Policy Directive

Department of Health, NSW

73 Miller Street North Sydney NSW 2060
Locked Mail Bag 961 North Sydney NSW 2059
Telephone (02) 9391 9000 Fax (02) 9391 9101
http://www.health.nsw.gov.au/policies/

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SES Performance Management System - NSW Health

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Document Number PD2005_418
Publication date 27-Jan-2005
Functional Sub group Personnel/Workforce - Learning and Development
Personnel/Workforce - Salaries
Summary Documents relating to the performance management and remuneration
review process for SES and SES equivalent positions.
Author Branch Employee Relations
Branch contact 9391 9357
Applies to Area Health Services/Chief Executive Governed Statutory Health
Corporation, Board Governed Statutory Health Corporations, Affiliated
Health Organisations, NSW Dept of Health
Distributed to Public Health System, NSW Department of Health
Review date 27-Jan-2010
File No. 99/7664
Previous reference 99/46
Status Active

Director-General
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Compliance with this policy directive is mandatory.
Letter to all CEOs
Letter to all Board Chairs
Circular No: 99/46

File No: 99/7664

Contact: Ms M Coffey (02) 9391 9105

NSW HEALTH SES PERFORMANCE MANAGEMENT SYSTEM

I am writing to you about the implementation of the Performance Management System for senior
executives in NSW Health. Letters in the same terms have been issued to both Board Chairs and Chief
Executive Officers of all Health Services.

Attached is the set of documents relating to the performance management and remuneration review
process now to be fully implemented for all Senior Executive Service (SES) and SES Equivalent
positions in NSW Health.

The set of documents comprises:

• NSW Health Senior Executive Service Performance Management System (model agreements)
(December 1998) ;

• NSW Health Senior Executive Service Performance Management System Guidelines

(December 1998) ;

• NSW Health Executive Capabilities (Executive Development Support Centre, December 1998)
;

• NSW Health Senior Executive Service (Chief Executive Officers) Performance Management
System, comprising a model Performance Agreement between CEOs and their Boards, and the
Director General’s Review.

It is well known that effective performance management can increase motivation, foster productivity,
improve communication, and encourage professional and managerial development. The appraisal
process also forms the basis for remuneration reviews and is an opportunity to formally review
development needs.

The work of senior executive level staff is often unstructured, and performed under conditions of
ambiguity and pressure, with the performance of individuals having a critical impact on organisational
effectiveness. Yet performance reviews at senior and executive levels are typically less frequent,
systematic, and useful, and overlook the needs of those people for recognition and feedback.

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The NSW Health SES Performance Management System is the outcome of an extensive
consultative process. The system adopted seeks to balance the contractual requirements associated
with SES and SES Equivalent appointments; the need to integrate the annual remuneration
determinations of the Statutory and Other Offices Tribunal (SOORT); and a recognition that
operational priorities will always be competing with the time and focus needed for effective
performance reviews. The system addresses:
• accountability;
• measuring achievements;
• regular/annual reviews of targets and strategies; and
• remuneration reviews based on transparent criteria.

The executive of the Department is committed to continuous performance improvement through this
approach. As previously advised, the implementation targets for NSW Health are:
• All SES and SES Equivalent Performance Agreements in place by 31.3.99; and
• CEO Performance Agreements in place by 1.7.99.

The model performance agreements which form part of the Performance Management System have
been issued in electronic form (by disk) as well as in hard copy to facilitate minor variations from the
model at the discretion of the Chief Executive Officer and the Board. A disk containing a complete
set of the documents has also been forwarded to your Health Service Human Resource Manager,
and the documents will be available on the NSW Health Intranet shortly.

There will be suggestions for system-wide changes that emerge as the documentations is tested.
Please assist that process by making those suggestions to Ms Coffey (ph 9391 9105 or 0412 279
192) during the course of implementation.

