Manager, Australian Physiotherapy Association, Level 1, 1175

Transcription

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© Australian Physiotherapy Association 2013
This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may
be reproduced by any process without permission from the Australian Physiotherapy Association.
Requests and inquiries concerning reproduction and rights should be addressed to the Charter
Manager, Australian Physiotherapy Association, Level 1, 1175 Toorak Rd, Camberwell, Victoria, 3124.
Last Updated: August 2013
Australian Physiotherapy Association
The Australian Physiotherapy Association (APA) is the peak body representing the interests of
Australian physiotherapists and their patients. The APA is a national organisation with state
and territory branches and specialty subgroups. The APA corporate structure is one of a company
limited by guarantee. The organisation has approximately 12,000 members, some 70 staff and over
300 members in volunteer positions on committees and working parties. The APA is governed
by a Board of Directors elected by representatives of all stakeholder groups within the Association.
The APA vision is that all Australians will have access to quality physiotherapy, when and where
required, to optimise health and wellbeing. The APA has a Platform and Vision for Physiotherapy
2020 and its current submissions are publicly available via the APA website
www.physiotherapy.asn.au
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Definitions
ACP
Australian College of Physiotherapists
FACP
Fellow of the Australian College of Physiotherapists
Stream
Clinical sub-groups within a larger physiotherapy department of a hospital. E.g. general medicine
stream manages patients with acute medical conditions and physiotherapists practicing in the
emergency department provide primary contact care. A stream will consist of both physiotherapists
who have specialised in the specific area in question, as well as graduates and stage 3 and above
physiotherapists.
Specialty
A discrete area of practice within physiotherapy. Currently, there are nine areas of specialty
recognised by the Australian College of Physiotherapists (ACP). These are: Sports, Musculoskeletal,
Gerontology, Neurology, Occupational Health, Cardiorespiratory, Continence and Women’s Health,
Paediatric and Aquatic. Stage 3 and above physiotherapists who practice in a specialty area of
physiotherapy may also undertake some work in other specialty areas (e.g. a musculoskeletal
physiotherapist who also does hydrotherapy, a neurological physiotherapist who also does some
cardiorespiratory treatment).
Sub-specialty
A discrete area of practice within one of the nine specialties listed above. For example,
cardiac rehabilitation would be considered a sub-specialty of cardiorespiratory physiotherapy.
Assistance
Provision of hands-on assistance to manage a client/caseload.
Supervision
Provision of advice/direction to manage a client/caseload
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Career Structure Project
Project Objectives
The Australian Physiotherapy Association (APA)’s career structure project is set up to achieve the
following objectives:
•
Compare public sector physiotherapy conditions in different states and territories:
–
Annual Leave
–
Personal leave(s)
–
Study and PD leave
–
Review awards/agreements/determinations in states and territories
–
Other conditions
•
Compare wages at different points in people’s careers within the public sector
•
To propose an APA career model, mapping out the career aspirations of the Australian
physiotherapy workforce
Australia currently has a national system for physiotherapy registration but not a national standard
for work conditions and pay.
The proposed APA career model seeks to map out various career pathways, in line with the
specialisation pathway of the Australian Physiotherapy Association. The career structure project
provides a clinical model designed to support best patient outcomes and patient care.
At this stage, this document is intended for internal APA use only. The career structure project
represents a career model and not workforce mapping. The APA acknowledges that there will
naturally be service level variations in career pathways, based on local needs and resources.
The APA aims to make available this career structure model in an abridged format to physiotherapy
students and practicing APA members.
Important Considerations
1.
Should the APA adopt a national career structure model for all physiotherapists?
Are current career structures adequate?
The APA endeavours to create a standardised framework to guide young physiotherapy
practitioners on career pathway models that align with APA educational, titling and
specialisation standards.
While most physiotherapists choose to work in a defined area of practice, not all
physiotherapists specialise or undertake a formal specialisation program. In rural settings
for instance, a physiotherapist may be required to work across various clinical areas
and therefore choose to remain a high-level generalist.
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The APA further acknowledges that many physiotherapists, while specialising in their practice,
choose not to go down the APA specialisation pathway. For instance, a physiotherapist may
hold a Masters in musculoskeletal physiotherapy but may not be a specialist by APA recognition.
There are also many higher-level clinical positions that do not fit into the prescribed career
structure model and many such positions are high-level clinical roles but not specialised.
As an example, a physiotherapist could be internationally recognised in the area of paediatric
burns but is not recognised by the APA specialisation pathway due to the limitations of
the specialisation pathways i.e. the necessary pre-requisite to become a specialist within
the current APA national group framework.
The APA considers it reasonably fair however that, as the peak professional association for
physiotherapists, it is rightly justified in modelling a career framework on existing APA
standards. Furthermore, the APA undertakes that such a career structure project for
physiotherapists would increase the perception in value of APA membership.
Another central issue is that, in some states, particular educational pathways do not exist.
For instance, you cannot undertake a Masters in Neurology or Cardiology in South Australia.
This is why the APA has seven career stages of competency. Rather than a prescriptive
education model, the APA career model considers professional development, education
provided to others and the overall scope of clinical practice as criterions for consideration within
the seven career stages. The APA recognises that there are advanced roles, sitting outside this
career structure framework. The Emergency Department of hospitals has many advanced and
extended scope roles where career progression is based on clinical experience and advanced
practice, rather than specifically educational attainment.
2.
What major problems does the APA need to address in developing
a new career model?
The APA aims to utilise the results of this career structure project as a model for a more
harmonised system that provides for greater career structure consistency across the country.
It is important to highlight that the focus of this career structure project is on physiotherapists
working within the public sector and mainly applies to the hospital setting. A key challenge
associated with the development of a new career structure model is how to package this career
structure into a simple and easily marketable document.
Career trajectories also vary from state to state in Australia. For example, in South Australia
there are no level 5 clinical roles – the maximum stage is level 4. Beyond this stage, the nature
of roles is not clinical but rather managerial/leadership roles at the upper levels.
The APA has defined its 7 stage career structure according to educational attainment.
For example a Masters/PHD is required to become a stage 5 – Titled Physiotherapist.
Further to this, the educational attainment is in and of itself based on APA member titling
and education guidelines, such as completing APA modules to progress between the grades.
This raises the question of how to make the APA career structure model applicable to
non-members. APA courses are however open to both members and non-members and
therefore any educational requirement linked to a particular career stage is attainable for all
physiotherapists. Naturally, Masters Degrees or PHD courses of study can be completed by any
physiotherapist across the country.
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The education attained at any particular level, say a level 4 or level 5, does not specifically
guarantee that a practitioner may practice within that particular rung. For example, someone
qualified at level 5 may only be able to practice as a level 3 (despite their higher qualification)
because there are no level 5 roles available at that particular hospital. In such a circumstance,
the practitioner would only be able to move to a higher career stage once a position becomes
available, for instance someone resigns from their current role.
The feasibility of this proposal would need to be considered in the context of the broader public
health career structure. The model would also need to accommodate advanced/extended
scope practitioners. In essence, a key consideration is how to accommodate emerging practices
that may constitute advanced credentials but not necessarily amount to specialist knowledge.
By way of example, a physiotherapist may in future attain credentials in prescribing
medications. The capacity to administer medications would give the physiotherapist advanced
credentials but not necessarily extend the physiotherapist’s scope of practice in a specialist
or sub-specialist practice area.
There is also an issue associated with how to accommodate generalist physiotherapists,
many of whom work in the rural setting or on a general medical ward in larger hospitals.
Rural physiotherapists are often highly skilled in multiple areas.
An associated issue is how to accommodate management and non-clinical career choices,
if that is at all possible. Given that this APA career structure model is focused solely on the
public health hospital setting, non-clinical career choices such as policy, strategy and would
not really be relevant. Management careers pose a greater difficulty in this hospital context,
as the clinical component of practice might well reduce as one progresses further in their
career, and teaching and administrative functions might constitute an ever greater proportion
of a physiotherapist’s scope of practice. However, given that management specifically sits
outside of this clinical structure and the APA career model is focused on clinical practice, further
consideration of management career choices might well fall outside the scope of the proposed
APA career model.
3.
Is the career structure model in the public interest?
The APA career structure model does not necessarily aim to create more senior positions/career
paths for allied health professionals. Naturally, higher specialist wages would be a cost to the
public health system. The career structure model provides a liner progression of a career
model, as a guide only. Career choices are often self-limiting, for instance a practitioner may
not want to specialise, or might take some time off to care for children or simply might not want
to progress to a higher-paying role with more responsibility. The career structure project does
not necessarily encourage more practitioners to break through the top tiers of specialisation
and expertise, it provides a linear model only of what a potential career progression might look
like but natural market forces will always play a limiting role in determining career progression
of individual physiotherapists.
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Seven (7) Career Stages
The APA proposes a 7 stage career progression for clinical practice, as follows:







Stage 1 - Entry Level/Graduate Physiotherapist
Stage 2 - Rotating Junior Physiotherapist
Stage 3 - Commencing Specialising Physiotherapist
Stage 4 - Established Specialising Physiotherapist
Stage 5 - Titled Physiotherapist
Stage 6 - Specialist Physiotherapist
Stage 7 - Consultant Physiotherapist
The number of physiotherapy employment “levels/grades” differs between states:
•
NSW:
8 levels with increments
•
VIC:
•
QLD:
8 levels with increments (physiotherapist commences at level 3)
•
WA:
9 levels with increments (+ Classes 1-4, above level 9)
•
SA:
•
TAS:
•
ACT:
•
NT:
There are different guidelines for how a practitioner should progress from one level to another in
each jurisdiction. Some grades are hardly used at all in some states (especially some higher grades).
In most jurisdictions, a practitioner progresses up an increment on an annual basis however to move
up a grade requires that person to successfully apply for a higher position. There are guidelines for
the roles and responsibilities for each grade in many state agreements.
Accordingly, 7 criteria have been identified by the APA for each career stage:
–
Professional Characteristics
•
1. Professional Development – refers to PD education and seminars
provided to others
•
2. Education Level – refers to level of education/training attained by
physiotherapist
•
3. Specialisation Profile – e.g. level 1, 2, 3, Titled, Specialist
•
4. Scope of practice – complexity of clients a therapist can manage
independently
•
5. Breadth of Skill Development – expected competencies of a
physiotherapist working at a particular level
•
6. Standard Caseload
•
7. Leadership Status
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The APA is seeking to adopt incremental changes at each level for each category of development
and to standardise the seven criteria as a national standard.
There is a requirement that physiotherapists practicing in all Australian states and jurisdictions must
hold general registration with the Physiotherapy Board of Australia.
APA Proposed Career Development Structure for Physiotherapists – Clinical
1. Professional Development – refers to PD education and seminars provided to others
Minimal (PD to physiotherapists)
Level 1 APA Introductory professional
development program (PD to other staff e.g.
ward nurses)
Commenced Level 2 APA Professional
Development program
*May provide some internal professional
development for other staff (PD to profession
within your place of work/facility and locally
within the state)
Completed Level 2 APA Professional
Development program
*May regularly provide professional
development for other staff on clinical specialty
(PD to profession outside the facility and at
state-level)
Completed Level 3 APA Professional
Development pathway and/or entitled to
undertake ACP Training Program
* Responsible for development of clinical
stream’s professional development plan at
facility (PD to profession nationally)
Completed ACP Training Program
* Extensive provider of professional development
in specialty area (PD to profession nationally)
* Extensive provider of highly specialised
professional development to a range of
physiotherapists in their clinical sub-specialty
(PD to profession internationally and other
health staff). May be recognised as a leader in
research.
Stage 3 - Commencing Specialising
Physiotherapist
Stage 4 -Established Specialising Physiotherapist
Stage 5 -Titled Physiotherapist
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2. Education Level – refers to level of education/training attained by physiotherapist
Stage 1 - Entry Level/Graduate
Physiotherapist
Entry Level Physiotherapy qualification
Entry Level Physiotherapy qualification and
commenced Introductory level (Level 1) professional
development modules
Physiotherapist
Achieved each of:
 Entry Level Physiotherapy qualification
 Completion of Introductory level (Level 1) APA
professional development modules
 Commenced APA Level 2 professional
development modules
Stage 4 - Established Specialising
Physiotherapist
Achieved both of the following dot points:
 Entry Level Physiotherapy qualification and
completed Level 2 APA professional
development modules
 And one of the following :
o Commenced approved specialist
physiotherapy Masters/PhD or
o Commenced Titled Physiotherapist
training via Experiential Pathway
Completed approved Physiotherapy Masters Degree
or doctorate program
or
Titled Physiotherapist by Experiential Pathway
Completed Australian College of Physiotherapy
Specialist qualifications
or
Is a Specialist Physiotherapist by original contribution
or
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3. Specialisation Profile
Graduate Entry (Tier 1)
Tier 1-2
Physiotherapist
Tier 2-3
Physiotherapist
Tier 2-3
Tier 3-4 Titled Physiotherapist
Specialist Physiotherapist / FACP (Tier 5).
Leader in a clinical specialty (these are Sports,
Musculoskeletal, Gerontology, Neurology,
Occupational Health, Cardiorespiratory,
Continence and Women’s Health, Paediatric and
Aquatic).
Specialist Physiotherapist / FACP (Tier 5).
Leader in a clinical sub-specialty.
4. Scope of Practice
Manages predominantly non-complex clients
in core areas of physiotherapy.
Manages predominantly non-complex clients,
in core areas of physiotherapy with increasing
proficiency.
Physiotherapist
Manages both basic and complex clients in
chosen specialty.
Manages both basic and complex clients in
chosen specialty, with developing proficiency.
Manages all clients in chosen specialty with good
proficiency.
Highly advanced scope of practice in chosen
specialty.
sub-specialty.
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5. Breadth of Skill Development
Establishment of entry level competencies across
core areas of physiotherapy practice.
Consolidation of entry level competencies across
Physiotherapist
Well-developed competencies across core areas
of physiotherapy practice.
Early development of more specific knowledge in
chosen specialty.
Moderate development of more specific
knowledge in chosen specialty.
Developing expert physiotherapist in clinical
specialty, who provides supervision to other
physiotherapists in their clinical specialty.
Expert physiotherapist in clinical specialty.
Provides supervision to other physiotherapists in
clinical specialty.
Novice contributor to the knowledge base of
clinical specialty.
Expert physiotherapist in clinical sub-specialty.
clinical sub-specialty.
Leads/supervises contributions to the knowledge
base of clinical sub-specialty. Undertakes a
defined service delivery function or supervises
project/s. Makes decisions on complex
intervention strategies. Contributes to the
development of knowledge in a narrow field of
the profession. May be responsible for
developing skills of junior physiotherapists.
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6. Standard Caseload
Physiotherapist
Independently manages non-complex clients.
Requires regular supervision with complex clients.
Requires regular assistance with complex clients.
Physiotherapist
Independently manages most complex clients in
chosen specialty.
Requires occasional assistance with complex clients
in chosen specialty.
Physiotherapist
Independently manages complex clients in chosen
specialty.
Provides supervision/assistance with complex clients
for Stage 1-3 physiotherapists in chosen specialty.
Independently manages complex clients and provides
leadership to Stage 1-4 physiotherapists in chosen
specialty.
Accepts referrals from other physiotherapists in
clinical specialty.
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For a comparison of the seven APA career stages (e.g. Entry Level/Graduate physiotherapist, junior
7. Leadership & Management Status
Physiotherapist
Non-leader/entry level physiotherapist.
Responsible for managing own workload.
Junior Physiotherapist – may provide informal
assistance to Stage 1 and other Stage 2
physiotherapists. Responsible for managing own
workload and possibly students and/or allied health
assistants.
Physiotherapist
Senior Physiotherapist. Provides formal supervision
to Stage 1 and 2 physiotherapists.
Physiotherapist
Senior clinician
Stream Leader
Responsible for service delivery and operational
management/strategic leadership of team in clinical
context.
May be involved in clinical leadership or managerial
roles involving a varied nature of work, with a lesser
focus on clinical work.
Nationally recognised leader in clinical specialty.
Clinical leader in physiotherapy specialty within
physiotherapy department or network.
Nationally/internationally recognised leader in
Provides consultative physiotherapy advice to
network of physiotherapy services in chosen
sub-specialty and other health professionals.
physiotherapist) as against the seven categories of career development (e.g. Education Level,
Breadth of Skill Development) and associated level of competencies – please refer to Appendix 1.
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APA Title and Specialisation Pathway
The APA National Physiotherapy Service Descriptors for 2012 identify a Level 1 physiotherapist
as an APA member, a Level 2 physiotherapist as an APA-titled member and a specialist
physiotherapist as a practitioner who is a Fellow of the Australian College of Physiotherapists.
For a titling and specialisation pathway model – please refer to Appendix 2.
National Comparison of Wages
Australian Capital Territory (ACT)
Previously, salary rates for allied health professionals were covered by the ACT Health General
Enterprise Agreement 2010-2011. This Enterprise Agreement has since been repealed. The relevant
applicable agreement is now the ACT Public Service Health Directorate (Health Professionals)
Enterprise Agreement 2011-2013. A salary increase of 3.5% applied from 1 July 2012.
Year or Grade
Health Professional Level 1 (HP 1)
Salary ($)
(2 year qualification)
(6 year or more qualification)
50,899
54,414
58,048
62,109
65,424
54,414
58,048
62,109
65,424
67,336
69,333
71,202
73,208
75,477
77,710
79,617
81,995
84,562 [competency point]
86,165 [competency point]
89,786
96,809
106,086
111,570
119,426
123,208
For rates of pay and allowances under the new Enterprise Agreement - please refer to Appendix 3.
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New South Wales (NSW)
In NSW, allied health professionals are covered by the NSW Health Service Health Professionals
(State) Award [effective 29.03.2012].
Level
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Level 7
Level 8
Year or Grade
Year 1
Year 2
Year 3
Year 4
Year 1
Year 2
Year 3
Year 4
Year 1
Year 2
Year 1
Year 2
Year 1
Year 2
Year 1
Year 2
Grade 1
Grade 2
Grade 3
Grade 1
Grade 2
Grade 3
Grade 4
Salary ($)
52,986
54,982
58,370
62,380
66,684
70,915
74,366
76,767
82,569
85,333
89,598
91,838
96,430
98,842
103,741
106,379
111,696
117,282
123,145
117,282
123,145
129,302
135,767
* A sole practitioner allowance of $5,802 per annum applies (as at 01.07.2011).
For definitions of NSW Level 1-8 classifications – please refer to Appendix 4.
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Northern Territory (NT)
In the NT, full salary and allowance details are contained in the Northern Territory Public Sector
(NTPS) 2010 - 2013 Enterprise Agreement.
The NT does provide separate graduate trainee salaries, effective 16.08.2012. The graduate salaries
advertised however do not apply to professionals practicing in the health stream. Instead, five
separate tiers or levels of salary are specified under the professional services stream, ‘General NTPS’
category. Graduates would commence at the P1 level. The NT Office of the Commissioner for Public
Employment does not prescribe set definitions for each level of employment, as the classifications
below apply to ‘professionals’ in general, including health professionals but also, for example, those
practicing law and in the field of commerce.
Level
Salary ($)
P1
52,243
54,176
56,180
58,259
60,415
62,651
64,968
67,372
69,388
71,957
74,618
77,379
80,242
83,212
85,779
88,953
92,243
96,068
99,457
104,936
111,108
114,737
119,785
125,054
P2
P3
SP1
SP2
For definitions of NT 5 tiers of classifications – please refer to Appendix 5.
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Queensland (QLD)
In Queensland, salaries are governed by the Health Practitioners’ (Queensland Health) Certified
Agreement (No. 2) 2011 (HPEB2).
Level
HP1
HP2
HP3
HP4
HP5
HP6
HP7
HP8
Year or Grade
1
2
3
4
5
6
7
1
2
3
4
5
6
7
8
0
1
2
3
4
5
6
7
8
1
2
3
4
1
2
1
2
1
2
1
2
3
4
5
Salary ($)
43,992 (Indigenous Cadet)
45,288
46,614
47,983
49,335
50,681
52,040
53,577 (Entry level for Diploma qualified)
56,987
59,687
62,434
66,189
70,504
72,249
74,435
56,987 (Entry level for Bachelor degree)
62,434
66,189
70,504
73,238
76,520
79,791
83,760
86,374
92,393
94,318
96,781
99,418
104,522
109,058
116,450
120,543
132,648
142,155
147,311 (not available to clinicians) Movements
between all paypoints of the HP8 level are not
incremental. However, the Director-General
or authorised delegate may, upon application,
review the paypoint to take into account changed
circumstances, responsibilities and/or duties
of the position.
153,502
160,478
172,925
180,173
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In addition, all Queensland employees are required to make contributions to the Q-Super
superannuation scheme.
Personal contributions are automatically set at the standard rate of 5% upon commencement
with Queensland Health, however this can vary between 2% and 5%. Queensland Health
contributes a further 7.75% on top of any individual contribution, as outlined below.
Employee pays
Queensland Health pays
Total contribution
2%
9.75%
11.75%
3%
10.75%
13.75%
4%
11.75%
15.75%
5%
12.75%
17.75%
For definitions of QLD HP 1-8 Level classifications – please refer to Appendix 6.
South Australia (SA)
The South Australian Government Wages Parity (Salaried) Enterprise Agreement 2010
(amended File No. 00292/2012) governs salaries for allied health professionals in SA.
Level
AHP-1
AHP-2
AHP-3
AHP-4
AHP-5
Year or Grade
Salary ($)
3 year degree
4 year degree
3rd
4th
5th
1st
2nd
3rd
th
4
th
5
st
1
nd
2
3rd
st
1
nd
2
3rd
4th
1st
2nd
3rd
4th
52,535
54,923
57,311
60,892
64,475
68,056
70,443
73,131
75,817
78,802
81,190
83,579
86,563
89,548
91,935
94,623
97,905
100,293
102,680
106,243
109,845
120,612
AHP-6
In SA, a management allowance is paid to all employees classified at AHP3, AHP4 and AHP5
who expressly have managerial responsibilities, as defined in their work level definitions.
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First full pay period on or after First full pay period on or after First full pay period on or after
14 January 2010
1 October 2010
1 October 2011
$1,794pa
$1,839pa
$1,885pa
For definitions of SA AHP Level 1-6 classifications – please refer to Appendix 7.
Tasmania (TAS)
In TAS, public sector awards are governed by the Allied Health Professionals (Tasmanian Public
Sector) Industrial Agreement 2010. Pursuant to s. 55[4] of the Industrial Relations Act 1984,
the agreement is approved operative from 1 March 2010 and shall remain in force until
28 February 2012. The agreement is still in force.
An increase of 2.5% will be applied from the first full pay period on or after 1 December 2011.
Schedule 1 of the agreement applies to physiotherapists and provides salary rates as follows:
Level
L 1.1
L 1.2
L 1.3
L 1.4
L 1.5
L 2.1
L 2.2
L 2.3
L 2.4
L 2.5
L 3.1
L 3.2
L 3.3
L 3.4
L 3.5
L 4.1
L 4.2
L 4.3
L 4.4
L 5.1
L 5.2
L 5.3
L 5.4
L6
Salary ($)
48,809
51,856
55,147
58,459
61,766
65,075
68,383
71,690
75,005
78,311
75,005
78,311
81,624
84,128
86,033
86,033
90,447
92,650
95,154
105,170
109,583
112,890
116,202
125,025
For definitions of TAS Level 1-6 classifications – please refer to Appendix 8.
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Victoria (VIC)
The Victorian Public Service (VPS) Workplace Determination 2012 came into effect on the 29 July
2012 and remains in place until 31 December 2015. Included in the Workplace Determination
are the following pay increases: 3.25% effective 1 July 2012; 1.25% effective 1 January 2013; 1.50%
effective 1 July 2013; 1.75% effective 1 January 2014; 1.50% effective 1 July 2014; 1.75% effective
1 January 2015 and 1.50% effective 1 July 2015. Rates shown below apply to full-time employees.
Level
1
1.1
2
2.1
2.2
2.3
3
3.1
4
4.1
4.2
Grade
1.1.1
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8
2.1.1
2.1.2
2.1.3
2.1.4
2.1.5
2.1.6
2.1.7
2.2.1
2.2.2
2.2.3
2.2.4
2.2.5
2.2.6
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6
3.1.7
From
To
From
To
Progression Amount
Salary ($)
42,096
42,949
43,804
44,660
45,513
46,369
47,222
48,077
48,930
49,786
50,640
51,495
52,348
53,205
54,059
55,241
56,425
57,608
58,791
59,974
61,158
62,340
63,524
64,708
65,890
67,073
68,388
69,923
71,456
72,989
74,525
76,059
77,593
78,908
87,189
87,190
95,472
2,365
For definitions of VIC Level 1-4 classifications – please refer to Appendix 9.
17
18
Western Australia (WA)
The relevant industrial agreement that outlines the pay points for physiotherapists employed
by WA Health is the WA Health – Health Services Union – PACTS – Industrial Agreement 2011.
This agreement applies to all physiotherapists employed in the government health system
- WA Health.
It may be that some physiotherapists in WA are employed by other government organisations,
for example the Department for Sport and Recreation. In that case, the terms and conditions
of that agreement may be governed by the Public Service and Government Officers General
Agreement 2011, or other relevant agreement for that organization or department.
WA Health
A salary increase of 4% applies under the WA Health – Health Services Union – PACTS
– Industrial Agreement 2011. Data is on and from 2 July 2012.
Level
Salary ($)
P-1.1
P-1.2
P-1.3
P-1.4
P-1.5
P-1.6
P-2.1
P-2.2
P-2.3
P-3.1
P-3.2
P-4.1
P-4.2
P-5.1
P-5.2
P-6.1
P-6.2
P-7
P-8
P-9
61,752
65,425
69,566
73,516
79,551
86,690
88,932
91,771
94,712
99,014
102,539
108,247
111,967
116,048
122,818
128,061
133,398
141,196
146,157
151,811
For definition guides of WA Levels 1-4 and level 7 – please refer to Appendix 10.
Other Government Organisations
Under the Public Service and Government Officers General Agreement 2011, a percentage increase
of 4% applied to 2012 rates from 13 April 2012.
18
19
Level
LEVEL 1
Under 17 years
17 yrs
18 yrs
19 yrs
20 yrs
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
2.1
2.2
2.3
2.4
3.1
3.2
3.3
3.4
4.1
4.2
4.3
5.1
5.2
5.3
5.4
6.1
6.2
6.3
6.4
7.1
7.2
7.3
8.1
8.2
8.3
9.1
9.2
9.3
CLASS 1
CLASS 2
CLASS 3
CLASS 4
Salary ($)
21,210
25,329
29,447
33,567
37,684
41,185
43,479
44,709
45,977
47,215
48,603
49,565
50,983
52,579
54,010
55,519
57,096
60,330
62,006
63,731
65,503
67,933
69,836
71,794
75,570
78,119
80,767
83,520
87,939
90,947
94,058
97,378
102,830
106,364
110,213
116,667
121,156
126,719
133,898
138,600
143,963
152,337
160,466
168,585
176,711
Part B of the Explanatory Notes to the General Agreement and applicable Award specifies that
certain clauses and amendments came into effect on 27 June 2011.
The Public Service Award (PSA) and Government Officers Salaries, Allowances and Conditions
(GOSAC) Clause 18 enable an employee to progress to the next salary increment after 12 months
of continuous service. For Clause 18 – Annual Increments, please refer to Appendix 11.
19
20
National Comparison of Conditions
A comparison of conditions, such as standard work hours, leave entitlements, superannuation benefits
and professional development funding are provided in the tables below. A state-by-state breakdown
is provided.
New South Wales
Condition
*Applicable
award/agreement
Work hours
Annual leave
Sick leave
Personal leave
Long service leave
Carer's leave
NSW
Public Hospitals (Professional and Associated Staff) Conditions of
Employment (State) Award; and
Annual Holidays Act 1944 [covering annual leave]
Day workers - The ordinary hours of work for day workers, exclusive
of meal times, is 152 hours per 28 calendar days Monday to Friday
inclusive and to commence on such days at or after 6.00 a.m. and before
10.00 a.m.
Shift workers - The ordinary hours of work for shift workers, exclusive of
meal times, is 152 hours per 28 calendar days.
Pursuant to Annual Holidays Act 1944, s3 - 4 weeks annual leave on
ordinary pay (must take leave before the expiration of a period of six
months after the date upon which the right to such leave accrues).
F/T - A full-time employee is entitled to sick leave on full pay at 76
rostered ordinary hours of work for each year of continuous service,
less any sick leave on full pay already taken.
P/T - A part-time employee is entitled to sick leave of 76 hours as the
average weekly hours worked over the preceding twelve months or from
the time of the commencement of employment, whichever is the lesser,
to 38 ordinary hours of one week.
Personal/Carer's Leave (combined in NSW) - Other than a casual or any
other employee who receives a loading in lieu of sick leave, an employee
with responsibilities in relation to a person who needs their care and
support is entitled to use the untaken sick leave, from that year's annual
sick leave entitlement, to provide care and support for such persons
when they are ill. Sick leave untaken from the previous 3 years may also
be accessed by an employee with responsibilities in relation to a person
who needs their care and support. Under normal circumstances,
the employee must not take leave under this part, where another
person has taken leave to care for the same person.
Two months long service leave on full pay after ten years of service;
thereafter additional long service shall accrue on the basis of five months
long service leave on full pay for each ten years of service.
See 'Personal leave' above.
20
21
Compassionate leave
Family and Community Services Leave (FACS) replaces compassionate
leave. The maximum amount of FACS leave on full pay that may be
granted to an employee is:
(a) 3 working days during the first year of service, commencing on and
from 1 January 1995, and thereafter 6 working days in any period of
2 years; or
(b) 1 working day, on a cumulative basis effective from 1 January 1995,
for each year of service after 2 years continuous service, minus any
period of FACS leave already taken by the employee since 1 January
1995, whichever method provides the greater entitlement.
Maternity leave
Paid maternity leave - An eligible employee is entitled to fourteen weeks
at the ordinary rate of pay from the date maternity leave commences.
This leave may commence up to fourteen weeks prior to the expected
date of birth. Annual and/or long service leave credits can be combined
with periods of maternity leave on half pay to enable an employee to
remain on full pay for that period. To be eligible for paid maternity
leave, a full-time or permanent part-time employee must have
completed at least 40 weeks continuous service prior to the expected
date of birth.
Unpaid maternity leave (a) Full-time and permanent part-time employees who are entitled to
paid maternity leave are entitled to a further period of unpaid maternity
leave of not more than 12 months after the actual date of birth.
(b) Full-time and permanent part-time employees who are not eligible
for paid maternity leave are entitled to unpaid maternity leave of not
more than 12 months.
See 'Parental leave' below.
Primary caregiver leave
Parental leave
To be eligible for parental leave, a full-time or permanent part-time
employee must have completed at least 40 weeks continuous service
prior to the expected date of birth or to the date of taking custody of the
child. Eligible employees whose spouse or partner (including a same sex
partner) is pregnant or is taking custody of a child, are entitled to a
period of leave not exceeding 52 weeks, which includes one week of paid
leave, and may be taken as follows:
(a) an unbroken period of up to one week at the time of the birth of the
child, taking custody of the child or other termination of the pregnancy
(short parental leave); and
(b) a further unbroken period in order to be the primary caregiver of the
child (extended parental leave).
Back fill leave
N/A
Superannuation
Not specifically mandated by Award - assume 9%. Note: where an
employee also elects to salary sacrifice to superannuation under this
Award, the combined amount of salary packaging/sacrificing may be up
to 100% of salary.
Professional
development
N/A
21
22
Other
The following additional conditions apply under this Award:
 Climatic and isolation allowance - rural/isolated area allowance.
 Overtime meal allowance.
 Reimbursement of excess fares and travelling time.
Victoria
Condition
*Applicable
award/agreement
VIC
Victorian Public Service (VPS) Workplace Determination 2012
Work hours
Ordinary hours of work - (except for casual or part-time employees),
will average 76 hours (exclusive of meal breaks), to be worked over an
average of no more than ten days per fortnight. Ordinary hours of work
- 7:00 a.m. to 7:00 p.m. on any weekday.
Shift work - rostered ordinary hours of work averaging 76 hours per
fortnight.
4 weeks paid annual leave for each year of employment. Annual leave
loading - 17.5% or equal to any additional payments to which the
employee would be entitled for shift, Saturday or Sunday duty.
See 'Personal leave' below.
Annual leave
Sick leave
Personal leave
Long service leave
Carer's leave
Compassionate leave
 An employee, other than a casual employee, is entitled to paid
personal/carer’s leave when they are absent because of:
(a) personal illness or injury; or
(b) personal illness or injury of an employee’s immediate family or
household member who requires the employee's care or support; or
(c) an unexpected emergency affecting an employee’s immediate
family or household member.
 A full-time employee is entitled to paid personal/carer’s leave of 114
hours (120 hours for employees whose ordinary hours of duty
average 80 hours per fortnight). A part-time employee is entitled to a
pro-rata amount of paid personal/carer’s leave based on the parttime employee’s hours of work.
An employee is entitled to 495.6967 hours (three months) long service
leave with pay for each period of ten years’ paid full-time continuous
service in the VPS. An employee who is a part-time employee for the
purposes of clause 13.5 is entitled to long service leave on a pro-rata
basis, calculated on the number of ordinary hours worked. The
entitlement is 521.786 hours for employees whose ordinary hours of
work average 80 hours per fortnight.
An employee, other than a casual employee, is entitled to up to three
days paid compassionate leave on each occasion when a member of the
employee's immediate family or a member of the employee’s household:
(a) contracts or develops a personal illness that poses a serious threat to
his or her life; sustains a personal injury that poses a serious threat to his
or her life; or dies.
22
23
Maternity leave
Parental leave
Paid parental leave - Employees who have, or will have, completed at
least twelve months paid continuous service, are entitled to a combined
total of 52 weeks paid and unpaid parental leave on a shared basis, in
relation to the birth or adoption of their child.
Unpaid parental leave - An employee, who does not satisfy the
qualifying service requirement for the paid components of leave, or an
employee who is an eligible casual employee, shall be entitled to unpaid
parental leave for a period not exceeding 52 weeks.
Same as above. BUT: Subject to clause 46.12.1(a) of the Determination,
except where otherwise agreed, parental leave is to be available to only
one parent at a time, in a single unbroken period, except that both
parents may simultaneously take:
(a) in the case of paid paternity/partner leave, an employee shall be
entitled to a total of ten days paid leave (which need not be taken
consecutively) and up to three weeks unpaid leave in connection with
the birth of a child for whom he or she has accepted responsibility, which
may be commenced one week prior to the expected date of birth; and
(b) in the case of short adoption leave for the secondary care giver, one
week’s paid leave and up to two weeks’ unpaid leave, which may be
commenced at the time of placement.
Same as above, see 'Maternity leave' and 'Primary caregiver leave'.
Back fill leave
Superannuation
Available.
Not specifically mandated by Determination - assume 9%.
Professional
development
Other
N/A
The following additional conditions apply under this Determination:
 Overtime.
 Travelling expenses for private motor vehicle use.
Queensland
Condition
*Applicable
award/agreement
QLD
Health Practitioners’ (Queensland Health) Certified Agreement (No. 2)
2011 (HPEB2)
Work hours
The ordinary hours of work for employees are 38 hours per week.
Annual leave
Not specifically mandated by Agreement - assume 4 weeks.
Sick leave
Not specifically mandated by Agreement - 2 weeks.
Personal leave
See 'Carer's Leave' below.
23
24
Long service leave
Carer's leave
Compassionate leave
Maternity leave
[Schedule 5 to agreement, HR Policy C41] - Queensland Health employees
may apply for long service leave upon completion of seven years continuous
service. Long service leave may be accessed on a half pay basis for a minimum
period of one week. This is an extension of an existing condition of service
and therefore, unless otherwise stated, the same conditions that apply
to long service leave on full pay apply to long service leave on half pay.
Existing employee options in relation to contribution levels (and proportionate
employer contribution and benefit levels) are to apply. Employees are advised
to contact QSuper for advice.
[Schedule 5 to agreement, HR Policy C9] - Employees are entitled to use:
(a) sick leave;
(b) unpaid leave;
(c) recreation leave; or
(d) time off in lieu of overtime when they need to care for members of
their immediate family or household.
An employee may elect, with the consent of Queensland Health, to take
recreation leave not exceeding five (5) days in any calendar year at a
time or times agreed between the parties for the purpose of caring for
members of their immediate family or household. Casual employees
may leave work or be unavailable to attend work for up to two (2) days
each time the employee needs to care for and support members of the
employee’s immediate family or household:
(a) when they are ill; or
(b) because an unexpected emergency arises; or
(c) because of the birth of a child.
See 'Carer's leave' above.
[Schedule 5 to agreement, HR Policy C26]  A female employee is entitled to take approved maternity leave in
one unbroken period at any time after she becomes pregnant,
irrespective of the period of service. This does not apply to maternity
leave that she is directed to take under transfer to safe duties, which
may be taken over one or more periods.
 A woman may start a period of maternity leave at any time within the
six week period immediately before the expected date of birth.
 Maternity leave is to finish no later than the first birthday of the child
in relation to whom the leave is granted, except when the leave is
extended in accordance with the parental leave arrangements.
 An eligible employee (refer section 7.2), whose expected date of birth
has been confirmed in writing by a medical practitioner is entitled to
14 weeks paid maternity leave, to be taken as the initial absence on
such leave, regardless of when the leave is accessed.
 The period of paid maternity leave can be extended by the employee
taking the leave on a half-pay basis, or by taking sick leave while on
paid maternity leave.
Paid pre-natal leave - an eligible employee who presents a medical
certificate from a doctor stating that she is pregnant has access to paid
pre-natal leave up to a total of full-time ordinary hours (36.25 or 38
hours based on the average number of ordinary hours worked in a week)
24
25
Parental leave
Back fill leave
Superannuation
Professional
development
per pregnancy to attend medical appointments prior to the birth of a
child/children.
Employee entitled to:
(a) 14 weeks paid adoption leave at the time of placement or taking
custody of the child, if he or she is the primary caregiver; or
(b) (1) one week paid adoption leave if he or she is the secondary care
giver.
Primary caregiver - access to paid leave up to a total of full-time ordinary
hours (36.25 or 38 hours based on the average number of ordinary hours
worked in a week) per adoption, to attend related interviews/matters
prior to the adoption of a child/children.
Secondary caregiver - access to paid leave under this sub-section, up to a
total of either 7.25 or 7.6 hours (based on the average number of
ordinary hours worked in a day) per adoption, to attend related
interviews prior to the adoption of a child/children.
[Schedule 5 to agreement, HR Policy C26]  An eligible employee (refer section 7.2) who produces a certificate
from a medical practitioner which states the expected date of birth of
the child for whom that employee has accepted responsibility is
entitled to one week paid spousal leave in connection with the birth.
 The period of paid spousal leave can be extended by the employee
taking the leave on a half-pay basis.
 In addition to the paid spousal leave provisions above, an eligible
employee who presents a medical certificate from a doctor stating
that their spouse is pregnant is to have access to paid leave up to a
total of full-time ordinary hours (7.25 or 7.6 hours based on the
average number of ordinary hours worked in a day) per pregnancy to
attend related medical appointments prior to the birth of a child.
Back fill available for clinical project officers, persons working in
emergency, ambulatory, elective surgery, aged care and Districts, where
there is capital works or high growth and demand.
Personal contributions are automatically set at the standard rate of 5%
upon commencement with Queensland Health, however this can vary
between 2% and 5%. Queensland Health contributes a further 7.75% on
top of any individual contribution, as outlined below.
Permanent employees - entitled to three days Professional
Development Leave per annum to attend professional development
sessions. Professional Development Leave will accrue for up to two
years.
Permanent part-time employees – (working at least 15.2 hours per
fortnight) are entitled to Professional Development Leave on a pro-rata
basis. Permanent employees are entitled to the following Professional
Development Allowance:
(a) $2,000 per annum for Category A employees (as identified in HR Policy C15);
(b) $2,500 per annum for Category B employees (as identified in HR Policy C15);
and
(c) $1,500 per annum for all other employees.
Other
Accommodation assistance - rural and remote areas incentives.
25
26
Western Australia
Condition
*Applicable
award/agreement
WA (WA Health employees)
WA Health - Health Services Union
PACTS Industrial Agreement 2011
[applies to majority of allied health
workers employed by WA Health].
Work hours
Ordinary full-time hours of work average 38/hrs per week, which will
usually consist of 5 working days of
7 hours and 36 minutes.
For employees other than shift
workers, the spread of ordinary
hours will be worked between 6.00
a.m. and 6.00 p.m. Monday to
Friday, inclusive.
Annual leave
19 day month - a 4 week annual
leave entitlement is equivalent to
152 hours, that is, equivalent to 19
rostered working days of 8 hours
and one rostered day off.
9 day fortnight - a 4 week annual
leave entitlement is equivalent to
152 hours, that is, equivalent to 18
rostered working days of 8 hours, 27
minutes and 2 rostered days off.
Not specifically mandated by
Agreement - assume 2 weeks.
Sick leave
Personal leave
Permanent full-time employee
receives 114 hourspersonal leave
credits for each year of continuous
service.
26
WA (all other employees)
Public Service and Government
Officers General Agreement 2011
[covers physiotherapists
employed by other government
organisations, i.e. Department for
Sport and Recreation.]
Prescribed hours of duty- 150
hours per four week settlement
period, to be worked between
7.00 a.m. and 6.00 p.m., Monday
to Friday, as determined by the
employer, with a lunch interval of
not less than 30 minutes.
Saturday, Sunday or public
holiday - will attract the following
payment for all ordinary hours
worked:
(a) Saturdays - time and a half;
(b) Sundays - time and three
quarters; and
(c) Public holidays - double time
and a half.
A four week annual leave
entitlement is equivalent to 150
hours, the equivalent to eighteen
rostered working days of 8 hours
20 minutes, and two special
rostered days
off.
Personal leave clause replaces
'Carer's leave' and 'Sick leave' see 'Personal leave' below.
 Each permanent, full-time
employee will have 112.5
personal leave credits for
each year of continuous
service.
 In the year of accrual, the
112.5 hours personal leave
entitlement may be accessed
for illness or injury, carer's
leave, unanticipated matters
27
or planned matters in
accordance with the
provisions of this clause.
Long service leave
 An employee will be entitled to
13 weeks long service leave,
taken in one continuous period
and paid at the base rate of pay,
on the completion of 10 years of
continuous service.
 An employee will be entitled to
an additional 13 weeks paid long
service leave for each
subsequent period of 7 years of
completed continuous service.
Carer's leave
 May be taken on an hourly basis.
In accordance with the Minimum
Conditions of Employment Act
1993 (WA) entitlement to paid
sick leave, in an anniversary year:
the number of hours the
employee is entitled to use for
the purposes of carer’s leave is
up to 76 hours of this
entitlement.
 Access to carer's leave is not
limited to up to 76 hours per
anniversary year, where the
employee has accumulated
personal leave credits in excess
of 76 hours.
2 days paid bereavement leave.
Compassionate leave
27
Subject to Clause 25 of the Public
Service Award 1992:
(a) a period of 7 years of
continuous service in a
permanent and/or fixed term
contract capacity; or
(b) 10 years of continuous service
in a temporary capacity;
shall be entitled to 13 weeks of
long service leave on full pay.
(13 weeks also provided for in
Government Service Officers
Salaries, Allowances and
Conditions Award 1989)
Subject to Clause 32 of the Public
Service Award 1992 and
Government Service Officers
Salaries, Allowances and
Conditions Award 1989: 2 days
paid bereavement leave.
28
Maternity leave
See 'Parental leave' below.
The employer will grant an
employee who is seeking to adopt
a child such unpaid leave as is
required by the employee to attend
any compulsory interviews or
examinations as are necessary as
part of the adoption
procedure. Where paid leave is
available to the employee,
the employer may require the
employee to take such leave in lieu
of unpaid leave.
Parental leave
Employees are entitled to 52 weeks
parental leave in relation to the
birth or adoption of their child:
(a) parental leave is to be available
to only one parent at a time, except
that both parents may
simultaneously access the leave
in the following circumstances:
(i) an unbroken period of 1 week
at the time of the birth of the child;
(ii) an unbroken period of up to
3 weeks at the time of
adoption/placement of the child; or
(iii) where the employer agrees.
N/A
Back fill leave
Superannuation
Agreement - assume 9%.
28
A pregnant permanent or
fixed-term employee must have
completed twelve months
continuous service in the
Western Australian public sector,
as defined under the PublicSector
Management Act 1994
immediately preceding maternity
leave, in order toreceive the
forms of paid leave. An eligible
employee is entitled to 14 weeks
paid maternity leave that will
form part of the 52 week unpaid
entitlement.
An employee who is not taking
maternity leave, adoption leave
or other parent leave is entitled
to one week’s paid partner leave
as prescribed by this clause in
respect of the:
(a) birth of a child to the
employee’s partner; or
(b) adoption of a child who is not
the child or the stepchild of the
employee and/or the
employee’s partner; is under the
age of 16; and has not lived
continuously with the employee
for six months or longer.
Replaced by 'Maternity Leave'.
See above.
N/A
Agreement - assume 9%.
29
Professional
development
16 hours paid professional
development leave per year.
N/A
Other
The following additional conditions
apply under this Agreement:
 Overtime.
 Travel allowance.
 Motor vehicle allowance.
The following additional
conditions apply under this
Agreement:
 Overtime.
 Early access to pro-rata
long service leave.
 Option to cash out
accrued annual leave.
 Remote/rural allowances:
(a) remote community
allowance of $3,500 per
annum, paid fortnightly;
(b) free housing,
electricity and water;
(c) four weeks of remote
community leave for each
completed year of
service. Remote
community leave will
accrue per year and be
taken at the end of the
employee's posting to
the location, unless
otherwise agreed by the
employee and employer.
Absence on remote
community leave will
count for service for all
purposes; and
(d) upon completion of
tenure at remote and
isolated locations,
employees will be given
preference to return to a
location of their choice,
subject to operational
requirements.
South Australia
Condition
*Applicable
award/agreement
SA
South Australian Government Wages Parity (Salaried) Enterprise
Agreement 2010 (amended File No. 00292/2012)
29
30
Work hours
Annual leave
Sick leave
Personal leave
Long service leave
Carer's leave
Compassionate leave
Maternity leave
Applicable agreement in SA to be read in conjunction with S.A. Public
Sector Salaried Employees Interim Award 2006, which specifies 38
hours/wk as ordinary working hours.
4 weeks annual leave.
Not specified in current Agreement. Under S.A. Public Sector Salaried
Employees Interim Award 2006, sick leave was replaced with 'Personal
leave'. But no specific time period defined under 'Personal leave' assume standard 2 weeks.
An employee (other than a casual employee) who has a personal leave
credit:
(a) Is entitled to take personal leave if the employee is too sick to work;
or
(b) Who is on annual leave, is entitled to take personal leave if the
person is too sick to work for a period of at least 3 consecutive days.
Personal leave so taken does not count as annual leave.
Before the period for which personal leave is sought begins, an
employee must give:
(a) 24 hrs notice; and
(b) provide a medical certificate or other evidence of sickness.
The employee is entitled to payment at the employee's ordinary rate
of pay (not including payments in the nature of penalty rates, overtime,
allowances or loadings) for a period of personal leave. Actual number
of days allowed not specified.
Not mandated under this Agreement or any other Agreement/Award to
be read in conjunction with this Agreement. But assume 12 weeks after
10 years of continuous service.
An employee (other than a casual employee) with responsibilities in
relation to a member of the employee’s family who needs the
employee’s care and support due to personal injury, sickness or
unexpected emergency, is entitled to up to 10 days (or the equivalent
in hours) of their accrued sick leave entitlement in any completed year
of continuous service (pro rata for part-time employees).
Under S.A. Public Sector Salaried Employees Interim Award 2006, this
leave is without deduction of pay for a period not exceeding the number
of hours worked by the employee in 2 ordinary days work.
 An employee, other than a casual employee, who has completed
12 months continuous service immediately prior to the birth of the
child, or immediately prior to taking custody of an adopted child
(as applicable), is entitled to: sixteen (16) weeks paid maternity or
adoption leave (as applicable).
 At the time of taking such paid maternity or adoption leave, has
been employed in the SA public sector for not less than five (5)
years (including any periods of approved unpaid leave), will be
entitled to eighteen (18) weeks.
 Part-time employees will have the same entitlements as full-time
employees, but paid on a pro-rata basis according to the average
number of contracted hours during the immediately preceding
12 months (disregarding any periods of leave).
30
31
See 'Maternity leave' above.
Parental leave
See 'Maternity leave' above.
Back fill leave
N/A
Superannuation
Not specifically mandated by Agreement - assume 9%
Professional
development
Reimbursement of the reasonable cost of appropriate professional
development expenses incurred during their employment. Up to 5 days
paid professional development leave over two years to attend approved
professional development for which the employee is entitled to
reimbursement. Any request for leave beyond 5 days will be subject to
the applicable (discretionary) processes within the agency in relation to
paid or unpaid leave.
The following additional conditions apply under this Agreement:
 Travel expenses.
 Reimbursement of childcare costs - Where an employee, other
than a casual employee, is given less than 24 hours prior notice
that the employee is required to work outside of their ordinary
hours of work, and consequently the employee utilises paid child
care, the agency will reimburse the reasonable child care costs
incurred by the employee arising from performing such work.
Other
Australian Capital Territory
Condition
*Applicable
award/agreement
ACT
ACT Public Service Health Directorate (Health Professionals) Enterprise
Agreement 2011-2013
31
32
Work hours
A shift & non-shift work position may have ordinary weekly hours of
either 36.75 (ordinary daily hours 7hrs, 21min) or 38.00 (ordinary daily
hours 7hrs, 36min).
Non-Shift Workers
36.75h/wk - Standard hours are from 8:30 a.m. to 12:30 p.m. and from
1:30 p.m. to 4:51 p.m. Monday to Friday, unless otherwise agreed in
writing by the employee and the manager/supervisor.
38h/wk - Standard hours are from 8:30 a.m. to 12:30 p.m. and from 1:30
p.m. to 5:06 p.m. Monday to Friday, unless otherwise agreed in writing
by the employee and the manager/supervisor.
Shift Worker
*36.75/38 hours for period not exceeding 7 consecutive days
*73.5/76 hours for period not exceeding 14 consecutive days
*147/152 hours for period not exceeding 28 consecutive days
*Any other period of twelve months or less and agreed in writing
between the manager/supervisor and the employee to provide for
average weekly hours of 36.75/38 hours per week over the agreed
period
Annual leave
Sick leave
Annual leave is available to employees, other than casual employees:
 36.75 hour workers = 147 hours annual leave for each full year
worked; or
