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Contemporary Workforce Development Solutions

LEADERSHIP AND MANAGEMENT PROGRAMS

HETI.NSW.GOV.AU

Interactive version

https://www.heti.nsw.gov.au/

Contemporary Workforce Development Solutions

LEADERSHIP AND MANAGEMENT PROGRAMS

WELCOME

Welcome 2

About our programs 5

Who are the programs designed for? 6

How are the programs del ivered? 6

Sustainabil ity 6

Evaluation 6

Is there a cost? 6

Satel l ite Classroom 7

INTRODUCING OUR PROGRAMS

People Management Series 8

Finance and Business Management Series 8

Leadership Development Series 9

LEADERSHIP AND MANAGEMENT DEVELOPMENT PATHWAY

Overview 10

PEOPLE MANAGEMENT SERIES

CORE Chat: Our Values in Action 14

CORE Chat for Managers 16

People Management Ski l ls Program (PMSP) 18

Emotional Intel l igence in Practice 20

Posit ively Resolving Workplace Confl ict 22

Leading Change and Growing Trust 24

FINANCE AND BUSINESS MANAGEMENT SERIES

Managing Health Resources: A Foundation 28

Strategic Time Management 30

Purposeful Meetings 32

Financial Management Essentials (FME) 34

Mentoring for Financial Management 36

Effective Business Case Design 38

Business Case Evaluation 40

LEADERSHIP DEVELOPMENT SERIES

The Next Generation of Leaders and Managers within NSW Health Program 44

NSW Health Leadership Program (HLP) 46

NSW Health Finance Executive Development Program (FEDP) 48

NSW Health Senior Executive Development Program (SEDP) 50

NSW Health Senior Executive Alumni Network (Network) 52

Faci l itation Capabil ity Accreditation Program (FCAP) 54

Leadership Quarter 56

FRAMEWORK

NSW Health Leadership and Management Framework 58

CONTACT US

E: [email protected]

Management Development Team

T: 02 9844 6136

Leadership Team T: 02 9844 6166

HETI’S VISION AND PURPOSE

Vision

Where innovation drives excellence in education and training for improved health outcomes.

Purpose

Working with health partners to develop contemporary and responsive health education and training to enable a world-class workforce.

MARCH 2020

Mindmap on cover by graphic recorder, Rebecca Lazenby.

This mindmap captures ideas, concepts and strategic approaches explored during Domain 3 of the NSW Health Finance Executive Development Program (FEDP) Pilot Cohort (2019).

mailto:HETI-develops-talent%40health.nsw.gov.au%20?subject=

https://www.heti.nsw.gov.au/

NSW Health operates in a fast-paced, vibrant ecosystem necessitating outstanding customer service and superior clinical expertise. HETI provides NSW Health organisations with award-winning, evidence-based education to support high-functioning, collaborative and supportive environments for individuals and teams.

The Leadership and Management Programs throughout this document offer an opportunity to enrich NSW Health leaders’ and managers’ lives by developing a culture of mutual respect and value-based health care. The programs are underpinned by the NSW Health Leadership and Management Framework and are aligned to the NSW Public Sector Capability Framework and the NSW State Health Plan: Towards 2021 priority of ‘Supporting and Developing our Workforce’.

HETI consults and collaborates with NSW Health organisations to strategically meet local needs, working together to support staff moving through their career journeys. The programs fall into three streams of development: the People Management Series, the Finance and Business Management Series and the Leadership Development Series.

HETI invites you to consider these programs and contact us to discuss your leadership and management capability requirements.

Adjunct Professor Annette Solman

Chief Executive Health Education and Training Institute

WELCOMETO THE HEALTH EDUCATION AND TRAINING INSTITUTE (HETI) LEADERSHIP AND MANAGEMENT PROGRAMS.

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https://www.heti.nsw.gov.au/education-and-training/our-focus-areas/leadership-and-management/leadership-development-program-enquiry-form

ABOUT OUR PROGRAMSThe HETI Leadership and Management Programs are designed in collaboration with the NSW Ministry of Health, NSW Health partner organisations and subject matter experts.

The programs are grounded in best practice adult learning principles and empirical evidence. They reflect NSW Health’s distinctive environment.

Using advisory groups, pilots and a review framework, the programs undergo a continual improvement process to ensure content and delivery methodology are contextualised for the identified audience.

HETI PROGRAMS SUPPORT• Career advancement

• Skills development

• Continuing professional development

• Qualifications

• Peer networks

AWARD WINNINGHETI’s Senior Executive Development Program was presented the 2019 Brandon Hall Group Excellence Gold Award for Best Unique and Innovative Leadership Development Program. It was also a finalist in the 2018 Australian Psychological Society’s Workplace Excellence Award for Leadership Development and Coaching.

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BACKGROUNDMore than 2.2 million people live in rural NSW, 28% of the NSW population.

Seven out of 15 Local Health Districts (LHDs) are comprised of mostly rural areas, covering more than 775,000 square kilometres.

The Satellite Classroom approach supports the delivery of the NSW Rural Health Plan Strategy One: Enhance the Rural Workforce. This focuses on attracting and retaining a skilled workforce to deliver quality health care services for rural and remote communities.

APPROACHHETI partners with NSW Health organisations to implement the Satellite Classroom, an innovative remote delivery model.

The Satellite Classroom utilises eLearning synchronous technology and interactive learner engagement software to connect participants in one location with those in another.

Two or more classrooms in different locations run simultaneously.

OUTCOMESPast participants agree that attending a supported Satellite Classroom provided them with the same learning experience as a face-to-face classroom.

Geographical location need not impact access to education and training.

The technology available can be utilised to provide a flexible, interactive learning experience for staff in rural health services.

SATELLITE CLASSROOMProviding equitable access to education and training for NSW Health staff in rural and remote communities.

Central Classroom

Local participantsHETI facilitator

Metro/ regional location

Satellite Classroom

Local participantsLocal facilitator

Rural locationVirtual Meeting Room

WHO ARE THE PROGRAMS DESIGNED FOR?The HETI Leadership and Management Programs provide ongoing professional development to all NSW Health staff. From front-line employees and emerging managers to future executives, the programs nurture, empower and support high-functioning teams.

HOW ARE THE PROGRAMS DELIVERED?Programs are delivered state-wide using a range of flexible right-place, right-time methodologies:

Face-to-face workshops – designed with adult learning principles in mind, to encourage meaningful application to participants’ work.

