Health Managers (State) Award 2019
INDUSTRIAL RELATIONS
COMMISSION OF NEW SOUTH WALES
Application by NSW Ministry of Health.
(Case No. 206108 of 2019)
|
Before Chief Commissioner Kite
|
11 July 2019
|
AWARD
PART A
Arrangement
Clause No. Subject
Matter
1. Definitions
2. Salary
Bands
3. Classification
Levels
4. Conditions
of Service
5. Dispute
Resolution
6. Anti-Discrimination
7. No Extra
Claims
8. Area,
Incidence and Duration
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 employer functions on behalf of the Government of New South
Wales.
"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) Full-time
Health Manager employees shall be paid the salaries as
set out in Table 1 of Part B - Monetary Rates of this Award.
(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
2018, 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 2018, 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 2018, 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 2020 by a party to this
Award.
8. Area, Incidence and
Duration
(i) This
Award takes effect from 1 July 2019 and shall remain in force for a period of
one year. The rates in the third and fourth columns in Table 1 of Part B -
Monetary Rates will apply from the first full pay period on or after (ffppoa) 1 July 2019.
(ii) This Award
rescinds and replaces the Health Managers (State) Award 2018 as published on 5
July 2019 (384 I.G. 635) 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 from01/07/2019
|
Rate from ffppoa01/07/2019
|
Rate from01/07/2019
|
Rate from ffppoa01/07/2019
|
|
|
Minimum Per annum
|
Minimum Per annum
|
Maximum Per annum
|
Maximum Per annum
|
|
|
$
|
$
|
$
|
$
|
|
Level 1
|
72,591
|
74,406
|
97,649
|
100,090
|
|
Level 2
|
95,426
|
97,812
|
113,183
|
116,013
|
|
Level 3
|
110,961
|
113,735
|
126,496
|
129,658
|
|
Level 4
|
124,277
|
127,384
|
148,690
|
152,407
|
|
Level 5
|
146,469
|
150,131
|
164,227
|
168,333
|
|
Level 6
|
160,748
|
164,767
|
175,866
|
180,263
|
Table 2 - Classification Levels
|
Level
|
Title
|
Description
of Work
|
Skills
and Attributes
|
|
One
|
Health Manager
|
• Responsible for managing
hospitals and other facilities that provide basic routine
|
Management:
|
|
|
|
and emergency health care for
customers which may include multiple sites and
|
• Understanding and commitment to the Health
Systems priorities;
|
|
|
|
services; or
|
|
|
|
|
|
• Capacity to direct all operational facets
based on strategic and business plans;
|
|
|
|
• Responsible for providing support services
for the management of hospitals 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 and/or
|
• Capacity to undertake performance appraisal
of staff and ability to develop
|
|
|
|
financial and/or
administrative and/or hotel and/or clinical services for hospitals
|
performance
measures.
|
|
|
|
which provide a wide range of
specialised services for customers and/or Health
|
|
|
|
|
Services.
|
• Effective communication and interpersonal
skills.
|
|
|
|
|
|
|
|
|
Staff at this level are
accountable for ensuring funds are expended according to
|
Support:
|
|
|
|
approved
budgets and for ensuring targets are met.
|
|
|
|
|
|
• Assist with the development and
implementation of policies, procedures, standards
|
|
|
|
Staff are responsible to
provide regular feedback and appraisal regarding the
|
and practices.
|
|
|
|
performance
of staff.
|
|
|
|
|
|
• Able to meet pre-determined targets
and deadlines.
|
|
|
|
Staff are responsible for
maintaining effective relationships with Health Service to
|
|
|
|
|
ensure
Health System's priorities are met.
|
• Ability to be flexible and adapt work
practices to suit circumstances
|
|
|
|
|
|
|
|
|
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 Manager
|
Jobs at this level have greater responsibilities than
those at Level One and are:
|
The skills and attributes at this level are greater than
those at Level One and include:
|
|
|
|
|
|
|
|
|
• Responsible for managing hospitals and larger facilities
that provide a wide range of
|
Management:
|
|
|
|
health care services with some sub-speciality services for
customers which may
|
|
|
|
|
include multiple services and sites; or
|
• High level of leadership; communication and
Interpersonal skills.
