Health Managers (State) Award 2018
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application by NSW Ministry of Health.
(Case No. 2018/199363)
|
Before Commissioner
Murphy
|
3 July 2018
|
AWARD
1 Definitions
2 Salary
Bands
4 Conditions
of Service
5 Dispute
Resolution
7 No Extra
Claims
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 17 of the Health
Services Act 1997, a Statutory Health Corporation constituted under section
41 of that Act, and an Affiliated Health Organisation recognised under section
62 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 2019 by a party to this
Award.
8. Area, Incidence and
Duration
(i) This
Award takes effect from 1 July 2018 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
2018.
(ii) This Award
rescinds and replaces the Health Managers (State) Award published 9 February
2018 (382 I.G. 294) 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
|
|
Rate from ffppoa
|
|
Classification
|
01/07/2018
|
|
|
2.5%
|
|
|
$ per annum
|
|
Level 1
|
From
|
72,591
|
|
|
To
|
97,649
|
|
Level 2
|
From
|
95,426
|
|
|
To
|
113,183
|
|
Level 3
|
From
|
110,961
|
|
|
To
|
126,496
|
|
Level 4
|
From
|
124,277
|
|
|
To
|
148,690
|
|
Level 5
|
From
|
146,469
|
|
|
To
|
164,227
|
|
Level 6
|
From
|
160,748
|
|
|
To
|
175,866
|
Table 2 - Classification Levels
|
Level
|
Title
|
Description of Work
|
Skills and
Attributes
|
|
One
|
Health
|
• Responsible for
managing hospitals
|
Management:
|
|
|
Manager
|
and other facilities that provide basic
|
|
|
|
|
routine and emergency health care for
|
• Understanding and
commitment to
|
|
|
|
customers which may include
|
the Health Systems priorities;
|
|
|
|
multiple sites and services; or
|
|
|
|
|
|
• Capacity to
direct all operational
|
|
|
|
• Responsible for
providing support
|
facets based on strategic and business
|
|
|
|
services for the management of
|
plans;
|
|
|
|
hospitals and other larger facilities
|
|
|
|
|
which may include multiple services
|
• Ability to ensure
budget targets are
|
|
|
|
and sites; or
|
met
|
|
|
|
|
|
|
|
|
• Responsible for
providing support
|
• Capacity to
undertake performance
|
|
|
|
for the management of human
|
appraisal of staff and ability to
|
|
|
|
resources and/or financial and/or
|
develop performance measures.
|
|
|
|
administrative and/or hotel and/or
|
|
|
|
|
clinical services for hospitals which
|
• Effective
communication and
|
|
|
|
provide a wide range of specialised
|
interpersonal skills.
|
|
|
|
services for customers and/or Health
|
|
|
|
|
Services.
|
Support:
|
|
|
|
|
|
|
|
|
Staff at this level are accountable for
|
• Assist with the
development and
|
|
|
|
ensuring funds are expended
|
implementation of policies,
|
|
|
|
according to approved budgets and
|
procedures, standards and
practices.
|
|
|
|
for ensuring targets are met.
|
|
|
|
|
|
• Able to meet
pre-determined targets
|
|
|
|
Staff are responsible to provide
|
and deadlines.
|
|
|
|
regular feedback and appraisal
|
|
|
|
|
regarding the performance of
staff.
|
• Ability to be
flexible and adapt
|
|
|
|
|
work practices to suit
circumstances.
|
|
|
|
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.
|
|
|
Level
|
Title
|
Description of Work
|
Skills and
Attributes
|
|
Two
|
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 One
|
|
|
|
One and are:
|
and include:
|
|
|
|
|
|
|
|
|
• Responsible for
managing hospitals
|
Management:
|
|
|
|
and larger facilities that provide a
|
|
|
|
|
wide range of health care services
|
• High level of
leadership;
|
|
|
|
with some sub-speciality services for
|
communication and Interpersonal
|
|
|
|
customers which may include
|
skills.
