Health Managers (State) Award
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application by NSW Ministry of Health.
(No. IRC 424 of 2015)
|
Before The Honourable Justice Walton, President
|
13 July 2015
|
AWARD
Arrangement
Clause No. Subject Matter
6. Anti-Discrimination
8. Area,
Incidence and Duration
3. Classification
Levels
4. Conditions
of Service
1. Definitions
5. Dispute
Resolution
7. No Extra
Claims
2. Salary
Bands
PART B - MONETARY RATES
Table 1 - Salaries
Table 2 - Classification Levels
PART A
1. Definitions
For the purpose of this award -
"Employee" means a person performing duties as set
out in the six level classification structure in Table 2-Classification Levels,
of Part B, Monetary Rates.
"Employer" means the Secretary of the Ministry of
Health exercising the employer function on behalf of the New South Wales
Government (and includes a delegate of the Secretary).
"Health Service" means a Local Health District
constituted under section 8 of the Health Services Act 1997, a Statutory Health
Corporation constituted under section 11 of that Act, and an Affiliated Health
Organisation constituted under section 13 of that Act and the Public Health
System Support Division of the NSW Health Service.
"Hospital" means a public hospital as defined in
section 15 of the Health Services Act, 1997.
"Service" means service as an employee with the
employer both before or after the commencement of this award.
"Union" means the Health Services Union NSW.
"Weekly rates" will be ascertained by dividing an
annual amount by 52.17857 or vice versa to obtain an annual rate from a weekly
rate.
2. Salary Bands
(i) Employees
shall be paid not less than the minimum salaries shown in Table 1-Salaries, of
Part B, Monetary Rates.
(ii) Persons who
commence employment in accordance with one of the Work Level Statements will be
allocated to the level described by the Work Level Statement and paid an
initial salary equal to the minimum of the salary band for the relevant level,
provided that a higher initial salary may be offered to an individual employee
on merit.
(iii) If a global
salary movement to classifications covered by this award causes an employee to
exceed the upper limit of a salary band, the excess above such upper limits
will be paid as a personal allowance.
3. Classification
Levels
Employees shall be graded and perform the duties within a
classification level as set out in Table 2-Classification Levels, of Part B,
Monetary Rates, and paid within the appropriate salary band as set out in Table
1-Salaries, of the said Part B.
4. Conditions of
Service
The Health Employees Conditions of Employment (State) Award,
as varied from time to time, shall apply to all persons covered by this award.
In addition, the Health Industry Status of Employment
(State) Award, shall also apply to relevant employees.
5. Dispute
Resolution
The dispute resolution procedures contained in the said
Health Employees Conditions of Employment (State) Award, as varied, shall
apply.
6. Anti-Discrimination
(i) It is
intention of the parties bound by this award to seek to achieve the object in
section 3(f) of the Industrial Relations Act, 1996 to prevent and eliminate
discrimination in the workplace. This includes discrimination on the grounds of
race, sex, marital status, disability, homosexuality, transgender identity, age
and responsibilities as a carer.
(ii) It follows
that in fulfilling their obligations under the dispute resolution procedure
prescribed by this award the parties have obligations to take all reasonable
steps to ensure that the operation of the provisions of this award are not
directly or indirectly discriminatory in their effects. It will be consistent with the fulfillment of
these obligations for the parties to make application to vary any provision of
the award which, by its terms or operation, has a direct or indirect
discriminatory effect.
(iii) Under the
Anti-Discrimination Act 1977, it is unlawful to victimise an employee because
the employee has made or may make or has been involved in a complaint of
unlawful discrimination or harassment.
(iv) Nothing in
this clause is to be taken to affect:
(a) any conduct or
act which is specifically exempted from anti-discrimination legislation;
(b) offering or
providing junior rates of pay to persons under 21 years of age;
(c) any act or
practice of a body established to propagate religion which is exempted under
section 56(d) of the Anti-Discrimination Act 1977;
(d) a party to
this award from pursuing matters of unlawful discrimination in any State or
Federal jurisdiction.
(v) This clause
does not create legal rights or obligations in addition to those imposed upon
the parties by the legislation referred to in this clause.
NOTES -
(a) Employers and employees
may also be subject to Commonwealth anti-discrimination legislation.
(b) Section 56(d)
of the Anti-Discrimination Act 1977 provides:
"Nothing in this Act affects ... any other act or
practice of a body established to propagate religion that conforms to the
doctrines of that religion or is necessary to avoid injury to the religious
susceptibilities of the adherents of that religion:.