The Director-General and I wish to thank the Chief Executive Officers, Board Chairs, and the large
number of senior staff of NSW Health who contributed to the development of the System. Now
that the consultative process is complete, the implementation of the NSW Health SES Performance
Management System becomes a requirement under the Accounts and Audit Determination and a
Condition of Subsidy.

Yours sincerely

Robert McGregor

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 NSW HEALTH

SENIOR EXECUTIVE SERVICE

PERFORMANCE MANAGEMENT SYSTEM

(SES MODEL AGREEMENT)

December 1998

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 NSW HEALTH SENIOR EXECUTIVE SERVICE
PERFORMANCE MANAGEMENT SYSTEM

The purpose of Performance Management is to:

• link individual work objectives to the corporate direction;

• improve communication and provide feedback between the

Executive and the SES Line Manager/CEO; and

• enhance managerial capability by supporting appropriate

development activities.

The performance agreement is the main document that defines the

key accountabilities of each Executive and is therefore a major tool in
assessing performance. It should be simple, and measurable.
However, performance agreements are only one part of the
performance management cycle that includes regular feedback,
coaching, and review through the year.

It is important that outcomes outlined in performance agreements are

consistent with budgetary plans. Accountabilities outlined in
performance agreements need to be allocated appropriate funds from
the budget and performance against budget is critical. Due to the
close relationship between performance agreements and the corporate
plan, performance agreements should be negotiated in a timeframe
which coincides with the budgetary and corporate planning processes.
Further assistance in developing and reviewing performance
agreements is available in the NSW Health SES Performance
Management System Guidelines.

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 PERFORMANCE AGREEMENT
(Schedule B - Performance Criteria)

FOR SES OFFICERS

Between Director General, NSW Department of Health

and

__________________________(name of officer)

_________________________ (position)

This Performance Agreement replaces Schedule B in the executive

officer’s contract of employment, and the parties agree that the contract is
varied accordingly.

Signatures: ......................................................
Director General/nominee (date)

......................................................
Executive Officer (date)

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 PERFORMANCE AGREEMENT
(Schedule B - Performance Criteria)

FOR SES OFFICERS

Between Chief Executive Officer

________________________Area Health Service

and

__________________________(name of officer)

________________________(name of position)

This Performance Agreement replaces Schedule B in the executive

officer’s contract of employment and the parties agree that the contract
is varied accordingly.

Signatures: ...................................
Chief Executive Officer/nominee (date)

...................................
Executive Officer (date)

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 GENERIC ACCOUNTABILITIES

These are the agreed generic accountabilities for all SES officers a nd
underpin the position-specific accountabilities which have specified
targets and outcomes. Policies on Employment Equity, Occupational
Health, Safety and Rehabilitation and the Ethnic Affairs Policy
Statement are frameworks within which the following accountabilities
are carried out:

# Contributing effectively to corporate planning and policy

development;

# Providing concise, accurate and timely advice (oral and written) to

senior officers, the Board and the Minister;

# Ensuring achievement of allocated budgets and implementation of

financial and budget strategies and targets;

# Ensuring achievement of agreed program targets and outcomes

through appropriate resource, staff management and Continuous
Improvement strategies, and monitoring these on a regular and
timely basis ;

# Providing leadership in effectively managing employee relations

issues;

# Meeting statutory and professional obligations relating to external

reporting, probity and ethical behaviour, protected disclosures,
reporting of corrupt conduct and providing leadership in matters
of probity and ethics;

# Managing issues within and across Government, i.e. Area Health

Services, the Department of Health, the Minister’s Office, and
cross-agency matters.

POSITION SPECIFIC ACCOUNTABILITIES

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These are the agreed accountabilities specific to the position, which, in
addition to the generic accountabilities and any statutory responsibilities,
will be the basis of the annual performance review. Agreement needs to be
reached in advance, and documented, as to what constitutes the “most
critical areas” of achievement referred to in the Overall Assessment.

