Health Managers (State) Award

 

INDUSTRIAL RELATIONS COMMISSION OF NEW SOUTH WALES

 

Review of Award pursuant to Section 19 of the Industrial Relations Act 1996.

 

(No. IRC 183 of 2012)

 

 

REVIEWED AWARD

 

1.        Delete the Arrangement of the award published 24 April 2009 (367 I.G. 1158) and insert in lieu thereof the following:

 

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..       Leave Reserved

2.        Salary Bands

 

PART B

 

MONETARY RATES

 

Table 1 - Salaries

Table 2 - Classification Levels

 

2.        Delete the definition of “Employer” in clause 1, Definitions, and insert in lieu thereof the following:

 

“Employer” means the Director-General of the Ministry of Health exercising the employer function on behalf of the New South Wales Government (and includes a delegate of the Director-General).

 

3.        Delete the definition of “Health Service” in clause 1, Definitions, and insert in lieu thereof the following:

 

“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.

 

4.        Delete the definition of “Union” in clause 1, Definitions, and insert in lieu thereof the following:

 

"Union" means HSUeast.

 

5.        Delete clause 5, No Extra Claims and renumber subsequent clauses accordingly.

 

6.        Delete renumbered clause 8, Area, Incidence and Duration, and insert in lieu thereof the following:-

 

8.  Area, Incidence and Duration

 

(i)       This Award rescinds and replaces the Health Managers (State) Award published 10 March 2006 (357 IG 1008) and all variations thereof.

 

(ii)       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.

 

(iii)      The changes made to the award pursuant to the Award Review pursuant to section 19(6) of the Industrial Relations Act, 1996 and Principle 26 of the Principles for Review of Awards made by the Industrial Relations Commission of NSW on 28 April 1999 (310 I.G. 359) take effect on 19 March 2012.

 

(iv)      This award remains in force until varied or rescinded, the period for which it was made having already expired.

 

7.        Delete existing Table 2, Classification Levels, and insert in lieu thereof the following:-

 

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	Understanding and commitment to the
		emergency health care for	Health Systems
		customers which may include	priorities;
		multiple sites and services; or
			Capacity to direct all operational facets
		Responsible for providing support	based on strategic and business plans;
		services for the management of
		hospitals and other larger	Ability to ensure budget targets are met.
		facilities which may include
		multiple services and sites; or	Capacity to undertake performance
			appraisal of staff and ability to develop
		Responsible for providing support	performance measures.
		for the management of human
		resources and/or financial and/or	Effective communication and
		administrative and/or hotel and/or	interpersonal skills.
		clinical services for hospitals
		which provide a wide range of	Support:
		specialised services for customers
		and/or Health Services.	Assist with the development and
			implementation of policies, procedures,
		Staff at this level are accountable for	standards and practices.
		ensuring funds are expended according
		to approved budgets and for ensuring	Able to meet pre-determined targets and
		targets are met.	deadlines.
		Staff are responsible to provide regular	Ability to be flexible and adapt work
		feedback and appraisal regarding the	practices to suit circumstances.
		performance of staff.
		Staff are responsible for maintaining
		effective relationships with Health
		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.
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 include:
		and are:
			Management:
		Responsible for managing hospitals and
		larger facilities that provide a wide	High level of leadership; communication
		range of health care services with	and Interpersonal skills.
		some sub-speciality services
		for customers which may include	Capacity to exercise creative and
		multiple services and sites; or	entrepreneurial solutions to improve
			productivity and effectiveness for customers.
		Responsible for providing support
		services for the management of large	Proven negotiation and delegation skills.
		hospitals which include multiple services
		and sites; or	Ability to motivate and co-ordinate staff.
		Responsible for providing support	Support:
		and in some cases managing
		human resource and/or	Ability to provide input, interpret, monitor
		financial and/or administrative	and evaluate policies, procedures
		and/or hotel and/or clinical	and standards for customers.
		services for hospitals which provide a
		wide range of specialised services for	Capacity to design strategic and business
		customers and/or Health Services.	objectives.
		Staff at this level are accountable for
		allocation and/or expenditure or	Ability to develop performance measures.
		resources and ensuring targets are met.
		Staff are responsible for ensuring
		optimal budget outcomes for their
		customers and communities.
		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.
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 include:
		and are:
			Management:
		Responsible for managing hospitals
		which provide a wide range of health	Excellent leadership, communication and
		care services with some specialities	Interpersonal skills.
		which include multiple sites and
		services;or	Highly developed and effective management
		Responsible for providing support	skills.
		services for the management of large
		complex hospitals or groups of	Ability to develop, monitor and reach
		hospitals;or	predicted outcomes to strategic
			and business plans.
		Responsible for management and in	Highly developed and effective negotiation
		some cases support in human resources	and delegation skills.
		and/or financial and/or administrative
		and/or clinical services in tertiary	Proven capacity to manage multi-disciplinary
		teaching hospitals and/or Health	groups.
		Services.
			Support:
		Staff at this level are responsible for
		reviewing senior staff performances	Ability to make judgements and have sole
		through regular appraisal to improve	delegated responsibility to approve changes
		health outcomes for patients and for	in standards, practices,
		maintaining a performance	policies and procedures.
		management system.
			Highly developed negotiation and
		Staff are responsible to maintain	delegations skills.
		effective relationships and
		communication with Area Health Service
		to ensure that corporate goals 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.
Four	Health	Jobs at this level have greater	The skills and attributes at this level are greater
	Manager	responsibilities than those at Level	than those at Level Three and include:
		Three, are accountable through
		performance agreements and are:	System-wide view of health care provision
			and management to improve health
		Responsible for managing hospitals	outcomes for customers.
		which provide a wide range of Specialist
		services for customers which include	Excellent strategic planning and policy
		multiple sites and services; or	development skills.
		Responsible for management of human	Proven management expertise at a senior
		resource and/or financial and/or	level.
		administrative and/or clinical services in
		Health Services.	Competent to make complex judgements and
			take initiatives through delegated
		Staff are responsible for ensuring optimal	responsibilities.
		health outcomes within budget 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 an 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 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

 

 

 

 

C.G. STAFF J

 

 

____________________

 

 

Printed by the authority of the Industrial Registrar.