Based on your current level within the existing award structure, your position would be classified as Band 3 under the proposed Professional Stream Model.

Read the classification descriptor for a Professional Band 3 position

The following table shows how your current level and increment translates to a new level within Band 3. For example, if you are at level 3 increment 3 (shown in yellow below), you will be reclassified as the "B3-R1-C" level within Band 3 under the proposed Professional Stream Model. Tilde (~) symbols in the table indicate that that particular level will be phased out over the life of the agreement - where this occurs employees at that level will move up to the next level.

*Salary Increases are effective on or after the first full pay period (ffpp) of the date indicated.

Download the table for Professional Stream Bands 1-4 (PDF, 154KB)

Read the differences between Professional Stream bands

Progression

A salary progression point (the last number in the level number) was formerly known as an increment.  It is proposed to now only be available on the basis of demonstrated performance, rather than the current requirement of “…diligence, conduct and efficiency.”  The criteria for the performance assessment are being developed.

An Advanced Assessment Point (AAP) is a “soft barrier” to a higher salary range in a particular Band by demonstrating higher levels of competency and/or performance. Promotion is not required.  The AAPs in the proposed structure provide access to levels that require promotion under the current arrangements.

The criteria to satisfy progression beyond an AAP will be specific to the type of occupation at each particular classification level.  The criteria is being developed and is subject to discussions with agencies and unions.

Classification descriptor

Focus

Work within a specialised program or engaged in complex activities within a functional area. The work usually integrates varied and diverse organisational policies and rules with professional systems and processes for effective operational outcomes.

Positions with a management focus, or specialists involved with a specialised program, lead an activity or program unit within a functional area.

A management role interprets policies, regulations and guidelines to determine milestones, objectives, methods and priorities to support complex activities within a specified program.

Specialists/practitioners develop operational rules and guidelines and professional systems and methods to achieve program objectives. This may modify the approach to established processes within a defined policy, regulatory and operational framework.

Context & Framework

The work area unit or program activities have a direct and significant effect on organisational outcomes and the achievement of corporate objectives.

Established decision-making and operational frameworks may require considerable interpretation and initiative to provide effective program and service delivery outcomes.

A complex specialised environment implementing conventional professional plans, systems and procedures. These evolve and are modified according to policy, regulatory and/or technological requirements and developments.

Guidance and instruction may on occasion be received on the implementation of highly technically complex modifications that provide solutions consistent with policy, regulatory and/or technological requirements and developments.

Operates with considerable autonomy and is required to provide leadership regarding the design, development and operation of professional activities.

Defines core program and service delivery issues to develop options and recommendations for operational change and/or for new research projects.

Expertise

High level specialised expertise in the relevant discipline and associated field of activity gained through extensive experience.

High level knowledge of the operational and service delivery processes of government, the relevant professional discipline, field and program area, the industry sector and the employing agency and of the interaction between them.

Management positions require highly developed management skills and expertise to lead a defined complex activity or program within a functional area.

Positions providing professional or policy advice require highly developed expertise based on specialised subject matter knowledge.

Interpersonal Skills

Leads and motivates to gain the co-operation of others in the achievement of difficult and sometimes conflicting objectives, which may include incompatible processes, in developing or implementing improvements to established plans, systems and procedures.

Manages staff and stakeholders and promote co-operation, teamwork and understanding in undertaking specialised processes.

Develops productive relationships with specialists and stakeholders with similar levels of skill and experience in related field or program area to share ideas and to resolve problems.

Clearly articulates complex and difficult issues to staff and stakeholders in terms which are understandable by the audience.

Represents the organisation with the authority to conduct and commit to a negotiated outcome regarding operational processes for the area of responsibility and which may have operational implications beyond the functional area or program activity.

Models a high standard of ethical behaviour and promotes values and a workplace culture to support this standard.

Judgement

Identifies, defines and develops options and recommendations to implement and improve the delivery of complex specialised programs and/or services within a functional area which may include responding to new and emerging developments.

Solutions are constrained by the existing policy and regulatory framework, budget and resource considerations and established program delivery methodologies.

Highly developed conceptual and reasoning skills to research, investigate, analyse evaluate and integrate relevant solutions from related disciplines or fields into area of activity.

Flexibility, creativity and innovation associated with high level research, investigative, analytical and appraisal skills.

Options provided and solutions recommended may require the development of new operational systems and professional methods for improved service delivery outcomes.

Alternative sources of advice may be limited within the agency.

Influence of outcomes

Advice and recommendations are provided directly to the manager of the function or program area and/or indirectly to the Head of Agency in relation to the management of the activity or program unit and the development and/or implementation of new plans, systems or procedures. Service delivery or program outcomes may be altered.

There is a clear and direct effect on the effective and efficient operation of the function or program and on the implementation of government policy through program and service delivery outcomes.

Advice provided is authoritative, specialised and/or consultative regarding a particular program or range of activities

Responsibility for outcomes

Responsible for efficient and effective program or service delivery including budget management, optimal use of resources and maintaining and/or modifying policy, administrative processes and research projects. This includes planning future activities, negotiating for appropriate resources and determining measures for accountability.

Managers are accountable for managing the performance and development of staff. Practitioners/specialists are accountable for mentoring and role-modelling less qualified or experienced staff.

Considerable independence in determining priorities and approach to managing the activities of the program or unit.

Specialists are required to remain abreast of contemporary developments in the discipline or field and related subject matter.

Responsibility may be shared with relevant specialists and executive management for the development of strategy, policy or program implementation for the area of activity especially with regard to new developments.