1. High Priority Issues:

These are to be agreed in advance, will typically be drawn from
relevant key performance measures of corporate planning
documents, and will cover matters for which the executive is directly
accountable. Financial Management must be included for positions
with budgetary responsibilities, and is to be designated as a “critical”
area of achievement.

2. Innovation and Continuous Improvement:

If not covered in High Priority Issues (above ) these strategies could
include piloting innovative health services or Quality Improvement
activities eg networked services; developing health outcome
indicators; or streamlining processes.

3. People Management:
People management and leadership skills are needed at all levels of
the organisation for effectively managing staff, and for working
cooperatively within teams and across organisational boundaries. The
NSW Health Executive Capabilities inventory, attached as part of this
documentation, provides a useful skills checklist.

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 Strategies here should focus on the key challenges that need to be
addressed, and should respond to issues identified from staff and
client feedback, level of employee grievances, and Quality Surveys.
Managers/CEOs are also accountable for actively supporting the
development of their staff.

4. Corporate Contribution:
These strategies refer to the contribution made to the broader
sphere of health services/government. Examples would include
participation in system/sector/state/national committees/
taskforces which are not directly related to specific job
responsibilities; piloting an initiative for Departmental or system-wide
implementation.

Outcomes of these activities may include becoming readily

redeployable across organisational boundaries, and being regularly
called upon to contribute to other work programs because of
corporate knowledge/breadth of experience.

5. Development Plan (see attached form):

This should identify relevant learning activities supported by the SES
Line Manager / CEO.

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 DEVELOPMENT PLAN
This Plan should identify any skills /knowledge that would improve your capacity to do your job, including professional,
technical and managerial activities. Feedback from performance reviews, and from all levels of the organisation should
be considered, as well as the NSW Health Executive Capabilities inventory. Current practice in management
development favours structured work-based learning experiences rather than relying solely on a series of courses,
seminars or tertiary studies. A copy of this plan , or an appropriate extract, is to be forwarded by to the Manager,
Executive Development Support Centre for system-wide planning purposes by the SES Officer.

Development Plan (Short Term)

Development Plan (Long Term)

SES Officer:___________________Position:_________________ Signature:_________________ Date:_______

SES Line Manager/CEO:_________________ Position:_________________Signature:___________ Date:______

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 REPORTING DOCUMENTATION

FOR

SES PERFORMANCE AGREEMENTS

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 SES PERFORMANCE AGREEMENT PROGRESS REVIEW
The format of this report is flexible and is to be completed by the SES Officer under review.
Options regarding the Progress Review are detailed in the Guidelines.

ACCOUNTABILITIES PERFORMANCE CRITERIA OUTCOMES AND COMMENTS

(Identify unforeseen factors
or issues of concern)

1. High Priority Issues (list)

2. Innovation and Continuous

Improvement

3. People Management

4. Corporate Contribution

5. Development Plan Outcomes N/A

6. Any issues arising from

Generic Accountabilities

SES Officer:_________________ Position:_________________ Signature:_________________ Date:__________

Comments by SES Line Manager/CEO:______________________________________________________________

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Name:_________________ Position:___________________ Signature:_________________ Date:_____________

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 SES PERFORMANCE AGREEMENT ANNUAL REVIEW

(The format of this page is flexible, and to be completed by the SES Officer under review)

ACCOUNTABILITIES PERFORMANCE CRITERIA OUTCOMES AND COMMENTS

1. High Priority Issues (list)

2. Innovation and Continuous

Improvement

3. People Management

4. Corporate Contribution

5. Development Plan Outcomes N/A

6. Any issues arising from

Generic Accountabilities

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 SES PERFORMANCE AGREEMENT ANNUAL REVIEW
for direct reports to CEOs and Director General

Comments by the SES Officer under review:

Comments by CEO/Director General:

Recommended Level of Achievement: __________________________

Signatures: CEO/Director General:_____________ (date)______

(Name):___________________________________

SES Officer____________________ (date)______

(Name):___________________________________

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 SES PERFORMANCE AGREEMENT ANNUAL REVIEW
for SES Officers who report through an SES Line Manager

Comments by the SES Officer under review:

Comments by the SES Line Manager:

Recommended Level of Achievement:_______________________

SES Line Manager (Signature):

________________________________

(Name): ________________________ (date)______

SES Officer (Name):_______________________________________

Sighted (signature): ___________________________ (date)______

(If the SES Officer is not in agreement with the assessment, and the matter cannot
be resolved, a separate memo should be forwarded to the Reviewer for
consideration)

Reviewer(Name):__________________________________________

(Signature):_________________________________ (date)______

Reviewer’s Comments:______________________________________

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 OVERALL ASSESSMENT

Definition of the “most critical areas” of achievement needs to be agreed in

advance between the SES Officer and the SES Line Manager/CEO.

LEVELS OF ACHIEVEMENT:

4. OUTSTANDING Exceeds the requirements of all or most

performance criteria and far exceeds
expectations on the agreed most critical areas.

3. SUPERIOR Exceeds the requirements of most performance

criteria.

2. COMPETENT Meets expectations of all or most performance

criteria.

1. IMPROVEMENT Does not meet key performance criteria of the

REQUIRED position.

OVERALL ASSESSMENT

Italics show how the 1998 SOORT decision could be transposed onto the
assessment process. Definition of the “most critical levels” of
achievement needs to be agreed in advance between the Executive and
the Manager/CEO.

LEVELS OF ACHIEVEMENT:
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 4. OUTSTANDING Exceeds the requirements of all or most
performance criteria and far exceeds
expectations on the agreed most critical areas.
SOORT 1998: Outstanding achievement: 4%
increase plus maximum level of Performance
Pay.

3. SUPERIOR Exceeds the requirements of most performance

criteria.
SOORT 98: Superior/Very Satisfactory
achievement: 4% increase plus eligible for
Performance Pay.

2. COMPETENT Meets expectations of all or most performance

criteria.
SOORT 98: Satisfactory achievement: 4%
increase.

1. IMPROVEMENT
REQUIRED Remuneration may be no increase or partial,
depending upon extent of improvement required.

NSW HEALTH

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 SENIOR EXECUTIVE SERVICE

PERFORMANCE MANAGEMENT SYSTEM

(CEO MODEL AGREEMENT)

May 1999

Page iii
 PERFORMANCE MANAGEMENT
FOR CHIEF EXECUTIVE OFFICERS

The Chief Executive Officer (CEO) of an Area/Statewide Health Service

has overall accountability for the leadership and effective management of
the human, financial, physical and other resources of the Health Service,
and for implementing the Government's policies.

ORGANISATIONAL PERFORMANCE AND PERSONAL PERFORMANCE

Performance management for CEOs is related to both the overall

performance of the organisation as well as the personal performance of
the CEO. The overall performance of the Area Health Service is the sum
total of the work of the Area staff, and is usually identified and recorded
by way of an Annual Report. The personal contribution of the CEO relates
to the 'value added' by the position and the person in the position. The
purpose of the CEO performance agreement is to document the key
accountabilities and the local health priorities for planning and review
purposes, including remuneration reviews, and to provide a framework for
the performance agreements of the executive team. The performance
agreement is an essential component of the Contract of Employment for
all executives and forms Schedule B of the Contract.

The NSW Health Performance Management System for Chief Executive

Officers reflects the multi-faceted nature of the CEO's role. The CEO is
appointed by the Governor, on the recommendation of the Minister for
Health, and is taken to be employed by the Area Health Service for the
period of the appointment. As a statutory office holder appointed by the
Governor, the CEO has an important role in the interface between
Government and the Area Health Service.

