Establishing and Managing the Clinical Governance Function
Background of Cancer Council Victoria
Cancer Council Victoria was founded in 1935 and since then the organisation has managed to form a global status for their standout work in cancer research, prevention, advocacy and assistance. It is an independent, non-profit company which plays chief role in decreasing the effect of all cancers on all individuals. The mission of the organisation as stated on its website is “Prevent Cancer. Empower Patients. Save Lives.” (cancervic.org.au, n.d.). The organisation operates on the values of Excellence Integrity Compassion.
The organisation plays a significant role in creating change towards battle against cancer. Their operations and functioning is underpinned by quality research. Cancer Council Victoria is reliable partner and their associations with donors and partners increase the influence of their work. They have research-informed policies and agendas which produce the biggest population impact in preventing and screening cancer and thereby empowering the population and decreasing disproportions. The employees, volunteers and supporters of the organization are critical to how they adopt change; they enable the workers in everything they do. The workers of Cancer Council Victoria work and volunteer to participate in a company which makes a real difference in people’s lives and is appreciated by the community they serve. In return Cancer Council Victoria nurture an environment that assists people to attain their full capability in a culture that translates their values of Excellence, Integrity and Compassion.
Some of the offices of Cancer Council Victoria are involved with area’s public teaching hospitals, universities and medical research facilities. In addition, they are also involved with counselling government and linking with business and professional parties to assist them in developing strategies to battle with cancer. Cancer Council Victoria has a goal to affirm a firm public profile and safeguard their independence to enhance their capability to impact the public issue.
One of the main objectives of Cancer Council Victoria is to coordinate all the activities in Victoria which are related to research pertaining to cancer and allied conditions and specifically research into the causation, prevention and treatment of cancer and allied ailments. They carry out, encourage and fund such projects. Further they work towards providing data and suggestions and also form, organize and engage in educational programs associated with the prevention, recognition, and management of cancer and associated disorders. They boost, offer and coordinate services for the assistance and aid of people having cancer and allied disorders. They work in collaboration with any institution which have similar goals with those of Cancer Council Victoria.
The Mission of Cancer Council Victoria
The strategy of Cancer Council Victoria is to lower deaths due to cancer and improve quality of life for individuals suffering from cancer while empowering the society by running and incorporating research with their prevention, assistance and advocacy aims. Specifically, their goal is to execute robust cancer prevention schemes for major risk factors that are identified for cancer such as tobacco, diet, obesity, alcohol and UV. They aim to muster community engagement in cancer detection and immunisation plans. Further, they empower the people suffering from cancer and allied conditions by offering persistent, reliable information and empathetic assistance. Lastly, they aim to maximise the effect of cancer research and cancer data.
Comparison between key selection criteria for the role of Head of Cancer Strategy & Support Division and theoretical learning of leadership theory, formal health leadership frameworks and strategic management
Various leadership theories come to play a vital role for assuming the role of Head of Cancer Strategy & Support Division so that theory is translated into practice and appropriate services is provided by the candidate for this position. The essential criteria stated in the position description demands effectively running and assisting innovation and organisational change. Another essential criteria is to build robust partnership working associations inter and intra-organisation. Transformational leadership learned during the academics can assist in achieving this criteria. As per the transformational leadership, the jobs are performed by involvement in a way which will include the leader (Head of Cancer Strategy & Support Division) and employees that they lift each other to advancement by using the tactics of motivation and reliability. The appointed head at the Cancer Council Victoria will motivate the workers by rising above his/her own self-interests, acknowledging the requirements of the workers and aligning it with the mission, goals and vision of the Cancer Council Victoria. The Head will transform the complete staff while employing this change to achieve the different objectives of Cancer Council Victoria. The transformational leaders will have the abilities and traits of confidence, visionary, and self-awareness to disregard the professional norms and guidelines to build a multidisciplinary team for service provision to the people suffering from cancer and allied disorders. The Head will foster a culture in which innovative ideas are valued. According to the transformational leadership theory, leadership comprises of integrating and reviewing activities which facilitates the distribution of authority to grow interpersonal proficiency. This aspect will help in achieving the above mentioned selection criteria. The Head will recognise other members while planning and delivering the services. He/she will nurture a challenging and stimulating work culture in order to promote innovative ideas so that changes are implemented successfully. The Head will further work towards developing trust between him/her and the staff to encourage enablement. When these transformational activities are adopted by the Head of Cancer Strategy & Support Division of the Cancer Council Vitoria, then they he/she will receive the support in enabling the staff in promoting empowerment and accountability in order to fight the limitations and settle the issue related to fighting cancer and allied conditions. The Head will not only emphasise on behaviour modification of the staff while functioning but also on substantial changes in the regulations of operations at the Cancer Council Victoria. This style of leadership requires traits of integrity and honesty by the head to reinforce the fundamental values of moral and ethics. Further he/she will be required to openness and honesty in the communication system which will help in achieving another selection criteria which is to exhibit ability to effectively lead and manage professionally diverse teams with regards to business requirements. He/she will be open to seek feedback and will communicate their ideas clearly. He/she will have the ability to predict the potential outcomes of the implemented ideas to improve functioning of the organisation (Cherry, 2018).
