2024 Director Appointment

WHAL Directors  Skills and Attributes Matrix Survey

The WHAL Director Skills and Attributes Matrix (adapted from the Directors Australia Board Skills Matrix) has been developed to ensure that the Western Health Alliance Limited (WHAL) has the right balance of directors to set and achieve the organisation's strategic goals and direct the organisation's future. In particular, this matrix p[rovides a guide as to the skills, knowledge, experience, personal attributes and other criteria appropriate for the governance of WHAL. The matrix provides objective criteria against which the recruitment of directors seeks to compliment existing skills and attributes of Directors and take into account Board succession planning requirements.

It is critical that the WHAL Board is comprised of directors who collectively have the skills, knowledge, experience and attributes to effectively govern and direct the organisation. The ideal skill and attribute set for the Board is guided by the type, size, stage and strategic direction of the WHAL, as well as the nature of its role, business activities and the industries, sector/s and wider environment within which it operates. It is expected that the skills, knowledge and experience required on the WHAL Board will change as the organisation evolves.

The skills required of directors have been broadly categorised in this matrix as:

  • Professional (director) skills (that is, skills directly relevant to performing the Board's key functions);

  • Industry skills (that is, skills relevant to the industry or sector in which the organisation predominantly operates);

  • Mandatory behavioural competencies; and

  • Diversity and non-skills based criteria seeking an appropriate diversity of backgrounds across the Board.

It is important to note that each individual director is not expected to hold all professional and industry skills. Rather, these skills should be held collectively by the Board as a whole according to the minimum level set out in this matrix document. In addition to professional and industry skills, all directors should have certain personal attributes or behavioural competencies that are generally considered desirable in order to be an effective director.

Part A - Collective Skills Criteria

GOVERNANCE

1. Corporate Governance (Minimum % of Board: 100%)

Understanding of best practice corporate governance structures and/or completion of formal training in directorship/governance.

2. Strategy (Minimum % of Board: 50%)

Demonstrated strategic planning experience - ability to think strategically and critically assess strategic organisational strengths, weaknesses, opportunities and threats and to respond with effective strategies to further the strategic objectives of the Western Health Alliance Limited and relevant national policies and priorities.

3. Executive Management (Minimum % of Board: 25%)

Experience at an executive level including the ability to select, appoint, evaluate and manage the performance of the CEO and senior executive managers.

4. Financial Literacy (Minimum % of Board: 100%)

Financial literacy to the level expected of a director of a significant organisation.

5. Risk and Compliance Oversight (Minimum % of Board: 100%)

Ability to identify key risks to the organisation in a wide range of areas including legal and regulatory compliance; monitoring of risk and compliance management frameworks and systems.

6. Clinical Governance (Minimum % of Board: 50%)

Experience in clinical governance, safety and quality with an understanding of systems and safeguards that govern clinical practice in commissioned services.

INDUSTRY SKILLS

7. Health Policy, Planning and Delivery (Minimum % of Board: 33%)

Demonstrated high level knowledge and experience in the development of health policy, community health and well-being, population health planning, data management, integrated Primary Health Care system development in a rural and remote setting.

8. Information Technology, Strategy and Governance (Minimum % of Board: 25%)

Knowledge and experience in the strategic use and governance of information technology, particularly in the context of eHealth, telehealth, the collection of health data and electronic health records, including personal information privacy and security risk management.

9. Commercial / Business Experience (Minimum % of Board: 25%)

A broad range of commercial/business experience in areas including communications, marketing, branding and business systems, practices and improvement, business development and entrepreneurship.

10. Leadership in Workforce Development and Support (Minimum % of Board: 25%)

Demonstrated leadership and related experience in workforce development and support, particularly in rural and remote general practice and primary care.

11. General Practice (Minimum % of Board: 2 Positions)

Experience as a medical practitioner including the ability to demonstrate clinical leadership.

12. Primary Health Care (Minimum % of Board: 50%)

Experience, knowledge and understanding of primary health care infrastructure, systems, networks and services.

13. Aboriginal Health (Minimum % of Board: 33%)

Demonstrated experience in the development and delivery of primary health care services to the Aboriginal community, including experience and knowledge of the Aboriginal community controlled sector.