 38 hour workers = 152 hours annual leave for each full year worked.
 Sunday work for shift-workers: Shift workers who are regularly
rostered to work on Sunday and work at least ten Sundays in a year
will be entitled to an additional five days of paid annual leave per
year. Shift workers rostered to work on less than ten Sundays
during which annual leave will accrue will be entitled to additional
annual leave at the rate of one tenth of a working week for each
Sunday so rostered.
3.6 weeks of personal leave (incl. sick leave) from the first day of service.
Personal leave
3.6 weeks of personal leave from the first day of service.
Long service leave
The head of service may grant long service leave to an employee to the
extent of that employee‘s pro-rata long service leave credits after seven
years eligible service.
3.6 weeks of personal leave (incl. providing care or support to a member
of the employee‘s immediate family, or a member of the employee‘s
household, who is ill or injured) from the first day of service.
5 days of compassionate leave on each occasion of the death of a
member of the employee‘s immediate family or household. 2 days of
compassionate leave on each occasion of personal illness or injury of a
member of the employee‘s immediate family or household that poses a
serious threat to the person‘s life.
Carer's leave
Compassionate leave
32
33
Maternity leave
Parental leave
Back fill leave
Superannuation
Professional
development
Ordinary maternity leave - 52 weeks - entitled to be paid for the first
eighteen weeks of maternity leave and this entitlement is in addition to
the Federal paid parental leave scheme. An employee who is eligible for
maternity leave and who completes twelve months of service within the
first eighteen weeks of maternity leave is eligible for paid maternity
leave for the period between completing twelve months of service and
the end of the first eighteen weeks of maternity leave.
Termination of pregnancy - An employee is eligible for maternity leave,
where termination of the pregnancy occurs within twenty weeks of the
expected date of birth of the child. Where an employee‘s pregnancy
terminates more than twenty weeks before the expected date of birth of
the child, any maternity leave which has been prospectively approved
will be cancelled.
Special maternity leave -Granted without pay for period certified by a
registered medical practitioner, as necessary. Special maternity leave is
available to employees where:
(a) the employee is not fit for work due to a pregnancy related illness, or
(b) the pregnancy of the employee ends within twenty eight weeks of
the expected date of birth, other than by the birth of a living child.
An eligible employee is entitled to 18 weeks of paid leave in relation to
each birth, adoption or care and protection order. Primary care giver
leave is available to employees other than casual employees who are the
primary care giver of a newborn, adopted or foster child, or a child for
whom the employee has enduring parental responsibility due to a care
and protection order. An employee who has completed at least twelve
months service, including recognised prior service, is eligible for primary
care giver leave. Cannot claim if receiving maternity leave at the same time.
2 years of parental leave. Parental leave is in addition to the provisions
available for maternity and primary caregiver leave and is available to
employees to enable them to be absent from duty following the birth or
adoption of a child or the placement of a child in accordance with a care
and protection order.
For the purposes of backfill and performing higher duties, the
requirement for existing staff to have accreditation to perform these
activities will be reviewed as staff attain accreditation.
Not specifically mandated by Enterprise Agreement - assume 9%
 A permanent employee will be entitled to 3 days (22.05 hours based
on 7h, 21m days) of Professional Development Leave per annum (and
pro-rata for part-time employees).
 Professional Development Leave may accrue to a maximum of 6 days
(44.1 hours) over a two-year period.
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34
Other
The following allowances, detailed in Annexure C, may apply to any ACT
public service employee:
 First Aid allowance.
 Linguistic availability/performance allowance.
 Intermittent driving duties allowance.
 Excess fares and travelling time.
 Motor vehicle allowance and additional rates of motor vehicle
allowance.
Tasmania
Condition
*Applicable
award/agreement
TAS
Allied Health Professionals (Tasmanian Public Sector) Industrial
Agreement 2010
Work hours
Annual leave
Sick leave
Personal leave
Ordinary hours of work are 38 hours/week.
Not specifically mandated by Agreement - assume 4 weeks.
See 'Personal leave'.
Personal Leave means leave provided for:
(a) personal illness or injury; or
(b) to care for members of their immediate family or household who are
sick and require care and support; or
(c) to care for members of their immediate family or household who
require care due to an unexpected emergency. The entitlement to
personal leave for an employee who is employed on a permanent fulltime basis is credited in advance and:
(i) is provided on a three-year or triennial cycle, and commences on the
first day of employment and on the 3rd, 6th, 9th and every third
anniversary of employment thereafter:
 1st yr of service - 161.70hr;
 3rd yr - 161.70hr;
 5th yr - add 323.40hrs to existing balance;
 6th yr - 485.10hrs;
 9th yr - 485.10hrs;
 10th yr - add 485.10hrs to existing balance; and
 On the 12th anniversary of service, the existing balance is replaced
and a new credit is provided - 970.20hrs.
Long service leave is provided for in the Long Service Leave (State
Employees) Act 1994. An employee who has completed at least 10 years
of continuous employment is entitled to a period of long service leave
[specific period of leave not defined in Act]. An employee is not entitled
to be credited with a period of long service leave in excess of 100 days,
unless the Minister has given permission, as provided by section 16.
See 'Personal leave'.
Long service leave
Carer's leave
34
35
Compassionate leave
In the event of the death of a member of the employee's immediate
family or household, an employee is to be granted bereavement leave
upon application being made to and approved by the employer without
loss of pay or entitlement to continuous service for a period of up to ten
days, with the discretion of the employer to grant additional paid leave.
After 12 months continuous service, parents are entitled to a combined
period of up to 52 weeks unpaid parental leave on a shared basis in
relation to the birth or adoption of a child. For females, maternity leave
may be taken and for males paternity leave may be taken. Adoption
leave may be taken in the case of adoption.
See 'Maternity leave'.
Parental leave
See 'Maternity leave'.
Back fill leave
N/A
Superannuation
Not specifically mandated by Industrial Agreement - assume 9%
Professional
development
An allied health professional can apply for reimbursement for
expenditure related to professional development/training. A cap of
$1,000 applies every two years at an individual level. An Allied Health
professional may, by application, seek approval for the accumulation
cap to be increased, providing funds are available.
The following additional conditions apply under this Industrial
Agreement:
 Night shift allowance - 22.5% on top of ordinary rate for such
a shift.
 Overtime.
 Meal allowance.
 Travel allowance.
 Allowance for being stationed in remote location - $3,364.00
(employee with dependant relatives residing with them)
and $1,681.00 (no dependants).
Maternity leave
Other
Northern Territory
Condition
*Applicable
award/agreement
NT
Northern Territory Public Sector (NTPS) 2010 - 2013 Enterprise
Agreement
Work hours
The ordinary hours of duty for all full-time employees will be 36.75 per
week, or 38 hours per week, as specified in the relevant Schedule.
35
36
Annual leave
Sick leave
Personal leave
Long service leave
Carer's leave
Compassionate leave
Pursuant to Northern Territory of Australia Public Sector Employment
and Management By-Laws (effective 1 January 2012):
(a) four (4) weeks paid recreation leave per year;
(b) an additional two (2) weeks paid recreation leave per year if normally
stationed in the Northern Territory or under any condition the
Commissioner so determines.
An additional seven (7) consecutive days, including non-working days
paid recreation leave per year for a seven (7) day shift worker, provided
that a shift worker rostered to perform duty on less than 10 Sundays
during a year is entitled to additional paid recreation leave at the rate of
half a day for each Sunday rostered.
Sick leave incl. in 'Personal Leave' below. An employee employed on an
ongoing basis is entitled to: three (3) weeks paid personal leave on
commencement of employment. An employee employed on a fixed
period basis is entitled to:
(a) two (2) days paid personal leave on commencement of employment;
(b) up to one week of paid personal leave for each period of two (2)
months service, provided that the total leave does not exceed three (3)
weeks within the first 12 months of service; and
(c) three (3) weeks paid personal leave annually on the anniversary of
the employee's commencement date. A part-time employee will receive
paid personal leave on a pro-rata basis in accordance with his/her agreed
hours of work.
3 weeks paid personal leave can be taken because of a:
(a) personal illness or injury suffered by the employee (sick leave); or
(b) to provide care or support to a member of the employee's immediate
family or household who requires such care or support because of:
(i) a personal illness or injury of the member; or
(ii) an unexpected emergency affecting the member (carer's leave).
and Management By-Laws (effective 1 January 2012): An employee is
entitled to paid long service leave:
(a) of three (3) calendar months after completing 10 years of continuous
service; and
(b) for service after 10 years, an additional three (3) tenths of a month
on completion of each subsequent year of continuous service.
and Management By-Laws (effective 1 January 2012): In the event of the
death of, or a serious illness posing a threat to the life of an employee's
immediate family or household member - an employee is entitled to
three (3) days of paid compassionate leave.
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Maternity leave
Back fill leave
Ordinary maternity - 52 weeks - unpaid (less than 12 months continuous
service, or eligible casual).
Ordinary maternity - 36 months - (based on at least 1 and less than
5 years continuous service).
Ordinary maternity - 36 months - (based on at least 5 years continuous
service).
 Adoption (primary carer upon initial placement of child) – 52 weeks
– unpaid (less than 12 months continuous service, or eligible casual).
 Adoption (primary carer upon initial placement of child) – 36
months (based on at least 1 and less than 5 years continuous
service).
 Adoption (primary carer upon initial placement of child) – 36
months (based on at least 5 years continuous service).
 Adoption (partner) – 3 weeks at time of placement – (less than 12
months continuous service, or eligible casual).
 Adoption (partner) – 3 weeks at time of placement – (based on at
least 1 year and less than 5 years continuous service).
 Adoption (partner) – 3 weeks at time of placement – (based on at
least 5 years continuous service).
 Adoption (partner) – 52 weeks – (less than 12 months continuous
service, or eligible casual).
 Adoption (partner) – 36 months.
 Pre-Adoption Leave to attend interviews – casual employees.
 Unpaid paternity/partner (less than 12 months continuous service,
or eligible casual).
 Paternity/partner (based on at least 1 and less than 5 years
continuous service).
 Paternity/partner (based on at least 5 years continuous service).
N/A
Superannuation
Not specifically mandated by Enterprise Agreement - assume 9%
Professional
development
Professional Development Allowance - this allowance is paid to
a professional classification employee on a reimbursement basis,
to offset professional development costs they have incurred.
The following additional conditions apply under this Enterprise
Agreement:
 Meal allowance.
 Excess travel.
 Overtime.
 Electricity subsidy for employees in remote localities.
Parental leave
Other
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Comparative Analysis of National Conditions
Work hours
Ordinary hours of work across all Australian states and territories are 38 hours per week.
The exception is WA employees (working for a government entity other than WA Health) for whom
prescribed hours of duty are 37.5 hours per week. In the ACT and TAS, an ordinary week may comprise
either 36.75 ordinary daily hours or 38 ordinary daily hours.
Annual leave
4 weeks. In Victoria, an annual leave loading of 17.5% applies. In the ACT, shift workers who are
regularly rostered to work on Sunday and work at least 10 Sundays in a year will be entitled to an
additional 5 days of paid annual leave per year. Shift workers rostered to work on less than 10 Sundays
during which annual leave will accrue, will be entitled to additional annual leave at the rate of one tenth
of a working week for each Sunday so rostered. In the NT, an additional 2 weeks paid recreation leave
per year are granted if the employee is not normally stationed in the NT, if stationed for instance in
remote areas outside the central cities of Darwin, Catherine and Alice Springs. A 7-day shift worker
in the NT is also entitled to an additional 7 days annual leave.
Sick leave
Various. 10 days annual leave allowed for in NSW, QLD, WA and SA. Though WA makes allowance
for 10 ‘sick leave’ days, it allows 15 days for ‘personal leave’. 15 days sick leave allowance in Victoria
and the NT. The ACT allows a sick leave credit of 18 days per calendar year. In TAS, sick leave is the
same as ‘Personal leave’ and 21 days allowance is permitted after one year of service (and the leave
accrues accordingly for continuing years of service). Clearly, the ACT and TAS allow the greatest sick
leave benefits.
Carer’s leave
Various - noting that not all states and territories make allowance for carer’s leave. In QLD, full-time
employees are entitled to take 5 days off in any calendar year for the purpose of caring for members
of their immediate family or household and casual employees are entitled to 2 days carer’s leave.
In WA, SA and the ACT employees are entitled to take the equivalent in hours of accrued sick leave
entitlements to care for a sick or injured member of their family. In WA, employees are entitled to up
to 10 days of carer’s leave. In SA, an employee (other than a casual employee) is entitled to up to
10 days (or the equivalent in hours) of their accrued sick leave entitlement to care for a sick or injured
member of their family in any completed year of continuous service. In the ACT, employees are entitled
to 18 days of personal leave in total (including carer’s leave) from the first day of service. The ACT again
makes the greatest provisions for an employee to potentially use their 18 days total entitlement to
personal leave to care for a sick or injured member of their household.
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39
Long service leave
Various. In Victoria, NT and WA, 3 months long service leave is granted after 10 years of continuous
service. In TAS, after 10 years of service, an employee is entitled to no more than 4.5 months annual
leave. In QLD and WA (for employees working for a government entity other than WA Health) and ACT,
employees can apply for long service leave upon 7 years of continuous service. In SA, long service leave
is not mandated but assume standard 12 weeks allowance after 10 years of continuous service.
In regards to long service leave, TAS offers the greatest leave benefits, with an entitlement of up to
(but not exceeding) 4.5 months annual leave credit.
Compassionate leave
Various. In NT, NSW and Victoria, 3 days compassionate leave allowance. 2 days paid bereavement
leave permitted in WA and SA. In the ACT, 2 days compassionate leave granted for each occasion of
personal illness or injury and 5 days compassionate leave for each occasion of the death of a member
of the employee’s immediate family or household. In TAS, an employee is entitled to 10 days
compassionate leave, with the discretion of the employer to grant additional paid leave. In QLD,
compassionate leave comes under ‘Carer’s leave’. TAS compassionate leave benefits are the most
generous, with an entitlement of up to 10 days compassionate leave.
Maternity leave
Various, though new national maternity leave payments will supersede some of the awards and
12 weeks paid maternity leave will be available across all states under the new maternity leave
provisions. In NSW, 14 weeks paid maternity leave is granted after 40 weeks continuous service prior
to the expected date of birth. An employee in NSW and QLD both is also entitled to no more than
a further unpaid 12 months maternity leave after the actual date of birth. In Victoria, employees are
entitled to 52 weeks paid and unpaid parental leave. In WA, paid maternity leave is granted for 14
weeks but employees are entitled to up to 52 weeks unpaid leave. Similarly, in the ACT, employees are
entitled to take up to 52 weeks unpaid leave and 18 weeks paid maternity leave. In SA, an employee is
entitled to 16 weeks paid maternity leave after 12 months of service and 18 weeks paid maternity leave
after five years of service. In TAS, after 12 months of continuous service, parents are entitled to a
combined period of 52 weeks unpaid parental leave. No paid maternity or parental leave for TAS.
In the NT, ordinary maternity leave comprises 52 weeks unpaid leave for less than 12 months of
continuous service, 36 months unpaid leave based on at least 1 and less than 5 years continuous service
and equally for 5 years total continuous service. In Victoria, the maternity leave conditions are the
greatest, with an allowance for 52 weeks paid parental leave (and provision made to elect up to
52 weeks unpaid leave as well). Allied health practitioners practicing in TAS and NT fare the worst,
with no provisions made for paid maternity leave in these jurisdictions. As for other jurisdictions,
paid maternity leave provisions average between 14 and 18 weeks.
Various. In many states, no provision is made specifically for primary caregiver leave. The exceptions
are Victoria, where the same entitlements apply as for maternity leave, except paid paternity/partner
39
40
leave may be granted for up to 10 days paid leave (or three weeks unpaid leave) and up to three weeks
unpaid leave in connection with the birth or adoption of a child for whom he or she has accepted
responsibility. Victoria permits one week’s paid leave (or up to two weeks unpaid leave) for a secondary
caregiver. In QLD, an employee is entitled to 14 weeks paid adoption leave at the time of placement or
taking custody of a child or 1 week paid adoption leave if he or she is the secondary caregiver. In WA,
one week’s paid partner leave is available to WA employees (working for a government entity other
than WA Health). In the ACT, 18 weeks of paid leave is granted in relation to each birth, adoption or
care and protection order. The ACT offers by far the most generous provisions for the birth, adoption or
care and protection order relating to any child, with an allowance of 18 weeks entitlement to paid leave.
In other jurisdictions, a week’s paid primary caregiver leave is standard, with Victoria individually
allowing for two weeks paid paternity/partner leave in total.
Parental leave
Various. Not all states and territories allow for paid parental leave. In NSW, an employee who has
completed 40 weeks continuous service prior to the expected date of birth of the child is entitled to a
period of leave not exceeding 52 weeks but this includes only one week of paid leave. A one week paid
spousal leave entitlement applies also for QLD. In WA, for employees of WA Health, parental leave
of 52 weeks is available to only one parent at a time. In the ACT, up to 2 years of parental leave is
permitted for maternity and primary caregiver leave. In NT, employees are entitled to unpaid
paternity/partner leave, depending on the length and continuity of service provided by the employee.
Conditions for paid parental leave appear to be the best in WA, with a parental leave allowance of 52
weeks available to either parent (but only one parent at a time). Other jurisdictions make allowance
for either one week of paid leave only or longer periods of up to 2 years unpaid leave.
Back fill leave
In Victoria and ACT, back fill leave is available. In QLD, back fill leave is available for clinical project
officers, persons working in emergency, ambulatory, elective surgery, aged care and Districts,
where there is capital works or high growth and demand.
Superannuation
9% of salary. Personal contributions will automatically be set at the standard rate of 5% upon
commencement with Queensland Health, however this can be varied between 2% and 5%.
Queensland Health will contribute 7.75% on top of your individual contribution.
Professional education of staff members
Various. Not all states and territories make allowance for professional development provisions.
In QLD, allowance is made for professional development of 3 days per annum for permanent
employees, to attend professional development sessions. Professional development leave will accrue
for up to two years. In QLD, permanent part-time employees are entitled to leave on a pro-rata basis
and PD allowance between $1,500 and $2,000, depending on the Category of employee entitled
to leave. Employees of WA Health are entitled to 16 hours paid professional development leave
per year. SA allows for up to 5 days paid professional development leave over two years. In the ACT,
40
41
a permanent employee will be entitled to 3 days professional development leave per annum. Tasmania
makes allowance for $1,000 for every two years at an individual level. NT provides for reimbursement
of professional development allowance, to offset costs incurred by employees (but amount of
reimbursement not specified). It is difficult and potentially arbitrary to compare whether, say $2,000
of PD allowance equals to 3 days allowance for PD and obviously, the costs of various PD courses varies.
Regardless, the conditions are quite generous across all states and territories, with the exception of
NSW, Victoria and WA (non-WA Health employees) who make no allowance for PD development
payouts. Many departments will make allowance for professional development and education of their
staff, within hospital budgets.
Other
Overtime meal allowance and travel allowance standard. NSW provides climatic and isolation
allowance, QLD provides accommodation assistance to rural and remote areas incentives and NT
provides an electricity subsidy for employees in remote locations. WA provides a $3,500 remote
community allowance/fortnight and free housing, electricity and water and 4 weeks of remote
community leave for each completed year of service. Similarly, TAS allows $3,364 for an employee
with dependant relatives residing with them and $1,681 for an employee with no dependants.
TAS also permits an impressive night-shift allowance of 22.5% on top of the ordinary rate for such
a shift. Uniquely, SA provides for reimbursement of childcare costs when an employee is given less
than 24 hours prior notice that the employee will be required to work outside of their ordinary hours
of work and consequently, the employee utilises paid child care. Provisions are quite reasonable
across the various states and territories of Australia, in particular rural incentives offered in WA are
quite impressive. Jurisdictions which make provisions for climatic and isolation allowance in rural
and remote areas are likely to attract talented and highly skilled practitioners to these regions.
41
Appendices
Appendix 1 – APA Proposed Career Development Structure for Physiotherapists (Clinical)
APA Career Stage
Category
Level of Competency
Physiotherapist
Education Level
Breadth of Skill Development
Establishment of entry level competencies across the
Standard Caseload
Requires assistance with complex clients.
Scope of Practice
Manages predominantly non-complex clients in core
areas of physiotherapy.
Professional Development
Minimal. May include some student supervision
towards end of year.
Leadership Status
Non-leader/entry level physiotherapist
Specialisation Profile
Graduate Entry (Tier 1)
Graduate physiotherapist in their first year
42
APA Career Stage
Category
Level of Competency
Stage 2 - Junior Physiotherapist
Education Level
and
Commenced Introductory level (level 1) APA
professional development standards.
Physiotherapist who has completed at
least one year of physiotherapy work and
is working across a range of physiotherapy
specialties.
Standard Caseload
Consolidation of entry level competencies across
Requires regular supervision with complex clients.
Scope of Practice
Manages predominantly non-complex clients, with
some complex clients in core areas of physiotherapy.
APA Level 1 Introductory professional development
program.
Leadership Status
Junior Physiotherapist – may provide informal
assistance to Stage 1 and other Stage 2
physiotherapists.
Tier 1-2
43
APA Career Stage
Category
Level of Competency
Physiotherapist
Education Level
Achieved each of:
 Entry Level Physiotherapy qualification,
completed Introductory level (level 1) APA
professional development modules and
 Commenced Level 2 APA professional
development modules.
Well-developed competencies across the core areas
Early development of more specific knowledge in
chosen specialty.
Standard Caseload
Independently manages most complex clients in
chosen specialty.
Requires occasional supervision with complex clients
Scope of Practice
Manages most complex clients in chosen specialty,
with developing proficiency.
Commenced Level 2 APA Professional Development
Program.
May provide some internal professional
development for other staff.
Leadership Status
Senior Physiotherapist. Provides formal supervision
to Stage 1 and 2 physiotherapists.
Tier 2-3
Physiotherapist who has completed at
least 2-3 years of physiotherapy work, has
started the APA level 2 professional
development program and is working
primarily in a specialty area of
physiotherapy (e.g. musculoskeletal
physiotherapy).
44
APA Career Stage
Category
Level of Competency
Physiotherapist
Education Level
Achieved both of the following:
 Entry Level Physiotherapy qualification and
completed Level 2 APA professional
development modules
 And one of the following :
o Commenced approved specialist
physiotherapy Masters/PhD or
o Commenced Titled Physiotherapist
training via Experiential Pathway.
Moderate development of more specific knowledge
Standard Caseload
Independently manages complex clients in chosen
specialty.
Provides supervision/assistance with complex clients
for Stage 1-3 physiotherapists in chosen specialty.
Scope of Practice
Manages all complex clients in chosen specialty with
good proficiency.
Completed APA Level 2 Professional Development
Program.
Regularly provides professional development of
other staff on clinical specialty.
Leadership Status
Senior physiotherapist/Assistant Stream Leader
Tier 2-3
Physiotherapist who has completed the
APA level 2 professional development
program and is working primarily in a
single specialty area of physiotherapy.
45
APA Career Stage
Category
Level of Competency
Education Level
Physiotherapist who has qualified for APA
titled membership and is working
primarily in a single specialty area of
physiotherapy.
Completed approved Physiotherapy Masters degree
or PhD
or
ACP Titled Physiotherapist by Experiential Pathway.
Sub expert physiotherapist in clinical specialty.
their clinical specialty.
Standard Caseload
Independently manages complex clients and
provides leadership to Stage 1-4 physiotherapists in
chosen specialty.
Scope of Practice
Manages all complex clients in chosen specialty with
excellent proficiency.
Completed APA Level 3 Professional development
Pathway and/or entitled to undertake ACP Training
Program.
Responsible for strategic development of clinical
stream’s professional development plan.
Leadership Status
Stream Leader/Chief Physiotherapist
Tier 3- 4 Titled Physiotherapist
46
APA Career Stage
specialist membership, is working
primarily in a single specialty area of
physiotherapy and is considered a clinical
leader in their chosen specialty.
Category
Education Level
Level of Competency
or
Expert physiotherapist in clinical specialty.
clinical specialty.
Contributing to knowledge base of clinical specialty.
clinical specialty.
specialty.
Completed ACP Training Program.
Extensive provider of professional development in
specialty area.
Nationally recognised leader in clinical specialty.
Clinical leader in physiotherapy specialty within
physiotherapy department or network.
Standard Caseload
Scope of Practice
Leadership Status
Specialist Physiotherapist /FACP (Tier 5).
Leader in a clinical specialty (these are Sports,
Musculoskeletal, Gerontology, Neurology,
Occupational Health, Cardiorespiratory, Continence
and Women’s Health, Paediatric and Aquatic).
47
APA Career Stage
Category
Level of Competency
Education Level
or
Expert physiotherapist in clinical sub-specialty.
Contributes to knowledge base of clinical subspecialty.
Highly advanced scope of practice in chosen subspecialty.
Extensive provider of highly specialised professional
development to a range of physiotherapists in their
Nationally recognised leader in clinical sub-specialty.
Provides consultative physiotherapy advice to
network of physiotherapy services in chosen subspecialty.
Specialist Physiotherapist /FACP (Tier 5).
Leader in a clinical sub-specialty.
specialist membership, is working
primarily in a single sub-specialty area of
physiotherapy and is considered a clinical
leader in their chosen sub-specialty.
Standard Caseload
Scope of Practice
Leadership Status
48
Appendix 2 – APA Titling and Specialisation Pathway
49
Appendix 3 – ACT Definitions of HP Level 1-6 Classifications
Pay Points and Increments
C5.1 A person who is engaged by the Directorate, or an employee who is promoted or is
approved to perform the duties of a higher office, is entitled to be paid at the first pay point
for the classification level.
C5.2 Despite C5.1, the head of service may approve a person who is engaged by the Directorate,
or an employee who is promoted or approved to receive higher duties allowance, to be paid
at a higher pay point within that classification level.
C5.3 Increments apply to both an employee's permanent and higher duties classification. When
an employee has completed twelve months higher duties within a twenty four month period
an increment will be paid and all further instances of higher duties will be paid at this level.
C5.4 Previous service at a higher duties pay must be considered when determining a pay point
should the employee be promoted to that classification, and will be used to determine the
date at which increments fall due.
C5.5 An employee is entitled (subject to there being no Underperformance or Discipline action
undertaken in accordance with Section H – Workplace Behaviours) to be paid an annual
increment on and from the relevant anniversary of the date of commencement in the
position for the employee concerned.
C5.6 Accelerated incremental advancement may occur as follows:
(a) a person who is engaged by the Directorate, or an employee who is promoted or
approved to perform higher duties, may be paid at a higher pay point within that
classification level.
(b) the head of service may approve the payment of additional accelerated increments to
the employee:
(i) at the time annual incremental advancement is due: i.e., at the time an employee
is eligible for annual incremental advancement (either in the substantive or higher
duties position), or
(ii) at any other time between periods of annual incremental advancement, subject
to a maximum of two additional increments within the classification range being
awarded to the employee in a twelve month period (excluding any additional
increments awarded to the employee on commencement in the position in
accordance with subclause C5.2).
(c) where an employee is awarded additional accelerated increments over the twelve month
period between the payments of annual increments in accordance with paragraph C5.6 (b),
the employee is still eligible for the payment of an annual increment, and the date of effect
of the annual increment will remain unchanged.
C5.7 In considering whether to approve payment at a higher pay point (as per subclause C5.2),
or accelerated advancement (as per subclause C5.6), the head of service will take into
account such factors as:
(a) the employee‘s:
(i) qualifications; and
(ii) relevant work and personal experience; and
(iii) current pay; and
(iv) ability to make an immediate contribution; and
(b) difficulties in attracting and retaining suitable employees.
HP3 Personal Upgrade
C5.8 The top two pay points of the HP3 may only be accessed once a HP3 has been assessed as
meeting the requirements of the Recognition of Excellence Scheme.
C5.9 The HP 3 upgrade criteria and process will be reviewed during the life of the Agreement.
50
Appendix 4 – NSW Definitions of Level 1-8 Classifications
Classification of Health Professional Positions
Level 1
Health professionals employed at Level 1 are newly qualified employees. Health professionals
at this level are beginning practitioners who are developing their skills and competencies.
Level 1 staff are responsible and accountable for providing a professional level of service to the
health facility.
Level 1 staff work under discipline specific professional supervision. Level 1 staff exercise
professional judgement commensurate with their years of experience, as experience is gained,
the level of professional judgement increases and direct professional supervision decreases.
Level 1 staff participate in quality activities and workplace education.
After working as a health professional for 12 months, Level 1 staff may be required to provide
supervision to undergraduate student on observational placements and to work experience
students.
Commencing rates for Level 1 staff are prescribed in Clause 5 Salaries.
Level 2
Progression to Level 2 from Level 1 is automatic following completion of 12 months satisfactory
service at the Level 1 Year 4 salary step.
Level 2 health professionals are expected to have obtained respective new practitioner
competencies and to perform duties in addition to those at Level 1.
Health professionals at this level are competent independent practitioners who have at least 3 years
clinical experience in their profession and work under minimal direct professional supervision.
Positions at this level are required to exercise independent professional judgement on routine
matters. They may require direct professional supervision from more senior staff members when
performing novel, complex or critical tasks.
Level 2 staff may be required to supervise Level 1 health professionals and technical and support
staff as required.
Level 2 health professionals may be required to teach and supervise undergraduate students,
including those on clinical placements.
Positions at this level assist in the development of policies, procedures, standards and practices,
participate in quality improvement activities and may participate in clinical research activities
as required.
Sole practitioner allowance is only payable in the circumstances prescribed in Clause 6 Sole
Practitioner Allowance.
51
Levels 3 and 4
Positions at Levels 3 and 4 may have a clinical, education or management focus or may have
elements of all three features.
Health professionals working in positions at Levels 3 and 4 are experienced clinicians who possess
extensive specialist knowledge or a high level of broad generalist knowledge within their discipline.
Level 3 and 4 staff demonstrate advanced reasoning skills and operate autonomously with minimum
direct clinical supervision. Level 3 and 4 staff provide clinical services to client groups and
circumstances of a complex nature requiring advanced practice skills. They are able to apply
professional knowledge and judgement when performing novel, complex or critical tasks specific
to their discipline.
Staff at this level are expected to exercise independent professional judgement when required
in solving problems and managing cases where principles, procedures, techniques and methods
require expansion, adaptation or modification.
Level 3 and 4 staff have the capacity to provide clinical supervision and support to Level 1 and 2
health professionals, technical and support staff. Level 3 and 4 staff are involved in planning,
implementing, evaluating and reporting on services. Level 3 and 4 staff identify opportunities
for improvement in clinical practice, develop and lead ongoing quality improvement activities
with other staff.
The expertise, skills and knowledge of a Level 3 or 4 health professional is such that they may have
the responsibility of a consultative role within their area(s) of expertise. Level 3 and 4 staff may also
conduct clinical research and participate in the provision of clinical in-service education programs
to staff and students.
Level 3 and 4 staff may be required to manage specific tasks or projects. Roles that may be
undertaken at Levels 3 and 4 include, but are not limited to, the following:
Senior Clinician
The employer will establish Senior Clinician positions at Level 3 or Level 4 as it deems appropriate
based on the needs of the service.
Health professionals at Level 2 may also make application to the employer for personal progression
to a Senior Clinician Level 3. A Senior Clinician Level 3 may make such an application to progress to
Level 4. Such personal progression will be via the process prescribed in Clause 13 - Personal
Regrading.
Senior Clinician Level 3
Level 3 Senior Clinicians include the following:
A health professional who has a recognised clinical specialty within their discipline and works in an
area that requires high levels of clinical expertise and knowledge in that specialty.
A health professional with generalist skills who would usually work in a regional or rural area and
would possess high level clinical skills enabling them to work across a range of clinical areas within
their discipline.
A Level 3 Senior Clinician may have an operational/supervisory role in a small facility. This would be
under the direction of a Department Head with responsibilities across a zone, region or cluster.
52
Senior Clinician Level 4
In addition to applying high level clinical skills as expected for a Senior Clinician, Level 4 Senior
Clinicians may be specialists or generalists as follows:
A Level 4 Senior Clinician’s expertise in their area of specialty is such that they provide a consultancy
service in their speciality area across an Area, geographic region or clinical network.
A Level 4 Senior Clinician’s breadth of knowledge and expertise in general practice is such that they
provide a consultancy service on a range of clinical areas within their discipline across an Area,
geographic region or clinical network. A generalist Level 4 Senior Clinician would usually work in
a rural or regional area.
Level 4 Senior Clinicians provide advice to service managers on clinical service delivery development,
practice and redesign. A Level 4 Senior Clinician will have the ability to assist and provide guidance
to service managers in the development of clinical services in response to demand and client needs.
Level 4 Senior Clinicians make a contribution to education activities related to their area of expertise.
Deputy Department Head
Deputy to a Department Head at Level 5 as well as maintaining a clinical load - Level 3. Deputy to
a Department Head at Level 6, as well as maintaining a clinical load - Level 4.
Whilst the criteria for a Deputy Department Head will generally rely upon the Level of the
Department Head, this does not preclude the employer from taking into account other aspects
or demands of the role required including a significant variance between the actual number
of staff supervised to the FTE figure, organisational complexity, range and scope of duties
and other responsibilities to be undertaken.
Unit Head or Team Leader
A unit head or team leader is responsible for the leadership, guidance and line management of
a multi-disciplinary clinical unit or specialist team that may work across a geographic region, zone or
clinical network. The work involves supervision of other health professionals or other technical and
support staff as well as a clinical load.
Up to 5 other full time equivalent health professionals or other technical or support staff providing
clinical input - Level 3
More than 5 - 10 other full time equivalent health professionals or other technical or support staff
providing clinical input - Level 4
The criteria for a unit head or team leader will generally rely upon the number of full time equivalent
(FTE) health professionals or other technical or support staff supervised, although this does not
preclude the employer from taking into account other aspects or demands of the role required
including a significant variance between the actual number of staff supervised to the FTE figure,
organisational complexity, range and scope of duties and other responsibilities to be undertaken.
Department Head (Level 4)
Where the department contains up to 5 full time equivalent health professionals or other technical
or support staff providing clinical input Department Heads at Level 4 are also required to maintain
a clinical load
53
The criteria for a Department Head will generally rely upon the number of full time equivalent (FTE)
health professionals or other technical and support staff within a department. This does not
including a significant variance between the actual number of staff managed to the FTE figure,
Student Educator - (Level 4)
A student educator is responsible for the discipline specific clinical supervision, teaching and
co-ordination of educational activities for students on clinical placements within one or more
health facilities. This involves liaison with education providers regarding educational outcomes
of the clinical placement and student education and placement quality evaluation within an area,
region, network or zone. The work may include contributing to discipline workforce research
or clinical placement improvement initiatives.
A student educator may also be required to undertake research into adult education principles,
models of best practice in training and education and training program development as required,
in order to support and improve the delivery of training to students. The student educator may
also have a clinical load.
Levels 5 and 6
Positions at Levels 5 and 6 may have a clinical, education or management focus or may have
elements of all three features.
Positions at Levels 5 and 6 deliver and/or manage and direct the delivery of services in a complex
clinical setting.
Staff at this level perform novel, complex and critical discipline specific clinical work with a high level
of professional knowledge and by the exercise of substantial professional judgement.
Health professionals at this level would undertake work with significant scope and/or complexity
and/or undertake professional duties of an innovative, novel and/or critical nature without direction.
Work is usually performed without direct supervision with a discretion permitted within the
boundaries of broad guidelines to achieve organisational goals.
Roles that may be undertaken at Levels 5 and 6 include, but are not limited to, the following:
Department Head
Department Heads at these levels may also be required to maintain a clinical load.
Where the department contains more than 5 - 15 other full time equivalent health professionals
or other technical and support staff providing clinical input - Level 5
or other technical and support staff providing clinical input - Level 6
health professionals or other technical and support staff within a department. This does not
54
Deputy to a Department Head at Level 7, Grade 1, as well as maintaining a clinical load - Level 5
Deputy to a Department Head at Level 7, Grade 2, as well as maintaining a clinical load - Level 6.
The criteria for a Deputy Department Head will generally rely upon the Level of the Department
Head. This does not preclude the employer from taking into account other aspects or demands
of the role required including a significant variance between the actual number of staff managed
to the FTE figure, organisational complexity, range and scope of duties and other responsibilities
to be undertaken.
A unit head or team leader is responsible for the leadership, guidance and line management of a
multi-disciplinary clinical unit or specialist team that may work across a geographic region, zone or
clinical network. The work involves supervision of other health professionals or technical or support
staff as well as a clinical load.
health professionals or other technical or support staff supervised, although this does not preclude
the employer from taking into account other aspects or demands of the role required including a
significant variance between the actual number of staff managed to the FTE figure, organisational
complexity, range and scope of duties and other responsibilities to be undertaken.
Health Professional Educator (Level 5)
This position facilitates learning and professional development for health professionals, technical
and support staff. The Health Professional Educator may work across a geographic region, zone or
clinical network. The Health Professional Educator is responsible for the design, development,
delivery and evaluation of education programs including continuing professional education, new
graduate orientation and general staff development courses. The role may also entail instructional
design and research into education best practice to support ongoing learning and development of
clinical staff.
Clinical Specialist (Level 6)
Discipline specific clinical specialists are recognised as experts in their field at an advanced level of
clinical expertise and practice.
This advanced level of expertise will be demonstrated by the fact that the health professional:


