Health Managers (State) Award 2017
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application by Ministry of Health.
(Case No. 191853 of 2017)
|
Before Chief Commissioner Kite
|
4 July 2017
|
AWARD
PART A
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 or replaced from time to time, shall apply to all persons
covered by this Award.
In addition, the Health Industry Status of Employment
(State) Award, as varied or replaced from time to time, 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 or replaced
from time to time, 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 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:.
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 2018 by a party to this
Award.
8. Area, Incidence and
Duration
(i) This
Award takes effect from 1 July 2017 and shall remain in force for a period of
one year. The wage rates as outlined in Table 1 - Salaries, will apply from the
first full pay period on or after (ffppoa) 1 July
2017.
(ii) This Award
rescinds and replaces the Health Managers (State) Award published 29 July 2016
(380 I.G. 366) 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 ffppoa
|
|
|
01/07/2017
|
|
|
2.5%
|
|
|
$ per annum
|
|
Level 1
|
From
|
70,820
|
|
|
To
|
95,267
|
|
Level 2
|
From
|
93,099
|
|
|
To
|
110,422
|
|
Level 3
|
From
|
108,255
|
|
|
To
|
123,411
|
|
Level 4
|
From
|
121,246
|
|
|
To
|
145,063
|
|
Level 5
|
From
|
142,897
|
|
|
To
|
160,221
|
|
Level 6
|
From
|
156,827
|
|
|
To
|
171,577
|
Table 2 - Classification Levels
|
Level
|
Title
|
Description of Work
|
Skills and
Attributes
|
|
One
|
Health
|
Responsible for managing hospitals and
|
Management:
|
|
|
Manager
|
other facilities that provide basic routine
|
|
|
|
|
and emergency health care for
|
Understanding and commitment
|
|
|
|
customers which may include multiple
|
to the Health
Systems priorities;
|
|
|
|
sites and services; or
|
|
|
|
|
|
Capacity to direct all operational
|
|
|
|
Responsible for providing support
|
facets based on strategic and business
|
|
|
|
services for the management of hospitals
|
plans;
|
|
|
|
and other larger facilities which may
|
|
|
|
|
include multiple
services and sites; or
|
Ability to ensure budget targets are
met.
|
|
|
|
|
|
|
|
|
Responsible for providing support for
|
|
|
|
|
the management of human resources
|
Capacity to undertake performance
|
|
|
|
and/or financial and/or administrative
|
appraisal of staff and ability to develop
|
|
|
|
and/or hotel and/or clinical services for
|
performance measures.
|
|
|
|
hospitals which provide a wide range of
|
|
|
|
|
specialised services for customers and/or
|
Effective communication and
|
|
|
|
Health 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 and
|
|
|
|
targets are met.
|
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 work
|
|
|
|
effective relationships with Health
|
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 are
|
|
|
Manager
|
responsibilities than those at Level One
|
greater than those at Level One and
|
|
|
|
and are:
|
include:
|
|
|
|
|
|
|
|
|
Responsible for managing hospitals and
|
Management:
|
|
|
|
larger facilities that provide a wide range
|
High level of leadership; communication
|
|
|
|
of health care services with some sub-
|
and Interpersonal skills.
|
|
|
|
speciality services for customers which
|
|
|
|
|
may include multiple
services and sites; or
|
Capacity to exercise creative and
|
|
|
|
|
entrepreneurial solutions to improve
|
|
|
|
Responsible for providing support
|
productivity and effectiveness for
|
|
|
|
services for the management of large
|
customers.
|
|
|
|
hospitals which include multiple services
|
|
|
|
|
and sites; or
|
Proven negotiation and delegation skills.
|
|
|
|
|
|
|
|
|
Responsible for providing support and in
|
Ability to motivate and co-ordinate staff.
|
|
|
|
some cases managing human resource
|
|
|
|
|
and/or financial and/or administrative
|
Support:
|
|
|
|
and/or hotel and/or clinical services for
|
|
|
|
|
hospitals which provide a wide range of
|
Ability to provide input, interpret,
|
|
|
|
specialised services for customers and/or
|
monitor and evaluate policies, procedures
|
|
|
|
Health Services.
|
and standards for customers. Capacity
to
|
|
|
|
|
design strategic and business
objectives.
|
|
|
|
Staff at this level are accountable for
|
|
|
|
|
allocation and/or expenditure or
|
Ability to develop performance
|
|
|
|
resources and ensuring targets
are met.
|
measures.
|
|
|
|
|
|
|
|
|
Staff are responsible for ensuring optimal
|
|
|
|
|
budget outcomes for their customers and
|
|
|
|
|
communities.
|
|
|
|
|
|
|
|
|
|
Staff are responsible for providing
|
|
|
|
|
regularfeedback 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
|
|
|
|
and are:
|
include:
|
|
|
|
|
|
|
|
|
Responsible for managing hospitals
|
Management:
|
|
|
|
which provide a wide range of health care
|
|
|
|
|
services with some specialities which
|
Excellent leadership, communication and
|
|
|
|
include multiple sites and services; or
|
Interpersonal skills.
|
|
|
|
Responsible for providing support
|
|
|
|
|
services for the management of large
|
Highly developed and effective
|
|
|
|
complex hospitals or groups of hospitals;
|
management skills.
|
|
|
|
or Responsible for management and in
|
|
|
|
|
some cases support in human resources
|
Ability to develop, monitor and reach
|
|
|
|
and/or financial and/or administrative
|
predicted outcomes to strategic and
|
|
|
|
and/or clinical services in tertiary
|
business plans.
|
|
|
|
teaching hospitals and/or Health
|
|
|
|
|
Services.
|
Highly developed and effective
|
|
|
|
|
negotiation and delegation
skills.
|
|
|
|
Staff at this level are responsible for
|
|
|
|
|
reviewing senior staff performances
|
Proven capacity to manage multi-
|
|
|
|
through regular appraisal to improve
|
disciplinary groups.
|
|
|
|
health outcomes for patients and for
|
|
|
|
|
maintaining a performance
|
Support:
|
|
|
|
management system.
|
|
|
|
|
|
Ability to make judgements and have
|
|
|
|
Staff are responsible to maintain
|
sole delegated responsibility to approve
|
|
|
|
effective relationships and
|
changes in standards, practices, policies
|
|
|
|
communication with Area Health Service
|
and procedures.
|
|
|
|
to ensure that corporate goals and
|
|
|
|
|
priorities of the Health System
are met.
|
Highly developed negotiation and
|
|
|
|
|
delegations skills.
|
|
|
|
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
|
|
|
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 care
|
|
|
|
Responsible for managing hospitals
|
provision and management to improve
|
|
|
|
which provide a wide range of Specialist
|
health outcomes for customers.
|
|
|
|
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 and/or
|
Proven management expertise at a
|
|
|
|
administrative and/or clinical services in
|
senior level.
|
|
|
|
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
P. KITE, Chief Commissioner
____________________
Printed by the authority of the Industrial Registrar.