Based on your current level within the existing award structure, your position would be classified as Band 5 under the proposed Professional Stream Model.

Read the classification descriptor for a Professional Band 5 position

The following table shows how your current level and increment translates to a new level within Band 5. For example, if you are at level 5 (shown in blue below), you will be reclassified as the "B3-R1-A" level within Band 5 under the proposed Professional Stream Model. This level will be phased out on 1/12/09, and at that point employees at that level will move up to B5-R1-1 (as shown by the arrow).

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

Download the table for Professional Stream Bands 5 and 6/General Stream Bands 9 and 10 (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 multi-functional or multi-disciplinary program that delivers outcomes of critical strategic importance for the agency.

Practitioners/specialists develop organisational policies, professional programs and appropriate initiatives for implementation in major functional and/or multi-disciplinary programs within and/or across agencies.

Operational policies and professional precedents may not be definitive, which requires interpretation of the general strategic and policy framework as well as professional principles, for direction.

Context & Framework

The function or program has a direct and critical effect on organisational outcomes.

Autonomy for initiatives is consistent with government policy, the principles of public administration and/or the relevant professional discipline or field and broad corporate objectives.

This is a highly complex specialised environment which regularly requires the development and/or implementation of strategic corporate initiatives and professional program according to technological, conceptual, environmental and/or legal developments.

Precedents and policies are lacking and considerable innovation and interpretation is required. These positions define core issues and the decision-making framework for fundamental organisational strategic, policy or operational development.

Emerging issues can be due to significant community and professional concerns and can anticipate legislative change.

Expertise

High level expertise in the program activity or in a discipline or field that is critical to the program or agency.

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

High level management expertise to manage and lead a complex multi-functional unit or multi-disciplinary program.

Practitioners/specialists apply expertise and complex concepts which may be drawn from non-related fields, which define the capability to deliver program requirements.

Interpersonal Skills

Leads and motivates to gain the co-operation of others in achieving difficult and sometimes conflicting objectives in developing or implementing options which may lie outside established precedents and parameters.

Manages networks of staff and stakeholders and promote co-operation, teamwork and understanding in addressing demanding and complex challenges.

Develops productive relationships with specialists and stakeholders with similar levels of expertise in diverse fields or program areas to share ideas and to resolve problems.

Clearly articulates highly complex concepts to diverse stakeholders in terms that are understandable by the audience.

Represents the organisation with the authority to conduct and commit to a negotiated outcome regarding objectives, concepts, strategies and policies for the area of responsibility and which have implications beyond the functional area or program activity.

Models a high standard of professional and ethical behaviour and promotes values and a workplace culture to support these standards.

Judgement

Identifies, defines and develops options for complex strategic, policy and program delivery to implement government policy.

Recommends solutions for unusual or emerging strategic issues which impact on the operating environment.

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

Advanced conceptual and reasoning skills.. Flexibility, innovation, creativity and long-term strategic vision associated with high level research, investigative, analytical and appraisal skills. Alternative sources of advice are limited.

Options provided and solutions recommended may require the development of novel strategies, policies and approaches and the outcomes produced may be original, innovative or unprecedented.

Influence of outcomes

Advice and recommendations are provided directly to the Head of Agency and indirectly to government.

The outcomes have critical agency corporate effect and directly influence strategy, policy, planning and decision-making across agencies. Outcomes may lead to the adoption of new program delivery systems or methods.

Outcomes may improve community benefits and may have significant and far reaching implications across government within the field of endeavour.

The model of service delivery and/or way work is performed may be altered as a result.

Responsibility for outcomes

Responsible for the development and/or implementation of important strategic corporate initiatives in response to emerging challenges and which may include complex specialised service delivery models.

Responsible for meeting specified financial, quality and time related objectives and the optimal use of resources.

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

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

Responsibility may be shared with relevant specialists and executive management for the development of strategy and policy or program implementation especially with regard to more significant, challenging and unusually complex developments or activities.