People and Culture. Create and develop a positive working relationship with team and colleagues. • Act in accordance with the ‘Code of Conduct’ and ‘Workplace Behaviour’ Policies. • Actively participate in relevant professional development. SELECTION CRITERIA ESSENTIAL CRITERIA • MBBS or equivalent • AHPRA registration as a Medical Practitioner • Relevant experience as a Medical Practitioner - minimum of 2 years postgraduate training • Have joined or otherwise eligible to join the AFRM training program • Completion of Clover Clinical systems training at commencement of employment • Ability to work as an effective member of an interdisciplinary team • Sound clinical knowledge, skills and experience in contemporary medical and evidence based practice DESIRABLE CRITERIA • Demonstrated commitment to teaching PERSONAL ATTRIBUTES • Client Focus – Committed to delivering high quality outcomes for clients • Teamwork – Cooperates and works well with others in the pursuit of team goals • Developing Others – Actively seeks to improve other’s skills and talents by providing constructive feedback, coaching and training opportunities • Integrity – Operates in a manner that is consistent with the organisation’s code of conduct • Resilience - Remains calm and in control under pressure • Relationship Building – Establishes and maintains relationships with people at all levels PERFORMANCE APPRAISAL/REVIEW
People and Culture. Workforce Tier 1 Total Labour Effort Variance to Budget # of actual Standard, Additional and Agency FTE compared to budgeted FTE <=0 variance to budgeted FTE Tier 1 Expenditure for Workplace Injury Claims $ gross value of expenditure <previous year Tier 1 New Workplace Injury Claims Rate # of new workers injury claims reported per 1,000 FTE <previous year Tier 2 Completion of Performance Reviews % of staff with completed performance reviews in last 6 months >=80% Tier 2 ATSI Employee Participation Rate % of employees who identified as being of Aboriginal or Xxxxxx Xxxxxx Islander origin >=4% Tier 2 Employees with Excess Annual Leave % of employee with annual leave balance greater than or equal to 2 years entitlement 0% Tier 2 Completion of the Aboriginal Cultural Competence Program % of employees who have completed Aboriginal cultural competence training 100% Tier 2 Participation of Women in the Executive Workforce % of women in SAES 1 and SAES 2 and equivalent roles >=50% KEY PERFORMANCE INDICATORS IN DEVELOPMENT Indicator Measure Target SA Medical Imagining / Local Health Network – Request to Arrive % meeting turnaround times by modality for ED and Inpatient TBA Mental Health – Rates of follow-up after suicide attempt/self-harm % of presentations to hospital for which there was a follow-up in the community within an appropriate period TBA SCHEDULE 5: SA HEALTH PERFORMANCE FRAMEWORK The SA Health Performance Framework sets out the systems and processes that DHW will employ to fulfil its responsibility as the overall manager of public health system performance. These processes include, but are not limited to, assessing and rating LHN performance, monitoring LHN performance, and as required, intervening to manage identified performance issues. The SA Health Performance Framework also recognises high performance. The SA Health Performance Framework defines the in-year service agreement management rules for financial adjustments and is integral to measuring and monitoring performance and accountability. The KPIs, against which WCHN’s performance will be measured, are detailed in Performance Indicators and Targets (Schedule 4) of this agreement. This SLA focuses on the key agreed priorities. It is not intended that all performance expectations of the LHN are identified in the SLA. Project plans and milestones, clinical measures aligned to models of care, safety and quality indicators and a range of performance indicators and benchmarks will be monitored throug...