7. No Extra
Claims
Other than as provided for in the Industrial Relations
Act 1996 and the Industrial Relations (Public Sector Conditions of Employment)
Regulation 2014, there shall be no further claims/demands or proceedings
instituted before the Industrial Relations Commission of New South Wales for
extra or reduced wages, salaries, rates of pay, allowances or conditions of
employment with respect to the employees covered by the Award that take effect
prior to 30 June 2016 by a party to this award.
8. Area,
Incidence and Duration
(i) This Award
takes effect from 1 July 2015 and shall remain in force for a period of one
year.
(ii) This Award
rescinds and replaces the Health Managers (State) Award published 24 April 2009
(367 I.G. 1158) and all variations thereof.
(iii) This Award
shall apply to persons employed in classifications contained herein employed in
the New South Wales Health Service under section 115(1) of the Health Services
Act 1997, or their successors, assignees or transmittees, excluding the County
of Yancowinna.
PART B
MONETARY RATES
Table 1 - Salaries
|
Classification
|
|
Rate from
|
|
|
|
1.7.2015
|
|
|
|
$
|
|
Level 1
|
From
|
67,408
|
|
|
To
|
90,676
|
|
Level 2
|
From
|
88,612
|
|
|
To
|
105,101
|
|
Level 3
|
From
|
103,039
|
|
|
To
|
117,465
|
|
Level 4
|
From
|
115,404
|
|
|
To
|
138,074
|
|
Level 5
|
From
|
136,012
|
|
|
To
|
152,501
|
|
Level 6
|
From
|
149,270
|
|
|
To
|
163,309
|
Table 2 - Classification Levels
|
Level
|
Title
|
Description of Work
|
Skills and
Attributes
|
|
One
|
Health
|
• Responsible
for managing
|
Management:
|
|
|
Manager
|
hospitals and other facilities that
|
|
|
|
|
provide basic routine and emergency
|
• Understanding
and
|
|
|
|
health care for customers which may
|
commitment to the Health Systems
|
|
|
|
include multiple sites and services; or
|
priorities;
|
|
|
|
|
|
|
|
|
• Responsible
for providing
|
• Capacity
to direct all
|
|
|
|
support services for the management of
|
operational facets based on strategic
|
|
|
|
hospitals and other larger facilities
|
and business plans;
|
|
|
|
which may include multiple services and
|
|
|
|
|
sites; or
|
• Ability
to ensure budget targets
|
|
|
|
|
are met.
|
|
|
|
• Responsible
for providing
|
|
|
|
|
support for the management of human
|
• Capacity
to undertake
|
|
|
|
resources and/or financial and/or
|
performance appraisal of staff and
|
|
|
|
administrative and/or hotel and/or
|
ability to develop performance
|
|
|
|
clinical services for hospitals which
|
measures.
|
|
|
|
provide a wide range of specialised
|
|
|
|
|
services for customers and/or Health
|
• Effective
communication and
|
|
|
|
Services.
|
interpersonal skills.
|
|
|
|
|
|
|
|
|
Staff at this level are accountable for
|
Support:
|
|
|
|
ensuring funds are expended according
|
|
|
|
|
to approved budgets and for ensuring
|
• Assist
with the development
|
|
|
|
targets are met.
|
and implementation of policies,
|
|
|
|
|
procedures, standards and practices.
|
|
|
|
Staff are responsible to provide regular
|
|
|
|
|
feedback and appraisal regarding the
|
• Able to
meet pre-determined
|
|
|
|
performance of staff.
|
targets and deadlines.
|
|
|
|
|
|
|
|
|
Staff are responsible for maintaining
|
• Ability
to be flexible and adapt
|
|
|
|
effective relationships with Health
|
work practices to suit circumstances.
|
|
|
|
Service to ensure Health System's
|
|
|
|
|
priorities are met.
|
|
|
|
|
|
|
|
|
|
Staff at this level assist with the
|
|
|
|
|
development and implementation of
|
|
|
|
|
policies, procedures, standards and
|
|
|
|
|
practices for the hospital or Health
|
|
|
|
|
Service.
|
|
|
|
|
|
|
|
|
|
Staff are responsible and accountable
|
|
|
|
|
for providing a professional level of
|
|
|
|
|
services to the Hospital(s) or Health
|
|
|
|
|
Service or oversee the management of
|
|
|
|
|
aspects of services and the staff.
