are required for the job role as it will help in better understanding of
the job role. The proper understanding of the job role will help a candidate to develop
approaches and strategies in order to carry out the roles and responsibilities in an effective
manner. As opined by Newkirk (2013), so as to develop experience, knowhow and expertise
which are required to fulfil the role of Executive Director in Allied Services, a candidate can also
seek the help and guidance of a mentor who has past experiences in similar job roles so that the
individual can gain necessary knowledge, skills and experience required for the job from a
mentor. In order to develop the experience, knowledge and skills which are required in order to
fulfil the role of Executive Director in Allied Health Services a candidate can also take various
online courses based on his weaknesses so that it will help in addressing his weakness and will
also help to develop experience, knowledge and skills of the candidate. According to Haase &
Franco (2017), another important activity which a candidate applying for the role of Executive
Director in Allied Health Services needs to do is to increase the level of communication and
interaction with members beginning to various levels of the organization in order to get
improved interpretation of the regular operations of the organization which will help in the
development of experience, knowledge and skills of the candidates. As opined by Grady (2016),
another effective way through which the candidates applying for the post of Executive Director
in Allied Health Services can develop their experience, knowledge and skills which are required
for the job role is consulting various real life case studies of various organization and their
solutions which will help in gaining practical experience regarding various types of complex
situation which will help in developing experience, knowledge and skills required for the job.
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PART: 2Question on Notice
According to Aij & Teunissen (2017), the job role of an executive director in health care services
is very demanding and sensitive in nature and therefore it requires higher focus and attention.
Being an executive director of a health care service, involves setting up various professional
boundaries in order to carry out the responsibilities associated with the job role in an effective
manner. As opined by Coxen, van & Stander (2016), in terms of Healthcare it can be stated that
maintaining a professional boundary between a healthcare executive and with the other workers
of the organization in order to promote professionalism and in order to promote ethical behaviour
among the other staffs of the hospital. Some of the professional boundaries which I, after being
selected for the role of Executive Director in Allied Health Services need to negotiate are being
over-frank with particular employees of the organization, accessing the personal details and
information of any employee or patient of the hospital, sharing details about my personal life
with my colleagues, avoiding any kind of relationships with any employees of the hospital or
with the patients of the hospital, receiving any sort of gifts from any colleague or other from any
patients or from their hospitals , favouring any particular employee or group of employees of the
hospital, disclosing information related to the workings and operations of the hospital to any
outsider or in social media and providing personal contact information to any colleague or
patient of the hospital.
 The first approach which I would take in order to negotiate the professional boundaries
associated with this role is by identifying my self-limit in terms of physical, mental,
spiritual and emotional which will help in recognizing the limit of my tolerance and also
help in recognizing my level of uncomfortableness.
 The second approach which I would take is to understand the difference of being open
and frank while communicating in an organization as open communication helps in
clearing confusion while frank communication could lead in the generation of grievances.
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 The third approach which I would take is by paying attention to my self-feelings as there
are three feelings namely discomfort, resentment and guilt that act as red flags or cues
that I require to wither to establish bounds in specific conditions or that is letting my
boundaries slip.
 The last approach I would take is to understand the difference between personal and
professional life by maintaining a work-life balance so that my personal and professional
life do not mix with each other which could lead in crossing of professional boundaries.
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