People and Culture. The Employee I acknowledge that my duties and responsibilities are as outlined in this position description. I further acknowledge that my duties may be varied from time to time. Name Signature
People and Culture. Practice in accordance with Calvary and relevant Government Health policies and procedures, the position description, Code of Conduct and industrial agreements. Work in accordance with the mission and vision of Calvary and actively participate in developing a culture that promotes Calvary’s values of healing, hospitality, stewardship and respect. Participate in and support the Hospital’s Quality Improvement and Accreditation programmes. Demonstrated an understanding of risk management processes and systems. Privacy principles are upheld in all work related matters with clinical coders having access to detailed personal and health related information which must never be divulged unless in the course of confidential and appropriate work related discussion. Patient confidentiality must be protected at all times. Assists the Coding Manager and Coding Team in a helpful and positive way to assist in providing an efficient and effective Clinical Coding service for the hospital.
People and Culture. Workforce Tier 1 Lost Time Injury Frequency Rates (LTIFR) % reduction (XXXX Database) 5% reduction compared to last year Tier 1 Total Labour Effort Variance to Budget # Established FTE compared to actual FTE 0 Tier 2 Achieve Favourable Passion/Engagement in Next Staff Survey (Annual) % of surveys which achieved favourable passion/engagement (Your Voice Project) >75% Indicator Measure Target PEOPLE AND CULTURE (continued) Workforce Tier 2 Completion of Performance Reviews in Line with the Commissioner’s Determination % staff with completed performance reviews in last 6 months (XXXXX reporting) Minimum 80% Tier 2 ATSI Employee participation rate % of current employees who identified as being of Aboriginal or Xxxxxx Xxxxxx Islander origin Minimum 2% Tier 2 Excess Annual Leave Balance > 2 Years # of staff with annual leave balance greater than 2 years 0 Tier 2 Achieve Gender Equity in the Executive Workforce The number of women in SAES 1 and SAES 2 (and equivalent) roles within the Public Sector 50% Service Measures Indicator Measure Target
People and Culture. Workforce Monitoring of Tier 2 indicators will occur in year as per the KPI definition document, including the inclusion of a Fatigue and Wellbeing Annual Report Requirement
People and Culture rs_iea010 Page 1 of 13 Date of Issue: 01-Jan-23 The Parties The parties to this employment agreement are: Vice-Chancellor, the University of Canterbury, the "Employer" or the “University”; and The Employee as per the letter of Offer of Employment.
People and Culture. The Compensation and Classification may request additional information to aid in the evaluation. Such requests will not alter the effective date for changes in classification.
People and Culture. Workforce Tier 1 Total Labour Effort Variance to Budget # of actual Standard, Additional and Agency FTE compared to budgeted FTE <=0 variance to budgeted FTE Tier 1 Expenditure for Workplace Injury Claims $ gross value of expenditure <previous year Tier 1 New Workplace Injury Claims Rate # of new workers injury claims reported per 1,000 FTE <previous year Tier 2 Completion of Performance Reviews % of staff with completed performance reviews in last 6 months >=80%
People and Culture. Practice in accordance with Calvary and relevant Government Health policies and procedures, the position description, Code of Conduct and industrial agreements. Work in accordance with the mission and vision of Calvary and actively participate in developing a culture that promotes Calvary’s values of healing, hospitality, stewardship and respect. Participate in and support the Hospital’s Quality Improvement and Accreditation programmes. Demonstrate an understanding of risk management processes and systems. Model and promote effective leadership and professional behaviour that is based on supporting staff to provide holistic care for patients, their families and carers. Provide leadership and mentoring including during times of change and uncertainty. Act as a role model for personal and professional standards in accordance with the philosophy of the Sisters of the Little Company of Xxxx. Develop and maintain effective professional relationships with all internal and external stakeholders. Participate in the activities of the Medical Staff Council. Convene Selection Committees for Senior Medical Practitioners of Calvary Mater Newcastle (CMN) and participate in LHD Selection Committees. Monitor and evaluate, through systems analysis and performance appraisal, the performance of medical, allied health and technical staff. Ensure that clinical education needs of medical and allied health staff are met. Build and maintain strong relationships with staff, to ensure clear and open communication on all matters related to mission, ethics, culture, and patient-centred high quality care within Calvary Mater Newcastle.