|
|
|
Level
|
Title
|
Description of Work
|
Skills and
Attributes
|
|
Two
|
Health
|
Jobs at this level have greater
|
The skills and attributes at this level are
|
|
|
Manager
|
responsibilities than those at Level One
|
greater than those at Level One and
|
|
|
|
and are:
|
include:
|
|
|
|
|
|
|
|
|
• Responsible
for managing
|
Management:
|
|
|
|
hospitals and larger facilities that
|
|
|
|
|
provide a wide range of health care
|
• High
level of leadership;
|
|
|
|
services with some sub-speciality
|
communication and Interpersonal skills.
|
|
|
|
services for customers which may
|
|
|
|
|
include multiple services and sites; or
|
• Capacity
to exercise creative
|
|
|
|
|
and entrepreneurial solutions to improve
|
|
|
|
• Responsible
for providing
|
productivity and effectiveness for
|
|
|
|
support services for the management of
|
customers.
|
|
|
|
large hospitals which include multiple
|
|
|
|
|
services and sites; or
|
• Proven
negotiation and
|
|
|
|
|
delegation skills.
|
|
|
|
• Responsible
for providing
|
|
|
|
|
support and in some cases managing
|
• Ability
to motivate and co-
|
|
|
|
human resource and/or financial and/or
|
ordinate staff.
|
|
|
|
administrative and/or hotel and/or
|
|
|
|
|
clinical services for hospitals which
|
Support:
|
|
|
|
provide a wide range of specialised
|
|
|
|
|
services for customers and/or Health
|
• Ability
to provide input,
|
|
|
|
Services.
|
interpret, monitor and evaluate policies,
|
|
|
|
|
procedures and standards for customers.
|
|
|
|
Staff at this level are accountable for
|
|
|
|
|
allocation and/or expenditure or
|
• Capacity
to design strategic
|
|
|
|
resources and ensuring targets are met.
|
and business objectives.
|
|
|
|
Staff are responsible for ensuring
|
|
|
|
|
optimal budget outcomes for their
|
• Ability
to develop performance
|
|
|
|
customers and communities.
|
measures.
|
|
|
|
|
|
|
|
|
Staff are responsible for providing
|
|
|
|
|
regular feedback and appraisals for
|
|
|
|
|
senior staff to improve health outcomes
|
|
|
|
|
for customers and for maintaining a
|
|
|
|
|
performance management system.
|
|
|
|
|
|
|
|
|
|
Staff are responsible for providing
|
|
|
|
|
support for the efficient, cost effective
|
|
|
|
|
and timely delivery of services.
|
|
|
Level
|
Title
|
Description of Work
|
Skills and
Attributes
|
|
Three
|
Health
|
Jobs at this level have greater
|
The skills and attributes at this level are
|
|
|
Manager
|
responsibilities than those at Level Two
|
greater than those at Level Two and
|
|
|
|
and are:
|
include:
|
|
|
|
|
|
|
|
|
• Responsible
for managing
|
Management:
|
|
|
|
hospitals which provide a wide range of
|
|
|
|
|
health care services with some
|
• Excellent
leadership,
|
|
|
|
specialities which include multiple sites
|
communication and Interpersonal skills.
|
|
|
|
and services; or
|
|
|
|
|
• Responsible
for providing
|
• Highly
developed and effective
|
|
|
|
support services for the management of
|
management skills.
|
|
|
|
large complex hospitals or groups of
|
|
|
|
|
hospitals; or
|
• Ability
to develop, monitor and
|
|
|
|
• Responsible
for management
|
reach predicted outcomes to strategic
|
|
|
|
and in some cases support in human
|
and business plans.
|
|
|
|
resources and/or financial and/or
|
|
|
|
|
administrative and/or clinical services in
|
• Highly
developed and effective
|
|
|
|
tertiary teaching hospitals and/or Health
|
negotiation and delegation skills.
|
|
|
|
Services.
|
|
|
|
|
|
• Proven
capacity to manage
|
|
|
|
Staff at this level are responsible for
|
multi-disciplinary groups.
|
|
|
|
reviewing senior staff performances
|
|
|
|
|
through regular appraisal to improve
|
Support:
|
|
|
|
health outcomes for patients and for
|
|
|
|
|
maintaining a performance
|
• Ability
to make judgements
|
|
|
|
management system.
|
and have sole delegated responsibility to
|
|
|
|
|
approve changes in standards, practices,
|
|
|
|
Staff are responsible to maintain
|
policies and procedures.
