Line Manager Capability Professional Development Pathway · Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 9 of 16 Endorsed SWSLHD Workforce Committee

Line Manager Capability Professional Development Pathway

SWSCEWD SWSCEWD

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South West Sydney Local Health District Version 1.0 |2017

Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 2 of 16

Endorsed SWSLHD Workforce Committee 15 September 2016

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Table of Contents

Table of Contents .............................................................................................................................................. 3

Introduction ....................................................................................................................................................... 4

Transforming Your Experience .......................................................................................................................... 4

What is The LMCPDP? ....................................................................................................................................... 5

Who is the LMCPDP for? ................................................................................................................................... 6

How will the LMCPDP be reported? .................................................................................................................. 7

How will the LMCPDP be evaluated? ................................................................................................................ 7

Who do I contact if I need assistance with the LMCPDP? ................................................................................. 7

Accessing the LMCPDP ...................................................................................................................................... 8

Education ........................................................................................................................................................... 9

Purpose of the LMCPDP................................................................................................................................... 10

Learning Outcomes for the LMCPDP ............................................................................................................... 10

The skill sets required by a Line Manager ....................................................................................................... 11

Mapping ........................................................................................................................................................... 15

References ....................................................................................................................................................... 16



Introduction

SWSLHD Vision: Leading care, healthier communities

SWSLHD is among the most rapidly growing health districts in NSW and is projected to grow to more than a

million people in the next decade. It covers a vibrant, culturally diverse region, with almost a third of its

population speaking a language other than English at home.

SWSLHD seeks to provide a health care service that is patient focused, safe, equitable and responsive to the

rapidly developing needs of the communities in SWSLHD.

Line-Managers are the lynch pin between the coal face and senior management. It is imperative they have

the knowledge, skills and capabilities so they can lead and manage the dynamic environment in which they

work.

Transforming Your Experience

Over the years, SWSLHD has made significant gains in terms of patient care, safety and quality. However,

there are always opportunities for improvement. SWSLHD has identified improvements to patient and staff

experience – underpinned by outstanding leadership – as the primary drivers to transform the organisation.

The Line Manager Capability Professional Development Pathway (LMCPDP) aims to transform the

experience of SWSLHD Line Managers to support them in their challenging and dynamic roles. To do this we

need to change how we work and engage our patients, staff and communities with strategies that are

underpinned by our CORE values (Collaboration, Openness, Respect and Empowerment).

Key principles of Transforming Your Experience

1. Provide consistent high quality patient care

2. Strengthen quality and safety processes

3. Engage staff, patients and communities by listening, respecting and responding

4. Nurture and value good leadership and professional interactions.



What is The LMCPDP?

The LMCPDP outlines SWSLHD’s approach to the development and support of Line Managers as well as

those aspiring to become Line Managers. This LMCPDP applies to all professions and disciplines. There may

be additional discipline specific requirements which can be incorporated into the participants’ professional

plan in consultation with their manager.

The LMCPDP has been designed with three (3) stages, which support the different levels a Line Manager

may progress through and the minimum skill set requirements as identified by SWSLHD. These were

deemed appropriate to support the patient, the organisation and the individual as they fulfil their role as a

Line Manager. This is not conclusive but an indication of what is expected.

An education matrix has been mapped to the three (3) stages of The LMCPDP. This education matrix has

been separated for each stage of the LMCPDP into minimum requirements and additional development

opportunities. This matrix is not conclusive but provides an indication of what is available for those wishing

to expand their capabilities further.

The programs on the education matrix in the LMCPDP are offered by a range of services including South

Western Sydney Centre for Education and Workforce Development (SWSCEWD), the Health Education and

Training Institute (HETI), NSW Health Registered Training Organisation (RTO) and the South Western

Sydney Local Health District (SWSLHD) facilities.

The LMCPDP is currently mapped to the SWSLHD Education and Training Plan, the New South Wales (NSW)

Public Sector Capability Framework (5 groups) and the National Safety and Quality Health Service Standards

(September 2012). SWSCEWD is aware that the NSW Department of Health is developing a capability

framework for Health. Future LMCPDP will be revised with the new framework.



The three (3) stages are:

1. Stage One – Staff preparing for a period of acting in a Line Manager position or wanting to be ready

to actively pursue a Line Manager role.

2. Stage Two – Staff in a substantive position with less than two (2) years’ experience.

3. Stage Three – Staff in a substantive position with two – five (2-5) years’ experience.

Who is the LMCPDP for?

The LMCPDP applies to all staff who have been in a Line Manager role for up to five (5) years or to those

staff who aspire to become a Line Manager within SWSLHD.