Satellite Classroom – through an innovative eLearning synchronous model, participants in one location can connect with participants in another location, at the same time, and supported by a HETI facilitator.

eLearning via My Health Learning – enabling participants to learn at their own pace at a time that suits.

Webinars – shorter training opportunities, providing time for discussion and advice to implement learning in the workplace.

Pre- and post-work – enhancing learning, includes videos, readings, personal reflection and applying program learning.

Self-evaluation tools – research literature highlights that self-awareness and self-assessment are integral to leadership and management development. Some programs include validated tools such as 360-degree feedback, the Strengths Finder 2.0 and the Thomas Kilmann Conflict Mode Instrument (TKI).

EVALUATIONHETI recognises that monitoring and evaluation is vital to ensure training delivery is appropriate for participants and that training achieves its intended objectives and learning outcomes. The process is underpinned by an evaluation framework where data is collected and analysed in a systematic way:

Participant feedback – measures the extent to which a program’s aims have been achieved and if any changes in participants’ behaviour can be attributed to program content and activities via participant feedback surveys.

Formal evaluation – assesses whether the programs are appropriate for their intended audiences and assess the quality of implementation.

SUSTAINABILITYOur approach to sustainability spans across every aspect of our products, services, staff and facilities. Aligning to this philosophy, the Leadership and Management Programs are delivered within a paper-lite principle; using digital resources and minimising paper, where possible.

IS THERE A COST?The programs are state-funded and available to all staff of NSW Health.

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FINANCE AND BUSINESS MANAGEMENT SERIES

• Increase familiarity of financial terminology and reports used within NSW Health

• Supports teams to successfully manage their budget and future planning

• Encourages financial management in line with strategic priorities

• Empowers managers to contribute to budget development discussions

• Develops supportive mentoring networks and creates connections with local finance and business support managers

• Enables improved time and meeting management

• Strengthens business case design and evaluation

LEADERSHIP DEVELOPMENT SERIES

• Grows the capability of clinicians, managers and executives to address key priorities and tackle the most critical strategic challenges

• Brings clinicians and non-clinicians together from diverse professions and levels within the organisational hierarchy to work collaboratively to address adaptive challenges

• Provides forums for executives, senior clinicians and non-clinicians to discuss current innovation in health leadership

INTRODUCING OUR PROGRAMSCONTEMPORARY AND RESPONSIVE HEALTH EDUCATION AND TRAINING

PEOPLE MANAGEMENT SERIES

• Engages employees to model behaviours that support NSW Health’s CORE values

• Explores concepts and practical application of management and change theory

• Fosters skills and strategies to confidently develop high-achieving teams

• Empowers staff to initiate important conversations and identify mutually acceptable solutions to workplace conflict

• Develops skills in giving and receiving feedback

• Creates working environments to enhance team effectiveness and staff wellbeing

• Hones skills in communication, conflict management, negotiation and culture change, leading to quality patient-centred outcomes

For more information go to heti .nsw.gov.au/lm

Courses: A half-day or one-day workshop focusing on a specific topic of people management or finance and business management to enhance capabilities. Courses provide opportunities to develop current knowledge and learn new skills through facilitated learning and activities.

Programs: Working with peers from across NSW Health organisations, programs provide a wider body of

learning: building skills in a range of topics, shifting attitudes and enhancing capabilities to operate effectively in the wider health system. Programs are delivered over several months and take a deep dive into relevant areas of leadership and management, accessing a range of development modalities which may include workshops, eLearning, webinars, pre- and post-work, self-evaluation tools and workplace-focused projects.

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http://heti.nsw.gov.au/lm


Executive leaders, senior clinicians and senior managers, or staff moving towards senior executive roles

KEY

PEOPLE MANAGEMENT SERIES FINANCE AND BUSINESS MANAGEMENT SERIES LEADERSHIP DEVELOPMENT SERIES

++

LEADERSHIP AND MANAGEMENTDEVELOPMENT PATHWAY

Whilst HETI recommends the pathway above, the programs and courses do not have any pre-requisites (with the exception of CORE Chat for Managers). It is possible to join this pathway at any level, as appropriate for individuals and organisations. Please contact HETI to discuss developmental options for your teams.

All employees

Senior managers, middle managers, team leaders and front-line managers

New and emerging leaders

Cost-centre management

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OVERVIEW

The People Management programs assist NSW Health staff build effective, outcomes-based teams. All staff who manage people need the necessary tools to ensure their teams work in safe, positive and empowering environments. Program workshops focus on the capabilities essential to all people managers: to ensure timely feedback is provided, to recognise situations which need attention and to support their staff to provide world-class patient-centred care.

ENQUIRY DETAILS

Enrol at My Health Learning


T: 02 9844 6136

PEOPLE MANAGEMENT SERIESPROMOTING POSITIVE CHANGE TO IMPROVE WORKPLACE CULTURE

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CORE CHAT PROGRAM OVERVIEW

The CORE (Collaboration, Openness, Respect, Empowerment) Chat Program consists of two half-day face-to-face workshops, one for all staff and one for people managers. It has been implemented across NSW Health organisations since 2016.

The Program is used to support cultural change through improving communication skills in the way we identify issues, enter into dialogue with one another and manage feedback, both providing and receiving.

The Program has proved suitable for clinical and administrative environments.

The success of the Program is in its simplicity; it provides staff with a common language tool and focuses on forward-looking, mutually acceptable solutions.

Some Health organisations have requested a whole of service or whole of organisation roll-out of the Program, to support their cultural transformation strategies.

The Program was a finalist at the 2017 NSW Health Innovation Awards in the category ‘Supporting Our Staff’.

“I found the session really valuable. Since the session, there have been a few CORE chats happening within our department, which is very positive.”

Southern NSW Local Health District participant, May 2019

8,700NSW Health staff are now better equipped to have a solution-focused workplace conversation

MORE THAN

Participants explore the NSW Health CORE values, reflecting on their alignment with personal values. Using the CORE Chat tool, the course empowers staff to take responsibility to initiate important proactive workplace conversations, identify mutually acceptable solutions and bring about

positive change to improve workplace culture. They learn about effective high-performing teams and how these traits can be implemented in their own teams. Role plays and scenarios are used to develop participants’ confidence to implement this tool.

CORE CHAT: OUR VALUES IN ACTION“Culture eats strategy for breakfast” - Peter Drucker. A positive and collaborative culture is essential in the health system. A workplace where it is safe to provide feedback will lead to greater communication and better patient care.