|
|
|
|
effective relationships and
|
|
|
|
|
communication with Area Health
|
• Highly
developed negotiation
|
|
|
|
Service to ensure that corporate goals
|
and delegations skills.
|
|
|
|
and priorities of the Health System are
|
|
|
|
|
met.
|
|
|
|
|
|
|
|
|
|
Staff are responsible to maintain
|
|
|
|
|
effective relationships and
|
|
|
|
|
communication with Health Services to
|
|
|
|
|
ensure that corporate goals and
|
|
|
|
|
priorities of the Health System are met.
|
|
|
|
|
|
|
|
|
|
Staff at this level are responsible for
|
|
|
|
|
providing timely delivery of services and
|
|
|
|
|
are accountable to the appropriate
|
|
|
|
|
Executive.
|
|
|
|
|
|
|
|
|
|
Staff are responsible for contributing to
|
|
|
|
|
the development and implementation
|
|
|
|
|
of business plans.
|
|
|
|
|
|
|
|
|
|
Staff at this level are required to make
|
|
|
|
|
judgements and may in some cases, be
|
|
|
|
|
delegated responsibility to approve
|
|
|
|
|
changes in standard practice and
|
|
|
|
|
procedures.
|
|
|
Level
|
Title
|
Description of Work
|
Skills and
attributes
|
|
Four
|
Health
|
Jobs at this level have greater
|
The skills and attributes at this level are
|
|
|
Manager
|
responsibilities than those at Level
|
greater than those at Level Three and
|
|
|
|
Three, are accountable through
|
include:
|
|
|
|
performance agreements and are:
|
|
|
|
|
|
• System-wide
view of health
|
|
|
|
• Responsible
for managing
|
care provision and management to
|
|
|
|
hospitals which provide a wide range of
|
improve health outcomes for customers.
|
|
|
|
Specialist services for customers which
|
|
|
|
|
include multiple sites and services; or
|
• Excellent
strategic planning
|
|
|
|
|
and policy development skills.
|
|
|
|
• Responsible
for management
|
|
|
|
|
of human resource and/or financial
|
• Proven
management expertise
|
|
|
|
and/or administrative and/or clinical
|
at a senior level.
|
|
|
|
services in Health Services.
|
|
|
|
|
|
• Competent
to make complex
|
|
|
|
Staff are responsible for ensuring
|
judgements and take initiatives through
|
|
|
|
optimal health outcomes within budget
|
delegated responsibilities.
|
|
|
|
for their customers and communities.
|
|
|
|
|
|
|
|
|
|
Staff are accountable for allocating
|
|
|
|
|
resources and ensuring budgets are
|
|
|
|
|
effectively met.
Staff are responsible
|
|
|
|
|
for developing appropriate strategies to
|
|
|
|
|
manage budget changes in a timely
|
|
|
|
|
manner.
|
|
|
|
|
|
|
|
|
|
Staff at this level are required to make
|
|
|
|
|
complex judgements and make
|
|
|
|
|
appropriate changes in standard
|
|
|
|
|
practices, policies and procedures.
|
|
|
|
|
|
|
|
|
|
Staff at this level are expected to
|
|
|
|
|
develop/implement strategic business
|
|
|
|
|
plans and ensure budgets are allocated
|
|
|
|
|
and targets met.