Cancer Council Victoria Functions and Objectives
Trait leadership approach also compares with the key selection criteria for the role of Head of Cancer Strategy & Support Division at the Cancer Council Vitoria. The theory proposes that particular individuals have inherent leadership quality. Evidences collected to ascertain the particular traits of the successful leaders show a significant link between efficient leadership and attributes such as Intelligence, self-confidence, knowledge, executive capabilities and morality. One profile was proposed by Bass which defined various personal traits of the successful leaders and it was classified in three fundamental sections. The first section was of intelligence and comprised of characteristics such as judgement, decisiveness, knowledge and fluency. Second section was of personality and included adherence, attentiveness, integrity and nonconformity. The last section was of ability and it included traits like coordination, popularity and tact. So, the essential criteria of post graduate qualification in a health-related discipline will be fulfilled through application of this theory. Further, another criteria of effectively providing organisational objectives as a senior level management representative within a health setting and clear understanding of current cancer-related state and federal policies and the wider environment consisting of knowledge of key stakeholders and governance of associated organisations will also be accomplished through this theory.
The NSW Health Leadership Framework also provides the outline for leadership which compares with the role of the Head of Cancer Strategy & Support Division at the Cancer Council Vitoria. The framework id underpinned by focusing on individual and team leadership which is an important aspect of this position. The NSW Health Leadership Framework was developed as means to gain developmental change in individuals and as a support for the formation of new kinds of leadership in healthcare facilities dedicated to patient and user-centred high performance which is also the mission of Cancer Council Victoria. This framework encloses leadership in five aspects which are accomplishing outcomes, developing and leading self, involving people and creating relationships, connecting and integrating across boundaries and reforming the system. These five aspects resonates with several essential selection criteria that are mentioned in the position description.
The first aspect of accomplishing results can be gained through several capabilities in the leader as per the NSW framework. It can be done by constructing a common vision for future health outcomes. In addition the Head can use these outcomes for patients as well as service contracts to direct performance. The head must focus on what makes a difference to consequences and he/she must be able to be liable for working and resources. The second aspect which is developing and leading self can be achieved through exhibiting self-awareness and pursuing personal growth actively. The leader must be able to form the required behaviours and values. He/she must take responsibility for own performance and input to the service agreement. Third aspect which is vey significant for the position is engaging people and forming relationships. The head can achieve this by enabling efficient team processes and nurturing development of others. He/she must be able to harness talent and diversity. He/she must create the kind of workplace culture environment where the employees can contribute. The fourth aspects is working in partnership which is also a key criteria for this role. The head must employ an integrative approach to reform Cancer Council Victoria. The head must be able to marshal individuals to carry out collaborative activities for service provision. Further, as per the framework, the leader must build inter-sectoral partnerships to provide services which is a fundamental part of the Cancer Council Victoria as it works with several organisations. In addition, the framework suggests encouragement of new insights from diverse places to cultivate innovation. The last aspect which is reforming the system will assist the Cancer Council Victoria in achieving their desired goals for 2017-2021 if adopted by the Head of Cancer Strategy & Support Division. He/she must work towards critical and systems thinking. He/she must investigate and resolve resistance and other barriers to change. He/she must be politically intelligent and build support for change (Health Education and Training Institute , 2013).