COURSE OUTLINE

Learning outcomes

Apply the NSW Health CORE values to support high-performing teams and positive workplace culture

Identify and model behaviours in the workplace that support the NSW Health CORE values

Demonstrate communication skills that enable positive interactions when giving and receiving feedback

Apply the CORE Chat tool to engage in solution-based mutually acceptable conversations

Undertake an impromptu conversation, being mindful of the NSW CORE values and key communication skills required

Audience NSW Health staff

Delivery Workshops are scheduled at the request of NSW Health organisations or participants can enrol in a centralised course

Duration and elements

4-hour face-to-face workshop

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“The workshop was very interactive. I actually used the material… and used the same method in my staff meeting and this was a success. I have had staff tell me the meeting was interactive and material was interesting.”

South Western Sydney Local Health District participant, April 2019

COURSE OUTLINE

Learning outcomes Demonstrate CORE values in everyday leadership and management of teams

Modify team culture by applying practical strategies to further progress CORE values in the workplace

Collaborate with other managers on the challenges of change management and share examples of effective actions

Audience NSW Health managers or staff acting in a role with people management responsibilities


Duration and elements 4-hour face-to-face workshop

Course requirements CORE Chat: Our Values in Action is a prerequisite to this course

Participants learn how to create team cohesion by inspiring and engaging staff in the purpose and mission of the organisation.

Participants are introduced to theories of engagement and human resource models to assist them to evaluate current team performance.

Participants assess the current values dominant in their team and actively work with peers in the course to generate ideas and solutions for change. Utilising this knowledge, managers are encouraged to design an action plan to lead cultural change with their teams.

CORE CHAT FOR MANAGERSA manager’s role in building team culture is vital. By fostering person-centred communication skills, managers can influence team dynamics and lead cultural change through a values lens.

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PROGRAM OUTLINE

Learning outcomes Demonstrate coaching and mentoring skills

Use the DISC model to identify your and other people’s behavioural styles and preferences

Confidently manage change in line with the organisation’s values

Exemplify advanced communication skills and effectively build relationships to initiate and undertake critical conversations

Apply conflict resolution skills to reach a mutually acceptable solution

Formulate strategies to influence and negotiate in a health context

Prepare, present and facilitate an idea for change

Apply the principles of emotional intelligence to effectively lead and build teams


Delivery Enrolments are accepted twice each year. All NSW Health organisations are notified prior to enrolment opening

Workshops are delivered at the request of NSW Health organisations or participants can enrol in a centralised course


Over 4 – 6 months

Online modules:

Difficult Conversations

Encouraging Innovation

Enhancing Workplace Performance

Empowering Teams

Presentation Tips

The Manager as a Coach

Two-day face-to-face workshop

Online modules

Workplace report

Half-day workshop and presentation of workplace action plan

Workplace action plan implementation

“It gave me the boost on how to deal with difficult situations, on how to professionally tackle the issue and resolve it. I also feel confident on how to implement changes and avoid conflict at the same time. I will use the DISC and Lencioni’s theory with my team.”

Sydney Children’s Hospital Network participant, May 2019

PMSP provides education on key people management skills to enable managers to have a foundational understanding. Skilled people managers contribute to creating healthy working environments, which in turn enhance patient care, staff wellbeing and staff retention.

Available to all NSW Health managers, PMSP offers an integrated approach to building knowledge and capabilities to

effectively support teams and positively manage challenging situations.

There are two intakes per annum, with parallel courses offered across NSW. Face-to-face training is provided over two consecutive days, plus a final half-day for presentations of people-management-based improvement projects.

PEOPLE MANAGEMENT SKILLS PROGRAM (PMSP)According to Gallup*, 50% of employees leave their work because of issues with their immediate supervisor. Managing people can be highly rewarding. It can also lead to high levels of stress, both for managers and their team members.* State of the American Manager report, Gallup (2017)

NSW Health managers have completed PMSP since 2012

2,731

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COURSE OUTLINE

Learning outcomes Define emotional intelligence and its application to management in NSW Health

Articulate the importance of emotional intelligence in managing, building and maintaining effective teams

Apply emotional intelligence and growth-mindset approaches to analyse and improve team communication and performance

Moderate own emotions with an active awareness

Apply emotional intelligence principles to deliver effective feedback




1-day face-to-face workshop

This course requires participants to engage and reflect on their skills to effectively communicate, accurately perceive emotions and use emotionally-intelligent behaviours in their daily management. Participants are introduced to a range of tools including growth-mindset principles and mindfulness strategies to increase their ability to identify their own emotions and model emotionally-intelligent behaviours. The course offers managers the opportunity to deepen the concepts and practical application of emotional intelligence in the workplace.

Participants build the capability to:

• Interpret the impact of their own emotions and those of others

• Identify, appreciate and manage emotions in others to improve team dynamics and outcomes

• Promote the development of emotional intelligence in others to increase their awareness and abilities

• Use emotional intelligence to maximise team outcomes and develop a positive, productive culture.

EMOTIONAL INTELLIGENCE IN PRACTICEAn emotionally-intelligent, self-aware workforce enables increased capacity to communicate effectively, manage emotions, cope with change and build resilience to enhance workplace interactions.

“Participating in this course supported me to gain insight into what I bring to the workplace and how this impacts on the day and interaction with others. I am in a leadership role and this training has supported me to further develop my skills and identify my leadership style and how I can utilise this in my role and interactions with others.”

Western NSW Local Health District participant, April 2019

of participants feel the learning environment provided a safe and open working space*

*N=940 participants (2018-2019)

98%

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“This workshop was well overdue for me. It was valuable because I gained more skills in people management, and confidence when delivering or faced with conflict in the workplace.”

Mid North Coast Local Health District participant, October 2018

In this course, managers gain positive skills and strategies to grow collaboration and respect within their teams, learning how to effectively communicate and confidently resolve conflict. Participants are encouraged to reflect on their attitudes towards conflict, understanding how it can create a positive opportunity for growth and cultural change.

The course considers why conflict exists and how our beliefs, values and culture can cause different reactions in a situation.

Participants explore the importance of effective communication when addressing conflict through problem-solving activities to proactively create a conflict-resilient workplace. Managers are encouraged to build positive relationships and strong communication with high levels of trust, adopt early intervention strategies and develop tools to intervene in conflict to enable appropriate responses.

POSITIVELY RESOLVING WORKPLACE CONFLICTManagers are responsible for proactively encouraging all staff to address conflict in the workplace and to be a catalyst for change, creating a respectful and open environment.

