Based on your current level within the existing award structure, your position would be classified as Band 4 under the proposed Professional Stream Model.

Read the classification descriptor for a Professional Band 4 position

The following table shows how your current level and increment translates to a new level within Band 4. For example, if you are at level 4 increment 3 (shown in yellow below), you will be reclassified as the "B4-R1-2" level within Band 4 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

Positions with a management focus lead a function or program unit to deliver outcomes that are of significant strategic importance for the agency.

Practitioners/specialists responsible for or involved with a highly specialised program contribute to the strategic planning and decision-making process. This involves developing and/or modifying operational program strategies, policies and rules and professional systems and procedures to achieve specified outcomes.

Determines appropriate milestones, priorities and use of resources for program delivery.

Context & Framework

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

Considerable operational autonomy with operational direction according to government policy and broad corporate objectives.

A complex specialised environment which requires the development, implementation and modification of program-specific organisational strategy and policy and professional principles, systems and processes that reflect corporate strategy, policy, regulatory or technological developments.

Established professional precedents and organisational policies may require interpretation for operational effectiveness. Emerging issues can be due to significant operational and professional concerns and can anticipate regulatory change.

Shares the determination of program-specific policy and processes to meet core organisational objectives and strategies. This can include broadly based operational policies, professional programs, organisation-wide policies and specialised projects.

Expertise

Specialist knowledge and expertise gained through extensive experience.

High level understanding of the structures and processes of government, the relevant professional discipline, field and program area, the relevant industry sector and the employing agency and of the interaction between them.

Management positions require highly developed management skills and expertise to manage and lead a functional unit or program.

Interpersonal Skills

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

Manages staff and stakeholders and promotes co-operation, teamwork and understanding in undertaking challenging, demanding and complex work.

Develops productive relationships with specialists and stakeholders with similar levels of skill and experience from various fields to share ideas and to resolve problems.

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

Represents the organisation with the authority to conduct and commit to a negotiated outcome regarding strategies, policies, programs and objectives for the area of responsibility and which have implications for the agency.

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

Judgement

Identifies, defines and develops options for complex policy and program delivery within a functional area and recommend solutions to unusual or emerging problems.

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. Flexibility, creativity and innovation regarding the implementation of government and organisational strategy and policy and the integration of relevant solutions from diverse disciplines or fields.

Options provided and solutions recommended may require the development of new program strategies, policies, plans and procedures with significantly altered organisational outcomes.

Alternative sources of advice may be limited within the agency.

Influence of outcomes

Advice and recommendations are provided to the Head of Agency in relation to the effectiveness of functional or program activity and service delivery outcomes.

There is a strong influence on other functional areas within the agency and occasionally on related functions in other agencies.

The nature of the response required to address emerging trends may alter the way work is organised and /or performed within the function or program area.

Developments may improve program functions, organisational efficiency and performance and result in a better alignment and integration of activities within the functional area.

Community, client and stakeholder regard for the implementation of government policy through program or service delivery outcomes may be affected.

Responsibility for outcomes

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

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

Specialists are required to remain abreast of contemporary developments, to identify emerging trends and to maintain a network of peers and specialists in the subject area.

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