Leadership Theories and Head of Cancer Strategy & Support Division Role
The learning of strategic management has suggested that it commences with a big picture mission and vision. strategic management includes construction and application of the major goals and strategies taken by the organization’s top executive professionals on the basis of consideration of resources and an examination of the internal and external environments in which the organization functions (Nag, Hambrick, & Chen, 2007). It suggests that it is essential to understand the overall reason of the existence of the organisation and then use that understanding as guiding principle for making short and long term decisions (Ayitey, 2010). In this case, Cancer Council Victoria is a no-profit organisation working towards fighting cancer and allied conditions. So the reason of the organisation is not gaining money but the welfare of people. It is essential that the new head understands the basic vision and mission of Cancer Council Victoria in general and of the Cancer Strategy and Support Division in particular to guide his/her executive responsibilities. Long term goals usually involve a time interval of more than five years (2017-2021), and they represent the mission or vision in a tangible outcome which is mentioned on their website (cancervic.org.au, n.d.). With a clear understanding of the mission and long-term goals, the new head will be able to develop short-term goals or milestones in order to ensure that the organisation is moving in the desired direction (Gartenstein, 2018). When the new head will adopt strategic management, it will offer a general direction to Cancer Council Victoria corresponding with organization’s objectives. He/she will be able to develop policies and plans to achieve those objectives which is also an essential selection criteria for this role. Strategic management is dynamic in nature and therefore a feedback loop will be used to evaluate the implementation of strategies and to inform further planning (Charles. & Gareth, 2012). Strategic management comprises of the approaches of strategic planning and strategic thinking (Graetz, 2002).
Responses to the selection criteria to demonstrate the understanding of what is required of the successful applicant
The essential selection criteria along with the responses are mentioned below.
- In the essential criteria section several Qualifications, Experience, Knowledge and Skills are required. The fundamental requirement is the post graduate qualification in a health-related field. Since the position is of a top-level executive of Head of Cancer Strategy & Support Division. It is essential that he/she has in-depth knowledge and learning of concepts related to planning and delivering health care programs, implement policies, guide the activities of employees, and make effective business decisions for Cancer Council Victoria (Sonnino, 2016).
- Second criteria is ability to efficiently deliver organisational objectives as a senior level management representative in Cancer Council Victoria. The new head can achieve this by engaging the employees of the department for working towards the next 5 year goals of the organization by creating quantifiable short-term goals which will eventually result in delivery of organizational objectives. He/she will develop organizational cohesiveness by using the approach of motivation. In addition, he/she must be able to maintain a balance between employee’s development and personal requirements and goals and organization’s strategic goals. It will assist in facilitating retention of productive talents who can contribute significantly in achieving organizational objectives and growth.
- Next essential criteria is the ability to effectively lead and support innovation and organisational change. The new Head can lead and support change through innovation by nurturing a culture of inquisitiveness, creativity and experimentation. He/she should promote and endorse shared inquiry by exploring meanings and assumptions. He/she should appreciate relationships as a channel to beginning, activating, and implanting innovation. He/she must convey an image of accessibility, flexibility and adaptability to change.
- Another criteria is developing robust collaborative working relationships within and across Cancer Council Victoria. It can be achieved when the new head will demonstrate the courage to undertake and function beyond formal boundaries. He/she must actively seek for and act on chances for integration opportunities specifically when working through difficult challenges. Further, he/she must be able to encourage collaborative conduct in others by his/her own example. He/she must possess the innate traits to bring individuals and organisations together across system boundaries to form new service guidelines and opportunities. He/she must be able to investigate and assist in overcoming the barriers of collaboration procedures and activities. He/she must be able to find common ground with stakeholders to form new value. He should be appropriately responsive to the cultural norms and benefits of other units involved in collaboration. He/she must be capable to control various domains of knowledge and specialization to productive effect.
- Another essential criteria is the capability to develop policy and influence policy decisions at senior levels. The new head can achieve this criteria by surfacing and challenging the existing ideas and patterns. He/she should have the capacity to look for and implement new information, research findings and ideas suitable to the organisation’s objectives and service delivery. He/she must derives and stimulates ideas and intelligence for change based on the evidences. He/she must demonstrate critical thinking while developing new policies which can be done by adopting a systems perspective, acknowledging the context, connections and interrelationships. It will assist in identifying the limitations of the change from the perspectives of service-users and other stakeholders. For influencing policy decisions at senior levels he/she must recognize others concerns and interests. It will assist him in exploring other’s issues and investigate interpretations with others at senior levels. Finally, in this manner he/she will be able to build solutions that consider the legitimate requirements and objectives of relevant people. He must use influence positively throughout the system to reinforce shared leadership for change
- Next criteria is the capability to successfully lead and manage professionally diverse teams consistent with business requirements. To manage a diverse team it is essential that the new head must demonstrate a high level of cultural flexibility and ambiguity tolerance and low levels of ethnocentrism. He/she must also demonstrate excellent communication skills in order to manage a diverse team and meet the business needs of the Cancer Council Victoria.