THE ROLE OF THE CEO

The CEO is a member (ex officio) of the Board, which has an Area
Performance Agreement with the Director General, Department of
Health. The Board is responsible for setting the Service's overall policy
direction within Government objectives and for providing services within

Page i
the allocated budget. The CEO is responsible for leadership and
operational management of the Health Service, for initiating strategic
policy and operational matters to the Board, for providing advice to the
Board, the Department of Health and the Minister, and for working
cooperatively with the Department and other Area/Statewide Health
Services to provide services to the community.

PERFORMANCE REVIEWS

The annual CEO performance agreement between the CEO and the Board
should be developed and reviewed as a parallel process with the Area
Performance Agreement. The Director General's Review incorporates
criteria relating to statewide contribution and issues management, as well
as Health Service achievements, and will generally occur soon after the
formal review of the Area Performance Agreement, and in line with any
requirements of the SOORT Determination.

The Overall Assessment and related remuneration adjustments will have

regard to the relative level of difficulty and/or degree of complexity
involved in implementing the Health Service Performance Agreement and
managing the associated issues.

The CEO performance agreement is an essential tool to ensure there is

understanding and agreement on the range of accountabilities and to
establish an agreed mechanism for reviewing achievement.

This model documentation is the result of a consultative process with all

Area Health and Statewide Services and also draws on Premier's
Memorandum 99-5: Chief Executive Performance Agreement Guidelines,
applying to Department Heads of Government Departments.

The NSW Health SES Performance Management System Guidelines,

December, 1998 and NSW Health Executive Capabilities are accompanying
documents.

This documentation will be supplied in electronic format as well as hard

copy to all CEO's, to enable minor variations to be made locally.

Page ii
 CEO PERFORMANCE MANAGEMENT AND REVIEW PROCESS

JULY

CEO PERFORMANCE AGREEMENT

DEVELOPED BETWEEN CEO AND
BOARD CHAIR, BASED ON AREA
PERFORMANCE AGREEMENT AND
AREA HEALTH PLANS
DECEMBER

REMUNERATION DECISION

SEPTEMBER

CEO PERFORMANCE AGREEMENT

REVIEWED ANNUALLY BY BOARD
CHAIR NOVEMBER

DIRECTOR-GENERAL’S REVIEW

OCTOBER

BOARD CHAIR FORWARDS REPORT

TO DIRECTOR-GENERAL,
DEPARTMENT OF HEALTH

Page iii
Page ii
 PERFORMANCE AGREEMENT
FOR CHIEF EXECUTIVE OFFICERS
(Schedule B - Performance Criteria)

Between

__________________________ Area Health Service

and

_____________________________________ (name)
Chief Executive Officer

This Performance Agreement replaces Schedule B in the contract of

employment, and the parties agree that the contract is varied accordingly.

Signatures: ____________________________________
Chairperson, (Area) Health Service Board (date)

________________________
Chief Executive Officer (date)
 GENERIC ACCOUNTABILITIES

These are the agreed generic accountabilities for Chief Executive

Officers in NSW Health. Policies on Employment Equity, Occupational
Health, Safety and Rehabilitation and the Ethnic Affairs Policy Statement
are frameworks within which the following accountabilities are carried
out:

i Implementing an effective system of corporate governance, approved

by the Board, to enable the Board to effectively fulfil its
responsibilities;

i Providing leadership:

• in the achievement of program targets aimed at promoting,

protecting and maintaining the health of the community;

• to Health Service staff in contributing effectively to NSW

Health matters;

• in the management of employee relations issues;

• in matters of probity and ethics and ensuring staff are aware of

the protection provided by the Protected Disclosures Act, 1994.

i Ensuring achievement of allocated budgets, and effectively managing

organisational assets;

i Effectively leading corporate planning and policy development;

i Providing concise, accurate, and timely advice (oral and written) to

the Board, the Department of Health and the Minister;

i Managing issues with external groups, and within and across

Government, i.e. Area Health Services, the Department of Health,
the Minister's Office, and cross-agency matters; and

i Meeting statutory and professional obligations relating to external

reporting, probity and ethical behaviour, corruption prevention and
reporting of corrupt conduct.