14. Community and Stakeholder Engagement (Minimum % of Board: 25%)

Strong profile, reputation and networks with the local community including with community members (consumers) and organisations, local health professionals and funded community health providers - ability to effectively engage and communicate with those stakeholders.

15. Financial Management (Minimum % of Board: 15%)

Qualifications and/or experience in accounting and/or finance and the ability to: 

  • Analyse key financial statements.

  • Critically assess financial viability and performance.

  • Contribute to strategic financial planning.

  • Oversee budgets and the efficient use of resources.

  • Oversee funding arrangements and accountability including external and internal audit processes.

BEHAVIORAL

16. Judgement (Minimum % of Board: 100%)

Demonstrates common sense and sound judgement.

17. Integrity (Minimum % of Board: 100%)

Demonstrates a commitment to integrity and high ethical standards, particularly related to:

  • Discharging the duties and responsibilities of a director and maintaining knowledge and competency in this area through professional development.

  • Placing the Western Health Alliance Limited's interests above personal interests.

  • Being transparent and declaring any activities, interests and/or conduct that might be a potential conflict.

  • Maintaining Board confidentiality.

18. Commitment to Role (Minimum % of Board: 100%)

Commitment and capacity to devote time and energy to the role of director.

19. Effective Communicator (Minimum % of Board: 100%)

Demonstrated ability to actively listen to, constructively and appropriately debate other people's viewpoints:

  • Develop and deliver measured, cogent arguments.

  • Demonstrate strong verbal communication skills.

20. Critical Decision Making (Minimium % of Board: 100%)

Preparedness to ask questions, challenge and probe management and fellow directors in a constructive and appropriate way.

21. Influencer and Negotiator (Minimum % of Board: 100%)

The ability to negotiate outcomes and influence others to agree with common organisational goals and objectives, including the ability to engage stakeholders to gain input and support for Board decisions.

22. Critical and Innovative Thinker (Minimum % of Board: 100%)

The ability to critically analyse complex and detailed information, distil key ussues and develop innovative approaches and solutions to problems.

23. Collaborative, Team Player (Minimum % of Board: 100%)

Demonstrated commitment to teamwork, collaboration and integrative diversity to strengthen organisational capacity.

24. Strong Interpersonal Relations (Minimum % of Board: 100%)

Ability to develop and maintain strong interpersonal relations, supported by high emotional and cultural awareness.

25. Leadership (Minimum % of Board: 100%)

Strong leadership skills including the ability to effectively represent the organisation, influence Board and organisational culture, and take responsibility for decisions and actions.

Part B - Diversity and Non Skills Based Criteria

DIVERSITY

26. Generational Diversity

Some generational diversity should be sought among directors to bring different generational perspectives to the Board's deliberations.

27. Gender Diversity

WHAL seeks to recruit and retain a diverse mix of Directors who are representative of the diversity in our local communities to ensure we have access to a broad range of ideas and continue to build an inclusive culture.

28. Geographic Diversity

WHAL needs to have a strong link to its local community and a lived understanding of the needs of the region. WHAL seeks to recruit and retain Directors who have demonstrated "living in the area or having close links to the area".

29. Independence (Minimum % of Board: >50%)

The majority of directors on the Board should be independent. For the purpose of this document, 'independent' means that the Director should not have a direct relationship with a current or likely potential service provider of WHAL. A 'direct relationship' is considered to be where a Director has a personal or financial interest in any matter involving WHAL or has a financial or agency relationship (i.e. is a director, officer, manager, partner, associate, trustee) with an entity involved in a transaction or other business of WHAL where benefit (in all its forms) could result, whether that benefit is real or perceived.

30. Aboriginal Descent (Minimum % of Board: 2 Positions)

WHAL recognises that approximately 10.7% of the population in the region is from an Aboriginal and Torres Strait Islander background and that health outcomes for this community differ significantly from those of the wider community with mortality rates twice that of non-Indigenous Australians. Accordingly participation by people of Aboriginal and Torres Strait Islander descent is critical.

31. Previous Board Experience (Minimum % of Board: 80%)

The Board should collectively comprise directors who hold considerable previous experience at Board level and/or who have completed formal training in directorship/governance.