COURSE OUTLINE

Learning outcomes

Formulate and implement a constructive approach to workplace conflict

Cultivate a growth-mindset and a collaborative approach to constructively resolve conflict

Explain the nature and origins of workplace conflict

Approach workplace conflict as a positive and creative experience in managing team relationships

Develop a toolkit of practical strategies to implement in the workplace





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COURSE OUTLINE

Learning outcomes Consider responses to change and the role of leaders supporting teams through change

Provide the context and intent of flexible working for the State, NSW Health and your organisation

Explore what flexible working means to you, your staff and your organisation

Deepen awareness, skills and confidence to establish and apply the processes, behaviours and resources that support flexible working

Consider implementation plans to enable effective flexible working

Audience NSW Health managers or staff acting in a role with people management responsibilities, within organisations who are moving to activity-based working environments

Delivery Workshops are delivered throughout the year at the request of NSW Health organisations



This course familiarises managers with new ways of working, including ‘flexible working’ and ‘working agile.’ With an increasing number of staff working remotely or within different negotiated

working agreements, the course provides practical advice to managers, focusing on activity-based working and outcomes, growing trust and managing a changing environment.

LEADING CHANGE AND GROWING TRUSTThe NSW Government flexible working policy is about rethinking the where, when and how work is done. This will impact some roles and managers need to be able to establish a strong foundation of trust to effectively lead the change. Early identification and implementation of behavioural changes can ease tangible and non-tangible impacts on managers and teams.

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OVERVIEW

In a sector with ever-increasing resource needs, NSW Health employees must manage resources effectively and efficiently. Empowering our current and future managers to understand their role in the system, effectively manage their area and be involved in decisions driven by the organisation’s strategic priorities, leads to improved financial outcomes for all.

FINANCE AND BUSINESS MANAGEMENT SERIES DEVELOPING FINANCIAL CAPABILITIES, INTEGRITY AND ACCOUNTABILITY

ENQUIRY DETAILS

Enrol at My Health Learning


T: 02 9844 6136

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“Great to build my understanding of financial terminology and to consider ways to effectively and efficiently use resources (not just financial resources).”

Central Coast Local Health District participant, May 2019

COURSE OUTLINE

Learning outcomes Increase familiarity of financial terminology used within NSW Health

Interpret financial reports and accurately allocate expenses within cost centres

Model best practice principles of resource management within the workplace

Select and implement strategies to develop effective plans and processes to allow for more proactive efficiency in working practices

Support cost-centre managers in a risk-management approach to managing finance within NSW Health





Optional eLearning – 1 module, approximately 20 minutes

Using NSW Health scenarios and team-based activities, participants develop strategies and skills to improve decision making about rostering, procurement and other expenditure related processes.

The course can be tailored to the strategic needs of individual NSW Health organisations. The content provides an opportunity for employees who make resourcing decisions to gain a basic understanding of financial reports and terminology. Some NSW

Health organisations have nominated this as a fundamental course for all their NSW Health employees, no matter their role. Many Health organisations choose to open the training session with a brief address from their own Finance/ Business senior representative.

This is a foundation course. Cost-centre managers, or managers with some knowledge and experience of managing a cost centre, are recommended to enrol in the Financial Management Essentials course (page 34).

MANAGING HEALTH RESOURCES: A FOUNDATIONAn increasing focus on fiscal management means NSW Health employees require the skills and knowledge to ensure and promote financial integrity and accountability.

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“I have already put in place some of the topics raised, prioritising my to-do list and dealing with my emails. The last few days at work have been a bit easier as a result. My desk is even getting a tidy up. Colleagues I undertook the course with have also been encouraging each other and will continue to do so. I feel it was a worthwhile investment of mine and the organisation’s time.”

Western NSW Local Health District participant, November 2018

COURSE OUTLINE

Learning outcomes

Assess current time utilisation

Clarify objectives and prioritise tasks relevant to role

Develop strategies to manage procrastination

Carefully schedule time leading to increased productivity

Utilise resources for greater workplace efficiency

Apply principle of self-care and personal wellbeing to effectively manage priorities and responsibilities





Good time management skills are important in increasing efficiency and effectiveness within NSW Health organisations, as well as improving staff wellbeing.

This course examines common workplace time-consuming activities. Participants develop planning strategies to accurately evaluate the time required

for tasks. Relevant influencing and negotiation skills are developed to appropriately manage other people’s expectations of their work priorities.

Facilitated group discussion explores topics such as removing clutter, effectively organising workspaces and utilising resources optimally.

STRATEGIC TIME MANAGEMENTBe more efficient. Be more effective. Achieve more.

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“The course was incredibly valuable and practical in terms of skills and knowledge I have taken away. I feel that all managers should be required to participate in this course. As a Team Leader, I am going to share what I have learned with my colleagues to hopefully impart change on our meeting processes.”

Central Coast Local Health District participant, June 2019

COURSE OUTLINE

Learning outcomes Recognise different types of meetings, their uses and opportunities to effectively contribute

Be able to successfully chair a meeting

Develop communication skills relevant to various meeting roles

Implement strategies to manage challenging behaviours of meeting participants

Apply project management skills to ensure follow-up and evaluation of meetings



Duration and elements 1-day face-to-face workshop

of participants have increased ability to apply

strategies to plan and prepare effective meetings*


91%

Through facilitated activities, participants design, organise and conduct effective meetings. Examples are used to explore the preparation required when convening or attending a meeting, including developing an agenda, reviewing invitation lists, choosing meeting venues and managing appropriate governance requirements.

Participants review common issues arising in meetings and key types of disruptive behaviour. Through simulated exercises, participants are provided with strategies to manage these behaviours in a respectful manner.

The course assists any employee who organises and/ or attends meetings, increasing their skills to effectively chair and actively contribute in meetings.

PURPOSEFUL MEETINGSOrganisations and employees must communicate to be successful: meetings should be purposeful, planned, professional and productive.

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“Finance is an area I have to work hard at to understand, but these two days were pitched at just the right level to give me a much clearer understanding of financial management in my work context, and has given me the confidence to take more responsibility for my cost-centre management.”