Line Managers who have been in their role for more than five (5) years are encouraged to review the

LMCPDP together with their Manager and participate in any areas that have been identified as areas that

need refreshment, together with any other agreed professional development activities as part of their

Professional Development Plan.

The LMCPDP will also assist managers to identify and support staff for the purpose of succession planning

within SWSLHD.

Stage One – Minimum

requirements apply for an

acting or ready to actively

pursue a Line Manager

role

Stage Two – Minimum

requirements for a

substantive Line Manager

role with less than two (2)

years’ experience.

Stage Three – Minimum

requirements for a

substantive Line Manager

role with

2 – 5 years’ experience.

Stage One – Additional

activities to support

development

Stage Two – Additional


development

Stage Three – Additional


development



How will the LMCPDP be reported?

Managers will be able to run reports on the three (3) stages of the LMCPDP in MyHealth Learning at any

time to establish their staff member/s progress through the pathway.

SWSCEWD will run quarterly reports providing the following information:

1. Enrolments by facility/service

2. Completions by facility/service

3. Analysis of evaluation surveys obtained from the participants and their managers.

How will the LMCPDP be evaluated?

Evaluations will be conducted at three specific time intervals, pre-course enrolment, 8 months post course

enrolment and 18 months post course enrolment.

All evaluations will measure the participant’s reflection on their capabilities and confidence on the skill sets

required by a Line Manager, as identified within the LMCPDP document.

Managers will also be surveyed on their perception of their staff member’s capabilities and confidence on

the skill sets required by a Line Manager, as identified within the LMCPDP document.

Who do I contact if I need assistance with the LMCPDP?

SWSCEWD has designated two Workforce Educators to provide support and direction to with

implementing the LMCPDP.

Facility/Service SWSCEWD Contact

Bowral Camden-Campbelltown Fairfield Drug Health Mental Health Oral Health

Jyoti Khanvilkar, Workforce Educator [email protected] Phone: 8738 5997

Liverpool Bankstown-Lidcombe Mental Health Population Health Primary & Community Health Reporting Entity

Merridy Gina, Workforce Educator [email protected] Phone: 8738 5986

mailto:[email protected]

mailto:[email protected]



Accessing the LMCPDP

A Manager may identify a staff member to enrol in the most applicable Stage of the LMCPDP, alternatively

a staff member interested can have a discussion with their Manager to be included. In both instances the

following process is to be followed:

For staff who are currently not in a Line Manager position it is recommended they do not commence the

learning activities in stages two (2) and three (3) until they have worked through the learning activities in

stage one (1) and commenced in a management position.

Step 1

• Manager and Staff member discuss opportunity to develop management capabilities.

Step 2

• Staff member completes the relevant Checklist (Stage 1-3) provided in attached documents in consultation with their Manager. The Checklist will form part of the Performance Review Cycle.

Step 3

• The Manager emails the completed Checklist to SWSCEWD at [email protected]

• Subject line in email: 'LMCPDP'

Step 4

• The Manager enrols the staff member in The LMCPDP through My Health Learning.

Step 5

• Through conversation with their Manager and Senior Manager nominate a Support Person to assist them through The LMCPDP.

PLEASE NOTE:

It is expected that staff enrolled in the LMCPDP are current with their mandatory training.



It is vital that the learning completed during this professional development journey is supported with

opportunities to apply and practice the newly acquired skills within the work environment. This is a shared

responsibility between the manager to provide these opportunities and for the staff member to proactively

pursue these opportunities.

For more information and to enrol in the courses outlined in The LMCPDP, go to the SWSCEWD website at:

http://www.swslhd.nsw.gov.au/cewd/ and click on the LMCPDP button to access the pathway

information and documents.

Education

The LMCPDP has been designed so that the participant’s learning and development will occur through

experiences in the workplace, support from others and through structured courses – either online or face

to face.

In conversation with their Manager, the Participant can identify opportunities for workplace experiences

and the identification of a Support Person either through a Mentor or Coach relationship.

To support the formalised education component, SWSCEWD identified a list of courses that provide the

Participant with the necessary knowledge to support them in developing their skills and capabilities. When

identifying courses it may also be identified that the Participant has prior knowledge and experience in the

skillset, this may be recognised as equivalent. Such recognition can be signed off in the Checklist by their

manager.

Please refer to Appendix one (1) The LMCPDP Course guide for courses mapped to Skillsets.

PLEASE NOTE:

The Participant and their Manager must agree upon the Participant’s level of capability and

completion of all requirements of this stage of the LMCPDP. Course completion may not be a

sufficient indicator of confidence and capability.

http://www.swslhd.nsw.gov.au/cewd/default.html

http://www.swslhd.nsw.gov.au/cewd/



Purpose of the LMCPDP

The purpose of the LMCPDP is to provide a pathway for current and future Line Managers to build

foundation knowledge and skills and then consolidate and expand upon them in order to be

successful in the role.

