Health Managers (State) Award

 

INDUSTRIAL RELATIONS COMMISSION OF NEW SOUTH WALES

 

Application by Health Services Union, Industrial Organisation of Employees.

 

(No. IRC 2101 of 2008)

 

 

AWARD

 

PART A

 

Arrangement

 

Clause No.       Subject Matter

 

7.        Anti-Discrimination

9.        Area, Incidence and Duration

3.        Classification Levels

4.        Conditions of Service

1.        Definitions

6.        Dispute Resolution

8.        Leave Reserved

5.        No Extra Claims

2.        Salary Bands

 

PART B

 

MONETARY RATES

 

Table 1 - Salaries

 

Table 2 - Classification Levels

 

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 Director-General of the Department of Health exercising the employer function on behalf of the New South Wales Government (and includes a delegate of the Director-General).

 

"Health Service" means an Area Health Service 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.

 

"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.  No Extra Claims

 

The Memorandum of Understanding between the employer and the Union dated 23 September 2008 establishes the extent of any further claims that may be pursued by the Union as set down in Clause 9, Leave Reserved, of that Memorandum.

 

6.  Dispute Resolution

 

The dispute resolution procedures contained in the said Health Employees Conditions of Employment (State) Award, as varied, shall apply.

 

7.  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 fulfilment 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:.

 

8.  Leave Reserved

 

The parties agree that discussions can continue on a review of the current award, which can include but not be limited to, the efficacy of the current interaction/overlap of salary bands, and ways of managing the movement of employees within such salary bands.

 

9.  Area, Incidence and Duration

 

(i)       This Award rescinds and replaces the Health Managers (State) Award published 10 March 2006 (357 I.G. 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)      This Award takes effect from 12 November 2008, and shall remain in force until 30 June 2011.

 

PART B

 

MONETARY RATES

 

Table 1 - Salaries

 

Classification		Rate from	Rate from	Rate from
		1.7.2008	1.7.2009	1.7.2010
		$	$	$
Level 1	From	55,439	57,601	59,847
	To	74,574	77,482	80,504
Level 2	From	72,878	75,720	78,673
	To	86,439	89,810	93,313

 

Level 3	From	84,743	88,048	91,482
	To	96,607	100,375	104,290
Level 4	From	94,911	98,613	102,459
	To	113,556	117,985	122,586
Level 5	From	111,861	116,224	120,757
	To	125,422	130,313	135,395
Level 6	From	122,764	127,552	132,527
	To	134,312	139,550	144,992

 

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 health care	Understanding and commitment
		for customers which may include	to the Health Systems priorities;
		multiple sites and services; or
		Responsible for providing	Capacity to direct all operational
		support services for the management of	facets based on strategic and
		hospitals and other larger facilities	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 targets
		performance of staff.	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.

 

Two	Health	Jobs at this level have greater	The skills and attributes at this level
	Manager	responsibilities than those at Level One	are greater than those at Level One
		and are:	and include:
		Responsible for managing hospitals and	Management:
		larger facilities that provide a wide range
		of health care services with some	High level of leadership;
		sub-speciality services for customers	communication and Interpersonal
		which may include multiple services	skills.
		and sites; or	Capacity to exercise creative
			and entrepreneurial solutions to
		Responsible for providing support	improve productivity and
		services for the management of large	effectiveness for customers.
		hospitals which include multiple
		services and sites; or	Proven negotiation and
			delegation skills.
		Responsible for providing support and
		in some cases managing human	Ability to motivate and co- ordinate
		resource and/or financial and/or	staff.
		administrative and/or hotel and/or
		clinical services for hospitals which	Support:
		provide a wide range of specialised
		services for customers and/or Area	Ability to provide input,
		Health Services.	interpret, monitor and evaluate
			policies, procedures and standards for
		Staff at this level are accountable for	customers.
		allocation and/or expenditure or	Capacity to design strategic and
		resources and ensuring targets are met.	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.
Three	Health	Jobs at this level have greater	The skills and attributes at this level
	Manager	responsibilities than those at Level Two	are greater than those at Level Two
		and are:	and include:
		Responsible for managing hospitals	Management:
		which provide a wide range of health
		care services with some specialities	Excellent leadership, communication
		which include multiple sites and	and Interpersonal skills.
		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 and in	reach predicted outcomes to strategic
		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 Area	negotiation and delegation skills.
		Health Services.
			Proven capacity to manage multi-
		Staff at this level are responsible for	disciplinary groups.
		reviewing senior staff performances
		through regular appraisal to improve	Support:
		health outcomes for patients and for
		maintaining a performance management	Ability to make judgements and have
		system.	sole delegated responsibility to
			approve changes in standards,
		Staff are responsible to maintain	practices, 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.
Four	Health	Jobs at this level have greater	The skills and attributes at this level
	Manager	responsibilities than those at Level	are greater than those at Level
		Three, are accountable through	Three and include:
		performance agreements and are:
			System-wide view of health
		Responsible for managing hospitals	care provision and management to
		which provide a wide range of	improve health outcomes for
		Specialist services for customers which	customers.
		include multiple sites and services; or	Excellent strategic planning
			and policy development skills.
		Responsible for management of human
		resource and/or financial and/or	Proven management expertise
		administrative and/or clinical services in	at a senior level.
		Health Services.
			Competent to make complex
		Staff are responsible for ensuring	judgements and take initiatives
		optimal health outcomes within budget	through 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 an area-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 area-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 area-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 Area-wide and intra Area service delivery

 

 

 

 

J. McLEAY, Commissioner

 

 

 

____________________

 

 

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