- Clear understanding of current cancer-related state and federal policies and the wider culture comprising the knowledge of key stakeholders and governance of associated bodies is another selection criteria. The new head must continue to educate himself regarding all the relevant and required knowledge in cases of ignorance.
- Last essential criteria for this position is governance and financial management skills. The new head can fulfil this criteria by having sound knowledge and understanding of key legislations and possessing dedication to forming good business practice. He/she must be ensure regulatory compliance. Further, he should make use of theoretical financial knowledge and information to enhance growth opportunities for Cancer Council Victoria.
The desirable selection criteria along with the responses are mentioned below
- The first desirable criteria is experience working within not-for-profit sectors and state/federal Government settings. Since, Cancer Council Victoria is a non-profit organisation, previous experience will help the new head in quickly grasping the operations and culture of the organisation.
- Second desirable criteria is experience of working in a cancer facility. Since, Cancer Council Victoria is an organization working towards fighting cancerand allied conditions, previous experience will help the new head in quickly understanding the concepts involved in working with service-users suffering from cancer.
- Last desirable criteria is experience of working in a research setting. Since, Cancer Council Victoria is involved in research projects related to cancer and allied conditions separately and in conjugation with other organisations, previous experience will help the new head in leading the research operations efficiently.
- First special requirement for this role is that the person should be non-smoker. The applicant can show blood tests and other relevant investigations to prove his non-smoking status.
- Second special requirement is the right to Work in Australia. Applicant can show any of the following document as an evidence of having a right to work in Australia. These are: evidence of permanent resident status, temporary visa with right to work, Australian or New Zealand passport, Certificate of citizenship of Australia or birth certificate of Australia.
- Last special requirement is the suitable completion of National Police Check. The document will be provided once the applicant passes through the police verification.
Communication skills-Possess excellent communication skills which will not only assist in managing the diverse team and team members in the cancer strategy and support division but also help in achieving several collaborations between different organizations.
- Critical Thinking- Use critical thinking which will assist in identifying the flaws, drawbacks and inadequacies in existing functioning, procedure and operations of the organization.
- Dedication to professional development and continuing education- Believe in continuous professional development by continuing education. Keen on working on the drawbacks and achieving excellence.
- Adaptability
- Lack of quantitative skills- Weak point is the lack of adequate knowledge regarding financial strategies and accounting principles and interpretation of data.
- Possess previous experience of working voluntarily in healthcare organisation which provide an insight into the working of non-profit organization
- Previously never worked in a research facility which might be a drawback.
I aspire to take on a leadership role and move forward in hierarchy.
I will develop my people skills to be able to work well with diverse teams, people, service users and associated organisations so that I can learn the approaches of motivation, negotiation and management. I will remain aware on the current on healthcare trends. It is essential to have knowledge regarding the shifting opportunities due to altering demographic and reimbursement trends to developments in healthcare policy. I will read comprehensively about healthcare in local newspapers, national magazines, journals and relevant books. I will also learn about the healthcare providers which include nearby hospitals and other facilities. I will attend health fairs and health education programs and participate in volunteer program. I will reinforce my strengths and work towards correcting my weaknesses. I will further work towards building the personality traits which are essential for a successful leader.
References
Ayitey, W. (2010). A Simple Approach to Strategic Management. Methodist Book Depot Ltd.
cancervic.org.au. (n.d.). What we do? Retrieved from Cancer Council Victoria: https://www.cancervic.org.au/about/strategic-plan
Charles., H., & Gareth, J. (2012). Strategic Management: An Integrated Approach (10 ed.). Ohio: Cengage Learning.
Cherry, K. (2018, March 23). What Is Transformational Leadership? Retrieved from VeryWell Mind: https://www.verywellmind.com/what-is-transformational-leadership-2795313
Gartenstein, D. (2018, June 29). Key Concepts for Strategic Management and Organizational Goals. Retrieved from https://smallbusiness.chron.com/key-concepts-strategic-management-organizational-goals-10234.html
Graetz. (2002). Strategic thinking versus strategic planning: towards understanding the complementarities. Management decision, 40(5), 456-62.
Health Education and Training Institute . (2013). The NSW Health Leadership Framework. Sydney: HETI.
Nag, Hambrick, & Chen. (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9), 935-55.
Sonnino, R. E. (2016). Health care leadership development and training: progress and pitfalls. J Healthc Leadersh, 8, 19-29.
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