Nepean Blue Mountains Local Health District participant, June 2019

PROGRAM OUTLINE

Learning outcomes List and explain key legal and ethical obligations of NSW Health managers and cost-centre managers

Recognise and appreciate the importance of ‘Value for Money’ in the context of NSW Health

Contribute to budget-development discussions

Participate in maintaining budget integrity and accountability

Interpret a financial report and explain variance

Explain the relationship between activity and costs

Identify cost relationships and cost drivers and explain the interrelationships between them

Engage staff to achieve efficient financial and resource management

Explain the importance of continuous monitoring and reporting

Use information from the budget/ financial and resource management plan to consider possible responses to favourable or unfavourable outcomes to achieve NSW Health objectives

Audience NSW Health cost-centre managers or staff acting in a role with cost-centre managers responsibilities



2-day face-to-face workshop spread over a 4-8 week period, dependant on scheduling

Optional eLearning

Financial reporting project

Participants build the capabilities required to manage budgets effectively; this includes reviewing and controlling budgets and financial information in a health service environment. During the two-day Program, participants utilise NSW Health case studies to develop the knowledge and skills required to effectively manage financial resources. Participants consolidate the learning back in their working environment by undertaking a workplace report

to identify and propose a measure to reduce costs, generate revenue or achieve more efficient operations.

Throughout the Program, participants are encouraged to collaborate with colleagues and apply their skills in the workplace. This Program can be supported with the attendance of senior Health managers, to provide local contextualisation and has been a successful enrichment for learning.

FINANCIAL MANAGEMENT ESSENTIALS (FME)The Garling Report* noted the importance of transparent budgets and localised delegation for effective management of the health system. Education for non-finance roles is also essential to successfully manage cost-centre budgets, guide teams and affect behavioural changes. * Special Commission of Inquiry Acute Care Services in NSW Public Hospitals, Peter Garling SC (2008)

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COURSE OUTLINE

Learning outcomes Identify key personal attributes and skills required to be an effective mentor

Recognise the phases of a mentoring relationship to guide the mentorship

Utilise tools and frameworks to conduct effective mentoring discussions

Be confident in approaching the mentoring engagement

Recognise the value of being a mentor to your own professional development

Audience NSW Health finance partners

NSW Health business partners

Highly experienced NSW Health cost-centre managers

Delivery Workshops are scheduled at the request of NSW Health organisations



Please note: This course is adaptable for locally contextualised case studies to reflect the context of the organisation

This course allows NSW Health organisations to grow their own internal mentoring program. It provides a supportive, collaborative environment that ensures a shared language, enables a sense of accountability and aims to increase confidence in the financial arena.

By developing proficient mentors within the organisation, capacity is built for collaboration, leading to behavioural and attitudinal change. This results in more effective financial resourcing and an improved patient experience.

MENTORING FOR FINANCIAL MANAGEMENTPeople who have experienced an authentic empowering mentor can be deeply impacted in their positive development. Finance in NSW Health is a new field for many, and the growth of mentoring in this area assists individuals make sense of a new language and skills.

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COURSE OUTLINE

Learning outcomes Accurately identify the business issue, ensuring organisational strategically-aligned options for change

Analyse business options and feasibility to support positive workplace change

Recognise the impact of the proposed change on the organisation and the wider health system

Identify who the key stakeholders are and effectively analyse, communicate and collaborate with them

Gain insight into the perspective of the business-case evaluator

Audience NSW Health staff who write or contribute to business cases and proposals



Pre-course eLearning – 1 module, 40 to 60 minutes


This course supports a proactive, evidence-based approach to ensure NSW Health managers prepare strong, well-researched business cases. A strategically-linked business idea articulated through an effective business case can make a difference to the organisation, the team and patients.

The course considers the principles and skills required to develop a successful business case within NSW Health organisations. The pre-course activity requires participants to consider a business case they may need to develop. During the course, participants are provided with the skills and knowledge to prepare the content and format of an effective business case.

EFFECTIVE BUSINESS CASE DESIGNIn order to promote and support innovation and change, decision makers often require a robust business case.

“The course has given me an in-depth and broader view of what is required for a successful business case. It assisted me with recognising relevant stakeholders and looking at positive cost ideas with well-researched risk and financial information included in a free-flowing, easy to understand format.”

South Eastern Sydney Local Health District participant, April 2018

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COURSE OUTLINE

Learning outcomes Appraise the business case for alignment to the organisation’s strategic direction and processes

Assess the business case rationale and purported benefits

Critically assess the financial, human, physical and reputational risks

Undertake a cost-benefit analysis of the business case proposal

Critically assess the financial and economic risk

Critically assess the evaluation framework and proposed evaluation methodology

Determine the measures to assess the strategic imperative

Provide mentoring and feedback to business case authors to engender future best-practice business case submissions

Audience NSW Health staff who review business cases and proposals


Duration and elements 5-hour face-to-face workshop

This course builds on Effective Business Case Design by enabling senior managers to develop a clear and robust business case evaluation process. Participants are provided with an evaluation framework including considerations of sustainability, risk management, stakeholder engagement, change management, governance and value for money.

A template is provided to facilitate a consistent state-wide approach, based on the NSW Treasury Gateway Review System. This is done in alignment to State, Health and organisational strategic priorities. The course encourages participants to utilise value-based decision making when providing guidance and support to business case developers.

BUSINESS CASE EVALUATIONWhole of organisation decision making relies on strategic approaches that support the development and approval of business cases, ensuring a transparent process to prioritise resourcing.

“Provided a good structure for business case evaluation so that feedback can be provided against the framework and less based on individual opinion, which provides greater transparency to the process.”

HealthShare NSW participant, June 2018

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OVERVIEW

Leaders in this decade are encouraged to think outside the box without fearing failure. The World Economic Forum states the top three skills you need to thrive in 2020 are complex problem solving, critical thinking and creativity. HETI’s Leadership Development Series delivers this and more.

LEADERSHIP DEVELOPMENT SERIESFOSTERING INNOVATIVE AND CREATIVE LEADERS WHO DARE TO CHALLENGE THE NORM AND LEAD A WORLD-CLASS HEALTH SYSTEM

ENQUIRY DETAILS

Enrol by application


T: 02 9844 6166

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“This Program has had profound impact on [my] personal life, empowered me to review decisions I have made. Completely turned my world upside down in a really good way. Really impactful and influential. Made me trust myself.”