|
|
|
|
|
|
|
|
|
• Responsible for providing support services for the
management of large hospitals
|
• Capacity to exercise creative and entrepreneurial solutions
to improve productivity
|
|
|
|
which include multiple services and sites; or
|
and effectiveness for customers.
|
|
|
|
|
|
|
|
|
• Responsible for providing support and in some cases
managing human resource
|
• Proven negotiation and delegation skills.
|
|
|
|
and/or financial and/or administrative and/or hotel and/or
clinical services for
|
|
|
|
|
hospitals which provide a wide range of specialised services
for customers and/or
|
• Ability to motivate and co-ordinate staff.
|
|
|
|
Health Services.
|
|
|
|
|
|
Support:
|
|
|
|
Staff at this level are accountable for allocation and/or
expenditure or resources and
|
|
|
|
|
ensuring targets are met.
|
• Ability to provide input, interpret, monitor and
evaluate policies, procedures and
|
|
|
|
|
standards for customers.
|
|
|
|
Staff are responsible for ensuring optimal budget outcomes
for their customers and
|
|
|
|
|
communities.
|
• Capacity to design strategic and business objectives.
|
|
|
|
|
|
|
|
|
Staff are responsible for providing regular feedback and
appraisals for senior staff
|
• Ability to develop performance measures.
|
|
|
|
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 Manager
|
Jobs
at this level have greater responsibilities than those at Level Two and are:
|
The skills and attributes at
this level are greater than those at Level Two and include:
|
|
|
|
|
|
|
|
''
|
• Responsible
for managing hospitals which provide a wide range of health care
|
Management:
|
|
|
|
services
with some specialities which include multiple sites and services; or
|
|
|
|
|
|
• Excellent
leadership, communication and Interpersonal skills.
|
|
|
|
• Responsible
for providing support services for the management of large complex
|
|
|
|
|
hospitals
or groups of hospitals; or
|
• Highly
developed and effective management skills.
|
|
|
|
|
|
|
|
|
• Responsible
for management and in some cases support in human resources and/or
|
• Ability
to develop, monitor and reach predicted outcomes to strategic and business
|
|
|
|
financial
and/or administrative and/or clinical services in tertiary teaching hospitals
|
plans.
|
|
|
|
and or Health Services.
|
|
|
|
|
|
• Highly
developed and tertiary teaching hospitals and/or
|
|
|
|
Staff
at this level are responsible for reviewing senior staff performances through
|
|
|
|
|
regular
appraisal to improve health outcomes for patients and for maintaining a
|
Health
delegation skills.
|
|
|
|
performance management system.
|
|
|
|
|
|
• Proven capacity to manage multi-disciplinary
groups.
|
|
|
|
|
|
|
|
|
Staff
are responsible to maintain effective relationships and communication with
Area
|
Support:
|
|
|
|
Health
|
|
|
|
|
|
• Ability to make judgements and
have sole delegated responsibility to approve changes
|
|
|
|
Service
to ensure that corporate goals and priorities of the Health System are met.
|
in standards, practices, policies and procedures.
|
|
|
|
|
|
|
|
|
Staff
are responsible to maintain effective relationships and communication with
|
• Highly
developed negotiation and delegations skills.
|
|
|
|
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 Manager
|
Jobs at this level have greater responsibilities than
those at Level
|
The skills and attributes at this 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 improve health
|
|
|
|
|
outcomes for customers.
|
|
|
|
• Responsible for managing hospitals which provide a wide
range of 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 and/or
|
• Proven management expertise at a senior 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 health outcomes
within budget for their
|
responsibilities.
|
|
|
|
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
P. M. KITE, Chief Commissioner
____________________
Printed by the authority of the Industrial Registrar.