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 POSITION SPECIFIC ACCOUNTABILITIES

These are the agreed accountabilities specific to the position of Chief

Executive Officer, which, in addition to the generic accountabilities and
any statutory responsibilities, will be used in the assessment of
performance. The CEO will develop an individual performance agreement
based on these, for approval and subsequent review by the Board.

1. Key measures from Area Performance Agreement between the Board

and the Director-General.

2. Other identified health priorities.

3. Leadership.
Strategies here should include leadership, managerial and teamwork issues,
such as establishing and communicating a clear vision and direction to staff
and stakeholders; gaining their commitment; ensuring there is clear
alignment between various levels of corporate goals, and leading the
implementation of management strategies. Managerial and professional
development goals should be included here.

4. Effective Management: Governance, Planning, Financial, Quality

Improvement, Physical Assets, Information, Human Resources and
Risk Management.
Detailed operational strategies are not required here. The headings should
be used to demonstrate that appropriate planning, management and control
functions, in line with Departmental policies, standards, and the Accounts
and Audit Determination, are in place/in development/or under review, and
identify the relevant operational documents, eg. the Quality Improvement
Plan. Information Management strategies must include compliance with the
NSW Government Y2000 Millennium Strategy.

5. Community and Business Relations.

Strategies here should include consultative processes with the community,
other health providers, area health professionals and stakeholders.

6. Other relevant issues (to be specified).

Examples here could include research and teaching accountabilities and/or
any specific reporting requirements of the Chief Executive Officer by the
Board.

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 REPORTING DOCUMENTATION

FOR

CHIEF EXECUTIVE OFFICER

PERFORMANCE AGREEMENTS

NSW Health
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 CEO ANNUAL PERFORMANCE REVIEW

PART A: to be completed by the Chief Executive Officer

ACCOUNTABILITIES PERFORMANCE CRITERIA

1. Key measures from Area Performance Agreement

2. Other identified health priorities

3. Leadership

4. Effective Management (Governance etc)

5. Community and Business Relations

6. Other (specified) relevant issues

7. Any Issues arising from Generic Competencies

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Other comments by the Chief Executive Officer:

PART B: to be completed by the Board Chairperson

Comments on behalf of the Board by the Chairperson:

Signatures:

Board Chairperson (date) Chief Executive Officer (date)

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 EXECUTIVE

CAPABILITIES

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 DRAFT

EXECUTIVE DEVELOPMENT SUPPORT CENTRE

Role
• To provide a focus for executive development across the health sector.

• To improve the coordination of executive development.

• To act as a resource to Area Health Services and the Department of Health in

relation to a broad range of executive development issues.

More specifically within the first year to:

• Develop and implement a framework for executive development within NSW.

• Initiate the development of a development centre utilising an agreed capability

framework.

• Act as a broker in relation to executive development opportunities, including for the

development of health-specific activities.

• Build awareness of and commitment to the EDSC throughout the health sector.

• Ensure that senior executives are aware of the broad range of development
opportunities available to them.

• Establish a process for evaluating the effectiveness of the EDSC.

Target Group
The target group of the EDSC will include:

• Chief Executive Officers.

• Senior staff who report directly to the CEO.
• Staff who are the most senior in a key functional area.
• Hospital managers.

The EDSC also has a role to play in terms of the feeder group into the above and would
focus on this group in the future.

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 CAPABILITIES FOR SENIOR EXECUTIVES

Introduction

The NSW Health Strategic Directions document identifies that a “Skilled, valued workforce”
is an essential attribute of the system if the goals are to be met. The Executive
Development Support Centre aims to contribute to the development of such a workforce
through its work in the area of senior executive development.

The following capability framework is designed to assist senior managers to identify and
priorities areas of further professional and personal development. It provides a broad
outline of the range of capabilities a senior manager may need in order to carry out the
requirements of their position.