Participant, The Next Generation of Leaders and Managers within NSW Health Program, October 2018

PROGRAM OUTLINE

Learning outcomes Diploma of Leadership and Management (BSB51918)

Critically reflect on work practice, management style and organisational culture, drawing on contemporary leadership and management theory

Practice self-development activities to grow personal leadership capability

Demonstrate people management skills to effectively operationalise strategy

Lead and participate in development activities within peer learning groups, providing constructive, specific feedback in a timely manner

Demonstrate effective communication, seeking ideas and feedback as required

Build appropriate rapport through dialogue with patients, their families, carers and other internal/ external stakeholders

Use open-ended and higher-order questions to identify key issues, elicit other points of view and clarify understanding

Apply a personal approach to leadership, defining personal style, strengths, behaviour and values

Demonstrate an understanding of the broader health system

Plan, lead and undertake work requiring a team approach to delivery

Audience NSW Health staff in Administrative Officer Level Six and Health Manager Level One roles, who aspire to leadership and management roles

Delivery Workshops are delivered within NSW


24 months

Pre-work for the workshops

9 two-day face-to-face workshops

4-week to 6-month work placements

Application process A centralised approach where NSW Health organisations can identify staff to undertake a development-centre process, which incorporates an online evaluation, a behavioural interview and group exercises facilitated by HETI with representatives from each participating NSW Health organisation

NSW Health organisations are provided with all results to inform their decision of which staff to endorse for the Program. All participants receive a development report to inform their professional development

The Program develops future leaders who foster cultures of excellence, innovation and collaboration to ensure the delivery of safe, high-quality health care to patients, families, carers and communities. Participants identify emerging health care opportunities and challenges to proactively pursue strategies for improved service delivery within NSW Health.

The Program:

• develops aspiring leaders

• profiles emerging talent

• discovers hidden capabilities

• builds an organisation’s succession plan.

Program elements include, workshops, a development-centre process, a Business Improvement Project, peer learning and strategic challenge work, two development placements and 360° feedback.

The learning modules in Year One of the Program are designed to enable participants to complete the Diploma of Leadership and Management (BSB51918). Year Two focuses on the NSW Health Leadership and Management Framework domains including achieving outcomes, leading self, engaging people and building relationships, partnering and collaborating and transforming the system.

Development placements are a central component of the Program and enable learning in the workplace. Participants can remain in their existing role and undertake placements within a range of business functions in their own, or a different organisation.

THE NEXT GENERATION OF LEADERS AND MANAGERS WITHIN NSW HEALTH PROGRAMBuilding a pipeline of leaders for future succession planning is important for any organisation. A leadership pipeline starts with identifying emerging NSW Health managers and leaders and helping them unlock their leadership and management potential.

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“I have thoroughly enjoyed participating in this Program. I have noticed a marked change in my behaviour and confidence and feel that I can really make use of these in my everyday work and also to empower my team.”

Sydney Children’s Health Network Participant, Cohort 3, 2018

PROGRAM OUTLINE

Learning outcomes Engage in leadership action to assist in the achievement of outcomes for excellence in patient care and service delivery

Practice self-development activities to grow personal leadership capability

Collaborate with people from the work environment and build relationships to progress complex strategic challenges

Partner and collaborate with internal and external stakeholders across professional boundaries to enhance inter-professional problem solving and generate innovative solutions

Participate in adaptive, relational and collective leadership action to anticipate and effectively address complex challenges to positively transform the system

Audience Cross section of NSW Health staff within an organisation

Delivery The Program is delivered internally, within participating NSW Health organisations


9–12 months implementation

Ongoing sustainability

7 face-to-face workshops

Online leadership instruments

Strategic Challenge Teams

Leadership Development Triangles

Evaluation

Application process Entry requirements at discretion of participating NSW Health organisation

The HLP is an organisational development intervention supporting an organisation’s strategic transformation initiative. Participants work on strategic challenges while they develop their capacity to collaborate, consider multiple perspectives and adaptively lead, regardless of their positional level or authority.

The Program is underpinned by the five Leadership Domains in the NSW Health Leadership and Management Framework, designed as a catalyst for developmental change in individuals and as a scaffold for the construction of new forms of leadership in health

care organisations. Accompanying these domains are the core concepts of adaptive, collective and relational leadership.

The Program includes seven workshops, work in Strategic Challenge Teams on identified challenges, peer learning in Leadership Development Triangles and a range of self-assessment tools.

NSW Health organisations who are actively undergoing strategic transformation are invited to host a Program. Participants are selected from a wide cross-section of staff and include a mix of clinicians and non-clinicians.

NSW HEALTH LEADERSHIP PROGRAM (HLP)The Garling Report* recommended that increased collaboration across clinical and non-clinical teams, departments, functions and hierarchies throughout NSW Health organisations would have a positive impact on strategic transformation efforts, aimed at achieving improved outcomes for consumers. * Special Commission of Inquiry Acute Care Services in NSW Public Hospitals, Peter Garling SC (2008)

100% 98%

of participants experienced an increase in leadership action to anticipate and address complex challenges to positively transform the system*

of participants experienced an increase in inter-professional collaboration*


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PROGRAM OUTLINE

Learning outcomes Identify and articulate the demands, capabilities and accountabilities of a Senior Finance Executive, including high-level business acumen; ability to lead and develop the business performance and strategy; and managing an effective team, business, unit or organisation

Develop the ability to work strategically across boundaries internal and external to NSW Health, competently operating in the globally complex and adaptive system of finance

Display the ability to engage with staff, patients, service users, carers and families of all backgrounds, enabling person-centred care within an effective organisational culture

Develop relationships and partner with a diverse range of executives across NSW Health to work within a whole of health approach, considering NSW government priorities, global and national finance trends and key policy drivers

Display political and systemic astuteness, awareness and insight, to take appropriate action to reduce risks and make courageous decisions when necessary

Lead people and the organisation and manage change, to create environments which foster innovation and develop sustainable solutions across the system

Audience NSW Health Tier 2, Tier 3 and Tier 4 Finance Managers and Senior Finance Executives

Delivery Learning modules are held in Sydney


8 months

4 learning modules (2-day workshops) - 8 days in total

Immersion activities

Work on a strategic challenge

360° feedback

Executive coaching

Work placements

Application process Nomination by the Chief Executive or Executive Sponsor and completion of an application form

FEDP provides a best practice and high-impact development opportunity to cultivate contemporary finance executives. Having grown beyond traditional financial custodianship, innovative finance leaders must develop skills in strategy, collaboration, leadership and operations using industry expertise and global connectivity.

The Program focuses on the changing functions and roles of the future Director of Finance, with an emphasis on partnering skills, leadership skills, people management, informed decision making and patient centredness.

Strategies and tools are explored to improve capability among finance leaders within NSW Health and develop a pipeline of talent ready to take on new responsibilities.

Participants engage in activities to develop a critical awareness of their strengths, behaviours, values and attitudes to cultivate a personal leadership brand.

NSW HEALTH FINANCE EXECUTIVE DEVELOPMENT PROGRAM (FEDP)The needs of today’s workforce change at a rapid pace. FEDP provides finance leaders and executives with the capabilities to lead in a complex environment, including problem solving, critical thinking, creativity and people management.