has extensive experience in their field of expertise; and
is actively contributing to their clinical field of expertise by presenting papers at conferences
and contributing to peer reviewed journals
55
A clinical specialist will possess



clinically relevant post graduate qualifications; or
have gained peer recognition by a panel of discipline colleagues, professional association
or professional registration body in the relevant clinical speciality area; or
a substantive academic conjoint appointment.
In recognition of their superior clinical expertise, a position at this level is responsible for quality
assurance, development of better practice and clinical research within a facility and is actively
involved in teaching staff and students in their field of expertise. The clinical specialist also has
responsibility for education support to other clinicians in the management of patients requiring
ongoing specialist treatment in a geographic network, region or zone. Clinical specialists will also
participate on relevant high level committees. A clinical specialist can also undertake, dependent
on workloads, specific supervisory, management or educative roles.
Level 7
Positions at Level 7 are managers, leaders or deputy managers of large units, teams or departments.
The work requires considerable co-ordination and the position is responsible for human, physical
and financial resources. The position contributes directly to the development of policy for the work
area and must have a sound understanding of the broader policy and strategic context.
Programs, strategies and priorities are generally decided at a higher management level but positions
at this level have the authority to decide how to achieve results within the limits of available
resources.
Decisions at this level have direct consequences on the achievement of results for the area for which
the position is responsible.
Level 7 positions may maintain a clinical load or may be required to provide an expert speciality
consultancy role in their area of expertise.
The size and complexity of the areas managed and the consequent impact on the nature of the work
and are reflected in the different grading of positions as follows:
Deputy to a Department Head at Level 7, Grade 3, as well as maintaining a clinical load - Level 7,
Grade 1.
Whilst the criteria for a Deputy Department Head will generally rely upon the Level of the
Department Head, this does not preclude the employer from taking into account other aspects
or demands of the role required including a significant variance between the actual number
of staff managed to the FTE figure, organisational complexity, range and scope of duties and
other responsibilities to be undertaken.
A unit head or team leader is responsible for the professional leadership, guidance and line
management of a multi-disciplinary clinical unit or specialist team that may work across a geographic
region, zone or clinical network. The work involves supervision of other health professionals or
technical or support staff.
56
More than 30 - 45 other full time equivalent health professionals or technical and other staff
providing clinical input - Level 7, Grade 1
More than 45 - 60 full time equivalent health professionals or technical and other staff providing
clinical input - Level 7, Grade 2
(FTE) health professionals or technical and other support staff supervised, although this does not
Department Head
or technical and other support staff providing clinical input - Level 7, Grade 1
Where the department contains more than 55 other full time equivalent health professionals
health professionals or other support staff within a department. This does not preclude the
employer from taking into account other aspects or demands of the role required including a
significant variance between the actual number of staff managed to the FTE figure, organisational
complexity, range and scope of duties and other responsibilities to be undertaken.
Level 8 - Discipline Specific Director/Advisor
Positions at this level lead, direct, co-ordinate and provide strategic advice on major functions
or work areas within a Local Health District(s), a geographic region, zone or clinical network.
Positions at this level will make a major contribution towards the development and achievement
of the strategic directions of the Local Health District(s). They have significant responsibility for
the resources under their control.
Discipline Directors/Advisors will exercise a high degree of independence in the determination
of overall workforce and clinical service strategies, priorities, work standards and the allocation
of resources.
The position will make independent decisions related to area wide expert practice in their field and
will be responsible for outcomes for clients and the organisation from the practice of other health
professionals and staff. The position participates in strategic management and service development
decisions.
The position requires expert professional knowledge of methods, principles and practice and skills
across client groups and work areas.
Positions at this level are required to apply senior strategic processes in the management of
departmental resources and services.
57
Positions at this level have a combination of operational and strategic roles as follows:






has professional responsibility with regard to strategic workforce and service development
and professional practice across a Local Health District(s), a geographic region, zone or
clinical network
provides professional co-ordination and leadership across a Local Health District(s),
a geographic region, zone or clinical network to department heads
acts as a central point of contact for strategic consultation and liaison with Senior Executive
management and the Allied Health Director/Advisor
may have a dual role of department head
may be required to provide an expert speciality consultancy role in their area of expertise
may be involved in the provision of relevant clinical or leadership training, management
development and/or mentoring to staff within the Local Health District(s), geographic
region, zone or clinical network.
The varying size and complexity of disciplines and the scope of the Discipline Director/Advisor
positions and the consequent impact on the nature of the work are reflected in the different grading
of positions as follows:
Where the area of responsibility includes up to 25 full time equivalent health professionals or
technical and other support staff providing clinical input - Level 8, Grade 1
Where the area of responsibility includes more than 25 - 55 full time equivalent health professionals
Where the area of responsibility includes more than 55 - 100 other full time equivalent health
professionals or technical and other support staff providing clinical input - Level 8, Grade 3
Where the area of responsibility includes more than 100 other full time equivalent health
professionals or technical other support staff providing clinical input - Level 8, Grade 4.
The criteria for a Discipline Director/Advisor positions will generally rely on the number of full time
equivalent health professionals or technical and other support staff within the area of responsibility.
This does not preclude the employer from taking into account other aspects or demands of the role
required including a significant variance between the actual number of staff managed to the FTE
figure, organisational complexity, range and scope of duties and other responsibilities to be
undertaken.
58
Appendix 5 – NT Tiers 1-5 Classifications
The principles underpinning the translation to the new structure are:
1) No Employee will lose pay as a result of translating to the new classification structure.
2) Employees will translate to the new level according to their position’s work value points as
determined by the Job Evaluation System (JES) points.
3) For Employees translating to new Professional levels 1 - 3, anniversary dates for future increments
will be in accordance with the following:
(i)
(ii)
(iii)
(iv)
Where an Employee has been at the top of the salary range of a current classification
level for less than 12 months the translation date becomes the new anniversary
increment date; or NTPS 2010 – 2013 ENTERPRISE AGREEMENT; or
Where an Employee has been at the top of the salary range of a current classification
level for more than 12 months, they will retain their existing increment anniversary
date; or
Where an Employee translates to a greater salary level than the increment they would
have received on the existing structure, the date of translation becomes the new
anniversary date; or
Where an Employee translates to a lower maximum attainable salary than their current
classification level, they will retain their existing increment anniversary date.
4) For Employees translating to a new Senior Professional level (SP1 or SP2), the date of translation
will become the annual performance review date and subject to meeting progression criteria,
the first available progression payment may be available 12 months from the date of translation.
The new structure underpins an expectation of officers classified under SP1 and SP2 to drive
Government initiatives and encourage performance at a high leadership level.
5) Employees who translate to a classification level that has a lower maximum attainable salary than
their current classification level will be subject to grand-parenting arrangements that ensure they
retain access to the higher attainable maximum salary of their former level.
6) Existing market allowances or supervisory allowances paid to Employees will be absorbed into the
Employee’s new salary, provided that:
(i)
No Employee will incur a loss in salary; and
(ii)
Employees will receive the annual wage increases provided in the Agreement.
59
Appendix 6 – QLD Definitions of HP Level 1-8 Classifications
Career structure and progression
In Queensland Health, all allied health professionals are employed under an eight level Health
Practitioner (HP) structure. This is based on minimum qualification, skill and knowledge
requirements. Clinical, education and research positions range from levels HP3 to HP7,
while managerial positions range from HP4 to HP8. Advancement within each level occurs
by one increment each year provided the annual performance appraisal is satisfactory.
To progress to a higher level, you must apply directly for jobs when they are advertised.
Many allied health professionals in Queensland Health are employed at a level of HP3 or HP4.
Jobs at a level of HP5 and above are either specialised clinical jobs, or jobs with a high level of
formal managerial responsibility.
The types of responsibilities performed by HP3 and HP4 allied health professionals are described
below. This information may help interstate or international allied health professionals to estimate
their level, if employed by Queensland Health.
Health Practitioner 3 (HP3)
New graduate allied health professionals commence at level HP3. As qualified clinicians, they are
required to demonstrate at least a competent level of professional knowledge and skill, and should
be able to independently undertake routine clinical practice as a member of a professional and/or
multidisciplinary team.
It is expected in the early developmental stages of a career, close supervision from senior clinicians
will be required. As experience builds and clinicians move through the higher increment levels,
clinical decisions and problem solving are made by exercising increasingly independent clinical
judgment.
Health Practitioner 4 (HP4)
HP4 jobs are divided into a clinical or a managerial stream. Clinical jobs may have a clinical,
education or research focus, or may involve elements of all three. They demonstrate high level
knowledge, skills, experience and clinical leadership within the professional and/or multidisciplinary
team. Duties undertaken are of a complex and varied nature, the majority of which are performed
with a high degree of independence. Alternatively, individuals may practice as a sole practitioner
who is required to exercise independent professional judgment on a daily basis and take on
administrative or managerial responsibilities.
Managerial jobs demonstrate clinical expertise in conjunction with formal managerial responsibility,
with the ability to perform duties with a high degree of independence and little to no direct clinical
practice supervision. These positions would also have operational or resource management
responsibility of small discipline teams.
60
Appendix 7 – SA Definitions of AHP Level 1-6 Classifications
Work Level Definitions
“Allied Health Professionals (AHP)” means employees who are employed in vocational groups listed
in Appendix 1. Allied Health Professionals are required to be tertiary qualified having completed
recognised undergraduate university degrees to enable them to either obtain State or Territory
registration; licence or accreditation to practice; or are eligible to join the relevant professional association.
“Managerial Responsibilities” means an Allied Health Professional who:
1.
is required to determine operational policy and procedures for a work unit within the
framework of an Agency’s requirements;
2.
is required to ensure the timeliness, effectiveness, quality and efficiency of a work unit;
3.
has significant independence of action including the use or allocation of both financial and
human resources within the constraints or guidelines laid down by executive management;
4.
undertakes human resource management functions including planning, developing and
implementing programs associated with equal employment opportunity and occupational
health, safety and welfare within the functional area of responsibility; and
5.
trains staff, co-ordinates workflow processes, ensures quality of output of the work unit,
conducts performance assessment and review, staff counselling, career planning and
development.”
ALLIED HEALTH PROFESSIONAL LEVEL 1