The framework should not be seen as either exhaustive or prescriptive, but rather as a tool
for the enhancement of performance. Senior executive positions within the Health sector
are varied, complex and challenging. They do not conform to a generic position
description and the context in which they operate is not homogenous. For this reason the
capabilities required for one position may vary or have different prioritisation than for
another. Individuals will need to select the essential or most critical capabilities for their
own position, and/or may choose the particular capabilities they wish to focus their
development on at any given time. This framework document should be used in
conjunction with the performance management system as a checklist for executives and
their line managers when mutually assessing development needs.

These capabilities were drawn together from a number of existing competency/capability

documents, including the Australian Health Industry Executive Management competencies
and will be used in the establishment of a Development Centre which aims to provide
senior executives with an opportunity to evaluate their current strengths and potential areas
for development.

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 CAPABILITIES FOR SENIOR EXECUTIVES

INTERPERSONAL TECHNICAL
Capabilities related to how a person Capabilities related to areas of specific skills/
interacts with others. knowledge acquisition.
Senior executives will be known for their Senior executives will have, or the potential to
ability to: develop, proven management knowledge and
skills in:
• Motivate and inspire others
• Value diversity • Strategic and business planning
• Build commitment to the • Financial management and accountability
organisation • Information and Resource management
• Attract and retain good people • People management
• Lead and develop an effective • Political acumen
team • Managing issues with external groups,
• Communicate effectively and within and across Government

PERSONAL
Capabilities related to individual attributes which
contribute to effective management.
The successful senior executive will be widely
regarded as having the following
qualities/attributes.

• Energy, drive and stamina

• Mental agility and self expression
• Confidence in their own ability to take
measured risks
• Effectively self manages
• Innovative and lateral thinker
• Flexibility and responsiveness

STRATEGIC
Capabilities related to the achievement
of current and future outcomes.
The senior executive will have an
ongoing ability to:
ORGANISATION
Capabilities related to management of
whole organisation development.
The senior executive will have demonstrated
capacity to:

• Conceive, evolve and build • Lead and manage change

commitment to a vision • Build appropriate organisational values
• Integrate information and culture
• Achieve quality Outcomes • Anticipate problems
• Plan strategically • Understand systems
• Makes
NSWquality
Healthjudgements • Build a learning culture
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 CAPABILITIES FOR SENIOR EXECUTIVES

Interpersonal
(Capabilities related to how a person interacts with others.)

Senior executives will be known for their ability to....

Motivate and inspire others

• articulates and promotes the organisation’s vision and goals
• is able to gain the commitment of others to these goals.

Value diversity
• promotes an environment in which traditional ways of thinking are
challenged and debate is encouraged
• facilitates productive decisions and outcomes within this climate
• consistently creates an environment of mutual trust and honest feedback
• celebrates achievements and encourages innovation and measured risk-
taking.

Build commitment to the organisation

• provides effective role modelling
• gives timely and effective feedback
• acknowledges good performance.

Attract and retain good people

• always looking for good people and exploring their potential beyond past
and current experience
• people want to work for them
• builds a self-sustaining team for when they move on.

Lead and develop an effective team

• encourages a high performance culture by setting collaborative goals
• is aware of team as well as individual strengths
• identifies and facilitates team development
• promotes team work and a spirit of cooperation.

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executive development support centre
Communicate effectively
• presents well in public generally, when making public presentations, in
written material, in small groups and one to one
• applies effective communication style across a broad range of target
groups, settings and subjects
• builds effective networks - always on the look out - for ideas, people,
opportunities, connections, partnerships
• works constructively and maintains positive relationships with all parties
when negotiating complex and difficult situations.

Technical
(Capabilities related to areas of specific skills/knowledge acquisition.)

Senior executives will have, or the potential to develop, proven

management knowledge and skills in....