Learning Outcomes for the LMCPDP

On successful completion of the LMCPDP participants will be able to:

Demonstrate the skills and capabilities in required to be a successful Line Manager.

Utilise advanced communication skills to influence outcomes.

Model ownership of their role by fostering quality, innovation and best practice.

Predict, assess and respond to risks within the workplace in a timely manner.

Line Manager Capability Professional Development Pathway v1.0 March 2017 Page 11 of 16


The skill sets required by a Line Manager are:

# Skill set required

Requirements of skill Systems used to

assist skill Formalised

support Stage 1: Emerging Leaders

Stage 2: Line Managers with less than 2 years’ experience

Stage 3: Line Managers with 2 to 5 years’ experience

1 Budget

management

Access budget Write reports Balancing the budget Understanding Full Time

Equivalents (FTE) to inform decisions for backfill – staff profile

Monitor & manage budget expenditure

Activity Based Funding (ABF) Budget analysis Budget build Managing assets

ABF analysis SMRT Stafflink QLik

Finance Liaison

2 Business writing

skills

Identification of what document is required

Use of corporate stationary templates

Further development in writing Briefs, Referrals, Reports.

Conference submissions & presentations

Business plans Project proposals

Support Person

3 Computer literacy

Proficient use of Word, Outlook & Excel.

Keyboard commands Navigate Shared Drives Using Search Engines Internet e.g. clear cache,

bookmark pages, navigates between browser windows.

Privacy protection

Advanced level of Word, Outlook & Excel

Excel spreadsheet management

Microsoft Word Suite Shared Drives

IMT&D



# Skill set required Stage 1: Emerging Leaders Stage 2: Line Managers with less than 2 years’ experience


Systems used to

assist skill

Formalised

support

4 Communication

Oral & written skills Learning to listen Chair meetings Writing minutes Effective handover – written

& verbal Interdisciplinary

Communication Knowledge of relevant

policies & procedures

Relationship building Assertiveness Negotiating skills Being a coach Communicating with influence Rounding Difficult/critical conversations Development & review of

policies & procedures

Coaching ComPURS ISBAR

Support Person Human Resources Department (HR) Employee Assistance Program (EAP)

5 Managing staff – HR

matters

General every day issues HR involvement – when &

why Return to Work Documentation – file notes De-escalation Conflict resolution Recruitment Managing complaints Tools to track & monitor

staff Dealing with difficult staff Value others – recognition &

reward

Leave management Understanding &

implementing the performance management framework

Resolve grievances Leave management Professional Development

Plans Promote positive workplace

culture Investigations Recognising & managing

Bullying & Harassment Mandatory education

Coaching Disciplinary processes Relationship building Cultural competence Mediation Counselling teams in crisis

Stafflink QLik ComPURS E-Recruit Learning Management System E-forms

Support Person HR Department WHS team



# Skill set required Stage 1: Emerging Leaders

Stage 2: Line Managers with less than 2 years’ experience


Systems used to

assist skill

Formalised

support

6 Ownership

How to move from peer to manager

Taking responsibility – stepping into the role

Resilience Lead by example – role

model Management role

boundaries Ability to prioritise tasks

Emotional intelligence Decision making Delegation Change management Strategic thinking Accountability

Being innovative & developing an innovative team

Event management Project management

Support Person

7 Patient flow

Process Staff roles & responsibilities Escalation – knowing who to

ask

Escalation – Clinical & Corporate Governance – who & how

Crisis management IT systems Support Person Patient Flow Officer Bed Flow Manager

8 Patient safety

Principles Role in progressing &

actioning IIMS Participation in Morbidity &

Mortality meetings

Participation in Root Cause Analysis

IIMS Quality Manager Support Person

9 Quality

Continuous Quality Improvement process

Accreditation – evidence gathering

Analysis clinical indicators & IIMS data

Understand auditing requirements

Action as required from Consumer satisfaction surveys/interviews – complaints, compliments