AHP 1 comprises both newly qualified AHP and developing AHPs.
Employees at this level demonstrate at least a competent level of professional knowledge
and skill. As experience is gained, AHPs are able to independently undertake routine
professional tasks.
Employees participate in professional and/or multi-disciplinary teams, operating at the level
of basic tasks to routine professional tasks commensurate with level of experience.
Duties undertaken independently at this level are generally of a routine and non-repetitive
nature, with more complex professional decisions and problem solving made under the
professional/clinical supervision or professional guidance of a more experienced practitioner.
As the AHP gains experience, the AHP 1 will exercise greater levels of independent
professional judgement.
*Graduates
Qualifications
Entry level AHPs:

appointed to positions requiring an appropriate discipline-based minimum three year under
graduate degree qualification or equivalent will commence at AHP 1, first increment;

appointed to positions requiring an appropriate discipline-based minimum four year under
graduate degree qualification or equivalent will commence at the AHP 1, second increment; and

who hold a 2-year Masters with a non-allied health undergraduate degree will be appointed
at AHP 1, third increment.

After working as a Graduate for 12 months, employees may be required to provide
professional/clinical supervision to undergraduate students on observational placements
and to work experience students.
61
Peer Assessment Process
In recognition of advanced skills and experience relevant to their profession, permanently appointed
AHPs who have been at the top increment of AHP 1 for 12 months or greater can apply to a Peer
Assessment Panel for assessment to progress to AHP 2.
A supervisor or manager of an eligible AHP 1 may initiate an application for assessment by the Peer
Assessment Panel for that employee, without the need for that AHP to complete 12 months at the
top increment of AHP 1. Such an application is subject to assessment by the Peer Assessment Panel.
In determining if an AHP will progress to AHP 2, the Peer Assessment Panel will consider the
following:
1.
the work level definition of AHP 2 as defined has been met;
2.
the AHP’s professional:
3.

performance;

aptitude;

experience;

responsibilities;

initiative; and
and that the AHP has complied with all requirements of their current management-approved
Performance Review and Development plan.
The Peer Assessment Panel will include a discipline specific allied health representative (at a
minimum level of an AHP 3) and an allied health management representative. An Agency may opt
to have a human resources representative on the Peer Assessment Panel.
Following assessment, should an AHP not progress to AHP 2, the relevant supervisor or manager will
be responsible for implementing a Performance Review and Development Plan in consultation with
the AHP to address any issues arising from the assessment.
Should an AHP be assessed as not meeting the criteria for progression, the AHP will not be eligible
to apply for progression until such time as the relevant supervisor or manager is satisfied that the
issues have been satisfactorily addressed through the Performance Review and Development Plan
process.
The Peer Assessment Process does not remove or diminish the opportunity for an AHP to apply for
a reclassification. A reclassification application will be considered and determined in accordance
with existing Agency policies and procedures.
62
Employees at AHP 2 will:






Demonstrate increased professional expertise, competence and experience to perform any
standard professional task within the discipline.
Have attained greater specialised knowledge within the discipline.
Provide professional services to client groups in circumstances requiring increasingly
complex practice skills.
Exercise greater specialist/generalist knowledge within the discipline and achieve higher
level of outcomes under reduced professional/clinical supervision within the discipline.
Apply professional judgement to select and apply new and existing methods and techniques.
Demonstrate expertise obtained through appropriate professional development and
operational experience or tertiary qualification(s), post graduate education or other formal
qualification(s).
The above requirements constitute the work definition for the Peer Assessment Process as
described.
Work undertaken at this level may involve a combination of:






Providing professional/clinical supervision, support and oversight of AHP 1 and/or technical
and support staff.
Assisting in planning, implementing and reporting on services.
Utilising knowledge and skills in contributing to research and/or service development activities
of the relevant discipline or service area.
Identifying opportunities for improvement in professional tasks, including developing
and leading ongoing quality improvement activities with other staff.
Contributing to professional research and participating in the provision of professional
in-service education programs to staff and students.
Project co-ordination, which will require organisation and implementation of specific tasks
or projects.
An AHP who holds a 2-year Masters, with a related allied health undergraduate degree will be
appointed at AHP 2, first increment.
AHP 2s may have a clinical, co-ordination, education or research focus or may involve elements of all
pathways such as:
Clinical
Co-ordinator
Education/Research
Professional Clinician/Practitioner
Team Co-ordinator
Clinical Educator
Rural Generalist
Project Co-ordinator
Clinical Researcher
63
(1)
Professional Clinician/Practitioner / Rural Generalist, includes the following:

An AHP who possesses and works within a recognised professional specialty within their
discipline, requiring professional expertise and knowledge.
An AHP with generalist skills who would usually work in a regional or rural area and would
possess professional skills enabling them to work across a range of professional areas within
their discipline.
An experienced and competent clinician/practitioner who delivers quality and contemporary
services and provides profession-specific professional leadership.
Provides professional/clinical supervision, mentorship and oversight to some staff, and may
be responsible for other AHPs within their work unit having access to professional/clinical
supervision.
May provide professional leadership in the relevant network, including facilitating access
to relevant training for professional staff; leading improvements in the safety and quality
of professional services.
Contributes to improvements in the client/patient journey driven distribution of services,
which may include assisting the identification of new service models in response to Agency
directions.
Apply sound level evidence and judgement by informing on service quality and service
improvement activities, shaping service delivery and making a contribution to the wider
development of technical competence.






(2)
Team Co-ordinator / Project Co-ordinator


An AHP 2 Team Co-ordinator will normally have an operational/supervisory role in a small
to medium sized team. This would be under the direction of a Department Head.
May deputise for professional head of a small work unit.
An AHP 2 Project Co-ordinator will be responsible for discrete projects or for areas of policy
that are considered to be complex, requiring discipline knowledge and experience which are
undertaken under limited direction.
(3)
Clinical Educator / Clinical Researcher


Professional/clinical supervision, research and an appropriate evaluation of professional tasks.
Supervising students, multidisciplinary student teams or continuing professional development
for AHPs.

Employees at AHP 3 will have a clinical, management, education or research focus, or may involve
elements of all pathways. An AHP at this level will be exercising skills, experience and knowledge
that exceed AHP 2.
Clinical
Management
Education/Research
Senior Clinician/Practitioner
Manager
Senior Clinical
Educator
Senior Rural Generalist
Project Manager
Senior Researcher
64
(1)
Senior Clinician/Practitioner / Senior Rural Generalist
A Senior Clinician/Practitioner (AHP 3) will:

Be specialising within a discipline (including increased depth and breadth of knowledge
and skill as a Rural Generalist).
Provide a consultancy service in their area of expertise across a work unit, region or
professional network.
Provide advice to management on professional service delivery development, practice
and redesign in response to demand and client needs.
Provide professional/clinical supervision to other health professionals or other technical,
operational and support staff, as well as have a professional/clinical caseload.
Contribute to education activities related to their area of expertise.
(2)
Manager / Project Manager




This is the first level where an AHP may have managerial responsibilities.
In addition to possessing the ability to apply professional skills as described in (1) above,
a Manager/Project Manager (AHP 3) will be responsible for components of the following:








(3)
The leadership, guidance and/or line management of a multi-disciplinary team or specialist
team that may work across a region or professional network.
Attainment of work unit operational goals and objectives and the facilitation and application
of human resource principles including performance management and development.
Line supervision of other health professionals or other technical, operational and support staff
as well as a professional/clinical caseload.
May deputise for a Director/Department Head.
Provision of clinical supervision within own team and or discipline.
Managing projects which may involve personnel from either one or a variety of professional
disciplines.
Initiating and managing programs and investigations.
Maintaining a clinical caseload commensurate with management responsibilities.
Senior Clinical Educator / Senior Researcher
In addition to the professional skills as described as a Senior Clinical/Practitioner/Senior Rural
Generalist, a Senior Clinical Educator / Senior Researcher (AHP 3), will be responsible for:






Co-ordination of educational activities for several students on professional placements within
one or more facilities or across disciplines within the one facility.
Liaison with education providers regarding educational outcomes of the professional
placements.
Undertaking research into adult education principles, models of best practice in training and
education and training program development as required, in order to support and improve
the delivery of training to students.
Contributing to discipline specific research or professional placement improvement initiatives.
Conducting quality evaluation within a work unit, region or professional network.
Maintaining a clinical caseload commensurate with education and research responsibilities.
65
Employees at AHP 4 will have a clinical, management education or research focus or a combination
of all pathways.
Clinical
Management
Education/Research
Advanced Clinician/Practitioner
Department Head
Advanced Clinical Educator
Senior Project Manager
Advanced Researcher
(1)
Advanced Clinician/Practitioner
An Advanced Clinician/Practitioner will:







(2)
Maintain a clinical caseload.
Exercise significant professional judgement based on a detailed knowledge of work unit,
Agency, industry and/or State-wide initiatives.
Develop and/or apply discipline principles and new technology and/or knowledge of crucial
work which can encompass a single discipline or a variety of disciplines.
Make a significant contribution towards the development and achievement of the strategic
directions of the Agency and the region. These contributions may extend to the State or the
Nation.
Make independent decisions related to a wide area of expert practice in their field across
a zone and/or region and will be responsible for outcomes for clients and the organisation
from the practice of other health professionals and staff.
Require expert specialist knowledge of contemporary methods, principles and practice and
skills across client groups and work areas.
Provide professional/clinical supervision to other health professionals, students and/or other
technical, operational and support staff.
Department Head / Senior Project Manager
A Department Head / Senior Project Manager will:
a) Lead and provide operational advice on major functions or work areas within a work unit,
zone, region or professional network.
b) Attain a work unit’s operational goals and objectives and the facilitation and application of
human resource principles including performance management and development.
c) Provide peer support to relevant colleagues and oversight of unit staff where appropriate.
d) Manage overall workforce and professional service strategies, priorities, work standards
and the allocation of a work unit’s resources.
e) Participate in strategic management and service development decisions which will involve
participation in committees and/or working parties which have an influence on the strategic
direction of the region, Agency or State.
66
f) Have a combination of operational and strategic roles such as:
 has a significant contribution to corporate goals such as strategic workforce and service
development and professional practice across a zone, region, or professional network;
 the provision of discipline specific professional co-ordination and leadership across a
Regional Health Service, a zone, region or professional network to department heads;
 acting as the central point of contact for strategic consultation and liaison with senior
management;
 provide an expert specialist consultancy role in their area of expertise; and
 involvement in the provision of relevant professional or leadership training,
management development and/or mentoring to staff within a Regional Health Service,
zone, region or professional network.
g) Initiates and formulates programs within the framework of a work unit’s objectives and
priorities.
h) May be required to initiate, formulate and manage research programs involving a number
of professional disciplines.
i) Manage complex projects which may involve personnel from either one or a variety of
professional disciplines.
. Initiate and manage high level programs and major investigations.
. Maintain a clinical caseload commensurate with management responsibilities.
(3)
Advanced Clinical Educator / Advanced Researcher
An Advanced Clinical Educator / Advanced Researcher will:





Co-ordinate, promote and participate in research projects relevant to discipline or AHP
evidence based practice and/or service improvement.
Co-ordinate discipline specific and/or Interprofessional Learning clinical placements.
Oversight and co-ordination of relevant AHPs.
Co-ordinate continuing professional development for AHPs.
Maintain a clinical caseload commensurate with education and research responsibilities.
Employees at AHP 5:




Will have formal responsibilities for a major Agency program.
Must seek professional/clinical supervision or mentoring relevant to clinical caseload.
Has evidence of higher qualifications, and discipline recognition at regional, state, national
and/or international levels.
Has made a significant contribution to the development of professional understanding on a
national or international level.
Employees at AHP 5 will have a clinical, management, education or research focus or a combination
of all pathways.
67
Clinical
Management
Education/Research
Consultant Clinician/Practitioner
Professional
Manager/Adviser of a Major
Program and Operations
Consultant Educator
Regional Discipline Lead
Consultant Researcher
(1) Consultant Clinician/Practitioner / Regional Discipline Lead
A Consultant Clinician/Practitioner / Regional Discipline Lead will:




Provide expert specialist consultancy skills with crucial impacts to the industry, the State
and possibly the Nation.
Be a leading professional specialist.
For a Consultant Clinician/Practitioner, the lack of precedent is a major feature of the majority
of duties and actions undertaken.
Operate in a highly complex or specialised field to establish and/or modify standards,
guidelines, concepts, theories, techniques or principles by both critical analysis of new
techniques, equipment or programs.
(2) Professional Manager/Adviser of a Major Program and Operations
The professional manager at this level will have high level managerial responsibilities which involve
staff comprising a large number of, but not limited to, AHPs and the co-ordination and direction of
major program objectives to achieve the end result in a timely and effective manner. Such programs
will be of crucial importance to the State, to satisfy the Government’s objectives or the Agency’s
corporate goals.
The Professional Manager/Adviser of a Major Program and Operations will:



Operate under general policy direction and with professional independence in the
determination of overall strategies, priorities, work standards and allocation of resources.
Develops and directs the implementation of new and high level programs and major
investigations, with a strategic management emphasis.
Maintains a clinical caseload commensurate with management responsibilities.
(3) Consultant Educator / Consultant Researcher
A Consultant Educator / Consultant Researcher will:



Lead, co-ordinate and manage research projects at the work unit, region, State and possibly
the National levels, relevant to discipline and AHP evidence based practice and/or service
improvement.
Develop and provide state-wide AHP education programs and resources.
Maintain a clinical caseload commensurate with education and research responsibilities.
68
Employees at AHP 6 will:










Have evidence of higher qualifications relevant to health care.
Have discipline recognition at a State-wide, national and/or international level within the
relevant discipline.
Create a strategic framework and direct the development of professional competence within
a service area and relevant multi-discipline State-wide services.
Establish frameworks for the advancement and integration of disciplines to support the
delivery of quality State-wide health services within relevant Agency, Government or national
directions.
Strategically manage a discipline specific workforce which provides State-wide services or
a multi-disciplinary workforce across a region.
Provide professional policy development advice to Government.
Provide authoritative and specialist consultancy services which has impacts beyond the State.
Be professionally recognised as having a statewide, national and/or international reputation
as a specialist in the professional discipline which is confirmed by the publication of papers
and external invitations to teach or speak to professional bodies/educational institutions
on subject material which demands high level professional expertise.
Determine strategic directions and operational standards and objectives within the Agency
and industry.
Actively contribute as a member on State-wide and national committees.
Employees at AHP 6 will have a management focus:
Management
Regional Allied Health Adviser
State Discipline Lead
69
Appendix 8 – TAS Definitions of Level 1-6 Classifications
Classification Structure
Allied Health Professional Employees
Level 1-2 (P 1-2)
A Professional Practitioner, initially under close professional supervision as to method of approach
and requirements, performs normal professional work under general professional guidance,
and with professional development and may perform novel, complex or critical professional work
under professional supervision.
The work involves any or all of the following:





The normal professional work of an organisation unit, or of a specialised professional field
encompassed by the work of the unit;
Normal professional work where it is isolated from immediate professional supervision,
for example, because of remoteness of the functional work area;
Difficult or novel, complex or critical professional work under professional supervision;
Research carried out under professional supervision and which may be expected to
contribute to advances in the techniques used; and/or
Professional supervision of less experienced professional employees, together with general
supervision over technical and other personnel.
Initially, the work of a new graduate is subject to professional supervision. As experience is gained,
the contribution and the level of professional judgment increase and professional supervision
decrease, until a wide range of professional tasks is capable of being performed under general
professional guidance. It is expected that independent professional judgement will be exercised,
when required, particularly in recognising and solving problems and managing cases where
principles, procedures, techniques and methods require expansion, adaptation or modification.
Persons initially are required to have sound theoretical professional knowledge gained through
satisfactory completion of an appropriate course of study at a recognised tertiary institution.
Competency Progression Barrier (Level 1-2)
An Allied Health Professional may, after reaching the classification Level 1, Year 5, apply to their
Manager for personal progression to Level 2, Year 1. This application must address the criteria as
stipulated in Clause 13.3. A panel consisting of their Manager and a relevant senior Allied Health
Professional will assess the application. If the Allied Health Professional demonstrates they meet
the requirements, as stipulated in Clause 13.3, they will be progressed to Grade 2, Year 1 on their
next anniversary.
Accelerated Competency Progression
A Health Professional may, after reaching Level 1, Year 4, apply to their Manager for accelerated
progression to the classification of Level 2, Year 1. This application must address the criteria,
as stipulated in Clause 13.3 and must be supported in writing by a relevant senior Health
Professional. A panel consisting of their Manager and a relevant senior Health Professional will
assess the
70
application. This panel will make a recommendation to the delegated Manager who may approve
this accelerated progression.
Competency Criteria
The Health Professional concerned must demonstrate detailed knowledge of standard professional
tasks and professional expertise in one or more areas of the profession, as shown by (for example):



Modifications to standard procedures and practices and contributions to the development
of new techniques and methodologies;
Professional contribution relevant to the Profession at a local level;
Evidence of recognition by peers, industry or other client groups for knowledge and skill in
a specific clinical area, which may be demonstrated by:
o Original in-service presentations; or
o Active involvement in conferences or seminars; or
o Recognition as a resource person.
Level 3
Under broad policy control and direction is a senior Professional Practitioner who performs novel,
complex or critical professional work, or performs a limited range of the duties of Professional
Manager or Professional Specialist, with general professional guidance.
The work includes the formulation of professional or policy advice for senior management and may
involve provision of such advice to senior executives in other Departments, the private sector and
the wider community.
Normally, there is limited corporate impact at this level, as technical advice is often reviewed by
higher authority.
The work includes the role of team/project leader requiring the co-ordination of the work of
a number of professionals and/or other staff. The staff co-ordinated need not necessarily be
in the same discipline as the leader. Persons at this Level may oversee the operations of a section
comprising professional and/or technical staff engaged in field, laboratory, clinical, production
or operational work and which may be organised on a geographical or functional basis.
Persons at this Level are expected to have wide experience in their professional field. They perform
a variety of tasks of a novel, complex or critical nature, either individually or as a leader or member
of a team. Direction is provided in terms of a clear statement of overall objectives, with limited
direction as to work priorities.
Where a professional at this Level works as a member of a team he/she should have skills and the
experience necessary to perform all the tasks undertaken by the team or to have knowledge and
professional judgment to see and utilise specialist advice when it is required.
Specialists require substantial or higher knowledge in a particular professional discipline or field
and the exercise of independent professional judgement to resolve complex problems or issues.
71
Level 4
Under broad policy control and direction is:



A Senior Professional Practitioner; or
A Professional Specialist; or
A Deputy Head of Department.
The work contributes to the formulation of Agency policies for the work area. It requires an
understanding of the wider policy and strategic context. Technical or professional advice generally
has consequences beyond the immediate work area and is normally only reviewed for policy and
general approach. The work has moderate corporate impact.
The work is performed under broad direction in terms of objectives, policies and priorities.
Programs, projects, assignments or other work are generally decided by higher level management
but, at this Level, authority is given to decide on how to achieve end results within limits of available
resources. Decisions at this Level have direct consequences on the achievement of results for the
function or group of activities for which the person is responsible.
Persons at this Level are expected to have extensive experience in their professional field and to
perform a range of tasks in the absence of general professional guidance.
A Senior Professional Practitioner at this Level operates in the absence of general professional
guidance and is expected to apply significant professional knowledge and professional judgement
in one or more professional disciplines or fields in relation to more novel, complex and critical work.
The Senior Professional Practitioner need not necessarily be supported by other professionals.
A Deputy Head of Department occupies a position which is specifically designated as such and
provides support and assistance to the Professional Manager, including a Head of Department and
is responsible for the management of an organisational element in the absence of the Professional
Manager, including a Head of Department. Such positions would generally be established only in
large, more complex organisational elements.
Professional Specialists at this Level exercise a high degree of independent professional judgment
in the resolution of more novel, complex and critical problems or issues. They are required to
provide authoritative technical or policy advice which draws on in-depth knowledge in a professional
or technical field or discipline. Analysis, design and interpretation of results of research or
investigations represent authoritative and final professional conclusions. An original continuing
contribution to the knowledge in the relevant discipline(s) or field(s) and the application of that
advice in knowledge to the organisation’s work would be expected.
Level 5
Under broad policy control and direction is:



A Senior Professional Practitioner; or
A Senior Professional Manager; or
A Senior Professional Specialist.
The work requires the exercise of a high degree of independence in the determination of overall
strategies, priorities, work standards and the allocation of resources. Judgements made at this Level
72
form the basis of advice to senior levels within a department and are often critical to the
achievement of overall objectives of a departmental program or organisation unit. Work is
monitored against broad objectives and high corporate impact. Administrative direction is given
on the Agency’s policies and objectives and to ensure co-ordination with other major work units.
A Senior Professional Practitioner at this Level operates in accordance with broad objectives and is
expected to apply unusually significant professional knowledge and professional judgement in one
or more disciplines or fields directly relevant to the work area, and in relation to most novel,
complex or critical work.
A Senior Professional Manager position at this level will be graded in accordance with the following
managerial standards:
Grade 1
A Professional Manager, including a Head of Department at this Level leads and directs
an organisational element or team or professionals and other staff requiring co-ordination,
and is responsible for human, physical and financial resources under the control of the position.
The management role may require professional leadership over subordinate staff including
supervisors. This involves setting standards for and evaluation of performance, interpreting policy
relevant to the work area and may involve resolving more complex technical or professional
problems.
Guidelines
Typical features of positions classified at this Level include:




Responsibility for human, physical and financial resources;
Responsibility (usually) for less than 10 staff, who are predominantly professional but may
include some technical, clerical or operational staff;
Responsibility for managing a budget which is generally less than $0.7m (this figure is at
1 October 2005, and the salary component of which is to be adjusted in accordance with
any future salary increases);
Managerial complexity (as defined) is usually moderate.
Grade 2
Professional Manager, including a Head of Department at this Level leads and directs a mediumsized organisational element or team of professionals and other staff requiring considerable
co-ordination, and is responsible for human, physical and financial resources under the control
of the position. The management role may require professional leadership over subordinate staff,
including supervisors. This involves setting standards for and evaluating performance, interpreting
policy relevant to the work area; and may involve resolving more complex technical or professional
problems.
73
Guidelines


Responsibility (usually) for 10-19 staff, who are predominantly professional but may include
some technical, clerical or operational staff;

Responsibility for managing a budget which is generally between $0.7m and $1.4m.
(This figure is at 1 October 2005 and the salary component of which is to be adjusted
in accordance with any future salary increases);
Managerial complexity (as defined) is usually considerable.

Grade 3
A Professional Manager, including a Head of Department at this Level, leads and directs a large
sized organisational element or team or professionals and other staff requiring considerable
co-ordination, and has significant responsibility for human, physical and financial resources under
the control of this position. The management role may require professional leadership over
subordinate staff, including supervisors. This involves setting standards for and evaluating
performance, interpreting policy relevant to the work area; and may involve resolving more
complex technical or professional problems.
Guidelines
Typical features of positions classified at this level include:




Responsibility (usually) for 20-29 staff, who are predominantly professional but may include
some technical, clerical or operational staff;
Significant budget responsibility, which is generally in excess of $1.4m. (This figure is at
1 October 2005 and the salary component of which is to be adjusted in accordance with
Managerial complexity (as defined) is usually significant.
Grade 4
A Senior Professional Manager, including a Head of Department, at this Level directs and
co-ordinates a major function or work area involving a considerable variety of activities
and organised on a geographical (including state-wide) or functional basis. Relative to other
senior professional employee positions, Senior Professional Managers at this Level have
unusually significant responsibility for the human, physical and financial resources under their
control and the work may also include extensive co-ordination of projects involving unusually
large numbers of professional and other staff engaged in field, laboratory, clinical, production
and construction work. They direct professional and technical staff working in different fields.
74
Guidelines




Usually responsible for more than 30 staff, who are predominantly professional but may
include some technical, clerical or operational staff;
Significant budget responsibility, which is generally greater than $2.1m (This figure is at
1 October 2005 and the salary component of which is to be adjusted in accordance with
Managerial complexity (as defined) is usually extensive.
A Senior Professional Specialist at this Level is expected to have a depth of knowledge in his/her
discipline or field of significance to the Department. Persons at this Level often have a national
reputation. There is a requirement for a high degree of originality and analytical and conceptual
skills in the resolution of particularly complex technical or policy issues. The work requires expert
knowledge in a professional or technical field or range of fields and, in most cases, a comprehensive
knowledge of relevant legislation and policies. In some circumstances, Senior Professional
Specialists also have a management and/or co-ordination role. The work requires constant
adaptation of existing principles to new and unusual problems and involves frequent changes in
policy, program or technological requirements.
Peer Review Panel
Upon receipt of an application from an employee who occupies a position classified as a Level 5
Senior Professional Specialist, a recommendation on the appropriate grade within Level 5
will be made by a Peer Review Panel. This Peer Review Panel will consist of five members:
two management nominees, a nominee from the CPSU, a nominee from the HACSU and a nominee
from the Tasmanian Health Professional Council.
The Peer Review Panel will forward recommendations to the Head of Agency, or delegate,
for approval.
Employees who are unsuccessful in achieving placement at a higher grade through this process
may reapply after 12 months.
The following criteria are to be used by the Peer Review Panel in determining the appropriate grade
for professional staff classified as Level 5 Classification standards, prescribed in this clause.
The grades specified within Level 5 represent the salary range for Senior Professional Specialists
classified at this Level.
Specialist Level 5: Grade 1-2
The Senior Professional Specialist has a requirement to develop and advance the knowledge
and professional skills of other staff within the team.
The work requires the exercise of a high degree of independence in the determination of overall
priorities and strategies and has a significant corporate impact.
Judgements made form the basis of conclusive and authoritative advice to regional or statewide
management and are often critical to the achievement of regional or statewide objectives.
Persons at this level will often have a national reputation in their speciality.
75
The work requires constant adaptation of existing principles to new and unusual problems and
involves frequent changes in policy, program or technological requirements. As such, a person at this
level should:





Possess appropriate analytical, conceptual and problem-solving skills demonstrated by
a high degree of originality in resolving particularly complex issues arising from;
new policies, initiatives, systems and techniques, major research projects; and/or the
performance of highly complex clinical activities.
Have completed a post-graduate qualification(s) and could be expected to have at least eight
years of relevant post qualification experience;
contribute to the development and mentoring of other health professionals.
A Senior Professional Specialist appointed will be recognised at regional and on a statewide basis as
an expert in the field of work or discipline. This would be recognised through consideration of some
or all of the following:






invitations to lead at recognised statewide forums and conferences;
preparation and review of authoritative publications;
participation in approved working parties and consultancies;
teaching and lecturing in their specialty;
recognised as a point of reference by peers;
acknowledgement of expertise in legal and regulatory aspects of the specialty.
Specialist Level 5: Grade 3-4
The Senior Professional Specialist has a requirement for developing and advancing the knowledge
and professional skills of other staff within the team. The work requires the exercise of a high
degree of independence in the determination of overall priorities and strategies and has a critical
corporate impact. Judgements made at this Level may be significant to the achievement of
Government objectives. Persons at this Level will often have a national reputation in their specialty.
The work requires constant adaptation of existing principles to new and unusual problems and
involves frequent changes in policy, program or technological requirements. As such, a person at
this Level should:




possess outstanding analytical, conceptual and problem-solving skills demonstrated by a
high degree of originality in resolving particularly complex issues arising from new policies,
initiatives, systems and techniques; major research projects and/or the performance of
highly complex clinical activities;
have completed a post-graduate qualification(s) and could be expected to have
extensive relevant post qualification experience, beyond that required for Level 5 Grade 1-2;
contribute to the development and mentoring of other health professionals.
A Senior Professional Specialist at this Level will be recognised on a national basis as an
acknowledged expert, based on an extensive and enduring contribution to that field of work or
discipline. This would be recognised through consideration of some or all of the following:





invitations to lead or present at national or international forums and conferences;
preparation of authoritative national or international publications;
participation in national or international working parties and consultancies;
teaching and lecturing nationally or internationally in their specialty;
recognised nationally as a point of reference by peers;
76

acknowledged for expertise in legal and regulatory aspects of the specialty.
Level 6
Under broad policy control is an Executive Professional Manger.
The work involves executive management of several major work areas in an agency, involving a very
wide variety of activities associated with the development, co-ordination and implementation of
statewide policies.
Only broad Government objectives govern the position within which total flexibility exists for
developing policies, strategies and tactics to achieve objectives.
Direction would be an exception and limited only to issues which have impact upon other external
operational policy areas. Work at this Level has the higher corporate impact.
Schedule 8 – Allied Health Professional Level 3 Personal Up-Grade Scheme
Objective
The scheme aims to recognise and reward the efforts of eligible Allied Health Professional Level 3
staff that have achieved excellence in skills and competence through study, research and/or skill
acquisition relevant to their profession and service, through a process of salary advancement.
The objectives of this scheme are:



To recognise advanced skills, clinical leadership and contribution to the workplace.
To assist in the retention of experienced Allied Health Professionals.
To provide a mechanism to encourage employees to undertake desirable training to update
skills, knowledge and practice in areas of organisational relief.
Achievement of recognition of excellence will be assessed based on two fundamental concepts:
1. The contribution the employee has made to professional practice as well as meeting
research, teaching or specialist professional needs of the workplace and hence the
organisation; and
2. The extent to which the employee has contributed to the Agency’s business, strategic plans
and priorities.
The scheme recognises contribution to the service through:



Professional leadership via specialist or generalist knowledge, skills and experience,
as applied in the workplace.
Further clinical study trough possession of relevant qualifications, research and publications.
Teaching and development of others in the workplace.
The scheme envisages necessarily high standards to ensure the integrity and recognition of only
those employees who are truly performing at a level of outstanding achievement and professional
excellence. In saying that, it should be recognised that the scheme is not linked to length of service.
Permanently appointed eligible Allied Health Professional Level 3 employees (either full-time or
77
part-time) must demonstrate to the assessment panel that they are performing at a level consistent
with the assessment criteria on an ongoing basis.
Successful applicants (without post graduate qualifications) will be advanced past the current
qualifications barrier to AHP3, pay point 4. Further progression to the fifth pay point will be subject
to normal incremental arrangements. Where an employee is in possession of relevant post
graduate qualifications and achieves advancement in accordance with this provision, further
progression will occur to AHP4, pay point 1, with normal incremental progression to AHP4
pay point 2.
Preliminary considerations
Any individual, who believes they will satisfy the requirements of the scheme, should discuss their
proposed application with their professional supervisor and/or manager, and the likelihood of their
achieving the personal up-grade. The assessment process is not a substitute for workplace
performance management.