|
|
HEALTH MANAGER LEVEL 5
Grading Characteristics, Skills and Attributes
(a) Authority
& Accountability
Freedom to operate within delegated authority,
performance agreement, and Health Service policy
Recommend service priorities
Exercise judgement within delegations
Formulate policy and deliver programs in line with
performance agreement
Involvement in the development of long-term strategies
Report directly to a member of the area executive
Budget management and responsibility for significant
budget amount
or
Management of complex area service or unit, requiring
specialist advice and input
Adherence to the Accounts and Audit and Determination
for Health Services and all Statutory Requirements
(b) Judgement
& Problem-Solving
Exercise judgement and problem solving in service
policy areas (e.g. Mental Health, HR)
Frequent resolution of unusual and complex problems
Develop business strategies and business plans
Develop ideas, optional action plans, courses of action
Anticipate and resolve problems in a challenging and
dynamic environment
Seek advice when there is no existing policy or
precedent
Use of evidence-based decision-making to back up
decisions
Sound ability to solve problems using innovative,
creative solutions
High level of technical expertise
Provision of high level of expert advice and sound
judgement
Independent decision-making; exercising independent
judgement
Has a sound understanding of political and cross-Health
Service issues and how they impact on the organisation
Actively develop strategic partnerships
(c) Leadership
& Management Skills
Provide leadership, management and direction
Actively contributes to shaping the organisation’s
strategic plan
Ensures that the strategic plan is outcome-focussed,
takes into account the short and
long-term priorities, and is achievable
Actively monitors progress towards the achievement of
the strategic vision
Achieve set objectives
Resolve conflict
Address and prioritise competing demands
Lead and manage organisation change on a health service(s)-wide
basis
Build appropriate organisation values and culture
Anticipate problems and develop contingency strategies
to meet complex situations
Applies intellectual rigour to all aspects of their
work
(d) Personal &
Interpersonal Skills
Provide specialist advice
Lead persuade, motivate and negotiate at senior levels
Ability to deal with people at all levels
Communicate and liaise effectively at all levels within
the organisation
Spokesperson for area of responsibility (media, public)
Effective community liaison and communication
Effectively self-manages
Innovative & lateral thinker
Flexible & responsive
Supports a reflective learning/quality culture that
enables both individuals and the organisation to develop
Articulates and promotes the organisation’s vision and
goals
Promotes an environment in which traditional ways of
thinking are challenged and debate is encouraged
Provides effective role-modelling
Celebrates achievements and encourages innovation
(e) Outcomes &
Performance
Formal personal agreement with CEO, Deputy CEO or
Service Director / General Manager (KRAs)
Significant impact on service/hospital achievements and
targets
Formal performance agreements with direct reports
Achievement of best practice
Monitoring and compliance with all professional
standards
Responsible for health service(s)-wide service delivery
HEALTH MANAGER LEVEL 6
Grading Characteristics, Skills and Attributes
(a) Authority
& Accountability
Able to make decisions assessing the ‘measured risk’
Scope to use resources to reallocate resources to meet
changing business needs prioritisation
Exercise judgement - in broad context
Accountable for policy and delivery of programs
Authorised to commit Health Service to course of action
Develop long-term strategies
Report directly to CEO or Deputy CEO, or Director
Health Service Operations
Budget management and responsibility for a very
significant and complex budget,
or
Responsibility for a complex inter/intra area health service
unit
Adherence to the Accounts and Audit Determination for
Health Services and all
Statutory Requirements
(b) Judgement
& Problem-Solving
Develop organisation-wide strategic policy direction
(e.g. Mental Health, HR)
Manage the resolution of unusual and complex systemic
problems
Define business and strategic plans based upon current
and future directions
Develop ideas and define action plans and courses of
action
Resolve problems in a challenging and dynamic
environment
Use of evidence-based decision-making to back up
decisions
Demonstrated ability to anticipate and solve problems
using innovative and creative solutions
High level of technical expertise
Highly regarded as an authority and provider of sound
advice
High level independent decision-making
Has a sound understanding of political and cross-Health
Service issues and how they impact on the organisation
Actively develops strategic partnerships
(c) Leadership & Management
Provide leadership, management and direction
Actively contributes to shaping the organisation’s
strategic plan
Ensures that the strategic plan is outcome-focussed,
takes into account the short and long-term priorities, and is achievable
Actively monitors progress towards achievement of the
strategic vision
Achieve objectives
Resolve conflict
Address and prioritise competing demands
Lead and manage complex organisational change on an
inter/intra health service(s)-wide basis
Build appropriate organisation values and culture
Anticipate problems, consider and analyse highly
complex issues, develop and implement contingency strategies
Ability to sell and successfully implement difficult
decisions
Applies intellectual rigour to all aspects of their
work
(d) Personal &
Interpersonal Skills
Provide expert advice
Lead, persuade, motivate, negotiate at senior levels
Ability to deal with people at all levels
Spokesperson for area of responsibility (media, public)
Effective communication and community liaison
Effectively self-manages
Innovative and lateral thinker
Flexible and responsive
Supports a reflective learning/quality culture that
enables both individuals and the organisation to develop
Articulates and promotes the organisation’s vision and
goals
Promotes an environment in which traditional ways of
thinking are challenged and debate is encouraged
Provides effective role-modelling
Celebrates achievements and encourages innovation
(e) Outcomes &
Performance
Formal performance agreement with the CEO (KRAs)
Achievement of overall organisation targets; budget /
service delivery / quality programs
Formal performance agreements with direct reports
Achievement of best practice
Monitoring and compliance with all professional
standards
Responsibility for Health Service(s)-wide and intra
Health Service service delivery
M. J. WALTON J , President
____________________
Printed by
the authority of the Industrial Registrar.