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Health Managers (State) Award
  
Date08/14/2015
Volume377
Part5
Page No.1580
DescriptionAIRC - Award of Industrial Relations Commission
Publication No.C8384
CategoryAward
Award Code 1289  
Date Posted08/11/2015

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(1289)

SERIAL C8384

 

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.

 

 

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