Supervisors can assist aspiring applicants by:
o Assessing applications critically.
o Supporting training and development opportunities to meet the chosen elective
criteria, where possible.
o Proactively utilising performance management systems.
o Where previous application has been unsuccessful, discuss panel feedback with
applicants and action where appropriate.
Eligibility
Applicants eligible for personal up-grade assessment must:




Be permanently appointed at the Allied Health Professional Level 3, and
Not be subject to a review resulting from a negative performance management process, and
Have served a minimum of 12 months at pay point 3, or
Have worked for 3 years as an AHP3, or other jurisdictional equivalent.
Assessment Criteria
The criteria has been written to encompass a wide variety of professions and jobs covered by the
umbrella of Allied Health Professional, and hence they are neither detailed nor specific for any one
job.
Applicants must interpret each criterion in relation to their own achievements within the ambit of
their particular positions in the Department. They must also provide examples of how they meet
each criterion, list of achievements and outcomes, and where required provide evidence (e.g. copy
of further qualification, conference papers etc).
The assessment criteria are in two parts: Part 1 and Part 2.
Part 1 comprises of two criteria every applicant must address.
Part 2 comprises four (4) criteria. Applicants must demonstrate achievement of two out of these
criteria. The choice of which two criteria the applicant addresses rests with the applicant.
78
(a) Part 1: Mandatory Criteria
Consistent with the fundamental principles, underpinning the scheme, this part attempts to draw
out the tangible “added” value of the applicant for the work area in which they work. This involves:


(b)
The specialist or generalist professional skills; and
Service changes and improvements as a result of the applicant’s work.
Part 2: Elective Criteria
1.
Leadership
2.
Research and Publication
3.
Qualification and Development
4.
Teaching and Education
Application Process
Submissions will be called for annually.
Employees wishing to apply for assessment of a personal up-grade will need to obtain a copy of the
application documentation from their Departmental Human Resources.
The initiative for preparing and submitting the application rests with the individual employee.
Assessment will be made through written application. The application is critical to the success or
otherwise of the applicant’s case for personal up-grade. Applicants must ensure that they convince
the panel, through their application, that they meet each criterion to the standards required, and
support each claim with evidence.
Applicants are advised that their achievements will be assessed in terms of contribution made to the
need of their particular workplace, discipline and service, and the extent to which they contribute to
the Agency’s strategic plan and priorities.
Assessment Process
Panels
Assessment panels, endorsed by the relevant section, will comprise a Senior Allied Health
Professional Manager, an Agency nominee and a representative from the relevant profession.
The Allied Senior Health Professional may be internal or external to the applicants section, and will
sit on a number of different panels to assist with consistency. The profession-specific representative
may be internal or external to the Agency. Where possible, this representative should be external to
the applicant’s current department.
Where there is no available representative due to a professions’ size, a related representative may
be considered.
Panel members must declare any past or present personal or working relationship with any
applicant. Any association will be noted in the Panel’s documentation.
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The Chair of each panel will be the Senior Allied Health Professional Manager.
All discussions of the panels will be confidential.
Assessment
The panel will be looking for evidence of performance within the current workplace, and sustained
achievements. Primary examples of achievement should be from within the last 5 years. Applicants
need to provide evidence of their achievements and outcomes and must be validated by the
professional supervisor/manager.
Validation of Claims
An applicant must have their coversheet and assess their claims against each of the assessment
criteria signed off by their immediate professional supervisor/manager as being true and accurate.
The professional supervisor or manager is acting in the supervisory or managerial position and they
must be in that position for a minimum of 6 months.
Where a manager has indicated that they do not support an application, the manager may still
submit the applicant to the panel for assessment.
In addition to having the claims validated, applicants must provide a referee’s report. The referee
may not be the same person that validates their application.
If there is an issue around location, meaning there is no suitable person from the service, the referee
should be someone who can elaborate on the information contained within the application.
Referee’s reports should relate directly to the information included in the application, and the
referee’s own independent opinion. Referees need to be able to directly comment on the majority
of the application. As such, it is recommended that referees have both current and recent
knowledge of the applicant’s work. Referees should read the application prior to completing
their report. Referees, where possible, may be of AHP3 or equivalent classification, or above.
Panels may consult with an applicant’s referee and supervisor/manager if clarification/verification
of any aspect of an application is required in order to make assessment or recommendations.
Panels may also choose to validate information in any other way. This may involve directly
approaching the applicant’s workplace, with the approval of the applicant.
Applicants are assessed on their stated achievements against the assessment criteria.
There is no ranking or quotas.
Delegation and Notifications
The panel will make a recommendation, based on the standard set, to the delegates.
The delegation for approval will sit with the Allied Health Advisor and the Section Manager
(or equivalent). Both delegates must provide sign-off in order for an applicant to commence
payment at the first competency point.
Payment at the higher rate will be effective from the date of close of application in the round
of assessment that the applicant has chosen to apply.
Applicants will be notified in writing of the decision once the delegate has signed off on the process.
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This may occur panel by panel.
Feedback
Each applicant will be notified in writing of the outcome of the process, and is entitled to receive
a brief written feedback summary from the panel. Other than the summary, no further feedback
process will occur. Applicants are not to approach individual members of the panel for feedback,
as they are not permitted to breach the confidentiality of the process.
Mobility of Up-Grade
The personal up-grade will be portable within the Tasmanian Public Sector. The underpinning
philosophy is that the skills and attributes that an individual has demonstrated to achieve their
personal up-grade should be transferable.
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Appendix 9 – VIC Definitions of Level 1-4 Classifications
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Appendix 10 – WA HSU Industrial Agreement, Level 1-9 Classifications*
* The WA Health Industrial Relations Service does not provide definitions/guidelines for Level 1-9
classifications. The descriptions below were adapted from various WA Health job descriptions for
each level. WA Health Industrial Relations Service has advised that where job descriptions do not
exist for a particular level it may be that positions at those levels have not yet been created and do
not currently exist.
Physiotherapist – P1
A P1 physiotherapist may be involved in planning and implementing a range of physiotherapy group
and individual treatment programs in community, in-patient and the day therapy service unit, appropriate
to meet the needs of clients. A P1 may be required to facilitate group programs, in coordination with
members of the multidisciplinary team. Assesses, treats and evaluates a variety of individual and group
physiotherapy programs. Participates in and provides professional expertise in multidisciplinary meetings,
as required to maintain clinical standards of care. Liaises with multidisciplinary team members and
provides feedback on expected clinical outcomes of physiotherapy.
Participates in community education programs. Presents educational information where appropriate
to carers, clients, multidisciplinary team members, colleagues and community groups. Maintains and
upgrades professional skills. Participates in risk-management processes at a local and whole of health
service level.
A P1 physiotherapist will be required to maintain accurate clinical and statistical records and to perform
administrative duties in accordance with the position. A physiotherapist at this level may provide reports
or proposals to facilitate improved service delivery and provide input into program planning activities.
A P1 may be required to liaise with senior staff in the development of departmental policy and procedures.
A P1 physiotherapist assists senior staff in the orientation and training of new staff into their specific job
roles. A practitioner at this level provides supervision, when required, for physiotherapy students
attending a professional education or practical training service. A P1 may be required to conduct
in-service education for physiotherapists and other health professionals, as directed by senior staff.
A physiotherapist at P1 participates in quality improvement activities on an ongoing basis.
A P1 physiotherapist may be required to participate in a research program.
Instructs patients/carers in home management and provides appropriate education. Will be required
to prescribe walking aids, orthoses and other appliances. Participates in discharge planning to promote
continuum of client care within the community and provides follow-up of discharged patients, as required.
Assists the Senior Physiotherapist/Clinical Head of Practice/Program Manager to update patient
assessments, exercise sheets and handouts.
Responsible for ensuring, as far as practicable, the provision of a safe working environment, in consultation
with staff under their supervision. Performs duties in accordance with the relevant Occupational Safety
and Health and Equal Opportunity Legislation and WA Health Code of Conduct. Participates in a
continuous process to monitor, evaluate and develop services and performance.
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A P2 physiotherapist is able to assess patients, plan and implement appropriate physiotherapy treatment
and management programs to meet the needs of the clients. A P2 physiotherapist provides clinical support,
direction and ongoing education for other departmental staff. Liaises with medical and other health
professionals related to patient management. Initiates and attends meetings as required and directed by
the Physiotherapy Manager. Maintains patient records, including preparation of progress and final reports,
treatment statistics and related documentation. A P2 level physiotherapist may also perform audits,
as required. A P2 may participate in and undertake performance management.
Responsible for ensuring the clinical safety of patients and staff and for maintaining a safe working
environment in cooperation and consultation with other staff. May supervise subordinate staff and
assigned undergraduate and postgraduate students. P2 duties often involve supervision and assessment
of undergraduate physiotherapy students undertaking clinical practice, as directed by the Physiotherapy
Manager. May also be required to supervise students in approved fieldwork programs, as required.
Work at this level may involve participation in ward rounds, case conferences, team and department
meetings. A P2 may attend case management meetings and liaise with medical, nursing and allied health
staff on case management matters. May be required to attend and participate in appropriate specialist
meetings and departmental meetings. A P2 may also be required to participate in relevant clinical
management meetings, with respect to allied health practice change and policy development.
A P2 initiates and ensures the ongoing application of continuous quality improvement activities, including
program evaluation and performance indicators. A P2 may initiate and participate in quality improvement
and research programs. A P2 may be required to conduct in-service programs for other health
professionals relevant to the allocated area.
A P2 is responsible for maintaining and upgrading their professional skills and knowledge.
Performs duties in accordance with the Government of Western Australia, Department of Health,
SMAHS and Departmental/Program Specific Policies and Procedures.
Performs duties in accordance with relevant Occupational Health and Safety and Equal Opportunity
and Disability Services legislation.
A P3 level physiotherapist manages, supervises, plans, directs, controls and evaluates physiotherapy
services across the hospital program. Monitors and maintains professional standards for physiotherapy
across the health service, promoting best practice standards. Ensures maintenance of statistics,
administrative records, analysis and reports.
Provides direct professional supervision and performance management of senior physiotherapists.
May be required to develop and coordinate interdisciplinary clinical programs with other professional staff.
A P3 role may involve managing intake processes, and initial contact and intervention plans for new
referrals. A P3 consults and liaises with inter-agency professional and support staff, as necessary.
A P3 ensures the implementation and maintenance of performance management systems and professional
development, which supports the ongoing development of individual and team performance and skills.
85
May be required to coordinate, educate, supervise and evaluate undergraduate or postgraduate
physiotherapy students.
Manages the strategic business planning and operational requirements, in developing and maintaining
physiotherapy services. Manages physiotherapy human resources and workforce issues, ensuring
compliance with hospital policies and practices and other legislative requirements.
Ensures staff and personal participation in professional education and provides professional development
for physiotherapists and other staff within the region.
A P3 may be required to recruit, select and supervise physiotherapy staff (and other clinical or support staff
as required), managing performance and evaluating outcomes.
A P3 is likely to be involved in developing, monitoring and updating policy and procedural documentation
of physiotherapy. Coordinates and ensures active staff participation in relevant continuous quality
improvement activities for physiotherapy services.
A P3 acts as a consultant to other professionals, non-clinical staff and external agencies on physiotherapy
matters. Acts as a consultant in the management of complex clinical cases, within level of expertise.
Plans and coordinates physiotherapy staff professional development and in-service training.
Undertakes appropriate activities to maintain and upgrade professional, clinical and managerial skills
and knowledge. Maintains up to date knowledge on relevant Department of Health issues, processes
and policies. Initiates and participates in research programs and educational programs. May hold
responsibility for selecting equipment and supplies and working within the program budget.
Responsible for ensuring, as far as practicable, the provision of a safe working environment in consultation
with staff under their supervision. Performs duties in accordance with the relevant Occupational Safety
and Health and Equal Opportunity Legislation and WA Health Code of Conduct. Participates in a continuous
process to monitor, evaluate and develop services and performance.
A P4 level physiotherapist may assist the Head of Department of Physiotherapy (or other relevant person)
to develop and implement strategic and business plans, accreditation, departmental policies and
procedures. May be required to offer assistance in the management of human, financial and physical
resources of the relevant department. May be required to manage the daily professional and
administrative activities of the department.
Liaises and co-ordinates with universities regarding clinical placements and training for
undergraduate/post-graduate physiotherapy students.
Provides high level physiotherapy consultancy services for complex clinical cases, as required.
Participates in hospital and area wide committees.
Plans and implements performance management programs and professional development programs for
staff, including team development.
As directed, represents the relevant department to the hospital, area health service and external
organisations. Assists in the development and implementation of best practice clinical governance,
86
incorporating evidence-based practice and quality principles. Co-ordinates the department’s research
program, in collaboration with the Head of Department.
Responsible for ensuring, as far as practicable, the provision of a safe working environment in consultation
with staff under their supervision. Performs duties in accordance with relevant Occupational Safety and
Health and Equal Opportunity legislation. Participates in a continuous process to monitor, evaluate and
develop services and performance.
Plan and implement physiotherapy assessment, treatment and discharge of clients within a multidisciplinary team. May be required to coordinate, roster and assign staff to caseload duties and to provide
supervision and performance management.
A P7 may be required to undertake comprehensive patient screening, assessment, intervention and case
management using advanced clinical practice and interdisciplinary skills. Participates in ward rounds,
case conferences, team and departmental meetings. Maintains precise patient records, statistics and
related information.
Scope of practice is likely to include responsibility for the development and implementation of specific
policies and procedures to guide daily operations of the service. Facilitates and implements the
development of strategic and business plans for the allied health team. Monitors and ensures compliance
with established administrative and clinical practice policies and procedures. Assists in the formulation,
development and implementation of policies and programs in the home and community environment.
Initiates, undertakes and participates in quality improvement activities, research projects, professional
development and performance management.
Provide supervision and assistance with the overall management and evaluation of therapy assistants.
Advise, consult and liaise with hospital and community agencies regarding service delivery. Attend case
management meetings and other meetings, as required. Liaise and act as a consultant with and to other
staff in routine and complex case management matters.
Required to supervise and instruct undergraduate and postgraduate students.
Undertakes continued professional development and participates in performance management to advance
professional standards and specialist skills, including training in interdisciplinary interventions relevant
to the area. Initiates and ensures the ongoing application of continuous quality improvement activities,
including program evaluation and reports on key performance indicators. Initiates and participates
in all relevant clinical management meetings, with respect to allied health practice change and policy
development.
Advises, consults and liaises with other professional staff, hospital and community agencies on clinical
matters relating to case management.
Complies with SMAHS policies and procedures, MHS Code of Conduct and other relevant legislation.
Participates in a continuous process to monitor, evaluate and develop performance. Responsible for
compliance with EEO, Disability Services and OSH Acts within the allied health team. Supervises students
in approved clinical teaching and fieldwork programs, as required.
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Appendix 11 – WA, PSA and GOSAC Clause 18 – Annual Increments
PSA and GOSAC Clause 18 – Annual Increments
Changes to these clauses now allow an employee to progress to the next salary increment after 12 months
continuous service, to the maximum of their salary range by annual increments, unless there is an adverse
report on the employee’s performance or conduct that recommends the increment be withheld.
The Award variation effectively reverses the previous onus on increment progression; employees will now
automatically progress unless there is a performance or conduct report that recommends the increment
not be paid.
Where a report on an employee’s performance or conduct recommends the non-payment of an annual
increment:


Employees must be shown any adverse report prior to completing 12 months service since
their last incremental advance and given an opportunity to provide comment in writing.
Those comments will be considered by the employer prior to approving or not approving
the increment; and
The anniversary dates of future increments will not be affected by the decision to withhold
an increment.
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Manager, Australian Physiotherapy Association, Level 1, 1175

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