|
|
|
|
multiple services and sites; or
|
|
|
|
|
|
• Capacity to
exercise creative and
|
|
|
|
• Responsible for
providing support
|
entrepreneurial solutions to improve
|
|
|
|
services for the management of large
|
productivity and effectiveness for
|
|
|
|
hospitals which include multiple
|
customers.
|
|
|
|
services and sites; or
|
|
|
|
|
|
• Proven
negotiation and delegation
|
|
|
|
• Responsible for
providing support
|
skills.
|
|
|
|
and in some cases managing human
|
|
|
|
|
resource and/or financial and/or
|
• Ability to
motivate and co-ordinate
|
|
|
|
administrative and/or hotel and/or
|
staff.
|
|
|
|
clinical services for hospitals which
|
|
|
|
|
provide a wide range of specialised
|
Support:
|
|
|
|
services for customers and/or Health
|
|
|
|
|
Services.
|
• Ability to
provide input, interpret,
|
|
|
|
|
monitor and evaluate policies,
|
|
|
|
Staff at this level are accountable for
|
procedures and standards for
|
|
|
|
allocation and/or expenditure or
|
customers.
|
|
|
|
resources and ensuring targets are
|
|
|
|
|
met.
|
• Capacity to
design strategic 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
|
|
|
Manager
|
responsibilities than those at Level
|
are greater than those at Level Two
|
|
|
|
Two and are:
|
and include:
|
|
|
|
|
|
|
|
|
• Responsible for
managing hospitals
|
Management:
|
|
|
|
which provide a wide range of health
|
|
|
|
|
care services with some specialities
|
• Excellent leadership,
|
|
|
|
which include multiple sites and
|
communication and
Interpersonal
|
|
|
|
services; or
|
skills.
|
|
|
|
|
|
|
|
|
• Responsible for
providing support
|
• Highly developed
and effective
|
|
|
|
services for the management of large
|
management skills.
|
|
|
|
complex hospitals or groups of
|
|
|
|
|
hospitals; or
|
• Ability to
develop, monitor and
|
|
|
|
|
reach predicted outcomes to strategic
|
|
|
|
• Responsible for
management and in
|
and business plans.
|
|
|
|
some cases support in human
|
|
|
|
|
resources and/or financial and/or
|
• Highly developed
and effective
|
|
|
|
administrative and/or clinical services
|
negotiation and delegation
skills.
|
|
|
|
in tertiary teaching hospitals and/or
|
|
|
|
|
Health Services.
|
• Proven capacity
to manage
|
|
|
|
|
multi-disciplinary groups.
|
|
|
|
Staff at this level are responsible for
|
|
|
|
|
reviewing senior staff performances
|
Support:
|
|
|
|
through regular appraisal to improve
|
|
|
|
|
health outcomes for patients and for
|
• Ability to make
judgements and
|
|
|
|
maintaining a performance
|
have sole delegated responsibility to
|
|
|
|
management system.
|
|
|
|
|
|
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.
|
|
|
Level
|
Title
|
Description of Work
|
Skills and
attributes
|
|
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
|
|
|
|
|
and include:
|
|
|
|
Three, are accountable through
|
|
|
|
|
performance agreements and are:
|
• System-wide view
of health care
|
|
|
|
|
provision and management to
|
|
|
|
• Responsible for
managing hospitals
|
improve health outcomes for
|
|
|
|
which provide a wide range of
|
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 at a
|
|
|
|
and/or administrative and/or clinical
|
senior level.
|
|
|
|
services in Health Services.
|
|
|
|
|
|
• Competent to make
complex
|
|
|
|
Staff are responsible for ensuring
|
judgements and take initiatives
|
|
|
|
optimal health outcomes within
|
through delegated
responsibilities.
|
|
|
|
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 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 delivery
J. V.
MURPHY, Commissioner.
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