In recent years, Mercy Connect has gone through a number of structure changes in response to the introduction of the NDIS, growth in services and turnover of staff (both voluntary and involuntary).
The last formal structure review was undertaken in 2016 and included the appointment of two Executive roles (People and Culture / Clinical Services) and the restructuring of Team Leaders.
Following my recent appointment, I have worked with the Executive Team to complete a priority review of the current organisational structure.
Therefore, within Phase 1 of the new reorganisation of key roles and teams, the following changes will be implemented:
Introduction of an Executive Leader – Operations role; to be advertised internally (if unable to fill the role internally, then we will commence external recruitment).
– Taking into consideration feedback received from the current management team, and to address factors such as the delivery of services to participants, this new role will position the organisation for growth and internal career opportunities / succession planning for staff.
– Will have the following direct reports: Operational Managers; Property and Assets Officer; Administration Support; Rostering.
Rostering Team will move out from under People and Culture and commence reporting to Operations.
– This move will support the Operations team to have better oversight of rostering requirements and processes, to ensure staff rosters are completed in a timely and effective manner going forward.
Part of the Customer Service Team (to be renamed NDIS Specialists) will move out from under Clinical Services and commence reporting to Business and Finance.
– This move will integrate the functions of the two NDIS Specialists roles into the Business and Finance area.
Quality and Compliance Officer (to be renamed Risk and Quality Manager), and all direct reports, will move out from under People and Culture and commence reporting to Clinical Services.
– With a new Risk Management Framework, this retitled role will work closely with the Clinical Risk and Safeguarding roles to ensure all our risks (strategic, operational / clinical) are monitored and managed, and quality management system is effective.
Payroll Team will move out from under Business and Finance and commence reporting to People and Culture.
– This move will ensure our payroll processes are closely aligned with developing HR processes (including Staff Award classifications).
St John’s front-office reception team will move from under Quality and Compliance Officer and commence reporting to Executive Assistance to the CEO.
– This move will ensure our front-office processes are consistent and we maintain appropiate coverage and support throughout the year.
Once we have recruited the Executive Leader – Operations role, a Phase 2 review will commence, and will involve a review of all Team Leaders, 2IC roles and DSWs. Please note the Phase 2 review will require frontline and Union consultation and will occur in the New Year.
I appreciate everyone’s patience and understanding as we formalise this reorganisation; if there are any immediate questions or concerns, please direct them to Jessie Arney – Executive Leader People & Culture. P: 02 6061 0416 or E: firstname.lastname@example.org.