“Through the Program, I have been able to take time to reflect on my own leadership style and adopt techniques I had previously not considered. This has been a great experience and has definitely provided a map for my own career aspirations. I am thankful for the support given to me to undertake this Program and [I] would highly recommend [it] to others.”

Participant, NSW Health Finance Executive Development Program, August 2019

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PROGRAM OUTLINE

Learning outcomes Articulate clearly the demands and accountabilities of a senior executive and Chief Executive role, for example, leading the development of strategy, managing an effective executive team, shaping organisational culture and managing organisational performance

Manage the responsibilities of individual executive portfolios and demonstrate the ability to work across boundaries for the development of integrated systems

Engage with staff, patients, service users, carers and families of all backgrounds, enabling person-centred care within an effective organisational culture

Partner across the system, working within a whole of health approach, taking into account NSW Government priorities, national trends and policy drivers

Demonstrate political awareness and insight, and take appropriate action in a political environment

Critically assess the balance between governance, innovation, risk and business continuity across the system

Deepen self-awareness to grow personal leadership capability, including defining personal style, strengths, behaviour, values and attitudes

Demonstrate commitment to developing the capability of others and achieving organisational outcomes through coaching and mentoring

Demonstrate high-level management capability and business acumen, including taking a business-oriented approach to the management of NSW Health services

Demonstrate confidence in strategic leadership and a willingness to embrace adaptive challenges

Demonstrate executive presence, including using personal leadership style to influence others, hold the space and present with confidence

Audience NSW Health Tier 2, Tier 3 and high potential Tier 4 Managers and Senior Executives

Delivery Learning modules are held in Sydney with one module hosted by a Local Health District or Specialty Health Network where possible


8 months

5 learning modules (2-day workshops) - 10 days in total

Immersion activities

Work on a strategic challenge

360° feedback

Executive coaching

Work placements

Application process Selection into the Program is highly competitive and involves two stages. Stage 1 involves nomination by the Chief Executive or Executive Sponsor and completion of an application form. Applicants that progress to Stage 2 will participate in a selection process (online and in-person assessment)

For more information, refer to heti.nsw.gov.au/SEDP

SEDP provides an opportunity for NSW Health’s most talented senior executives to grow into the best leaders they can be. The Program supports development of high levels of self-awareness, adoption of multiple perspectives and partnering and collaboration across the system with political awareness and a strategic focus.

The Program builds and strengthens NSW Health senior executives’ capabilities to operate effectively in a broader range of senior roles within a complex adaptive system. The overarching long-term objective of SEDP is to build a pool of world-class executives who may be

considered suitable for future senior executive and Chief Executive positions within NSW Health.

Participants are Tier 2 Senior Executives, Tier 3 Senior Managers and exceptional Tier 4 Managers in leadership roles responsible for leading teams or staff.

The Program builds adaptive leadership capacity to lead up, down and across systems. Participants experience learning through group work, immersion activities, executive coaching and placements.

NSW HEALTH SENIOR EXECUTIVE DEVELOPMENT PROGRAM (SEDP)To meet future challenges NSW Health must have leaders who can lead organisations and people in an increasingly volatile, uncertain, complex and ambiguous world. Cutting edge senior leadership requires the skills to lead adaptively, collectively and relationally with a clear vision.

“This Program is unique in so many ways. The learnings, whilst structured, were practical and applicable. The facilitated challenges throughout the Program provided a very real but safe to fail environment. The support of the faculty and the other participants made this Program exceptional. I walked away invigorated after each module and was able to apply my learnings in my role and in my placement.”

Participant, NSW Health Senior Executive Development Program, August 2019

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http://heti.nsw.gov.au/SEDP


Membership of the Network is alumni from the NSW Health Senior Executive Development Program and NSW Health Finance Executive Development Program.

The Network enables ongoing executive development and collegial support to deal with the complexities and challenges of leading within the NSW Health system. It builds on learnings from the Programs to further enhance the practice of adaptive, collective and relational leadership. Active participation in the Network supports alumni throughout their careers in NSW Health.

Alumni events explore relevant leadership topics, including:

• governance and working with Boards and the Ministry

• strategy, policy and system performance

• executive presence, negotiation and influencing

• disruptive technology and social media

• shaping organisational culture.

NSW HEALTH SENIOR EXECUTIVE ALUMNI NETWORK (NETWORK)The Alumni Network provides opportunities for maintaining professional networks and fostering collaboration across NSW Health organisations.

“The most valuable part of the Alumni Network is meeting again and the new challenges. Hearing and seeing how we have all developed is fantastic. It feels like a safe space to share information.”

Participant, NSW Health Senior Executive Alumni Network, May 2019

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PROGRAM OUTLINE

Learning outcomes

FACILITATOR ACCREDITATION

Demonstrate facilitation capability within the Band being assessed (Yellow, Blue, Black) as applied in the NSW Health system

Demonstrate familiarity with and application of the NSW Health Facilitation Standards

Insightfully use reflective practice during and after facilitation to amend and improve facilitation, as well as to describe facilitation intent

FACILITATION DEVELOPMENT PROGRAMS

Core Skills

• Enhance awareness of ‘self as facilitator,’ including presence and own developmental needs

• Learn how to create a psychologically-safe learning environment and establish a shared understanding of purpose

• Gain deeper insight into how adults learn and what makes learning stick • Appreciate individual and group dynamics and relevant triggers in difficult situations

Yellow Band

• Understand the importance of self-determination for adults and how to apply its principles

• Create a meaningful facilitation activity plan

Blue Band

• Develop a capacity to ‘hold space’ to support complicated discussions and decision making, including opening space, building containers, holding tension and catalysing breakthroughs

Black Band

• Develop a capacity to work with complex adaptive systems and facilitate constructive conversations about change within

Audience NSW Health staff whose role necessitates facilitation skills

Delivery Facilitator accreditation occurs in situ, during an individual’s facilitation activities

Facilitation development workshops are delivered throughout the year at the request of NSW Health organisations or participants can enrol in a centralised course


Facilitator accreditation occurs through observation in real-life, ‘on-the-job’ facilitation activities, evaluated against the NSW Health Facilitation Standards by Band-specific accredited facilitators

Facilitator accreditation – dependent upon the number and length of facilitation events; each NSW Health Facilitation Standard must be demonstrated through observation, journaling and/ or interview

Facilitation development – 2-day Core Skills workshop and 1-(Yellow), 2-(Blue), or 3-(Black)-day Band specific workshops

Face-to-face and experiential learning, on-the-job application, collaborative workshops and group activities, feedback and evaluation and a community of practice – networking with participants from diverse health settings

FCAP originates from the NSW Health Facilitation Standards. The Program supports the development of best practice facilitation skills within the NSW Health workforce.