Strategic and business planning

• ensures plans are linked to organisational vision, goals and values and of
NSW Health.

Financial management and accountability

• is accountable for the financial performance of the
branch/division/agency
• provides effective financial leadership.

Information and Resource management

• achieves the goals/objectives of the work unit through effective
management of physical, financial, technological and information
resources
• accurately analyses the HR data to identify and anticipate current and
future workforce needs.

People management
• effectively manages staff and staff performance
• manages conflict and difficulty
• manages relationships across organisational boundaries.

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Political acumen
• has a sound understanding of political and cross-government issues and
how they impact on the organisation
• actively develops strategic partnerships.

Managing issues with external groups, and within and across

Government
• operates effectively within the external environment, including media and
Public Relations issues, community consultative processes
• manages industrial issues
• effectively undertakes briefings/consultations with the Department and
the Minister and manages cross-agency matters.

Strategic
(Capabilities related to the achievement of current and future outcomes.)

The senior executive will have an ongoing ability to....

Conceive, evolve and build commitment to a vision

• has the intellectual capacity to develop it, the flexibility to evolve it and
the persuasion to gain others commitment to it.

Integrate information
• listens actively and reads widely, enabling rapid synthesis, analysis and
formulation of credible opinion
• links abstract and concrete thinking.

achieve quality outcomes

• ensures an emphasis is placed upon quality results rather than activities
through the rigorous measurement of outcomes against agreed
standards.

plan strategically
• actively contributes to effectively shaping the organisation’s strategic
plan
• ensures the plan is outcome focused, takes account of short and long
term priorities and is achievable
• actively monitors progress towards the strategic vision.

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makes quality judgements
• confidently and competently manages ambiguity
• is decisive
• maintains a focus on long term goals in any short term activity
• applies intellectual rigour to all aspects of their work..

Organisation
(Capabilities related to management of whole-organisation development.)

The senior executive will have demonstrated capacity to......

Lead and manage change

• develops, communicates and implements change management strategies
• gains the investment of others to accomplish reform initiatives
• leads at an organisation wide level that results in sustained
organisational development.

Build appropriate organisational values and culture

• ensures that the organisation develops appropriately and in line with
current thinking and trends within government, community and political
frameworks.

Anticipate problems
• keeps abreast of issues at a macro and micro level that may affect the
performance of the organisation, especially from the perspective of key
stakeholders such as politicians and governing boards.

Understand systems
• operates effectively in the complex environments of the health sector
and understand the organisational implications of change in one part of
the system.

Build a learning culture

• fosters the development of others by encouraging higher levels of
performance
• supports staff to undertake challenging learning opportunities which are
outside their current work experiences and which take account of
individual and corporate needs
• supports a reflective learning culture that enables both individuals and

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 the organisation to develop.

Personal
(Capabilities related to individual capacities and attributes which contribute
to effective management.)

The successful senior executive will be widely regarded as having the

following qualities/attributes....

Energy, drive and stamina

• has sufficient amounts of all three, not only to do the job but to
encourage others.

Mental agility and self expression

• is able to operate on several agendas simultaneously
• is articulate about issues
• has the capacity to distil their thinking and express themselves clearly
and persuasively.

Confidence in their own ability to take measured risks

• promotes an environment which encourages and supports innovation and
measured risk-taking by others.

Effectively self manages

• confidently manages the high levels of scrutiny and pressure
• is persistently resilient in negotiating barriers to achieve outcomes and
resolve complex issues
• critically reflects on self performance
• takes personal responsibility for their actions, readily admits mistakes
and acts to correct problems
• effectively balances work and personal commitments and models this to
others.

Innovative and lateral thinker

• continually challenges traditional ways of addressing issues and solving
problems
• identifies innovative and lateral solutions outside traditional paradigms.

Flexibility and responsiveness

• remains open to the idea of different responses, different solutions

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• is willing to change tack when circumstances change.

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executive development support centre