(AS835) Scope (Aust) Ltd – COO Victoria

In Victoria, Scope employs over 4000 personnel across 350 geographically dispersed locations, supporting 4,000 Victorians living with a disability to become empowered and equal citizens.

This newly created position will focus on successfully integrating the Victorian operational entities of Scope into one harmonious, high functioning organisation.  The COO Vic will be integral in assisting the design and delivery of this major strategic change, while ensuring operational excellence across the state.

Ideally you are a high performing strategic leader with extraordinary engagement skills and an exemplary record of achievement in implementing transformational change within a large and complex human services environment. Your personal presence, ability to influence and collaborative approach foster relationship development, positive workplace culture and a commitment to excellence.

Please view the Position Profile on www.brookerconsulting.com.au and send a brief CV (word format) by 5pm Monday 19 September to career@brookerconsulting.com.au, or ring Michelle Lyon on 0476 498 982 or Lesley Lightfoot on 0458 543 485, in confidence.

Position Description

The newly created role of Chief Operations Officer – Victoria (COO – Vic) will lead a quality driven, evidence based, contemporary service which ensures the safeguarding and wellbeing of all customers.  The COO – Vic will also be integral in assisting the design and delivery of major strategic change whilst ensuring operational excellence across the Scope Victorian Operations.

The COO – Vic provides leadership and the strategic management necessary to ensure there are the proper operational controls, processes, procedures and resources in place to effectively align and grow the Victorian Operational areas and to ensure both financial strength and sustainable operating efficiency.

A major component of this new role will also be the successful integration of the Victorian Scope operational entities into one harmonious, high functioning organisation.  It is also expected that the COO – Vic will have the leadership capability to effectively advocate for the sector as a whole.

While the COO – Vic will be a high performing strategic leader; they will have a strong grounding in, and identification with the Operational aspects of our business.  They will have extraordinary engagement skills with lived experience of implementing transformational change in a complex human services environment.

For the year ending 30 June 2023, the Victorian Operations comprises approximately 4,100 employees with 350 geographically dispersed supported independent living facilities, community day care services, Therapy and short term respite accommodation; with. managed revenue of $480 million and an operating budget of $365 million.

Division: COO – Victoria
Reports to: Chief Executive Officer
Direct Reports: 8-10
Internal Relationships:
Key senior management
Executive
Board
Applicable Committees of the Board
External Relationships: Government including NDIA, DHHS, DSS, DoH, NDS and AFA
Delegation of Authority: To be advised
Category:  Executive Management
Employment: Executive Service Agreement
Contract  – 3 years
Award: Not applicable

 
Scope’s Mission

Scope’s mission is to enable each person we support to live as an empowered and equal citizen.

 
Scope’s Vision

Scope will inspire and lead change to deliver best practice. We will:

• support and listen to each person and their family.
• provide leadership to influence strategy and policy.
• deliver person driven, flexible & responsive services to build a sustainable future.
• build on our foundation for success through our expertise in service delivery, workforce development, quality improvement and research.

We will deliver better outcomes.

The Scope Approach

See the person
We listen to understand
We see the potential
We recognise how you do things and what you achieve
We take personal responsibility
We build excellent relationships with our customers and customers
We understand the balance between risks and rights

Do it together
We lead in line with Scope’s approach
We work together to achieve shared goals
We build ethical and sustainable partnerships
We support each other
We communicate early and honestly
We share responsibility for safety

Do it right
We use systems and processes
in our work
We deliver quality outcomes safely and on time
We understand risks and opportunities
We are a financially sustainable organisation
We own the consequences of our actions
We take pride in the delivery of our Mission

Do it better
We develop creative solutions
We review and continually improve
We understand what is working and what is not
We seek and respond to feedback
We build capacity in all that we do
We are a leader in safety

Key Accountabilities, Responsibilities and Deliverables

Service Provision

• Contribute to the strategic direction by being actively involved in the development and implementation of the long term strategic plan, especially in leading the expansion and sustainable performance of Victorian services
• Accountable for translating this Strategic Plan into operational key deliverables that deliver a high performing, growing and sustainable business meeting the needs of current and future customers
• Accountable for integrated cross regional customer focussed delivery of services through collaboration with the operational General Managers and relevant Executive members.
• Accountable for the development and implementation of customer engagement and retention strategies
• Responsible for the recruitment and development of the operational employee base
• Responsible, in conjunction with the Chief Customer Experience, Risk and Compliance Officer, to identify, prioritise and drive process improvements, service enhancement and product development provided to the people we support
• Accountable for meeting all regulatory, legal and compliance commitments including operational compliance with the National Quality and Safeguarding Standards.
• Represent Scope as an authoritative spokesperson with key stakeholders in order to advocate and shape outcomes for the people we support
• Working in partnership with the Chief People & Culture Officer, accountable for setting the Industrial relations strategy for Scope and ensuring the efficient management of a successful and robust IR framework.