The Standards are operationalised by three ‘Bands’ representing facilitation context: content-focused (Yellow), process-focused with teams and groups (Blue) and process-focused in complex contexts at system and organisational levels (Black).

FCAP is made up of two components:

Facilitator Accreditation – formal recognition of existing facilitation capability at the Yellow, Blue, or Black Band. Accreditation assessment occurs through observation, reflection entries and interview.

Facilitation Development – facilitation skills development for those new to facilitation or those with facilitation experience who want to extend their theoretical knowledge and their skill sets.

Examples of Facilitation activity Bands:

Yellow Band – Content-focused activities such as instructional training, bedside teaching, practice-based inquiry

Blue Band – Process-focused activities with groups and teams, such as focus groups, mediation, team meetings, team effectiveness

Black Band – Process-focused activities for complex contexts at the organisational and system levels, such as strategic planning, culture change, clinical reviews

FACILITATION CAPABILITY ACCREDITATION PROGRAM (FCAP)Broadly defined, facilitation enables learning and supports progress on difficult and complex issues. Most obviously this can include the development of knowledge and skills. It can also include supporting the emergence of learning, insights and cultural change at the team, organisational and systems levels within clinical and non-clinical contexts. Enriched communication and facilitation skills will always enhance patient care and well-being. Effective facilitators create psychologically-safe environments for learning and ensure the purpose for a facilitated event is clear to participants.

“The session exceeded my expectations and captured my attention throughout. I benefited from this not only professionally but also personally.”

Participant, Facilitation Capability Accreditation Program, April 2019

For more information go to heti .nsw.gov.au/fcap

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https://www.heti.nsw.gov.au/education-and-training/courses-and-programs/facilitation-capability-accreditation-program


“The whole day was inspiring – [it] made me reflect on my practice and my organisation as a whole”.

Participant, ‘Trusting Leadership’, June 2019

EVENT OUTLINE

Learning outcomes

The events enable participants to:

Engage with recognised experts on various leadership issues that are current to NSW Health

Discuss and debate current thinking and emerging trends in leadership practice

Participate in a forum for executives, senior clinicians, senior non-clinicians and senior managers to connect, share and learn from each other

Apply the theories and concepts underpinning the NSW Health Leadership and Management Framework to local context

Audience NSW Health executives, senior clinicians and non-clinicians and senior managers

Delivery Events are scheduled throughout the year within NSW


Quarter-day to full-day events

Face-to-face events

of Leadership Quarter attendees indicated that hearing about different perspectives stimulated their thinking about their own leadership practice*

*N=141 participants (2019)

92%

Leadership Quarters are designed to provoke dialogue between senior leaders to discuss trending health leadership ideas. Recognised experts, thought leaders and researchers are invited to share their knowledge on topics aligned with NSW Health’s strategic intent.

NSW Health Chief Executives are invited to attend and nominate staff for these events including:

• Executives, senior clinicians, senior non-clinicians and senior managers

• Those with a role in shaping service delivery through their ability to influence the way in which leadership is practiced within the organisation

• Identified current and emerging leaders in the organisation

• Clinical and non-clinical leaders who would benefit from being exposed to new ways of thinking or working.

Past topics include ‘Trusting Leadership,’ ‘Organisational Culture,’ ‘Beg to Differ,’ ‘The Impact of Social Media,’ ‘Digital Disruption,’ ‘The Wisdom of Failure,’ ‘Lived Experiences,’ ‘Mindful Compassionate Leadership,’ ‘Leading across Genders’ and ‘Creative Leadership and The Art of Slowing Down’.

LEADERSHIP QUARTERInnovation and change don’t occur in a vacuum. The best ideas and impetus for action may emerge from conversations between leaders, where they have the space and time to share and learn from each other.

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3.1Facilitating e�ective team processes

3.2Fostering the development of others

3.3Harnessing talent and diversity

3.4Creating workplace culture where people can contribute

4.1Employing a collaborative approach to transforming the organisation

4.2Mobilising people to undertake collaborative action for service transformation

4.3Creating cross-sectoral collaborations to deliver service agreements

4.4Encouraging fresh insights from diverse sources to foster innovation

5.1Shaping a preferred

future for health service delivery

5.2Demonstrating critical and systems thinking

5.3Assessing and working through resistance and

other impediments to change

5.4Being politically astute

and building support for change

6.1Building the workforce for now and the future

6.2Promoting optimal

organisational performance

6.3Creating governance

and financial sustainability

6.4Managing quality,

safety and risk

6.5Managing logistics

6.6Leveraging technology

and data to optimise outcomes

6.7Demonstrates patient

and customer centricity

PARTNERING ANDCOLLABORATING

ACROSSBOUNDARIES

4

DEVELOPINGAND LEADING

SELF

2

ACHIEVINGOUTCOMES

1

ENGAGINGPEOPLE AND

BUILDINGRELATIONSHIPS

3

TRANSFORMINGTHE SYSTEM

5

MANAGING FOR NOW AND

THE FUTURE

6

2.1Demonstrating self-awareness

2.2Actively seeking personal growth

2.3Modelling desired behaviours and values

2.4Taking responsibility for own performance and contribution to the service agreement

1.1Building a common

vision for future health outcomes

1.2Using outcomes for

patients and clients as well as service

agreements to drive performance

1.3Focusing on what makes

a di�erence to results

1.4Being accountable for

performance and resources

THE FRAMEWORK DESCRIBES LEADERSHIP AND MANAGEMENT IN TERMS OF SIX DOMAINS:

Leadership is presented in Domains 1-5 and Domain 6 refers to Management.

For each domain a set of capabilities is defined and for each capability there is a set of behavioural descriptors. The intention is to point to the kinds of specific observable actions associated with effective leadership in a health care context.

NSW HEALTH LEADERSHIP AND MANAGEMENT FRAMEWORK

DOMAINS AND CAPABILITIES

1 Achieving Outcomes

2 Developing and Leading Self

3 Engaging People and Building Relationships

4 Partnering and Collaborating Across Boundaries

5 Transforming the System

6 Managing for Now and the Future

This is a revised 2020 framework. More information is available at heti .nsw.gov.au/lmframework

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https://www.heti.nsw.gov.au/education-and-training/our-focus-areas/leadership-and-management/nsw-health-leadership-framework


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