Accreditation – establish processes to gather & report on evidence

Lead improvement project Identifying sources of reliable

data & how to analyse Knowledge of auditing

requirements & implementing appropriate actions

Provide local sponsorship & assist other managers

Participate in broader quality projects

Support Person Quality Manager



# Skill set required Stage 1: Emerging Leaders Stage 2: Line Managers with less than 2 years’ experience


Systems used to

assist skill

Formalised

support

10 Risk management Delegations Communication channels Infection control

Understanding the Risk register & process

Anticipating & averting/reducing risk

Support Person

11 Reporting

What report when Data/evidence collection & analysis

Discerning relevant information

Support Person Manager

12 Rostering Understand principles Knowledge of Awards

Staff profile – FTEs Delegations

Kronos Support Person HR Department E-Recruit

13 Staff profile Recruitment Monitoring

FTEs Skill mix

Support Person

14 Systems

Ordering What system for what Access to relevant systems

Procurement

I procurement IIMS E-Recruit Qlik Cerner Proteus

E-Recruit HR Department Specific System contact

15 Work Health &

Safety

Accreditation Risk management Managing Return to Work

Disaster management IIMS WHS Officer Quality Manager



Mapping Public Sector Capability Framework 2013

5 Group of Capabilities (Personal Attributes, Relationships, People Management, Results, Business Enablers)

Levels - Foundational to Highly Advanced Excepted Minimum Level at end of The Pathway

SWSLHD Workforce Strategic Plan

2014-2021

(At Unit level)

SWSLHD Corporate Plan

2013 – 2017

(At Unit level)

Education and Training

Strategic Plan 2015-2021

(At Unit level)

SWSCEWD Professional

Development Categories

(PDCs)

National Safety and Quality Health Service

Standards (NQHSS) September 2012

Personal Attributes 1.1.2 1.1.4 1.1.5 1.2.2 1.2.4 1.2.5 1.2.6 1.3.1 2.1.1 2.1.2 2.2.2 2.3.3 2.3.4 2.5.1 2.5.2 2.5.3 2.6.1 2.7.1 2.9.1

2.9.2 3.1.1 3.2.1 3.2.2 3.2.3 3.3.1 3.3.2 3.3.3 3.4.1 3.4.2 3.5.1 3.6.1 3.7.1 3.7.2 3.8.2 4.2.1 4.2.2

1.1.1 1.1.2 1.1.3 1.2.1 1.2.2 1.3.1 1.3.2 1.3.3 1.3.4 1.3.7 1.4.1 1.4.2 1.4.3 1.4.4 1.5.1 1.5.9

1.5.12 1.5.13 2.1.5 2.1.9 2.3.1 3.1.1 3.1.3 3.2.5 3.3.1 3.3.3 3.4.7

3.4.8 3.4.10 3.4.11 3.4.12 4.1.6 4.1.8

4.1.10 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 5.1.8 5.2.3 6.1.8 6.3.2 7.1.6 7.1.8 7.2.3 7.2.4 8.1.2 8.1.9 8.3.3 8.4.2 8.5.4 8.6.3

1.2 2.2 2.4 3.3 3.5 3.6 3.7

3.10 4.3 5.1 6.4 6.5 6.6 6.7 6.8 7.2 9.1 9.3

11.1 15.6

Governance Leadership

Management People,

Culture & Values

Workforce Skills

1.1 1.2 1.3 1.4 1.5 1.6 1.8

1.10.2 1.10.5 1.11 1.12 1.13 1.14 1.15 1.20 2.1 2.2 3.1 3.2 4.4 6.1 6.2 6.3 6.4

7.6.3 9.1 9.2 9.5

10.1 10.2 10.3 10.6 11.5 11.6 13.1 13.2 13.3 13.4 14.1 14.2 14.3 14.4 15.1 15.2 15.5 15.7 15.8 15.9

Act with Integrity

Display Resilience & Courage

Manage Self

Think & Solve Problems

Advanced

Adept

Advanced

Adept

Relationships & People Management

Commit to Customer Service

Communicate Effectively

Influence & Negotiate

Inspire Direction & Purpose

Manage & Develop People

Value Diversity

Work Collaboratively

Adept

Advanced

Adept

Adept

Adept

Advanced

Adept

Results & Business Enablers

Deliver Results

Demonstrate Accountability

Finance

Optimise Business Outcomes

Manage Reform & Change

Plan & Prioritise

Procurement & Contract Management

Project Management

Technology

Adept

Intermediate

Foundational

Intermediate

Intermediate

Intermediate

Intermediate

Intermediate

Adept



References

National Safety and Quality Health Service Standards (NSQHSS), September 2012.

New South Wales Public Service Commission 2013, The NSW Public Sector Capability Framework.

Sydney Local Health District 2015: Nursing and Midwifery Service Nursing and Midwifery Unit

Managers Professional Development Pathway.

South West Sydney Local Health District 2013, Corporate Plan 2013-2017.

South West Sydney Local Health District 2015, Education and Training Strategic Plan 2015-2021.

South West Sydney Local Health District 2014, Workforce Strategic Plan 2014-2021

Documents

Line Manager Capability Professional Development Pathway · Line Manager Capability Professional Development Pathway v1.0 May 2017 Page 9 of 16 Endorsed SWSLHD Workforce Committee