Financial Outcome

• Responsible for the budgetary and operational expenditure of Scope to ensure its ongoing sustainability.
• Responsible for meeting the financial growth targets
• Ensure plans and actions optimise the use of Scope’s assets and infrastructure to improve the efficiency and effectiveness of Scope’s new business

Growth Delivery

• Continue to grow the customer base by exploring, identifying and moving into new markets that align with Scope’s capabilities and provide a solid basis for building a strong commercially viable business that is integrated within the broader organisation.

  
People Leadership

• Working closely with the CEO to develop an organisational culture that will support Scope to deliver on the operational and strategic goals
• Through effective leadership, team development and recognition of achievement, drive performance management to enable delivery of activities that support the organisations short and long term objectives.
• Support a people management culture that is underpinned by EEO and human rights, builds employee resilience and inclusion, and also recognises its Duty of Care responsibilities towards customers and employees.
• Establish appropriate networks and positive working relationships within the disability area which will benefit both Scope and the wider sector. Become recognised as a strong sector advocate on the basis of your work at Scope.

Workplace Health and Safety

• Uphold and comply with Scope workplace health and safety policies and procedures.

Selection Criteria

Qualifications & Knowledge/Experience
Tertiary qualified, or equivalent in a discipline relevant to the objectives of Customer & Service Delivery, including business and change management capabilities and strategy development initiatives.

The incumbent must have proven leadership experience at the executive level in a similar sized person-centred organisation with similar complexities, preferably in the Health or Community Sectors.

The incumbent should have a strong working knowledge  of complex and multifaced industrial relations environments.

Technical Competencies

• The ability to scope and plan activities, identify gaps, risks and issues and mitigate them to ensure objectives will be met
• Excellent communication, stakeholder engagement, influencing and management skills
• Excellent analytical skills and the ability to quickly assimilate and process information

Behavioural Competencies

Organisational Change Leadership

• Works effectively with the Scope Executive team, in particular the COO – Scope NSW/DSA to lead change
• Creates vision and influences progress towards that vision.
• Engages the values and goals of individuals and groups to get their personal commitment to driving the change effort themselves.
• Builds ‘behind the scenes’ support for change; encourages champions of change to energise and reinforce the desired change.
• Introduces , high impact actions such as re-designing organisation structures, processes and systems to drive and re-enforce the desired change.

Change Management

• Recognises organisational opportunity and encourages and rewards innovation.
• Handles a rapidly changing business environment. Thinks expansively and adapts to the environment.
• Challenges assumptions and frees up systems.
• Thinks about the external context of the organisation and understands key market drivers.

Professional Relationship Management

• Collaboratively develops relationships and seeks mutually beneficial outcomes.
• Acknowledges contributions and seeks agreement.
• Establishes external and internal networks in relevant areas and at influential levels.
• Influences at Board, executive and government levels and is a persuasive communicator.

Team Leadership

• Leads by example models organisational beliefs and values; shows loyalty to the organisation and behaves with integrity.
• Generates excitement by persuading team members that their individual motives are consistent with the common goal.
• Removes barriers or provides resources to further grow progress.
• Motivates team members to make personal trade-offs or subsume personal ambitions for the benefit of the team.

People Management

• Committed to mentoring and coaching individuals.
• Works with individuals to set clear, specific, challenging but achievable development goals which are tailored specifically to the individual’s level of competence.
• Collaboratively sets performance goals and measures, tracks and evaluates outcomes.
• Provides support without removing responsibility.

Influencing/Collaboration

• Initiates specific projects, or systematically influences efforts, to foster collaboration with other parts of the organisation to deliver significantly improved results.
• Makes sacrifices at the cost of own part of the organisation for the greater good of the organisation.
• Overcomes significant cultural, historical or industry barriers to create teamwork amongst groups that are in opposition or in conflict.

Operational Performance

• Implements sustainable customer focused strategies to deliver quality service to meet customer needs and build customer loyalty.
• Evaluates critical business activities in terms of value-added impact, and balances opportunities and risk.
• Benchmarks the performance of the organisation against local competition markets and metrics in the current business.

Results Orientation/Achievement Focus

• Introduces substantive improvements to processes, operations or practices, especially in the design and implementation of new business activities.
• Brings in or creates new solutions or methods to existing problems which have a significant impact on the organisations performance.
• Implements contemporary, evidence based practice to drive  performance standards relevant to the sector.

Strategic Orientation

• Adds value to the strategic planning process and makes a material contribution to the organisation’s strategy
• Raises relevant strategic issues beyond own area, potentially influencing the shaping of the ongoing strategy and direction of the organisation

Licenses & Accreditations

• NDIS Worker Screening Clearance Certificate
• Cleared International Police Check (if applicable)
• Working with Children’s Check
• Must satisfy all visa requirements for working in Australia
• Driver’s license (required for all roles where there is a requirement to travel to deliver services)
• Current registration to practice in Australia where required